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UK Green Building Council C O M PA N Y R E G I S T R AT I O N N U M B E R 0 1 0 2 9 2 3 9 ukgbc.org C H A R I T Y R E G I S T R AT I O N N U M B E R 1 1 3 5 1 5 3

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 3

5 FOREWORD 6 YEAR AT A GLANCE 8 2025 STRATEGY OVERVIEW 10 THEORY OF CHANGE

GOAL 1[UK national and devolved policy frameworks ] have demonstrably evolved to reflect the critical priorities highlighted by UKGBC.

12

18

20

22

28 GOAL 5

Consistent standards and metrics for built assets have been developed and are in widespread usage, and the cost of carbon is increasingly factored into investment and financing decision-making.

32 GOAL 6

Businesses and professionals throughout the value chain and across the UK are collaborating to identify challenges and solutions, and to define and adopt best practice guidance.

Knowledge, skills, and competencies are increasing in order to accelerate the industry’s transformative change.

36 GOAL 7

40 OUR INTERNAL IMPACT 44 THE YEAR AHEAD 49 FINANCIAL STATEMENTS

FOREWORD change b! tid

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FOREWORD

As I look back on the past year – my eighth and final at UKGBC – I am yet again filled with mixed emotions. Progress is being made, and solutions exist that address the permacrisis we are living through, but the pace is far too slow if we are to avert a climate and ecological breakdown.

Despite this, I am left with enormous pride in what UKGBC and its wider network have achieved and a humbling feeling of hope that the sustainable built environment movement will grow exponentially and bring about the transformation that is so urgently needed.

of concerted progress on core policy areas. We utilised the collective voice of more than 700 members, drawing on expertise to scrutinise critical legislation and influence government in the design of policies that should affect the performance of the UK’s built environment for decades to come.

Globally, we saw positive

momentum, with COP15 delivering what is hoped to be a ‘Paris moment’ for Nature and COP27 culminating in a breakthrough loss and damage fund for climate-vulnerable nations. In the UK, the interlocking cost of living and climate crises have catapulted home retrofit and energy efficiency into the limelight, despite continued setbacks in securing effective regulatory incentives and frameworks.

Our core programmes, ‘Advancing Net Zero’ and ‘Resilience and Nature’ , have generated widespread funding and support, and successfully convened a broad base of engaged member businesses to define what ‘good’ looks like and adopt solutions at scale.

In such an uncertain climate, it’s imperative that we communicate with clarity and conviction. So, in a year in which we celebrated our 15th anniversary, we also launched a refreshed brand and website and commenced delivery of our 2025 Strategy. Titled ‘Advancing Ambition, Accelerating Action’ , the strategy comprises seven overarching 2025 goals, against which the team has worked passionately to make substantial progress.

This year, we also invested substantially in our Insights & Innovation workstreams, calling on our members to adopt ambitious commitments while tripling the proportion of these members who are official Race to Zero signatories. We convened to brainstorm how best to achieve net zero through new Collaboration Cafes , and we’re also proud to have reached over 5,000 individuals through the portfolio of learning and development opportunities we curated.

Our policy and public affairs work in England, Scotland and Wales has continued to gain increasing traction in spite of the UK Government’s lack

We are delighted to have welcomed 23 new team members to our organisation and 134 new members to our network. Both employee Health and Wellbeing and member Impact Surveys demonstrated that our culture, processes, and values remain critically important to both staff and members alike.

Delivering value to our members remains a core priority for UKGBC, as only together, through collective action and consensus, will we be able to deliver transformative change across our sector at the required speed and scale.

As I look to the future for this extraordinary organisation, I am filled with hope as I pass the UKGBC leadership baton into the hands of my visionary successor, Smith Mordak, who starts in June. It has been a huge privilege to lead UKGBC over the best part of a decade, and I am grateful to the team, Trustees, members and wider stakeholders for the collective impact we have delivered together. I’m also grateful to the thousands of built environment professionals that have and will continue to engage with our programmes and projects and pass through our leadership programmes and courses – you are the ultimate champions of our sustainable built environment!

JULIE HIRIGOYEN CHIEF EXECUTIVE UK GREEN BUILDING COUNCIL

6 | U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

YEAR AT A GLANCE

LEARNING AND DEVELOPMENT

2022-2023 2021-2022 8,109 2020-2021 19,892 9,139

19,892

HOURS OF LEARNING DELIVERED

2022-2023 2021-2022 4,669 2020-2021 4,641 4,566

4,641

LEARNING SESSION ATTENDEES

2022-2023 2021-2022 – 2020-2021 89% 79%

2022-2023 29

2021-2022 69 2020-2021 70

SATISFACTION SCORE

LEARNING INTERVENTIONS

Y E A R I N N U M B E R S | 7

MEMBERSHIP

2022-2023 2021-2022 7,438 2020-2021 9,471 4,956

9,471

ACTIVE MEMBER CONTACTS

2022-2023 2021-2022 200 2020-2021 167

2020-2021 213

OPPORTUNITIES FOR MEMBERS TO ENGAGE IN UKGBC ACTIVITIES

2022-2023 2021-2022 2022-2023 672 2020-2021 733 68% 542

2021-2022 78%

2020-2021 68%

MEMBERS

MEMBER ORGANISATIONS ENGAGED IN UKGBC

EVENTS

2022-2023 2021-2022 42 2020-2021 52 40

EVENTS

2022-2023 2021-2022 3,431 2020-2021 3,453 2,673

INDIVIDUALS TOOK PART IN EVENTS

COMMUNICATIONS

2022-2023 2021-2022 35 2020-2021 48 43

2022-2023

1,503

PRESS RELEASES MEDIA MENTIONS 2022-2023 2021-2022 2022-2023 43.7K 2020-2021 44.1K 30K 42K

2021-2022 1,492 2020-2021 943

2021-2022 22.3K 2020-2021 16K

TWITTER FOLLOWERS

2022-2023 2021-2022 213.6K 2020-2021 215.6K 152K

LINKEDIN FOLLOWERS 2022-2023 71.2K

2021-2022 66.4K 2020-2021 52K

DOWNLOADS OF ALL REPORTS/TOOLS

WEBSITE USERS

8 |

2 0 2 5 S T R AT E G Y O V E R V I E W | 9

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

2025 STRATEGY OVERVIEW

----- Start of picture text -----
WHO WE OUR ENABLERS IMPACT AREAS
COLLABORATE WITH OF CHANGE WE WORK ON
GOVERNMENT COLLABORATE NATURE AND
BIODIVERSITY
BUSINESSES INSPIRE
RESOURCES
INDUSTRY ADVOCATE
BODIES CLIMATE
CHANGE
ENABLE
PROFESSIONAL
INSTITUTES HEALTH AND
WELLBEING
MEDIA
SOCIAL
VALUE
NGOS
----- End of picture text -----

THINK TANKS AND ACADEMIA

THE CHANGE WE WANT OUR STRATEGIC GOALS 2025 TO SEE BY 2025 GOVERNMENT GOVERNMENT BUSINESSES National, devolved, and local GOAL 1: UK national and GOAL 4: governments are creating policies devolved policy frameworks have which enable a just transition demonstrably evolved to reflect towards built assets that are net the critical priorities highlighted zero carbon, climate resilient, and by UKGBC. maximise environmental net gain.

GOAL 1: UK national and GOAL 4: Businesses are devolved policy frameworks have cultivating leadership mindsets, demonstrably evolved to reflect setting ambitious science-based the critical priorities highlighted commitments, and taking practical by UKGBC. action to achieve these.

GOAL 2: Local authorities have progressive built environment plans and policies that demonstrate best practice and provide signposts for national policy improvement.

GOAL 5: Consistent standards and metrics for built assets have been developed and are in widespread usage, and the cost of carbon is increasingly factored into investment and financing decision-making.

BUSINESSES

Businesses are working together to ensure a just transition towards built assets that are net zero carbon, climate resilient, and maximise environmental net gain.

GOAL 3: Governments have initiated a progressive sector-wide public estate decarbonisation and procurement plan, to translate the existing targets – including from COP – into delivery.

GOAL 6: Businesses and professionals throughout the value chain and across the UK are collaborating to identify challenges and solutions, and to define and adopt best practice guidance.

GOAL 7: Knowledge, skills, and competencies are increasing in order to accelerate the industry’s transformative change.

TO ACHIEVE OUR VISION A BUILT ENVIRONMENT THAT ENABLES PEOPLE AND PLANET TO THRIVE

8 |

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

2025 STRATEGY OVERVIEW

----- Start of picture text -----
WHO WE OUR ENABLERS IMPACT AREAS
COLLABORATE WITH OF CHANGE WE WORK ON
GOVERNMENT COLLABORATE NATURE AND
BIODIVERSITY
BUSINESSES INSPIRE
RESOURCES
INDUSTRY ADVOCATE
BODIES CLIMATE
CHANGE
ENABLE
PROFESSIONAL
INSTITUTES HEALTH AND
WELLBEING
MEDIA
SOCIAL
VALUE
NGOS
THINK TANKS
AND ACADEMIA
----- End of picture text -----

2 0 2 5 S T R AT E G Y O V E R V I E W | 9

THE CHANGE WE WANT TO SEE BY 2025

OUR STRATEGIC GOALS 2025

GOVERNMENT

National, devolved, and local governments are creating policies which enable a just transition towards built assets that are net zero carbon, climate resilient, and maximise environmental net gain.

BUSINESSES

Businesses are working together to ensure a just transition towards built assets that are net zero carbon, climate resilient, and maximise environmental net gain.

GOVERNMENT

GOAL 1: UK national and devolved policy frameworks have demonstrably evolved to reflect the critical priorities highlighted by UKGBC.

GOAL 2: Local authorities have progressive built environment plans and policies that demonstrate best practice and provide signposts for national policy improvement.

GOAL 3: Governments have initiated a progressive sector-wide public estate decarbonisation and procurement plan, to translate the existing targets – including from COP – into delivery.

BUSINESSES

GOAL 4: Businesses are cultivating leadership mindsets, setting ambitious science-based commitments, and taking practical action to achieve these.

GOAL 5: Consistent standards and metrics for built assets have been developed and are in widespread usage, and the cost of carbon is increasingly factored into investment and financing decision-making.

GOAL 6: Businesses and professionals throughout the value chain and across the UK are collaborating to identify challenges and solutions, and to define and adopt best practice guidance.

GOAL 7: Knowledge, skills, and competencies are increasing in order to accelerate the industry’s transformative change.

TO ACHIEVE OUR VISION A BUILT ENVIRONMENT THAT ENABLES PEOPLE AND PLANET TO THRIVE

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INTRODUCTION

ABOUT UKGBC

UKGBC is the membership-led industry network radically transforming the sustainability of the built environment.

We represent the unified voice of our industry’s current and future leaders who are working together to deliver a just transition across the sector, in response to the climate and nature crises.

Powered by over 700 member organisations from across the value chain, UKGBC is at the forefront of positively influencing policy, identifying the pathways required to propel the sector forwards sustainably and driving the solutions to transform our buildings, communities, cities and infrastructure so that people and nature thrive.

OUR VISION IS A BUILT ENVIRONMENT THAT ENABLES PEOPLE AND PLANET TO THRIVE BY:

OUR CHARITABLE OBJECTIVES ARE:

*These are the charitable activities as defined within the Financial Statements accompanying this report.

T H E O R Y O F C H A N G E | 11

THEORY OF CHANGE

OUR THEORY OF CHANGE VISUALISES HOW UKGBC AFFECTS CHANGE ON SUSTAINABILITY IN THE BUILT ENVIRONMENT.

At UKGBC, we collaborate to advocate, enable and inspire accelerated leadership and action, primarily by business and government, on climate change, resource use, nature & biodiversity, health & wellbeing and socio-economic impact.

WE ADVOCATE

WE COLLABORATE by convening diverse built environment organisations to engage in a common purpose

by calling for ambitious commitments, stronger standards and progressive policy and encouraging transformational leadership

WE ENABLE

by developing guidance, showcasing solutions and stimulating innovation

WE INSPIRE

by sharing knowledge and best practice, and encouraging transformational leadership

12 | U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

GOAL UK NATIONAL AND DEVOLVED POLICY FRAMEWORKS HAVE DEMONSTRABLY EVOLVED TO REFLECT THE CRITICAL PRIORITIES HIGHLIGHTED BY UKGBC. 1

BACKGROUND

This year’s stark reports from climate leaders including the IPCC and the UK’s Climate Change Committee have underlined the importance of UKGBC’s goal to help the built environment radically and rapidly decarbonise while becoming more resilient to our changing climate. Under a new Prime Minister, the UK Government pursued changes to the Whitehall structure to refresh and re-energise its net zero commitments, but still missed a number of key opportunities to accelerate and embrace our transition to net zero and wider sustainability goals.

Against this backdrop, UKGBC focused on utilising the collective voice of more than 700 of our members to convene expertise, scrutinise critical legislation, and influence the Government’s design and implementation of policies that will affect the UK’s built environment for decades to come.

From preparing the sector for incoming regulations on Biodiversity Net Gain to advising and influencing parliamentary scrutiny of the Levelling-Up and Regeneration Bill, and helping shape Scotland’s green transition, this year saw one of the most diverse and far-reaching policy portfolios in UKGBC’s recent history.

G O A L | 13 ONE

DIVE INTO OUR IMPACT

DOMESTIC RETROFIT

THE UK GREEN BUILDING COUNCIL ROADMAP, ON WHICH THE SCORECARD IS BASED, IS A HUGELY USEFUL DOCUMENT. IT HAS A WIDE RANGE OF THOUGHTFUL AND CONSTRUCTIVE RECOMMENDATIONS. AND THE SCORECARD ITSELF IS A REALLY USEFUL WAY OF SHINING A LIGHT ON WHERE WE ARE. I THINK WE WOULD ALL AGREE WE DO NEED TO GO FURTHER.

JOHN ALLISON DEPUTY DIRECTOR DEPARTMENT FOR ENERGY SECURITY AND NET ZERO

14 | G O A L ONE

DIVE INTO OUR IMPACT CONTINUED

CLIMATE POLICY AND PUBLIC AFFAIRS

Standard is our best opportunity to stop new homes being built that are unfit for our net zero future; UKGBC drew on views from members to develop five key tests for the new Standard.

PLANNING REFORM AND THE LEVELLING UP AND REGENERATION BILL

11 responses to government policy consultations.

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BIODIVERSITY AND CLIMATE RESILIENCE

85

Business members actively supporting UKGBC policy projects.

Engagements with target politicians/government officials.

5/5

Members gave their score for UKGBC’s advocacy work to improve government decisions.

16 | G O A L ONE

DIVE INTO OUR IMPACT CONTINUED

DEVOLVED ADMINISTRATIONS

■ We have had ongoing direct engagement with policymakers on building standards, planning, finance and delivery of the green heat transition, and local retrofit programmes.

44 members supported devolved policy advocacy and wider activities.

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 17

THE YEAR AHEAD

The next 12–18 months will see an intensive UK national general election period, and we have already increased engagement across the political parties to win support for priority policies. UKGBC will continue to develop effective, compelling policy recommendations, convene coalitions of support, and project the voice of the UK’s sustainable built environment to officials and politicians at all levels. Retrofit, future homes and buildings standards, planning system reform, biodiversity net gain and climate resilience will all feature as critical policy priorities with opportunities to influence and evolve policies across the country.

We will continue working with members in Scotland to drive devolved policymaking that will deliver energy efficiency and decarbonisation at the pace required to meet some of the world’s most ambitious climate commitments, of a Net Zero Scotland by 2045, through and beyond the legislative process of the Heat in Buildings Bill this year.

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GOAL LOCAL AUTHORITIES HAVE PROGRESSIVE BUILT ENVIRONMENT PLANS AND POLICIES THAT DEMONSTRATE BEST PRACTICE AND PROVIDE SIGNPOSTS FOR NATIONAL POLICY IMPROVEMENT. 2

BACKGROUND

In recent history, national government has consistently fallen short of creating the robust and stable policy conditions we need to drive the transition to net zero and to build a climate-resilient built environment. Furthermore, while national government is absolutely key to unlocking certain barriers to action through regulation, standardsetting, and investment, it is our strong belief that central government alone will not be able to ‘solve’ the net zero and the nature crises through a wholly top-down approach.

THE MONTHLY LA RETROFIT FORUM HOSTED BY UKGBC HAS BEEN REALLY VALUABLE – ENABLING US TO HEAR FROM OTHER LOCAL AUTHORITIES FACING SIMILAR CHALLENGES AND OPPORTUNITIES ON HOME RETROFIT AND PROVIDING A FANTASTIC NETWORK OF CONTACTS.

That’s why at UKGBC we look to drive change amongst both national and local decision-makers, working closely with local and combined authorities. Across the UK, almost 9 in 10 local authorities (LAs) have declared a climate emergency, and they often embrace ambitious policies far ahead of national government. LAs are critical enablers of a wide range of UKGBC priorities, from nature regeneration through to energy efficiency and retrofit, but their capacity and funding for huge swathes of climate-related activity has never returned to preausterity levels, (e.g. net expenditure on planning has fallen by 43%, and nearly a third of planning department staff have been cut since 2009). Such cuts ensure that LAs are significantly inhibited in their ability to take critical action towards net zero and wider sustainability policies. UKGBC facilitates closer engagement between LAs and the sustainable built environment as a means of increasing capacity, knowledge, and momentum.

This year, we continued to develop our engagement with LAs, fostering collaboration between authorities and enhancing our available retrofit resources, which are making a real and tangible impact on locally led drives to encourage and support retrofits. At a project level, we have worked to address gaps in our target segments, such as the ‘self-funded, able-to-pay’ sector – people who can afford to take energy action, but don’t feel inspired or compelled to do so. This work represents a huge opportunity to drive progress in climate change in the UK as there are around 19m owner-occupiers in the UK (almost two thirds of households), 54% of whom do not have a mortgage.

PAUL ELLIOTT LOW CARBON CITY MANAGER, STRATEGIC PLANNING AND INFRASTRUCTURE PLYMOUTH CITY COUNCIL

G O A L | 19 TWO

DIVE INTO OUR IMPACT

THE YEAR AHEAD

BRINGING LOCAL AUTHORITIES TOGETHER

SCALING UP RETROFIT

In the year ahead, we will further enhance existing resources, commencing such initiatives as the digitisation of our Retrofit Toolkit to enable a wider roll-out and maximise take-up. UKGBC will continue to explore ways of supporting under-resourced LAs to drive retrofit through a ‘place-based approach’ at the local level, working with colleagues to amplify and project those impacts across the UK. We will also continue to support the newly created, pan-industry National Retrofit Hub, allowing it access to, and information from, our wider retrofit work with LA decision-

makers and delivery bodies.

47 different local authorities as part of our forum.

20 | U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

GOAL GOVERNMENTS HAVE INITIATED A PROGRESSIVE SECTOR-WIDE PUBLIC ESTATE DECARBONISATION AND PROCUREMENT PLAN, TO TRANSLATE THE EXISTING TARGETS – INCLUDING FROM COP – INTO DELIVERY. 3

BACKGROUND

Funding is critical for the decarbonisation of public buildings, but as the Climate Change Committee pointed out in its annual report to Parliament in June 2022, current commitments only cover about a third of the funds required. UKGBC continues to call for long-term clarity around the plans, as well as longer-term funding for the transformation of public sector buildings.

While the cost of living crisis, and its exacerbation of the climate and nature crises on the most vulnerable in society, forced us to focus on Goals 1 and Goal 2 this financial year, our policy team will continue to exert influence in the public estate decarbonisation space, ensuring this remains on the radar across government.

9% of direct CO emissions 2 are from public sector buildings.

G O A L | 21 THREE

KEY INSIGHTS THE YEAR AHEAD

In 2023-24 we will continue to work on this goal by engaging with government departments to ensure they understand the importance of this issue, and we will support wider work across both the government’s Energy Efficiency Taskforce (as one of the working group Chairs) and Chris Skidmore’s Mission Zero Buildings Network, which we co-Chair to help build the case and design the process for public sector leadership around urgent built environment climate action. Additionally, we will use products and projects such as the Net Zero Carbon Buildings Standard, Whole Life Carbon Roadmap and Climate Resilience Roadmap as vehicles to encourage government to show more leadership across its own estate.

■ We have been engaging throughout the year with the Department of Government Property in the Cabinet Office to promote the importance of tackling the climate and nature crises in their work. We are pleased that the new Government Property Strategy, launched by Mark Chivers (Director General for Government Property from the Cabinet Office), sees creating a greener estate as a core mission. Effective data collection, monitoring and mandatory reporting of progress will be critical tests of the new approach.

22 | U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

GOAL BUSINESSES ARE CULTIVATING LEADERSHIP MINDSETS, SETTING AMBITIOUS SCIENCEBASED COMMITMENTS, AND TAKING PRACTICAL ACTION TO ACHIEVE THESE. 4

BACKGROUND

Radically transforming our built environment requires ambitious leadership. We need built environment professionals with progressive and open mindsets that give them the courage, vision and purpose to do things differently and challenge the status quo. We need organisations that are bold, take risks, innovate, and lead by example. Only through such leadership can we hope to deliver the systems-level change needed to secure a liveable future and a built environment within which people and nature can thrive, together.

74 participants 54

participants in Leadership Lite.

To continue raising the bar on supporting leaders in the built environment to step up their impact and influence, UKGBC has delivered another successful year of its transformational Future Leaders, Change Accelerator and Recalibrate programmes, with the addition of a new virtual programme, ‘Leadership Lite’, designed to be more accessible to our more time-constrained members. When it comes to organisational leadership, we champion radical collaboration as the key to unlocking the ability of organisations to make and act on ambitious commitments. UKGBC holds a unique position and is privileged to act as an independent convener of such collaboration across our broad membership community, spanning the entire built environment value chain. As such, the theme of collaboration has run throughout our suite of member-only events this year.

new leaders graduated from our flagship leadership programmes.

G O A L | 23 FOUR

+ 180 C-suite individuals actively attended our Leaders Network.

DIVE INTO OUR IMPACT

ACTIVATING TRANSFORMATIONAL LEADERSHIP

THE FUTURE LEADERS 2022 PROGRAMME WAS FANTASTIC. IT GAVE ME THE CHANCE TO CONNECT WITH SOME TRULY INSPIRATIONAL PEOPLE. I’VE LEARNT SO MUCH ABOUT SUSTAINABILITY, INNOVATION AND MYSELF. IT HAD A GREAT MIX OF FORMATS, INCLUDING; INDIVIDUAL LEARNING, COACHING, TEAMWORK, EXTERNAL SPEAKERS, PITCHING, CREATING. I WOULD RECOMMEND THE FUTURE LEADERS PROGRAMME TO THOSE WANTING TO MAKE A LASTING AND SUSTAINABLE IMPACT TO OUR BUILT ENVIRONMENT AND TO THEMSELVES.

EMMA SUEREF DIRECTOR EXETER COMMUNITY ENERGY (FUTURE LEADERS 2022)

24 | G O A L FOUR

DIVE INTO OUR IMPACT CONTINUED

ENABLING ORGANISATIONAL AMBITION AND ACTION

■ The number of UKGBC members formally demonstrating their organisation’s commitment to climate action by joining the global and UN-backed Race to Zero campaign continues to grow. Currently, 202 members have signed up, which is 28% of UKGBC membership. As an Accelerator to the Race, UKGBC works to enhance the campaign’s credibility, raise the number of signatories, and support our members and the wider industry in taking immediate action to halve global emissions by 2030, and deliver a healthier, fairer zero carbon world We have been supporting our members in doing this by distilling and curating the educational resources and guidance, showcasing examples of exemplary practice and action, and by facilitating

knowledge-sharing and collaboration. A key part of our Race to Zero work has been dedicated content campaigns on the Race. Key moments of impact include, 1.9k reads across three educational articles, and 56 members engaging with our social media day of action. The day gave them the opportunity to act on their ‘5th P’ commitment and use their voice to persuade the government that net zero must stay on the agenda as part of COP27.

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 25

THE YEAR AHEAD

128

individuals joined our leadership courses. 202 UKGBC members signed up to the Race to Zero

In the year ahead UKGBC will strengthen its focus on leadership with current and future leaders through the continuation of its highimpact leadership programmes: Future Leaders, Change Accelerator and Recalibrate. We will also continue to run Leadership Lite programmes with the aim of extending the breadth and depth of our reach throughout the industry. To build on the success of our current offerings, over the next year we’re committed to piloting a new leadership programme targeted at mid-level decision makers, designing new inspiring and experiential events for our Leaders Network, offering more opportunities and events for all alumni from our previous leadership programmes to connect, and creating a continuation of their learning journey’s that herald “systems change” as the requisite action for tackling the climate and ecological crises.

For corporate commitments, insights gained from this year’s series of Race to Zero-themed Collaboration Cafes will be used to shape and tailor the support we offer to members around joining the Race moving forward. We’ll also continue to work with our Gold Leaf members as we inspire them through exclusive events, driving action on not just carbon but also climate resilience and nature.

OUR UKGBC GOLD LEAF MEMBERSHIP HAS BEEN A KEY ENABLER FOR US JOINING THE RACE TO ZERO. TO ENSURE WE CONTINUE TO REMAIN ACCOUNTABLE, OUR BUSINESS HAD ITS FOOTPRINT CERTIFIED BY ONE OF UKGBC’S MEMBERS, PLANET MARK, AND WE HAVE ALSO CREATED OUR NET ZERO TARGETS THROUGH THIS PROCESS. THE UKGBC HAS HELPED US WITH OUR OWN UNIQUE AND ROBUST SUSTAINABLE PRODUCT AS WELL AS WITH OUR ESG JOURNEY, AND WE VALUE THIS RELATIONSHIP HIGHLY.

SMITHI SHARNA ESG & ASSURANCE MANAGER ATELIER

26 | G O A L FOUR

DIVE INTO OUR IMPACT CONTINUED

Out of 66 Gold Leaf members included:

65% 41% were Race to Zero signatories. had set third party 11% increase on last year.

had set third party verified near-term emissions reduction targets, the majority aiming for 2030 and 30% of these were aligned with 1.5C trajectories. 5% increase on last year.

83% 33% 74% were working to deliver BNG. were working to deliver were working to enhance 11% increase . circular economy principles. nature and biodiversity. 29% increase . 13% increase .

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 27

----- Start of picture text -----
58% 36%
were reporting in line with were working to deliver
TCFD recommendations. Nature-Based Solutions.
29% increase . 23% increase .
9% 29%
targetting zero absolute waste. already sending
9% increase . zero waste
to landfill.
7% increase .
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GOAL CONSISTENT STANDARDS AND METRICS FOR BUILT ASSETS HAVE BEEN DEVELOPED AND ARE IN WIDESPREAD USAGE, AND THE COST OF CARBON IS INCREASINGLY FACTORED INTO INVESTMENT AND FINANCING 5 DECISION-MAKING.

BACKGROUND

Fundamental to our mission to radically improve the sustainability of the built environment is the need for developing a shared understanding of what must be achieved by the industry and the key milestones that must be met on the pathway to a net zero, climate resilient and regenerative built environment. Developing a consistent set of industry-wide standards is not only essential for defining the parameters and metrics of success, but it is also important for minimising greenwashing, green hushing and strengthening the credibility of climate-related achievements.

As highlighted in UKGBC’s 2025 strategy, a core component of our work through to 2025 will be the strengthening and delivery of existing targets, standards and metrics, and the origination of new versions where gaps exist. Over the past year we have made considerable headway in relation to this goal. On net zero carbon, UKGBC has played an instrumental role in bringing industry together to announce the development of the UK’s first Net Zero Carbon Buildings Standard (NZCBS), which is now in the capable hands of UKGBC Trustee David Partridge, as Chair of its Governance Board.

On whole life carbon, over the last year UKGBC has delivered a programme of activities that champion our Net Zero Whole Life Carbon Roadmap as the industry’s science-based pathway to decarbonising the built environment in line with a 1.5ºC scenario. Created in partnership with the Laudes and Ikea Foundations, the Whole Life Carbon Roadmap is part of a Europeanwide #BuildingLife project, which is set to expand over the coming years. Regarding climate adaptation, our Resilience and Nature team has been working hard to take forward the challenge of developing science-based metrics and targets for climate resilience in the UK built environment.

G O A L | 29 FIVE

DIVE INTO OUR IMPACT

THE UKGBC HAS BEEN HUGELY CATALYTIC IN A NUMBER OF REALLY CRITICAL AREAS OVER THE LAST YEAR. ITS WORK IN BRINGING TOGETHER A “RADICAL COLLABORATION” OF THE INDUSTRY’S MAIN PLAYERS BEHIND THE UK NET ZERO CARBON BUILDING STANDARD IS A GREAT EXAMPLE OF THE IMPACT THAT IT IS NOW CAPABLE OF HAVING, WAY BEYOND ITS OWN MEMBERSHIP ORGANISATIONS.

VERIFYING NET ZERO CARBON CLAIMS

CREATING SCIENCE-BASED METRICS AND TARGETS FOR CLIMATE RESILIENCE IN THE UK BUILT ENVIRONMENT

DAVID PATRIDGE CHAIRMAN AT RELATED ARGENT, AND CHAIR OF NZC BUILDINGS STANDARD

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73%
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Members found our work ‘Driving standards development and best practice’ to be useful.

30 | G O A L FIVE

CONTINUED 4,780 unique downloads of the Whole ■ Insights from the Roadmap Life Carbon Roadmap main report. are being used to develop science-based targets to reflect net zero aligned performance at an asset level, as part of the wider development of the UK’s first NZCBS. ■ Tracking industry and policy 58

DIVE INTO OUR IMPACT CONTINUED

ROUTE TO DECARBONISING THE UK BUILT ENVIRONMENT IN LINE WITH A 1.5ºC SCENARIO (WLCR)

participants across 5 stakeholder workshops.

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83%
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of UKGBC member survey respondents had used the Whole Life Carbon Roadmap as part of their work in the last year.

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 31

THE YEAR AHEAD

This will see the continuation of our work to bring clarity and consistency when measuring progress across the industry. Over the coming year, our Advancing Net Zero team will continue to support the development of a Net Zero Carbon Building Standard, using our reach and influence during a crucial phase of public engagement and consultation. Until the Standard is published, we will maintain the UKGBC Framework Definition as industry’s main route to plan for net zero. Our Resilience and Nature team will formally kick off the development of the Climate Resilience Roadmap, and in partnership with industry will identify and set out agreed targets and metrics.

Dissemination and engagement around UKGBC’s Net Zero Whole Life Carbon Roadmap will be expanded as we enter phase two of the #BuildingLife project alongside other GBCs across Europe, with plans to publish an industry status report two years on from the Whole Life Carbon Roadmap’s launch and further tracking of government action. This year will also see increased focus on the role of investors in delivering the Roadmap’s ambition, with the launch of a new Finance and Value workstream, as well as exploring action at a national level in Scotland.

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GOAL 6

BUSINESSES AND PROFESSIONALS THROUGHOUT THE VALUE CHAIN AND ACROSS THE UK ARE COLLABORATING TO IDENTIFY CHALLENGES AND SOLUTIONS, AND TO DEFINE AND ADOPT BEST PRACTICE GUIDANCE.

BACKGROUND

THE ADVANCING NET ZERO PROGRAMME IS REALLY ACCELERATING THE BUILT ENVIRONMENTS RESPONSE TO THE CLIMATE CRISIS. THE PROGRAMME IS LEADING ON KEY TOPICS, PROVIDING THOUGHT LEADERSHIP AND DELIVERING OUTPUTS WHICH ARE HELPING TO DRIVE CHANGE IN THE INDUSTRY. BERKELEY GROUP IS PLEASED TO CONTINUE TO SUPPORT THIS PROGRAMME.

As a member network, we believe radical collaboration is pivotal to the net zero transformation ahead. Our sector faces many challenges, but by working together to identify these and find scalable solutions, they can be overcome. At UKGBC, our model for collaboration between our members and beyond is unique, and it’s creating the relationships that will tackle the key sustainability issues of this decade.

WHAT IS IT THAT MAKES THE COLLABORATION WE CREATE SO TRANSFORMATIVE?

LOUISE CLARKE GROUP HEAD OF SUSTAINABILITY BERKELEY GROUP

Firstly, all of our work is informed by deep listening and the priorities of our network. Our Advancing Net Zero and Resilience & Nature programmes are key examples of this, as programme partners work side-by-side with our core team to shape the priorities and projects for the year ahead. Secondly, we provide a diverse range of opportunities to get involved – from project steering partnerships to technical roles in task groups and open conversations in one of our many forums.

These opportunities are also integrative, giving space to a wide range of industry professionals from across the value chain. Additionally, the collaboration within our network is co-beneficial, resulting in outcomes that help accelerate all parties on their sustainability journeys. Indeed, nurturing and accelerating a sustainable built environment is at the heart of all our collaborative work, and our range of opportunities inspire bold climate action and robust sustainability leadership amongst the industry.

G O A L | 33 SIX

DIVE INTO OUR IMPACT

■ Similarly, our Resilience & Nature team has worked closely with our membership to create and disseminate their guidance. Their Measuring 843 & Reporting Physical Risk individuals that took part in labs gave selected members Advancing Net Zero activities. the hands-on experience of applying our guidance to their assets, deepening their knowledge of climate risks and the need for adaptation. The two reports published by the team – the Value of Urban Nature Based Solutions and 428 the Nature Recovery and Climate Resilience Playbook individuals involved in – demonstrate the collective Resilience & Nature activities. work of industry experts giving This has increased from 275 practical, applicable steps for last year. building nature into our towns and cities. Our Nature Playbook got a particularly large reach on social media, with 168 engagements and more than 4,000 impressions on the launch tweet alone. 41

COLLABORATING TO CREATE BEST PRACTICE GUIDANCE

■ Our Advancing Net Zero team has worked with over 70 members and industry organisations in the past year to create three pieces of guidance on the circular economy, covering an investigation into the link between carbon reduction and circularity , the systems-level change we must see to deliver a more circular built environment, as well as a deep dive curated by our Circular Economy Forum into best practice approaches for measuring circular economy principles in the built environment.

individuals involved in Resilience & Nature activities. This has increased from 275

Members in the Circular Economy Forum.

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72%
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of UKGBC members say they joined “To collaborate with other organisations across the built environment value chain and find ways of overcoming barriers to sustainable outcomes. This is an improvement on 66% last year.

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DIVE INTO OUR IMPACT CONTINUED

FACILITATING OPPORTUNITIES FOR IDENTIFY CHALLENGES AND SOLUTIONS

JOINING INDUSTRY INITIATIVES TO BE A PART OF A SECTOR-WIDE CLIMATE MOVEMENT

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 35

+ 74% 240 70 Solutions and case studies Innovative Start-Up Members. in the library. Increased from 150+ last year.

of UKGBC Members agree or strongly agree that their membership allows them to, “Gain valuable insight from across the built environment value chain.

THE YEAR AHEAD

JOINING UKGBC IS VITAL FOR ANY START-UP LOOKING TO MAKE AN IMPACT IN THE BUILT ENVIRONMENT. UKGBC’S INNOVATIVE START-UP FORUM IS PARTICULARLY IMPORTANT, AS IT IS WHERE BIG BUILT ENVIRONMENT ORGANISATIONS COME TO CONNECT WITH STARTUPS, AND WHERE INNOVATORS COME TO UNDERSTAND HOW THEY GET PROCURED AND IMPLEMENTED. I AM EXCITED TO CONTINUE USING THE FORUM TO ENABLE COLLABORATION AND KNOWLEDGE-SHARING THAT ADDRESSES SHARED SUSTAINABILITY CHALLENGES ACROSS THE INDUSTRY.

GILBERT LENNOX-KING CEO AND CO-FOUNDER OF CONSTRUCTION CARBON

Much of the work from this financial year will continue, with emphasis placed on the need for meaningful collaboration within our network. Our Advancing Net Zero team will focus on creating best practice guidance on the topics of Embodied Carbon, Renewable Energy Procurement, Commercial Retrofit & Carbon Pricing. Our Resilience & Nature team will focus on best practice guidance for Biodiversity Net Gain, Embodied Ecological Impacts and industrywide climate risk through our Climate Resilience Roadmap project.

To empower collaboration within our network, the Resilience & Nature team will be holding a series of Collaboration Cafés to convene members around the topic of Climate Resilience. New activities in our solutions and innovation workstream will include the creation of Inside Innovation deep dives exploring the solutions available around trending sustainability topics across the built environment, as well as a reinvigorated Academic Research Forum, to convene and gain insight from UKGBC’s university and researcher membership.

Finally, to foster more collaboration between ourselves and our network, and increase the number of industry members who have access to opportunities to feedback or input in our work, we are launching two Communications Steering Groups for the year ahead. This will involve bringing marketing and communications teams from our key partners together to provide strategic counsel and amplify the success of communications activities.

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GOAL KNOWLEDGE, SKILLS, AND COMPETENCIES ARE INCREASING IN ORDER TO ACCELERATE THE INDUSTRY’S TRANSFORMATIVE CHANGE. 7

BACKGROUND

4,600 individuals to learn new sustainability skills and be supported on their learning and leadership journeys.

To transform our built environment into a space that is net zero, climate resilient and regenerative, we need everyone on board. UKGBC views widescale development of knowledge, skills and competencies as crucial to achieving our vision of a built environment that enables both people and the planet to thrive. Our Learning and Development programme is at the heart of this goal and continues to deliver broad and deep impact through its diverse and comprehensive learning portfolio.

This financial year, UKGBC’s Learning and Development team continued to identify and anticipate the built environment’s needs and deliver learning that enabled the industry to upskill across UKGBC’s key impact areas via a range of formats. The return of in-person site tours has been a notable highlight, as we facilitate the exploration of how sustainable design principles are realised in practice, visiting case studies from our programmatic reports to hear from those with direct experience of the associated project.

In addition, expanding our digital offering has also been a core feature of the past year as we aim to reach a wider, more diverse, and global audience. More than ever, we’ve grown our reach, and our work has enabled 4,600 individuals to learn new sustainability skills and be supported on their learning & leadership journeys.

G O A L | 37 SEVEN

DIVE INTO OUR IMPACT

TO ENABLE EVERYONE TO PLAY A ROLE IN THE TRANSITION TO A SUSTAINABLE BUILT ENVIRONMENT

■ To enable all stakeholders ■ Following requests from to upskill and play their members to develop part in transforming the short, introductory level built environment, we have resources, UKGBC launched launched two new learning our new Bitesize Learning resources which contribute Guides. The Bitesize to our goal of developing Learning Guides are a sustainability learning that is growing suite of concise widely accessible, regardless and free-to-download of background, expertise, or resources designed to build resource availability. knowledge and confidence across the industry on key ■ This year, UKGBC’s sustainability concepts and Learning Team launched approaches. Tailored to a new online course, meet the learning needs hosted on the FutureLearn of all built environment platform. An Introduction stakeholders, the Bitesize to Sustainability in the suite is comprised of our Built Environment is an Explainer and Practical interactive, four week Guides, which detail key learning path that enables carbon concepts and participants to establish practical approaches a solid introductory-level to sustainable building, understanding of green respectively. In the first building. Since launching, month of launching, the the course has welcomed Bitesize Guides had over over 1000 joiners from 85 2,600 unique views and different countries and have been shared online received positive feedback with positive feedback from global learners starting by numerous industry out on their sustainability stakeholders.

IF YOU ARE STRUGGLING TO NAVIGATE THE OPTIONS AND CHOICES TO SUPPORT YOUR OWN DECARBONISATION JOURNEYS OR SIMPLY JUST NEED SOME GREAT EXPLAINERS TO GET YOU ON YOUR WAY, THEN THESE BRILLIANT BITESIZE GUIDES FROM OUR FRIENDS AT UK GREEN BUILDING COUNCIL MIGHT JUST BE A GAME CHANGER!

DAVE BRIGDEN SENIOR DIRECTOR – REAL ESTATE AND HOUSING LLOYDS BANKING GROUP

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DIVE INTO OUR IMPACT CONTINUED

DELIVER HIGH QUALITY BESPOKE COURSES AND RESOURCES

This year has seen a considerable increase in demand for bespoke learning that supports organisations in the development of sustainability knowledge, leadership and expertise. Each programme is customised to meet the needs of the organisation and foster a collaborative mindset to maximise impact and meet corporate sustainability strategies and targets.

UKGBC’s Learning and Development Team have designed and delivered six new bespoke learning programmes for organisations spanning the finance, developer, contractor, architecture, occupier and consultancy sectors. Formats of learning ranged from three-part playbooks, immersive leadership programmes, Carbon 101 training and online workshops.

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 39

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63%
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THE YEAR AHEAD

This year, UKGBC is focusing on membership as well as awareness projects. We will continue to evolve, develop and deliver bitesize videos and written guides, as well as FutureLearn online modules. We will also continue to build the depth of knowledge around our key impact areas and host webinars, workshops and masterclasses that build on our programmatic workstreams and embed learnings from UKGBC’s key guidance reports. In addition to these formats, we plan to deliver further immersive and experiential learning experiences that enable participants to take a hands-on approach to sustainable buildings and learn whilst working on live projects. As always, these learning opportunities will draw from a wealth of expertise from our internal team and our member network to provide participants with a range of expert insights and perspectives on core sustainability approaches. Where individual members wish to upskill their staff community with sustainability knowledge, skills and leadership, UKGBC will continue to design and deliver bespoke programmes that meet their needs.

of UKGBC Members either agreed or strongly agreed their membership, ‘Supported you, or your team to develop the knowledge, skills and competencies required to achieve more sustainable outcomes.

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56%
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of members said they found in person events and networking, ‘extremely or somewhat useful’.

TODAY I COMPLETED ‘AN INTRODUCTION TO SUSTAINABILITY IN THE BUILT ENVIRONMENT’ ONLINE COURSE HOSTED BY UK GREEN BUILDING COUNCIL (UKGBC). THIS COURSE PROVIDED A GREAT INSIGHT INTO THE CAUSES OF CARBON EMISSIONS IN THE CONSTRUCTION INDUSTRY AND HOW A POSITIVE MOVE TOWARDS NET ZERO WILL BENEFIT THE INDUSTRY AND THE WORLD. AN EMPOWERING QUOTE THAT I TOOK FROM THE COURSE WAS FROM GRETA THUNBERG WHO STATED THAT “THE CLIMATE CRISIS HAS ALREADY BEEN SOLVED. WE ALREADY HAVE THE FACTS AND SOLUTIONS. ALL WE HAVE TO DO IS WAKE UP AND CHANGE.

REBECCA GREEN ASSISTANT PLANNER COUNTRYSIDE PARTNERSHIPS

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OUR INTERNAL IMPACT

UKGBC TEAM ACTIVITIES

Central to UKGBC’s external impact is our core team, who are dedicated to our mission and committed to delivering even more progress with our network and beyond. As a team, we face the daily realities of the interconnected climate, nature and cost-of-living crises, with pragmatism, resilience and hope. We look inward as well as outward, knowing that building a net zero, climate resilient and regenerative built environment needs each and every one of us to play our role, which is why we also focus on people and operational sustainability at UKGBC.

O U R I N T E R N A L I M PA C T | 41

It’s been a busy year for the UKGBC team, with the announcement of Julie Hirigoyen stepping down as CEO, 23 individuals coming on board, and a full programme of activities prescribed by our newly expanded People and Culture team. Internally, we have focused on our own sustainability, health & wellbeing, and diversity & inclusion principles.

Firstly, we see reducing our own impact on the planet as a priority. Our new Solutions and Innovation team explored new avenues for further tackling our own emissions footprint, whilst our ‘Green Team’ worked to embed sustainable practices into our culture.

Secondly, we take the wellbeing of our team seriously, agreeing with the 2023 IPCC report that, ‘Climate Action requires the best of humanity. And that requires the best of us’. This means our team must feel supported to put their welfare and happiness first. UKGBC must be a place where our team pursues meaningful, impactful work, but most importantly a place where they can thrive and feel comfortable. Over the past year, both our Health & Wellbeing and Diversity & Inclusion groups have taken steps to ensure this.

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DIVE INTO OUR IMPACT

Stepping up our sustainability

D I V E I N T O O U R I M PA C T | 43

Putting our people first

■ As a team passionate about what we do, it’s easy to put work first, and our new Health & Wellbeing Group is setting the standard that we must all prioritise our wellbeing together. To achieve this, the H&W group has defined the state of health and wellbeing across UKGBC with an in-depth survey, to be repeated yearly. The results were promising, with 12 out of the 13 areas assessed coming back with a positive response. We also had an overwhelmingly positive response around “meaningful work” and “working relationships”. We’re already underway with feedback from the survey, for example providing more training for line managers and organising team specific socials.

■ This year was also the third year of our Diversity & Inclusion group, who continued to strive for a more inclusive culture at UKGBC. Activities included a bespoke whole team training session on Diversity & Inclusion from our partners Inclusive Employers as well as an initial survey to understand the diversity of UKGBC & how inclusive we find it to be. In particular, we want to tackle the issue of a lack of diversity in our member task groups, so we have evolved the acquisition document to highlight diversity as a priority and asked members to consider diversity when nominating individuals.

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THE YEAR AHEAD

For aeons, the green movement has perenially heralded moments in time as critical turning points for climate action. But although historical progress might suggest otherwise, it feels like the stars may be aligned for substantive change now. Sustainable practices, green innovations, the flow of finance and some exemplary on-the-ground local leadership are gathering pace across our industry, in many – or most - cases outpacing national Government progress. At the same time, the confluence of a horrible war overseas, a cost-of-living crisis at home and a long-awaited General Election on the horizon have produced a real laser focus on the urgent need for transformative climate policies and actions.

At UKGBC, empowered by our network of over 700 members from across the built environment, we’re already at the heart of significant efforts to deliver the most consequential climate and nature-based policies and tools for the built environment. From my seats on the UK Government’s Energy Efficiency Taskforce and co-Chairing Chris Skidmore MP’s Mission Zero Buildings Network, UKGBC’s well-placed to guide decision-makers – whether political or business – through the inevitable pre-election shapeshifting and politicking, with reasoned, evidencebased recommendations and an uncompromising commitment to progress.

Looking back at the trajectory and momentum UKGBC created with the Whole Life Carbon Roadmap in 2021, we have been firm and honest with the Government about how the UK remains off-track to net zero. This year, we’ll continue to be frank about what needs to change, and how to wrestle our policy direction back onto the right path

in an ever-shrinking time window. But while we won’t pull our punches on the shortcomings of new build standards, stagnant retrofit activity, or sub-par levels of net zero finance – we will always use the collective expertise of our membership to convene, demystify, and develop positive solutions.

T H E Y E A R A H E A D | 45

MESSAGE FROM INCOMING CHIEF EXECUTIVE

Our follow-on Roadmap project, #BuildingLife2, will help the industry to forge ahead with tools, guidance and deeper-dives on key technical issues, underpinned over time by the Net Zero Carbon Buildings Standard, of which we are a major contributing partner – and which we see as a long-term fulcrum for ambitious policy and industry progress. In parallel, our Resilience Roadmap project will extend this rigorous scientific approach to define how to stabilise and recraft policy and industry action over the years and decades ahead to ensure we have a truly resilient built environment, capable of coping with our everwarming climate. And through our forward-looking collaborations with regional and devolved authorities from the West Midlands Combined Authority to the Scottish

Government, we will continue to deliver our twin-track goals of enabling real local-led impact while also using these best practice exemplars to create templates for others to follow, including on the national stage.

As we bid a heartfelt farewell to our inspirational Chief Executive and simultaneously usher in a new and exciting leadership era, in the year ahead UKGBC will continue to face the challenges head-on with real vim and vigour; and drive ambition and action to support the industry to deliver a net zero, climateresilient and biodiversityrich built environment.

I’M SO EXCITED TO BE JOINING UKGBC AT THIS CRUCIAL MOMENT, AS SOCIETY AND THE BUILT ENVIRONMENT WITHIN IT ARE MOVING FROM COMMITMENT TO REAL ACTION. I’M EXHILARATED BY THE ENORMOUS POTENTIAL TO LEVERAGE THE DEEP TECHNICAL EXPERTISE AND UNIQUE POSITIONING OF UKGBC’S EXTENSIVE NETWORK. WE SHOULDN’T BE SHY ABOUT THE SYSTEMIC CHALLENGES WE COLLECTIVELY FACE, BUT WITH RADICAL COLLABORATION AND CREATIVITY WE CAN MAKE THIS TRANSITION FAIR, AUTHENTIC, AND MEANINGFUL.

SMITH MORDAK INCOMING CHIEF EXECUTIVE OF UKGBC

SIMON MCWHIRTER DEPUTY CHIEF EXECUTIVE AND DIRECTOR OF EXTERNAL AFFAIRS UK GREEN BUILDING COUNCIL

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PROGRAMME AND PROJECT PARTNERS

ADVANCING NET ZERO PROGRAMME PARTNERS

RESILIENCE AND NATURE PROGRAMME PARTNERS

RENEWABLE ENERGY PROCUREMENT PHASE 2 PROJECT PARTNERS

EMBODIED CARBON PROJECT PARTNERS

COMMERCIAL RETROFIT PROJECT PARTNERS

O U R PA R T N E R S | 47

BIODIVERSITY NET GAIN PROJECT PARTNERS

PHYSICAL RISK LAB PROJECT PARTNERS

EMBODIED ECOLOGICAL IMPACT PARTNERS

DOMESTIC RETROFIT PROJECT PARTNERS

CIRCULAR ECONOMY FORUM PARTNERS

CIRCULAR ECONOMY PROJECT PARTNER

LEADERSHIP PROGRAMME STRATEGIC PARTNERS

LEADERSHIP PROGRAMME THOUGHT LEADERSHIP PARTNER

LEADERS NETWORK EVENTS PARTNER

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M A R C H 2 0 2 3

T R U S T E E S R E P O R T A N D F I N A N C I A L S TAT E M E N T S | 49

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T R U S T E E S R E P O R T
Reference and Administrative Details 5 0
Trustees’ Report 5 1
F I N A N C I A L S TAT E M E N T S
Independent Auditor’s Report 6 0
Statement of Financial Activities 6 4
Balance Sheet 6 5
Statement of Cash Flows 6 6
Principal Accounting Policies 6 7
Notes to the Financial Statements 7 0
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REFERENCE AND
ADMINISTRATIVE
REPORTS DETAILS
STAT US The organisation is a charitable company limited by
guarantee, incorporated on 29 September 2009 and
registered as a charity on 24 March 2010.
G O V E RN I N G D OC U M E N T The company was originally established under
Memorandum and Articles which established the objects
and powers of the charitable company. New Articles of
Association were approved by the Charity Commission
on 21 January 2020.
B O A R D O F T R U S T E E S Basil Demeroutis James Pearce (Co-opted)
Judith Everett Sunand Prasad
Jerome Frost OBE Victoria Quinlan
Tara Gbolade (Co-opted) Mark Robinson (Co-opted)
Bill Hughes Lorna Walker
Chris Oglesby Derek Wilson (Co-opted)
David Partridge
CO M PAN Y S E C R E TA RY Julie Hirigoyen
A N D C H I E F E X E C U T I V E Smith Mordak from 1st June 2023
SE N I O R M AN A G E M E N T T E A M
Chief Executive Julie Hirigoyen
Deputy CEO and Director of External Affairs Simon McWhirter
Director of Membership Mike Clarke
Director of Experiential Learning & Leadership Elfrida Hamilton-Russell
Director of Impact and Operations Tim Adams
R E G I S T E R E D O F FI C E The Building Centre, 26 Store Street,
London WC1E 7BT
CO M PAN Y R E G I S T R AT I ON N U M B E R 01029239 (England and Wales)
CH A R I T Y R E G I S T R AT I ON N U M B E R 1135153 (England and Wales)
A U D I T O R Buzzacott LLP, 130 Wood Street, London EC2V 6DL
B A N K E R S NatWest Bank, 250 Regent Street, London W1B 3BN
SO L I C I T O RS Russell-Cooke LLP, 2 Putney Hill, London SW15 6AB
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T R U S T E E S ’ R E P O R T Y E A R T O 3 1 M A R C H 2 0 2 3

The trustees present their annual report and the audited financial statements of UKGBC Limited (UKGBC) for the year ended 31 March 2023.

The report has been prepared in accordance with Part 8 of the Charities Act 2011 and it is also the report of the directors for the purposes of the Companies Act 2006.

The financial statements have been prepared in accordance with the accounting policies set out on pages 70 to 77 and comply with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

OBJECTIVES AND ACTIVITIES

The objects of the charity are for the public benefit:

PUBLIC BENEFIT

The trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity.

The trustees are confident that UKGBC’s aims and activities of Improving Sustainability, Educating, Campaigning for and Raising Awareness of the Sustainability of the Built Environment are in accordance with the regulations on public benefit.

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FINANCIAL REVIEW

RESULTS FOR THE YEAR

UKGBC incurrred a deficit of £402,766 (2022 a surplus of £107,184) in line with an investment budget for the year, which was designed to reduce the surplus over the minimum reserves requirement and increase impact in the face of the accelerating climate crisis. This decreased charitable funds to £722,127 (2021: £1,124,893).

Increased expenditure allowed UKGBC to achieve step-change ambitions. A fulltime presence has been established in Scotland, increasing the regional presence within the UK. The website has been re-developed from the ground up, increasing accessibility and searchability whilst adopting lowcarbon operation. UKGBC has supported the formation of the Net Zero Carbon Building Standard, has increased the resourcing of a solutions library and has expanded the functionality of the customer relationship management system.

Demand increased for UKGBC’s services in supporting the greening of the Built Environment. This is evidenced by the increase in membership income and a corresponding expansion in the organisation, and its expenditure.

Total income for the year decreased by £230,045 (7%) to £2,860,404 (2022: £3,090,449) compared to the previous year.

The primary income source, accounting for 71% of total income (2022: 57%) is membership subscriptions. These have increased by £258,098 on 2022, with total membership fees in the year amounting to £2,029,581 (2022: £1,771,483).

Grant and contract income has decreased by 68% to £154,659 (2022: £450,695). This reflects the cessation and commencement of new initiatives and decreasing opportunities for securing grants in Europe. Funds were secured from the Laudes Foundation, MCS Foundation, Kobenhavns Kommune and Greater Manchester Combined Authority.

Partnership income decreased by £222,772 to £332,642 (2022: £555,414). This is partly due to Income being deferred and ANZ programme outputs rescheduled for delivery in early 2023.

Education course income increased by 26% to £261,659 (2022: £224,080).

The value that we have received from expert members speaking at our education courses, the venues which have been donated to use without charge and secondees from member organisations who worked for us during the year, have been recognised as voluntary (in kind) donations. The value of these donations amounts to £41,615 (2022: £47,703).

Total expenditure increased by £279,905 in the year to £3,263,170 (2022: £2,983,265) largely a result of expenditure associated with staff costs. Staff costs remain the biggest single cost, comprising 72% (2022: 63%) of costs at £2,325,139 (2022: £1,921,593) in total. The increase is due to a cost of living rise and people additions within Marketing, a presence in Scotland and a better equipped Solutions team.

Support costs in the year came to £807,456 versus an equivalent of £651,527 in the previous year.

F I N A N C I A L R E V I E W – R E S U LT S F O R T H E Y E A R |

53

WHERE OUR FUNDS COME FROM

71% Membership

10% Education Course Fees

5% Grants

12% Partnership

2% Other Income

ANALYSIS OF OUR EXPENDITURE

47% Improving Sustainability

18% Education

11% Raising Awareness

25% Support Costs

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FINANCIAL REVIEW CONTINUED

R E S E R V E S P O L I C Y, F I N A N C I A L P O S I T I O N A N D G O I N G C O N C E R N A S S E S S M E N T

RESERVES POLICY

The trustees view reserves and deferred membership income as the buffer against financial difficulties.

In addition to FY22-3, over the next 2 years, the trustees propose investment budgets that will increase UKGBC’s reach and consume excess reserves. This approach will be reviewed annually. This policy includes a provision to assess whether reserves and deferred membership Income are at a level which ensures that UKGBC’s core activities could continue during a period of unforeseen difficulty and that a proportion of funds be maintained on easy access deposit. The required level of reserves and deferred membership Income is an integral part of UKGBC’s planning, budgeting and forecasting cycle. It takes into account the risks associated with each stream of income and expenditure varying from budget; the planned activity level; and UKGBC’s future commitments.

The methods recommended for calculating the minimum level of reserves and deferred membership income (which fall under the Charity Commission’s recommended reserve policy guidelines for less complex charities) are that:

In using each of these in turn, the trustees of UKGBC calculate and test whether the level of Deferred income is adequate.

The need for unforeseen expenditure

This method involves calculating the expenditure that would be required to maintain UKGBC’s ordinary activities for a period of four months. The level of reserves and deferred membership income provision, based on four months of UKGBC’s FY2023-24 budgeted unrestricted expenditure (excluding depreciation) is approximately £820,000.

Risks associated with the loss of a source of income

Membership fees constitute 71% of UKGBC’s income. Despite the deteriorating economic conditions, membership fees grew by £258,098 (15%).

However, the trustees view the current wider geopolitical situation, high inflation and overall economic outlook as volatile and potentially a trigger of recession in the UK. Based on the total budgeted income from membership renewals in FY2023-24 being £2.34m, applying a worst-case scenario of 20% attrition would give rise to a budgeted loss of income of approximately £115k. If membership attrition is greater than 20%, cost-mitigating strategies will be implemented to reduce the impact of this on the charity.

UKGBC proposal for FY2023-24 is another ‘extraordinary investment budget’ aiming to fully harness the unprecedented momentum for UKGBCs mission within business boardrooms, financial markets and socio-politically. Mitigating climate risks, net zero carbon, biodiversity & Nature, and ESG, the Race to Zero and the Green Industrial Revolution are just some of the drivers converting into significant growth in membership. The board is supportive of the UKGBC executive team to re-invest funds held in excess of the reserves requirement where these can be deployed to amplify impactful outcomes against the charitable objectives.

The trustees consider that, based on current estimates, the minimum level of deferred income for 2023/24 would be between £115,000 and £820,000, as determined by the two tests above.

At 31 March 2023, deferred membership income was £1,029,471 (2022: £1,009,407) which is in excess of the minimum requirement. In addition, free reserves (excluding the net book value of fixed assets of £18,539) amounted to £703,587.

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GOING CONCERN ASSESSMENT

Trustees have assessed the

impact of external influences on the charities activities, and the adequacy of resources to operate in the current climate over the next financial period.

Based on the current plans, assumptions and forecasts, whilst acknowledging there are additional financial risks, the trustees believe it is appropriate for the charity to continue to prepare the financial statements on the going concern basis.

Investment policy and performancere

The trustees have wide-ranging powers of investment as determined by the Articles. Due to the charity’s reserves and deferred membership income requirement (see above), funds are held that exceed the short-term expense requirements and forecast programme costs, but to which access may be required at short notice. Therefore excess funds are placed in fixed deposit financial instruments within UK retail banks. The maturity of these funds is designed to correspond with forecast expenditure and reserve requirements, whilst the nature of these investments ensures that no unnecessary risks are being taken with our funds.

Fundraising statement

Over the course of FY2022-23, UKGBC did not undertake any public fundraising activity, nor do our commercial and corporate supporters undertake any public fundraising on our behalf. UKGBC does not have any active subsidiary trading companies, nor do we employ commercial third parties to undertake fundraising on our behalf. There were no complaints in the year in relation to our fundraising.

Funds required to meet liquidity and short-term expenditure requirements are retained in interest-bearing current financial instruments with the charity’s bankers.

The invested funds held in fixed deposit financial instruments together with those in interestbearing current financial instruments achieved an average rate of return 1.10% (2022: – 0.54%).

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FINANCIAL REVIEW CONTINUED

P R I N C I PA L R I S K A N D U N C E R TA I N T I E S

The Board of Trustees has the overall responsibility for the governance of risks and ensures there are adequate and effective systems in place to mitigate these. These risks are reviewed annually by the whole Board as an intrinsic part of strategy setting and upon consideration of new opportunities. The trustees continue to assess the major risks to which the charity is exposed, in particular those relating to the specific operational areas of the charity, its investments and its finances and reputation. The trustees have established systems to monitor and to mitigate those risks and continue to review their effectiveness.

UKGBC has an open and accountable culture, which recognises that risk is inherent in business, particularly where we are aiming to be innovative and ahead of the curve. So, we adopt an open and proactive approach to risk management, with a view to being pre-emptive rather than box ticking.

The risk management framework is put forward by the Leadership Team, and reviewed and approved by the Risk & Audit Committee and by the Board. UKGBC’s risk management framework is designed to identify the principal risks faced by the organisation and ensure that these are being appropriately monitored. In the case of each of the principal risks, controls are in place and mitigating actions will be allocated to individuals on the team who will be tasked with the requisite accountability. A detailed risk and mitigation report featuring quantitative/ qualitative indicators will be reviewed by the R&A Committee at least twice a year. The trustees are satisfied that systems have been developed and are in place to mitigate identified risks to an acceptable level.

The significant risks and uncertainties identified through the above process are discussed opposite

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R I S K I D E N T I F I E D A C T I O N TA K E N T O M I T I G AT E T H E R I S K
PEOPLE:
Staff turnover		 Investment in Senior People & Culture Manager with some support
underneath - enables us to dedicate time on people related initiatives
including health & wellbeing, training, D&I, team get togethers, socials
etc – all of which are crucial components of a People Centric culture.
There has been a greater focus on career development and succession
planning in 2022/3 and the development of a staff progression matrix
which desribes skills, experience and behaviours.
Exit interviews are conducted with all voluntary leavers – analysed for
trend reporting.
EXTERNAL (Economic):
Economic downturn & market
uncertainty due to high infation /
war in Ukraine / COVID / other		 UKGBC has excess reserves at year end 2022/23 and signifcant
deferred income - which offers some protection against external
fnancial shocks. The member value proposition is continuously
reviewed and enhanced, with the launch of the new website in early
2023. Attrition levels are reviewed regularly by CEO, LT and R&A
committee – currently still low but we have seen a slight increase
in 2022. Alternative funding sources (philanthropic, governmental)
constantly being sought and an increase to combat infation has been
applied to membership fees.
FINANCIAL:
Charities being increasingly
targeted for Cyber Fraud and
breach of data protection.		 Increased training, security measures (e.g. Multi Factor
Authentifcation, forced password reset, virus scans, geographical
restrictions and MIME Cast) have been deployed along with several
other actions. Regular review of threat and mitigation.
FINANCIAL:
Increased Competition.		 We are actively working with organisations with whom we can form
strategic partnerships to accelerate our and their missions in all our
programmes.
MISSION:
UKGBC not driving or matching
ambition of its members		 Following introduction of mandatory membership requirements for
Gold Leaf Members and standard members, UKGBC is at greater risk
of criticism for failing to match these ourselves. UKGBC is taking steps
to join the Race to Zero, and is setting ambitious targets.
REPUTATIONAL:
Programme participants have
an opposing agenda.		 An ethics policy has been developed providing the Risk and Audit
committee with ultimate authority over reputational risks caused by
partner organisations activities.

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FINANCIAL REVIEW CONTINUED

S T R U C T U R E , G O V E R N A N C E A N D M A N A G E M E N T

Governing Document

UKGBC Limited was formed in 2006 as a company limited by guarantee and is governed by an amended Memorandum & Articles of Association dated 29th September 2009. The Charity Commission formally registered the company as a charity on 24th March 2010. New Articles of Association were approved by the Charity Commission on 21 January 2020.

Recruitment and appointment of trustees

The Board of Trustees (who are also directors for the purposes of the Companies Act 2006) consists of not fewer than four and no more than twelve persons elected by members of the charity; in addition the Board has the power to appoint trustees to fill vacancies, and may co-opt up to four more individuals from across the sustainable built environment sector. Trustees are confirmed in post by an election process, and typically serve for an initial 3 years, whereupon they retire by rotation. They may seek re-election.

The following trustees were in office and served between 1 April 2022 and up to the date of approval of this report, except where shown.

T R U S T E E A P P O I N T E D / R E S I G N E D
Estelle Bailey
Basil Demeroutis
Judith Everett
Jerome Frost OBE
Tara Gbolade
Mina Hasman
Bill Hughes
Chris Oglesby
James Pearce
David Partridge
Sunand Prasad
Victoria Quinlan
Mark Robinson
Lorna Walker
Rick Willmott
Derek Wilson
Resigned 15 May 2023
Co-opted 14 December 2022 for election
at the next AGM
Co-opted – resigned 28 September 2022
Co-opted 14 December 2022
Co-opted 1 January 2023 for election
at the next AGM
Resigned 20 July 2022
Co-opted

Trustee induction and training

On election, each new trustee receives an induction pack including the ‘Good Trustee Guide’ published by the Charity Commission and a range of key organisational policies and documents. All new trustees are invited to attend a Role of Trustee course and along with other trustees are given regular opportunities to meet the senior management and other staff.

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Management

The day-to-day management of the charity is delegated to the Chief Executive who is responsible for achieving the overall aims and objectives of the charity to agreed annual budget and target performance criteria.

Remuneration of key management personnel

The trustees consider that they, together with the senior management team, comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day to day basis. All trustees give of their time freely and no director received remuneration in the year. Details of directors’ expenses and related party transactions are disclosed in note 6 to the financial statements.

The pay of the Senior Management Team and all staff are reviewed annually by the Personnel & Nominations Committee and normally increased in accordance with average earnings to reflect a cost of living adjustment. In view of the nature of the charity, the trustees benchmark against pay levels in other membership bodies and trade associations.

Statement of the trustees’ responsibilities

The trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for preparing the trustees’ report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial period which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charitable company for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each of the trustees confirms that:

This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the trustees and signed on their behalf by:

Approved by the trustees and signed on their behalf by:

Chair: Sunand Prasad Date: 28 June 2023

60 | F I N A N C I A L R E V I E W – INDEPENDENT AUTITOR’S REPORT TO THE MEMEBERS OF UKGBC LIMITED

FINANCIAL REVIEW CONTINUED

I N D E P E N D E N T A U D I T O R ’ S R E P O R T T O T H E M E M B E R S O F U K G B C L I M I T E D

Opinion

We have audited the financial statements of UKGBC Limited (the ‘charitable company’) for the year ended 31 March 2023 which comprise the statement of financial activities, the balance sheet, and statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating

to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Other information

The other information comprises the information included in the annual report and financial statements, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report and financial statements. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

the information given in the trustees’ report, which is also the directors’ report for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and

the trustees’ report, which is also the directors’ report for the purposes of company law has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

62 | F I N A N C I A L R E V I E W – INDEPENDENT AUTITOR’S REPORT TO THE MEMEBERS OF UKGBC LIMITED

FINANCIAL REVIEW CONTINUED

I N D E P E N D E N T A U D I T O R ’ S R E P O R T T O T H E M E M B E R S O F U K G B C L I M I T E D C O N T I N U E D

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

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There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Shachi Blakemore (Senior Statutory Auditor)

For and on behalf of Buzzacott LLP, Statutory Auditor 130 Wood Street London EC2V 6DL

Buzzacott LLP is eligible to act as an auditor in terms of Section 1212 of the Companies Act 2006.

Date: 28 June 2023

64 | U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3

FINANCIAL STATEMENTS S TAT E M E N T O F F I N A N C I A L A C T I V I T I E S Y E A R T O 3 1 M A R C H 2 0 2 3

----- Start of picture text -----
Un- 2023 Un- 2022
restricted Restricted Total restricted Restricted Total
funds funds funds funds funds funds
Notes £ £ £ £ £ £
Income from:
Donations and legacies 1 53,698 - 53,698 58,803 - 58,803
Charitable activities 2 2,643,877 154,659 2,798,536 2,575,977 450,695 3,026,672
Investments 8,170 - 8,170 4,974 4,974
Total income 2,705,745 154,659 2,860,404 2,639,754 450,695 3,090,449
Expenditure on:
Charitable activities 3
- Improving sustainability 1,952,558 158,476 2,111,034 1,550,576 513,361 2,063,937
- Education 719,527 - 719,527 598,618 - 598,618
- Raising awareness 432,609 - 432,609 320,710 - 320,710
Total expenditure 3,104,694 158,476 3,263,170 2,469,904 513,361 2,983,265
Net income (expenditure)
and movement in funds 5 (398,949) (3,817) (402,766) 169,850 (62,666) 107,184
Transfer between funds - (21,301) 21,301 -
Reconciliation of funds
Brought forward at 1 April 1,121,076 3,817 1,124,893 972,527 45,182 1,017,709
Carried forward at 31 March 722,127 - 722,127 1,121,076 3,817 1,124,893
----- End of picture text -----

All recognised gains and losses are included in the above statement of financial activities.

All of the charity’s activities derived from continuing operations during the above two periods of report.

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B A L A N C E S H E E T Y E A R T O 3 1 M A R C H 2 0 2 3

----- Start of picture text -----
2023 2023 2022 2022
Notes £ £ £ £
Fixed assets
Tangible fixed assets 7 18,540 13,777
Current assets
Debtors 8 762,432 742,566
Short term deposits 741,217 915,300
Cash at bank and in hand 1,093,300 1,109,045
Total assets 2,596,949 2,766,911
Current liabilities
Creditors: amounts falling due within one year 9 (1,893,362) (1,655,795)
Net current assets 703,587 1,111,116
Net assets
722,127 1,124,893
The funds of the charity:
Unrestricted funds 14
- General funds 722,127 1,121,076
722,127 1,121,076
Restricted funds 14 3,817
Total charity funds 722,127 1,124,893
----- End of picture text -----

The principal accounting policies and Approved by the trustees and signed on their behalf by: notes on pages 67 to 77 form part of these financial statements.

Chair: Sunand Prasad Date: 28 June 2023

U K G B C L I M I T E D C O M PA N Y R E G I S T R AT I O N N U M B E R : 0 1 0 2 9 2 3 9 ( E N G L A N D A N D W A L E S )

66 | F I N A N C I A L S TAT E M E N T S – S TAT E M E N T O F C A S H F L O W S

S TAT E M E N T O F C A S H F L O W S Y E A R T O 3 1 M A R C H 2 0 2 3

----- Start of picture text -----
2023 2022
Notes £ £
Cash flows from operating activities
Net cash provided by (used in) operating activities A (182,265) 4,831
Cash (used in) investing activities
Interest received 8,170 4,974
Purchase of tangible fixed assets (17,262) (5,343)
Proceeds from the sale of fixed assets 1,529 227
Net cash (used in) investing activities (7,563) (142)
Change in cash and cash equivalents in the year (189,828) 4,689
Cash and cash equivalents at 1 April B 2,024,345 2,019,656
Total cash and cash equivalents at 31 March B 1,834,517 2,024,345
----- End of picture text -----

Notes to the statement of cash flows for the year to 31 March: A RECONCILIATION OF NET INCOME TO NET CASH PROVIDED BY OPERATING ACTIVITIES


BY OPERATING ACTIVITIES
2023
£
2022
£
Net (expenditure) income (as per the statement
of fnancial activities)
Adjustments for:
Depreciation charges
Surplus/(defcit)
Investment income receivable
(Increase) decrease in debtors
Increase (decrease) in creditors		 (402,766)
11,504
(534)
(8,170)
(19,866)
237,567
107,184
11,079
(162)
(4,974)
(187,198)
78,902
Net cash (used in) provided by operating activities (182,265)
4,831
B ANALYSIS OF CASH AND CASH EQUIVALENT
2023
£
2022
£
Cash at bank and in hand
Short term deposits		 1,093,300
741,217
1,109,045
915,300
Total cash and cash equivalents 1,834,517
2,024,345
C ANALYSIS OF CHANGES IN NET DEBT
At 31 March
2022
£
Cash
fows
£
At 31 March
2023
£
Cash at bank and in hand
Short term deposits		 1,109,045
915,300
(15,745)
(174,083)
1,093,300
741,217
Total 2,024,345
(189,828)
1,834,517

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P R I N C I PA L A C C O U N T I N G P O L I C I E S Y E A R T O 3 1 M A R C H 2 0 2 3

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

GENERAL INFORMATION

The charity is a company limited by guarantee, incorporated in England and Wales (company number: 01029239) and a charity registered in England and Wales (charity number: 1135153). The charity’s registered office address is: The Building Centre, 26 Store Street, London, WC1E 7BT.

BASIS OF PREPARATION

These financial statements have been prepared for the year to 31 March 2023 with comparative information provided for the year to 31 March 2022.

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102.

The financial statements are presented in sterling and are rounded to the nearest pound.

PREPARATION OF

FINANCIAL STATEMENTS ON

A GOING CONCERN BASIS

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGEMENT

The preparation of financial

statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise judgment in applying the charity’s accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectation of future events that are believed to be reasonable under the circumstances. Although these estimates are based on management’s best knowledge of the amount, events or actions, actual result ultimately differ from those estimates.

The items in the financial statements where judgements and estimates have been made include:

GOING CONCERN ASSESSMENT

Trustees have assessed the impact of external influences on the charities activities, and the adequacy of resources to operate in the current climate over the next financial period.

Based on the current plans, assumptions and forecasts and in line with the reserves policy, the trustees are confident that there are sufficient funds. Additionally, should conditions deteriorate rapidly, there is capacity to cut costs. The trustees believe it is appropriate for the charity to continue to prepare the financial statements on the going concern basis.

INCOME RECOGNITION

All income is recognised once the charity has entitlement to income, it is probable that income will be received and the amount of income receivable can be measured reliably. Amounts received for application in future periods are held on the balance sheet as deferred income and released to the statement of financial activities in the relevant period.

Income from charitable activities

Income from charitable activities is recognised as earned as the related services are provided. Income from other trading activities is recognised as earned as the related goods are provided.

Income received in the year has been deferred in respect of specific events and education courses taking place after the year end. Memberships fall due for renewal throughout the year membership. Consequently fee income is calendarised so that only the income for the accounting year is recorded and the balance carried as an accrual.

68 | F I N A N C I A L S TAT E M E N T S – P R I N C I PA L A C C O U N T I N G P O L I C I E S

P R I N C I PA L A C C O U N T I N G P O L I C I E S Y E A R T O 3 1 M A R C H 2 0 2 3 ( C O N T I N U E D )

Donated services

Donated services and facilities are included as ‘donations income’ at a value equivalent to the estimated commercial cost that the charity would otherwise have incurred, and under the appropriate expenditure heading depending on the nature of service or facility provided, at the same value and time.

Grants

Grants are recognised in full in the statement of financial activities in the year in which the charity has entitlement to the income, the amount of income receivable can be measured reliably and there is probability of receipt. In the event that a grant or donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

Investment income

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

EXPENDITURE

RECOGNITION

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Expenditure on charitable activities is comprised of the costs associated with the key strategic areas of activity being; improving sustainability, education and raising awareness. Support costs including governance costs are allocated between the various categories of charitable expenditure (see below). Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Allocation of costs

Expenditure allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned based on staff time attributable to each activity.

Staff costs are allocated between direct charitable expenditure and support costs based on the time spent on these activities. Other costs are allocated directly to the relevant heading.

OPERATING LEASES

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities as incurred.

TANGIBLE FIXED ASSETS

Assets costing more than £500 are capitalised. Fixed assets are recognised at cost or deemed cost (donated valuation at estimated fair value) less accumulated depreciation and impairment losses. Depreciation is calculated to write off the costs of the fixed asset capitalised over their estimated useful economic lives as follows:

INVESTMENTS

Current asset investments are cash amounts held by the charity with a maturity date of less than one year and held for investment purposes. They are measured at the cash value of the deposit.

Support costs also include governance costs. This relates to the cost incurred with meeting constitutional and statutory requirements and the costs associated with the strategic management of the charity.

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DEBTORS

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

CREDITORS AND

PROVISIONS

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

CASH AT BANK AND

IN HAND

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

FINANCIAL INSTRUMENTS

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

FUNDS

Unrestricted funds are income receivable or generated for the objects of the charity.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

Restricted funds are those funds which are to be used in accordance with specific instructions imposed by the donor or trust deed.

INVESTMENT INCOME

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

EMPLOYEE BENEFITS

Short term benefits

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Employee termination benefits

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

Pension scheme

UKGBC operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of the company in an independently administered fund. The pensions costs charged in the financial statements represent the contributions payable during the year to the funds.

70 | F I N A N C I A L S TAT E M E N T S – N O T E S T O T H E F I N A N C I A L S TAT E M E N T S

N O T E S T O T H E F I N A N C I A L S TAT E M E N T S Y E A R T O 3 1 M A R C H 2 0 2 3

1 INCOME FROM DONATIONS AND LEGACIES

----- Start of picture text -----
2023 2022
Total Total
£ £
Donations 12,083 11,100
Services donated
41,615 47,703
Total income 53,698 58,803
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Included within donations and legacies are goods and services which have been donated to the charity during the year. This consists of venue hire £13,800 (2022: £3,600) and Consultancy £27,815 (2022: £44,103).

2 INCOME FROM CHARITABLE ACTIVITIES

2023
£		 2022
£
Improving sustainability
Membership income
Partnership income
Grant & contract income
Leaders Network sponsorship income
Education course income		 2,029,581
332,642
154,659
19,995
261,659		 1,771,483
555,414
450,695
25,000
224,080
Total charitable income 2,798,536 3,026,672

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3 EXPENDITURE ON CHARITABLE ACTIVITIES

----- Start of picture text -----
Direct costs Direct costs Support
Other Staff Costs 2023
(see Note 4)
£ £ £ £
Improving sustainability 370,013 1,168,700 572,321 2,111,034
Education 276,628 297,306 145,593 719,527
Raising awareness 160,220 182,847 89,542 432,609
806,861 1,648,853 807,456 3,263,170
Direct costs Direct costs Support
Other Staff Costs 2022
(see Note 4)
£ £ £ £
Improving sustainability 559,895 1,035,410 468,632 2,063,937
Education 193,415 278,949 126,254 598,618
Raising awareness 138,925 125,144 56,641 320,710
892,235 1,439,503 651,527 2,983,265
----- End of picture text -----

4 ANALYSIS OF SUPPORT COSTS

Premises
£
IT/Comms
£
Admin
Staff
£
Governance
£
2023
£
Improving sustainability
Education
Raising awareness		 105,685
26,886
16,535
54,339
13,823
8,502
200,291
50,952
31,336
212,006
53,932
33,169
572,321
145,593
89,542
149,106
76,664
282,579
299,107
807,456
Premises
£
IT/Comms
£
Admin
Staff
£
Governance
£
2022
£
Improving sustainability
Education
Raising awareness		 102,432
27,596
12,380
40,627
10,945
4,910
153,374
41,321
18,538
172,199
46,392
20,813
468,632
126,254
56,641
142,408
56,482
213,233
239,404
651,527

Support costs are divided in the proportion of the direct staff costs of each activity area, thus:

2023 2022
Improving sustainability
Education
Raising awareness		 71%
18%
11%		 72%
19%
9%

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N O T E S T O T H E F I N A N C I A L S TAT E M E N T S Y E A R T O 3 1 M A R C H 2 0 2 3 ( C O N T I N U E D )

5 NET INCOME FOR THE YEAR

This is stated after charging/crediting:

----- Start of picture text -----
2023 2022
£ £
Auditors remuneration 12,575 10,075
Depreciation 11,506 11,079
Staff costs 2,325,139 1,910,902
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6 STAFF COSTS AND REMUNERATION OF KEY MANAGEMENT PERSONNEL

Staff costs during the year were as follows:

2023
£
2022
£
Salaries and wages
Social security costs
Pension contributions
Other employee costs		 1,855,065
215,376
119,798
134,900
1,587,767
166,758
103,790
52,587
2,325,139
1,910,902
The average number of employees during the year on a headcount basis was as follows:
2023
Number
2022
Number
Charitable activities
Support		 33
7
30
5
40
35
The number of employees whose emoluments for the year fell within the following bands were:
2023
Number
2022
Number
£60,001 – £70,000
£70,001 – £80,000
£80,001 – £90,000
£90,001 – £100,000
£190,001 – £200,000
£200,001 – £210,000		 3
1
1
1
-
1
-
2
1
1
1
-
7
5

The Senior Management Team comprises 5 people. These 5 roles are accruing pension contributions totalling £33,190 (2022: 5 employees, accruing £34,665).

The trustees consider that they together with the Executive comprise the key management personnel of the charity. The total remuneration payable to the key management personnel of the charity was £612,016 (2022: £621,448).

Trustees are not remunerated for their services to the charity. However, out of pocket expenses incurred in connection with the execution of their duties as trustees are reimbursed where claimed. No such claims were made in FY2022-23 or FY2021-22.

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----- Start of picture text -----
7 TANGIBLE FIXED ASSETS
Office Leasehold
equipment Computers Refurb Total
£ £ £ £
Cost
At 1 April 2022 60,034 53,890 133,343 247,267
Additions - 17,262 - 17,262
Disposals - (2,953) - (2,953)
Balance at 31 March 2023 60,034 68,199 133,343 261,576
Depreciation
At 1 April 2022 57,146 43,002 133,343 233,491
Charge for the year 2,888 8,616 - 11,504
- -
Released on disposal (1,959) (1,959)
Balance at 31 March 2023 60,034 49,659 133,343 243,036
Net book value
At 31 March 2023 - 18,540 - 18,540
At 31 March 2022 2,888 10,889 - 13,777
8 DEBTORS
2023 2022
£ £
Trade debtors 664,602 520,774
Prepayments 90,354 55,340
Other debtors 7,476 166,452
762,432 742,566
9 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2023 2022
£ £
Trade creditors 198,412 113,783
Other taxation and social security 70,016 152,188
Deferred income (Note 10) 1,439,572 1,221,616
Accruals 106,976 154,741
Other creditors - 13,467
1,893,362 1,655,795
10 ANALYSIS OF DEFERRED INCOME
2023 2022
£ £
Deferred income at 1 April 1,221,616 1,196,338
Applied during the year 1,439,572 1,221,616
Released during the year (1,221,616) (1,196,338)
Deferred income at 31 March 1,439,572 1,221,616
----- End of picture text -----

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11 FINANCIAL INSTRUMENTS

----- Start of picture text -----
2023 2022
£ £
Financial assets measured at fair value 2,499,119 2,545,286
Financial liabilities measured at amortised cost (148,402) (113,783)
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12 Operating lease commitments

At the balance sheet date, the charity’s total future commitments under non-cancellable operating leases are as follows.

Equipment Equipment Equipment Land and Land and buildings
2023 2022 2023 2022
£ £ £ £
Leases which expire:
Within one year 9,668 9,668 29,400 28,405
Within two to fve years 10,643 13,981
20,311 23,649 29,400 28,405

Since the balance sheet date, UKGBC has committed to a one year building lease, a commitment of £121,128.

13 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS

Restricted
Funds
£		 General
funds
£		 Total
funds
2023
Fixed assets
Current assets
Current liabilities		 -
99,919
(99,919)		 18,540
2,497,030
(1,793,443)		 18,540
2,596,949
(1,893,362)
Net assets at 31 March 2023 - 722,127 722,127
Restricted
Funds
£		 General
funds
£		 Total
funds
2022 £
Fixed assets
Current assets
Current liabilities		 -
178,184
(174,367)		 13,777
2,588,727
(1,481,428)		 13,777
2,766,911
(1,655,795)
Net assets at 31 March 2022 3,817 1,121,076 1,124,893

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----- Start of picture text -----
14 ANALYSIS OF FUNDS
Balance at 31 March
1 April 2022 Income Expenditure 2023
£ £ £ £
Unrestricted funds
- General funds 1,121,076 2,705,745 (3,104,694) 722,127
Restricted funds
- ANZ - 101,867 (101,867) -
- Circuit - 21,247 (21,247) -
- Climate KIC – Accelerator Cities - 35,000 (35,000) -
-
- Ignition 3,817 (3,455) (362)
Restricted Funds Total 3,817 154,659 (158,476) -
Charity total 1,124,893 2,860,404 (3,263,170) 722,127
Balance at 31 March
1 April 2021 Income Expenditure Transfer 2022
£ £ £ £ £
Unrestricted funds
- General funds 972,527 2,639,755 (2,469,905) (21,301) 1,121,076
Restricted funds
- World GBC European Policy 6,508 6,705 (13,213) -
- ANZ - - - -
- Build Upon 2 38,674 111,980 (150,654) -
- Circuit - - - -
- Climate KIC – Accelerator Cities - 45,528 (45,528) -
- Climate KIC – Foreground - 7,226 (7,226) -
- Construction Innovation Hub - 1,500 (1,500) -
- Ignition - 53,042 (49,225) 3,817
- NBS Ellerman - 33,000 (33,000) -
- Whole Life Carbon Roadmap - 191,713 (213,014) 21,301 -
Restricted Funds Total 45,182 450,694 (513,360) 21,301 1,1,24,893
Charity total 1,017,709 3,090,449 (2,983,265) - 1,1,24,893
----- End of picture text -----

An annual deficit in the Whole Life Carbon Roadmap fund of £21,301 has been covered by a transfer from General Funds of the same value. The grant covers 90% of programme expenditure.

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14 ANALYSIS OF FUNDS

(CONTINUED)

RESTRICTED FUNDS

World GBC European Policy

The World Green Building Council European Policy reserve relates to income received to fund the employment of a Senior European Policy Officer. The European Senior Policy Officer advises on European green building law and policy for the Europe Regional Network of over 30 national Green Building Council’s around Europe, including UKGBC.

Advancing Net Zero (ANZ)

This relates to funding secured from Redevco Foundation for a project about galvanising the industry and policy makers to deliver a net zero carbon built environment, through industry leadership and strong regulation.

Build Upon 2 (BU2)

This relates to grant funding received from the European Union to fund work on the Build Upon project as part of a consortium of Green Building Councils from across Europe. The aims of the project are to help European countries design and implement strong, long-term national strategies for the renovation of their existing buildings.

Climate KIC – Accelerator Cities

This related to funding secured from EIT Climate-KIC to deliver a programme that supports local and combined authorities deliver home retrofit.

Climate KIC – Foreground

This relates to funding secured from EIT Climate-KIC for the delivery of a programme of workshops and site tours with local authorities and businesses, to support the sustainability outcomes of three large scale development schemes. of the deposit.

Climate KIC – Innovation

This relates to funding the UKGBC Innovation Portal secured from EIT Climate-KIC to develop links between larger corporates (demand) and start-up innovators (supply), and in so doing building the capacity within UKGBC’s membership to adopt innovative approaches to drive sustainability in the sector.

Climate KIC – Zero Carbon Labs

This relates to funding secured from EIT Climate-KIC for the delivery of a programme of work to support local authorities deliver against their Climate Emergency goals.

CIRCuIT – Circular Economy

Circular Construction in Regenerative Cities – is a collaborative project involving 29 partners across the entire built environment chain in Copenhagen, Hamburg, Helsinki Region and Greater London. Funded by the European Commission’s Horizon 2020 programme, the project will support the creation of regenerative cities by implementing sustainable and circular construction practices. UKGBC forms part of the Greater London cluster and has secured 4 years worth of funding. Through this project we can start to bridge the gap between theory, practice and policy by delivering a series of demonstrations, case studies, events and other dissemination activities that showcase how circular

construction approaches can be scaled and replicated across Europe to enable cities to build more sustainably and transition to a circular economy on a wider scale.

Construction Innovation Hub’s Value Toolkit

UKGBC is the Natural Capital lead on the Construction Innovation Hub’s Value Toolkit. We have convened an industry steering group to create a suite of tools to support value-based decision making across the investment lifecycle. The overarching aim of this collaboration is to contribute to the development of a robust, consensus-based methodology for the definition, evaluation and measurement of value across the entire investment lifecycle of new built assets.

EU’s Urban Innovation Actions (UIA) Initiative – IGNITION

This relates to funding UKGBC secured from the UIA to join the IGNITION project alongside 11 other partners from local government, universities, NGOs and business. The aim is to develop the first model of its kind that enables major investment in largescale environmental projects which can increase climate resilience. By 2038 this will enable an increase in Greater Manchester’s urban green infrastructure coverage by 10% from a 2018 baseline.

Whole Life Carbon Roadmap

This relates to funding secured from Laudes Foundation and Ikea Foundation for a project as part of a consortium of Green Building Councils from across Europe. The UK project will deliver a whole life carbon roadmap for the built environment, in collaboration with industry and government.

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15 ANALYSIS OF FUNDS

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purpose.

16 RELATED PARTY

TRANSACTIONS

There were no outstanding balances with related parties as at 31 March 2023 (2022: £nil). The total amount of donations received from trustees in the year was £nil (2022: £nil).

UK GREEN BUILDING COUNCIL THE BUILDING CENTRE 26 STORE STREET LONDON WC1E 7BT

020 7580 0623 INFO@UKGBC.ORG

UK Green Building Council ukgbc.org