OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

← Ukgbc

2025-03-31-accounts

impact report

annual report + financial statements

UK Green Building Council ukgbc.org

U K G B C L I M I T E D C O M P A 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 C H A R I T Y R E G I S T R AT I O N N U M B E R 11 3 5 1 5 3

----- Start of picture text -----
Bee, U
BBec
ee:
Mec
Coe
----- End of picture text -----

----- Start of picture text -----
2J SeRe oh
it; e
Ph 1y ee SAREE& SERSREE
>= Pa,yey wae BNREA a6 a\
— ass $ SuSE SS Co eA— AANA| ARNYY
A AN
eeupeeeaeat \\
> Cs. ms fa SSS
ig ia—~= ead a Seaeageesaess | ecee ANY
“ a ; = | tr Rey fi fi) = +, Up ag nf
ae ee F
f ING a r Peo Oe
: f eet AN
1 AY Fal
wes S
a aewailiN SS US coe | Nt
|
Peal: | ate tS : Be aint } ey | \ | WN :
----- End of picture text -----

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 3

5 FOREWORD 6 YEAR AT A GLANCE 8 INTRODUCTION 9 THEORY OF CHANGE 10 THREAD 1: RETROFIT 14 THREAD 2: NEW BUILD 18 THREAD 3: INFRASTRUCTURE 20 THREAD 4: ORGANISATIONAL CHANGE 22 THREAD 5: SYSTEMS CHANGE 26 THREAD 6: CROSS-CUTTING 30 THE YEAR AHEAD 34 FINANCIAL STATEMENTS

4 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 5

FOREWORD

UKGBC hit adulthood this year - marking our 18th birthday - and it has been a year displaying both the myriad challenges and opportunities that a transitional life stage can bring.

With backdrops of worsening climate and ecological impacts,

horizon, we simply won’t see the mass change we want. We need to create a landscape that enables the innovators to race at the opportunities and forces the laggards all onto the same path.

a global populist neo-political landscape, painting a picture of the sunlit sustainability uplands has been challenging.

So whether on minimum energy standards, biodiversity enhancements or more resilient community infrastructure, we need political commitments that stretch across multiple Parliamentary terms - giving businesses the comfort and

I run the risk of repeating what I may have said a half-decade ago; While we haven’t yet broken the ten-year rolling 1.5C temperature requirements set under Paris, if we take a snapshot this year, but the next five years are critical. we’ve crossed the Rubicon - and if we fail to ratchet down quickly on further temperature rises and biodiversity losses, then simply put; we accelerate ever-faster towards climate and ecosystem collapse.

speed.

And as the climate crisis

intensifies, we need not just to

double down on decarbonisation, but also to amplify and reinforce

The proof will be in real-

Resilience Roadmap - a key step in preparing our communities and infrastructure for a more volatile future; and while the bones of the work were done this year; driving its lessons and impact into the sector will stretch ahead of us.

delivery, but post-election, the government seems to be genuinely engaging in certain areas in a way we haven’t seen for an age; and this gives UKGBC and our members a generational opportunity to identify and shape the pathways required to propel the sector forward sustainably. Politicians are leaders, and true leadership requires bravery. So, what’s crucial as we move through our 2030 strategy - taking us to the end of this crucial decade - is that we see that story of bravery in careful, robust and ambitious long-term policymaking. Without scary legislative sticks looming on the

Internationally, we’ve continued to amplify UK leadership through global platforms like COP29 and the UN Sustainability agenda. With more than 7,700 professionals already engaged in our learning programmes, we once again scaled up education and leadership to meet the demands of a fast-changing world.

of our 2025 Strategy, we’ve done a tremendous amount of work to review our Theory of Change and create a 2030 Strategy that we will launch at our AGM in September.

As ever, an enormous thank you to all members past, present and future for all your support, we couldn’t do any of this without you.

SIMON MCWHIRTER CHIEF EXECUTIVE UK GREEN BUILDING COUNCIL

We extend our thanks to Smith Mordak for their leadership during their time as Chief Executive of UKGBC. Smith played a pivotal role in shaping and advancing the long-range thinking behind our emerging strategy, and we’re grateful for their dedication and the expertise they provided throughout their tenure.

6 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

YEAR AT A GLANCE

2024-2025

2024-2025

7,731

HOURS OF LEARNING DELIVERED

LEARNING SESSION ATTENDEES

2024-2025 84%

2024-2025 36

SATISFACTION SCORE

LEARNING SESSIONS

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

2024-2025

2024-2025

472

ACTIVE MEMBER CONTACTS

OPPORTUNITIES FOR MEMBERS TO ENGAGE IN UKGBC ACTIVITIES

2024-2025 2024-2025 674 66%

MEMBERS

MEMBER ORGANISATIONS ENGAGED WITH UKGBC

2024-2025

2024-2025

1,342

EVENTS

INDIVIDUALS TOOK PART IN NON-LEARNING EVENTS

2024-2025

2024-2025

765

PRESS RELEASES

MEDIA MENTIONS

2024-2025 41.6K

2024-2025

41K

TWITTER FOLLOWERS

LINKEDIN FOLLOWERS

2024-2025 81K

2024-2025

25.2K

DOWNLOADS OF ALL REPORTS/TOOLS

WEBSITE USERS

8 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

INTRODUCTION

ABO UT UKGBC

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

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

Powered by more than 600 member organisations from across the value chain, our mission is to radically improve the sustainability of the built environment by transforming the way it is planned, designed, constructed, maintained, operated and repurposed.

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

MITIGATING and adapting to climate change.

ELIMINATING waste and

EMBRACING and restoring nature and promoting biodiversity.

OPTIMISING the health and wellbeing of people.

CREATING long-term value for society and improving quality of life.

OUR CHARITABLE OBJECTIVES ARE:

TO INCREASE the sustainability of the built environment by improving the way it is planned, designed, constructed, maintained, operated, modified and replaced (“Improving sustainability”)*.

TO ADVANCE the education of the public in the sustainability, conservation, protection and improvement of the built environment (“Education”)*.

TO PROMOTE the

sustainability, conservation, protection and improvement of the built environment (“Raising awareness”)*.

*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 | 9

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 COLLABORATE WE ADVOCATE by convening diverse by calling for ambitious built environment commitments, stronger organisations to engage standards and in a common purpose 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

10 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THREAD RETROFIT 1

BACKGROUND

This year has seen a distinct shift in our engagement across government on a broad range of retrofit-related issues, both domestic and non-domestic. Following our General Election campaign and policy platform, we have strengthened existing relationships and forged new connections, convening government and industry, responding to consultations and helping shape future policy.

Since the election last summer, there appears to be a clear drive to look for solutions in retrofit that are workable across government and industry,

track record, UKGBC is uniquely positioned to deepen engagement and advocate a shift towards a more progressive, strategic, policy environment.

This year we continued to deepen our understanding of the challenges representativesLocalp Authorities faceat bothin addressingin-personp andretrofit,online throughLocal Authority conveningy Retrofit Forums (LARFs), while providing support by sharing best practice solutions, guidance, and toolkits. The Local Area Retrofit Accelerator (LARA), pilot initiatives with four places aimed at convening local stakeholders to developed with, and funded by, the MCS Foundation, kicked off a series of co-create Local Retrofit Strategies to accelerate home retrofit.

Our Regenerative Places Programme kicked off in October 2024 with four Programme Partners. The programme dovetails with LARA and aims to set out a clear vision of an emerging future that has positive, ‘regenerative’ impacts on people, planet, and place, while learning what kind of processes and patterns of behaviour are needed to get us there.

We have been supporting the Net Zero Carbon Standard Pilot in raising awareness of the requirements proposed for stepped and one-go retrofit

| 11 RETROFIT

NATIONAL POLICY

In December 2024, we gave evidence to the Energy Security and Net Zero committee during a session on retrofitting homes and the Government’s Warm Homes Plan. Alongside our regular meetings with DESNZ on non-domestic retrofit, we are convening roundtables with MPs, civil servants, and industry leaders on key retrofit-related priorities like embodied carbon. We have responded to proposed changes to retrofit schemes, advocating for locally focused, long-term solutions. We are building on this momentum by deepening our engagement with key officials, in collaboration with strategic partners and industry leaders to amplify our impact. Our role on the Scottish government-convened Green

recommendations for government, to work together with industry and the third-sector to roll out place-based

has so far committed to taking forward recommendations on enabling property-linked finance in Scotland, on developing blended co-investment vehicles for large-scale heat decarbonisation projects, and on setting a legislative framework to support local authorities to deliver place-based

----- Start of picture text -----
50
local stakeholders
convened by each LARA
----- End of picture text -----

“THE LARA PROJECT HAS SHOWN THAT MOVING FORWARD ON RETROFIT ISN’T SIMPLY A CASE OF INFORMING AND EDUCATING ON HEAT PUMPS AND PIPE LAGGING. THE ENTIRE RETROFIT SYSTEM

programmes through Simon McWhirter’s role as Board

LOCAL POLICY

Surrey, Nottinghamshire & Derbyshire, and Liverpool, led

HELEN BURRIDGE

Strategy through a series of three workshops with local stakeholders, with a mission to collaboratively “Retrofit all homes, so that we enhance our environment and climate resilience, address fuel poverty, improve health

HCCSP MANAGER

HERTFORDSHIRE CLIMATE CHANGE & SUSTAINABILITY PARTNERSHIP

We are starting to share insights from the first pilots with our Local Authority Retrofit Forum, and with national government. The pilots have highlighted that a systems-based approach to retrofit is key - moving away from short-term projects driven by short funding cycles and towards a more holistic strategy, involving all key stakeholders including communities, and designed to bring wider benefits to the area including a more

vary in each context.

12 | RETROFIT

NON-DOMESTIC RETROFIT

real-world case studies. Through this work we have highlighted the cost and carbon savings that can be made through optimisation of building management, and practical ways that asset and portfolio owners can plan retrofittsinterventions. that realise. the biggest. carbon savings within the constraints of budgets and leases. We also led two site tours to deepen understanding of

has also been raised at various external events where

CONSIDERING RETROFIT ALONGSIDE NATURE

guidance on the potential costs and returns on energy efficiency, emissions savings, and financial investments of different retrofit measures for retail and logistics buildings, from optimisation through to light and deep retrofittrofit i ntnterventt i ons.

In July 2024, we launched two summary infographics highlighting the challenges, recommendations, and considerations led by discussions within the NatureBased Solutions Labs.

The infographics brought new insights around utilising

nature-based solutions within retrofitting projects, as well as their maintenance needs to ensure the long-term success of the ecosystem services provided and the return on investment.

has brought together over 18 UKGBC members each month to engage in peer-to-peer learning, share insights

REGENERATIVE PLACES

We are building momentum around our new Regenerative Places Programme through the launch of a video that sets out what the term ‘Regenerative’ means across UKGBC’s work, and through speaking foundation of ‘key principles’ and developing crosssector partnerships to broaden our reach next year. at conferences like Futurebuild. We are building a ~~q~~ | | | ~~5~~

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 13

THE YEAR AHEAD

The upgrade of our homes, communities and town centres offers significant opportunities for job creation business growth, energy security and numerous ‘co benefits’ such as improvements to health and wellbeing that current government narratives do not emphasise. We aim to focus our 2025 efforts on shifting narratives towards retrofit and raising awareness of cost neutral interventions that nudge the market towards improving energy efficiency, like Warm Homes Stamp Duty, more ambitious MEES standards, and policies that encourage

As the LARA pilots progress, we will continue to share insights, to both support other Local Authorities and inform Regenerative Places. These insights, alongside those drawn from case studies developed as part of our Regenerative Place Programme, will start to build a broader picture of what kind of approaches and mindsets are needed to create more regenerative places that work for both humans and nature.

+ 80

policy mentions in sector and mainstream media

----- Start of picture text -----
+
20
----- End of picture text -----

engagements with target

As part of Regenerative Places, we are planning several community roundtables to explore how engaged

harnesses local knowledge and unlocks more holistic, ‘regenerative’ outcomes.

and Logistics guidance and Overarching Retrofit the Strategy Microsite, which combines learnings from Officesa and Retail. and Logistics. . reports, we are planning for continued engagement in this important area. This will include a series of Innovation Showcases on hardware solutions to challenges in non-domestic

50%

of members say UKGBC have empowered them to speak up on policy issues crucial to transformation of the built environment

14 | U K G B C I M PA C T R E P O R T 2 0 2 4 - 2 0 2 5

THREAD

2[NEW BUILD]

BACKGROUND

UKGBC has been highly active from both a policy and industry action perspective to shape a more sustainable new build agenda. With regards to policy, we have developed clear positions on our priority areas - which include planning reform, embodied carbon, climate resilience and residential and non domestic building standards - to push forward our agenda on new build.

Labour has committed to high standards for new builds, however progress on new build regulations has somewhat stalled while the incoming government are

Homes and Building Standard. We expect the standard to be published shortly and while it is not expected to go as far as we would like it to, we are advocating for the Government to publish it as soon as possible for implementation in 2026 and immediately begin work on its successor.

with a stronger climate amendment, but it must be more ambitious. The Planning and Infrastructure Bill, published in March 2025, indicated a welcome move towards longer-term strategic planning, investment in planning capacity and an acceleration towards clean energy. However, we have concerns that communities may lose their voice in ensuring developments meet local needs, and that ‘streamlining’ environmental assessments must not be code for weakening standards.

UKGBC will continue to play a very active role in shaping new build and planning policy. Our focus over the coming months will shift onto climate resilience, to coincide with the launch of the UK Climate Resilience Roadmap. We have already started discussions about this issue with the Ministry of Housing, Communities and Local Government (MHCLG), and wider government Our work on Embodied Ecological Impacts (EEI) departments including the Cabinet Office.

Our work on Embodied Ecological Impacts (EEI) continues to move the industry dial and expand the understanding of our sector’s relationships with ecosystems globally. By bringing a systems perspective and embracing life-cycle thinking, our work on EEI interrogates impacts from extraction of the most used materials and impacts via our supply chains. It brings a holistic discussion on nature impacts to the built environment that has been neglected for far too long.

[|] 15 NEW BUILD

There is a strong desire within our membership to connect with our work on embodied carbon. Our varied offering of learning, forums, events and outputs provides our members with the outlet to contribute and engage with the topic. In particular, our Net Zero Forum focused on whole

life carbon modelling has enabled discussion of practical challenges and data collation questions amongst a group of over 20 UKGBC member organisations.

KEY ACTIONS

We developed detailed policy proposals for new build and planning reform and continually f, J ) , | . assessed government progress against these - substantially through our 100-day report. We attended three party conferences to build crossparty support for our agenda. Our work on embodied carbon continues to gain traction, with our Embodied Carbon Scope 3 Measurement and Reporting guidance, “THE EEI CONFERENCE WAS A HUGELY and improving your Modelling and Reporting INFORMATIVE EVENT AND HELPED TO guidance, both seeing good levels of use and interaction across the year. We continued PUT THIS IMPORTANT ISSUE ON THE engagement on the topic through the summer by publishing two member-written blogs on scope AGENDA WITHIN THE CONSTRUCTION 3 emissions and whole life carbon assessments, SECTOR. THE KEY TAKEAWAYS FOR ME hosting three workshops on writing whole life carbon assessment reports, three embodied WERE AN ACKNOWLEDGEMENT THAT WE carbon innovation showcases, and hosting a new ARE ALL STILL LEARNING HOW BEST TO Assessments. BEGIN TO TACKLE THIS ISSUE AND THAT On embodied carbon regulation, we drafted and MORE CROSS COMPANY COLLABORATION proposed a private members bill and hosted a roundtable with both industry and government IS NEEDED TO MAKE PROGRESS, THE to discuss how challenges to regulation can be CONFERENCE ACTED AS AN IMPORTANT overcome. CATALYST FOR THAT.” NetZeroForum subgroup onWhole Life Carbon ~~7~~ AARON GRAINGER TECHNICAL DIRECTOR, NATURE & BIODIVERSITY BURO HAPPOLD + 80 attendees at our Embodied Ecological Impacts conference

16 | NEW BUILD

KEY ACTIONS CONTINUED

have been campaigning for implementation of the strongest version as soon as possible. We met twice with the Minister Baroness Taylor - once alongside allied organisations (GHA,

a letter to Baroness Taylor, using member case studies and signatories to demonstrate supply chain readiness for the

Planning reform has been one of the biggest priorities for the new government - we responded to the consultation on the

sites, environmental considerations, and housing growth. We are currently drafting a response to the Landuse Framework consultation. We have responded to and provided analysis on the Planning and Infrastructure Bill for members, working with

of the second reading. This was shared with Green MP, Ellie Chowns, who reached out for our guidance.

The pilot version of the Net Zero Carbon Buildings Standard (NZCBS) was published in September 2024 and includes a suite of science-led limits for energy use intensity and upfront embodied carbon for all buildings sectors. We played a key role in the development of the Standard with representatives on both the Governance Board and Technical Steering Group.

We have worked closely with the Net Zero Carbon Building Standard (NZCBS) on advocacy plans, and attended (and chaired a breakout session of) an exploratory workshop with Local Authorities on how they could use the NZCBS.

1,500+ downloads of our Embodied Carbon guidances

20+ organisations participating in the Whole Life Carbon Modelling subgroup of the Net Zero Forum 400+ attendees across three embodied carbon innovation showcases

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 17

THE YEAR AHEAD

ing agenda, with the goal of 1.5 million new homes over the next Parliament. It is crucial that these homes are built to the highest quality and within our carbon budget. The

not go far enough, so a focus for UKGBC going forward will be looking beyond to

lations which include embodied carbon limits, climate resilience measures, and

requirements.

Alongside this should be a planning system which works for climate and nature, not against it, and ensures the voice of communities can be heard in development decisions. Moving forward, we would like to begin incorporating the learnings from the Regenerative Places Programme into a proposal for a new ‘regenerative’ planning system through which every time something gets built, places get better.

Our work on EEI continues to convene industry experts and ecologists to better understand the impacts from extraction and manufacturing of construction materials

material cultures. We will also expand our work with our university network to bring about research that is needed to inform material choices and impact strategies within our sector. and find pathways towards regenerative Our Writing Whole Life Carbon Assessment Reports in the Built Environment workshops are continuing with workshops in April and October 2025.

18 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THREAD

3[INFRASTRUCTURE]

BACKGROUND

UKGBC is advancing sustainable infrastructure with a focus on renewable energy procurement and materials passports. In both cases, the key shift is away from buildings as simply consumers or endpoints serviced by infrastructure, towards buildings as active participants. For energy, materials, components, or any resources, buildings are users or consumers, but also producers or contributors of energy and resources into the system.

By building consensus on the critical role of infrastructure, we continue to strive for the built environment industry to deliver the UK’s infrastructure upgrade needs with climate resilient, net zero buildings and developments that support halting the decline of nature.

Our ongoing infrastructure-based learning initiatives include embedding renewable energy procurement and developing a clear vision on how infrastructure can support a sustainable built environment while advancing the integration of sustainable infrastructure into new buildings and energy systems.

----- Start of picture text -----
1,985
downloads of our Materials
Passports guides
----- End of picture text -----

----- Start of picture text -----
500
----- End of picture text -----

downloads of our Renewable Energy Procurement Part 2 reports 51 attendees for our ANZ Essential Knowledge Series on Renewable Energy Procurement and Carbon Offsets

[|] 19 INFRASTRUCTURE

KEY ACTIONS

THE YEAR AHEAD

With input and support from the

released a Materials Passports Practical Guide and associated Information Reference Guide in January 2025. The practical guide sets out what a materials passport is and provides insights as to why and how they can be included within built assets. The information reference guide builds on the practical guide to outline the data which can be included within a

having that data can offer.

UKGBC’s rating system for the quality of a building’s renewable energy procurement was enshrined within the UK Net Zero Carbon Buildings Standard, when the pilot version launched in September 2024. The Renewable Energy Procurement Part 2 guidance was also presented at a variety of events including those hosted by Granular

on secondary materials markets. Secondary materials markets were

the circular economy in our System Enablers for a Circular Economy report and further work is needed to understand how these currently work in practice. This would also support our existing outputs, Circular Economy How-To Guides and the Material Passports Guides, in helping to mainstream materials reuse.

At present, there is a lack of systems-scale thinking on

opportunity to focus on energy infrastructure and distribution systems and buildings’ role in grid decarbonisation in 2025. UKGBC is uniquely positioned to support organisations in the ener gy s y stems spac e with insight from the entire built environment value chain.

o f Directors, and UN Global Compact Network UK.

20 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THREAD ORGANISATIONAL CHANGE[4]

BACKGROUND

Our Organisational Change workstream is based on the premise that individual leaders have substantial power to drive change in their areas of work and across their wider organisations. We support this by bringing together small cohorts with diverse perspectives and backgrounds, helping to connect often siloed workstreams to see the bigger picture. We tap into their personal motivations, provide a safe space for exploring the sustainability challenge and build

changemakers. Participants report moving from a reactive to a proactive mindset on sustainability, from imposter syndrome to a belief in their ability to lead without being technical experts. We emphasise action-oriented outcomes and have seen impacts range from sustainability considerations being strengthened across projects and operations to dedicated innovation funding being made available - and even to an organisation’s wider value proposition being reviewed.

[|] ORGANISATIONAL CHANGE

21

KEY ACTIONS

The UKGBC Bespoke Leadership & Development programmes have covered a range of businesses in our membership including Leadership Programmes for Wates, JLL, Colliers, Hollis and the AtkinsRéalis Global Carbon Academy. The Leadership work focusses on personal empowerment, while identifying improvements at an organisational level.

“IT IS NOT AN OVERSTATEMENT TO SAY THIS PROGRAMME HAS LITERALLY CHANGED WATES, IT IS INCREDIBLE TO SEE THE CHANGE OVER THE TWO YEARS.”

BEKIR ANDREWS

ENVIRONMENTAL SUSTAINABILITY DIRECTOR WATES GROUP

The Carbon Academy delivered technical upskilling and practical

projects essential within the programme. Supporting Atkins

Realis to upskill their project leads and engineers has been a highlight, pushing ‘beyond the brief’ to assess decarbonisation pathways with clients while nurturing a new awareness and ability among delegates to think differently about complex challenges.

ONGOING AMBITIONS

Our Bespoke work is an exciting and emerging area of impact that UKGBC is offering further and wider across our membership and across the value chain to support leaders, businesses and professionals on their own

22 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THREAD SYSTEMS CHANGE 5

BACKGROUND

At UKGBC, everything we do plays a part in supporting our vision and mission to radically transform the sustainability of the built environment at the whole system level. Several of our workstreams particularly seek to pull on levers that encourage government, industry, and individuals to realise their agency in supporting this shift. This year we have particularly focused on the following ambitions and workstreams: - Individuals and organisations are activating systemic change towards a sustainable built environment at the sector scale

[|] 23 SYSTEMS CHANGE

+ 90 C-suite individuals actively attended our Leaders Network.

KEY ACTIONS

SYSTEMS CHANGE PROGRAMME

Our Systems Change Programme invites all built environment stakeholders to support a positive shift away from the ‘business as usual’ approaches to design and construction that often leave us falling short of environmental and social goals. Over the second year of the programme, a network of forward-thinking practitioners has come together with UKGBC following their participation in our Systems Change and Recalibrate programmes to date. We have begun supporting bold client and project teams delivering two live real estate projects, to showcase how innovative

ways of working, collaborative problem-solving, and systems thinking can tackle complex sustainability challenges and lead to enhanced value for all stakeholders.

“THE PROGRAMME HAS BEEN TRANSFORMATIVE FOR ME AND GIVEN ME A RENEWED SENSE OF AGENCY. I HAVE HAD THE OPPORTUNITY TO ADOPT A SYSTEMS CHANGE MINDSET AND TRY TO DO THINGS DIFFERENTLY. THE CONNECTIONS I’VE MADE AND THE PEOPLE I’VE MET, AS WELL AS THE INTERNAL SHIFT, HAVE BEEN INVALUABLE.”

GIULIA JONES ASSOCIATE DIRECTOR - ESG PROJECTS MAPP (SYSTEMS CHANGE PROGRAMME)

NZCBS/NZ FRAMEWORK DEFINITION

(launched in 2019), UKGBC participated as a Technical Steering Group member and Governance Board member for the UK Net Zero Carbon Building Standard (UKNZCBS). The pilot was launched in autumn 2024.

SUPPLY CHAIN DECARBONISATION

We have begun work this year on a multi-year workstream to tackle the huge opportunity for decarbonisation across the supply chain. We convened a task group of 42 members from across the build environment to explore opportunities within procurement and supplier engagement.

24 | SYSTEMS CHANGE

KEY ACTIONS CONTINUED

UK CLIMATE RESILIENCE ROADMAP ee The UK Climate Resilience Roadmap is a powerful, actionable pathway that

empowers organisations and project

teams to future-proof their assets within both local and industry-wide and systemic contexts. It ensures the safety of people and readiness for extreme climate hazards and longterm, uncertain climatic changes. Developed with over 50 industry experts, the Roadmap fuses cuttingedge adaptation strategies with key policy recommendations, tackling vulnerabilities to wildfire, flooding,

overheating, drought, and storms, while making nature central to building resilient, sustainable futures.

Our Vision of a Sustainable Built Environment

59 82 member organisations individuals engaged in engaged in Roadmap Roadmap Activities this year consultations SS

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 25

INTERNATIONAL IMPACT

LEADERSHIP PROGRAMMES

UKGBC’s Leadership Programmes support built environment professionals at all career stages to embrace their individual agency to lead sustainable change not only within their organisation, but across the built environment sector. Change Accelerator 2025 was a deeply moving programme, with leaders from a range of businesses committing to lead transformational

We participated in the inaugural UN

in Paris in the spring, and its launch at COP29 as the International Council with Buildings and Climate. During COP29 in Baku, we undertook an intense programme of advocacy and engagement, including around the UK Climate Resilience Roadmap and its role in helping inform resilient building thinking on the global stage. We have had rolling involvement and support throughout the year for WorldGBC in their shaping of elements of the Buildings Breakthrough. Our CEO Simon McWhirter’s appointment as cochair of the Climate Action Coalition with Chris Skidmore, acted as a fulcrum to amplify the technical and policy innovations and solutions of our members on an international stage.

Leaders 2024, closed with courageous ‘calls to action’ from the cohort both through heartfelt leadership stories and innovative ideas, and the 2025 programme already seeing a different ‘level’ of business model design and innovative thinking which makes this programme so exciting to be part of. Recalibrate 2024 closed in the autumn with our executive cohort already implementing far reaching change in their respective businesses. Recalibrate 2025 kicked off with deep conversation and provocation with Jonathon Porritt, this programme continues to balance deep individual reflection and radical change. 1,098 total hours of learning for our [212] individuals engaged in our

individuals engaged in our Systems Change work

26 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THREAD CROSS CUTTING 6 LEARNING UKGBC’s Leaning and Development portfolio aims to provide a suite 7,731 of learning across multiple formats people accessed our Learning to support industry to develop the offerings knowledge and skills needed for the radical transformation of the built environment. We believe that every ���������������������������������������� we make our learning suitable for people across our membership and wider industry, and across many different types of roles. 8,040

Based on how we know people learn best, we aim for our learning to be as interactive and engaging as possible. Our masterclasses include lots of space for discussion, and our ondemand courses include activities and group discussions.

total learning hours

36 face-to-face learning opportunities

This year, 7,731 people accessed our learning - either downloading our Bitesize guides, attending a workshop, or watching our new video series - and clocked up 8,040 learning hours.

“THIS IS A VERY ENGAGING COURSE WHICH WILL TEACH YOU ABOUT ESG EFFORTS THAT CAN BE TAKEN IN COMMUNITIES, IN BUILDING DESIGN AND IN INDUSTRY. IT IS IMPORTANT TO EDUCATE OURSELVES AND TAKE ACTION TO MEET THE GOVERNMENT TARGETS IN PLACE FOR THE NEAR FUTURE, NO MATTER YOUR SECTOR.”

Kimia Alexis Junior Embodied Carbon Consultant Atkins Realis

[|] 27 CROSS-CUTTING

KEY ACTIONS

This year we built on the previous year’s work and offered a varied, engaging and impactful portfolio of on-demand, virtual and face-to-face learning opportunities. Our Level 1 learning (which is aimed at building knowledge and networks ) featured on-demand courses and a release of our ‘So, what can I do?’ video series. We also ran a mixed programme of masterclasses and workshops at Level 2 (which is aimed at delivering action), covering biodiversity, social value, and learning associated with key Advancing Net Zero outputs.

& Development programme on climate resilience to complement the consultation and launch of the UK Climate Resilience Roadmap.

ONGOING AMBITIONS

Next year, our learning will complement and strengthen UKGBC’s new strategy. We’ll be working across the different goals to deliver learning that reaches broad audiences and supports people across industry to

emphasise nimble and accessible Learning & Development offerings including learnings from case studies, and case stories from leaders and experts.

of UKGBC members say they

65%

organisations across the built environment value chain and

to sustainable outcomes. This is an increase on 59% last year.

28 | CROSS-CUTTING

+ + + 400 110 230

strategic introductions and bespoke opportunities for innovators

innovative Start-Up Members.

solutions featured in our Solutions Library

SOLUTIONS ae

A step-change in the sector’s environmental and social impact is needed to achieve UKGBC’s vision for a sustainable built environment. This requires innovation in technology, business models and ways of operating, and, critically, greater adoption of sustainability solutions across the built environment.

To address this, UKGBC’s Solutions & Innovation workstream seeks to identify and review sustainability solutions and showcase them to wider industry. Through this work, we collaborate across UKGBC to identify key trends in sustainable innovation and identify challenges being faced across industry.

Many sustainable innovations are brought to market by innovative startups, so UKGBC continue to provide support to this through a dedicated membership category.

KEY ACTIONS

UKGBC’s Solutions & Innovation work

solutions to sustainability challenges across the built environment. Activities in this area include the continual expansion of our Solutions Library (including the creation of grouped pages to cluster similar solutions together), the publication of the Trends in Sustainable Innovation Report, and the running of four Innovative Showcase webinars,

UKGBC has also been supporting innovative start-up members, our growing community of 110+ providing them with access to market insights. This includes

networking event with investors, two sessions highlighting live project opportunities and two roundtables identifying challenges start-ups face in scaling up.

ONGOING AMBITIONS

Whilst it is important we continue

sustainability challenges, it is also true that many of the sustainability solutions we need already exist, but they aren’t scaling at the pace required.

To address this, UKGBC’s work on Solutions and Innovation will be evolving beyond showcasing solutions towards leveraging our network to understand and address the systemic barriers to solutions scaling in the built environment. This will be achieved through our ‘Scaling Sustainable Solutions for the Built Environment’ initiative, launching in April 2025, with the goal of enabling and increasing widespread adoption of solutions.

In this decade of action, the Solutions and Innovation team will also seek to engage more

opportunities and sharing key learnings.

“WE’VE FOUND THE UKGBC INNOVATIONS SUPPORT AN INVALUABLE RESOURCE IN CONNECTING US WITH THE LATEST SUSTAINABLE TECHNOLOGY START-UPS. A FOCUS ON SOLUTIONS, TOGETHER WITH THE ABILITY TO CONVENE DIVERSE COLLABORATORS THROUGH NETWORKING, IS EXACTLY WHAT IS REQUIRED TO MEET THE CHALLENGE OF RADICALLY DECARBONISING THE BUILT ENVIRONMENT.”

DAVID NICHOLSON DIRECTOR NATURAL BUILDING SYSTEMS

innovators.

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 29

INSIGHTS

This year we have developed Insights at UKGBC. Insights curates and shares the compelling, interesting, and actionable value that emerges from the human stories shared during UKGBC events and activities, but which often go uncaptured. Every quarter we provide a glimpse into these conversations, curating them into common themes and trends with a focus on key debates, challenges, ideas, and leadership stories that sit behind the industry’s effort to transform the sustainability of the built environment.

KEY ACTIONS

ONGOING AMBITIONS

Curating these insights over the year helps us reveal common themes and trends around built environment sustainability challenges, solutions, and opportunities. UKGBC members can keep an eye out for upcoming events where we will explore and unpack these insights further, to help facilitate our collective ability to turn insight into action.

Insights were gathered at a range of UKGBC’s industry-convening events and member engagement

Spring editions were launched, exploring a range of topics such as carbon and social value-based offsetting, embodied ecological impacts, sustainability ‘activation gaps’, capacity for systemic change,

30 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

THE YEAR AHEAD

The year ahead demands bold decisions and action. As the challenges facing people, nature, and climate intensify, so too must our resolve to drive systemic change across the built environment. Our focus now is on accelerating impact - deepening collaboration, embedding holistic thinking, and supporting progress that is both equitable and enduring.

We will continue to bring together stakeholders across the value chain to align on

and circular economy to resilience and nature-positive design, we’re committed

policy, and through leadership.

This is a decisive moment. We have the tools, the knowledge, and the collective will to shape places that protect and empower people, restore ecosystems, and build long-term value. In the year ahead, we will keep pushing for progress that is ambitious, inclusive, and grounded in real-world impact.

We’re ready - and we invite everyone across the built environment to step forward with us.

Elfrida Hamilton-Russell

Director of Experiential Learning & Leadership

T H E Y E A R A H E A D | 31

32 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

PROGRAMME AND PROJECT PARTNERS

ORGANISATIONAL PARTNERS

ADVANCING NET ZERO PROGRAMME PARTNERS

RESILIENCE AND NATURE PROGRAMME PARTNERS

REGENERATIVE PLACES PROGRAMME PARTNERS

UK CLIMATE RESILIENCE ROADMAP PROJECT PARTNERS

O U R PA R T N E R S | 33

SUPPLY CHAIN DECARBONISATION PROJECT PARTNERS

EMBODIED CARBON PROJECT PARTNERS

EMBODIED ECOLOGICAL IMPACT PARTNERS

RENEWABLE ENERGY PROCUREMENT PROJECT PARTNERS

BIODIVERSITY NET GAIN PARTNERS

NON-DOMESTIC RETROFIT PROJECT PARTNERS

FRAMEWORK DEFINITION FOR A NATURE-POSITIVE BUILT ENVIRONMENT PROJECT PARTNER

OPERATIONAL BUILDING OPTIMISATION PROJECT PARTNERS

LEADERSHIP STRATEGIC PARTNERS TECROWN TROUP

SOLUTIONS LIBRARY PARTNER

LOCAL AREA RETROFIT ACCELERATOR PARTNER

POLICY INITIATIVE PARTNERS

34 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

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 | 35

T R U S T E E S R E P O R T
Reference and Administrative Details 3 6
Trustees’ Report 3 7
F I N A N C I A L S TAT E M E N T S
Independent Auditor’s Report
Statement of Financial Activities		 4 6
5 0
Balance Sheet 5 1
Statement of Cash Flows
Principal Accounting Policies
Notes to the Financial Statements		 5 2
5 3
5 6

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 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

36 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

REFERENCE AND ADMINISTRATIVE REPORTS DETAILS

S TATU S

The organisation is a charitable company limited by guarantee, incorporated on 29 September 2009 and registered as a charity on 24 March 2010.

REPORT S
REFERENCE AND
ADMINISTRATIVE
DETAILS		 S
REFERENCE AND
ADMINISTRATIVE
DETAILS
S TATU S The organisation is a charitable company limited by
guarantee, incorporated on 29 September 2009 and
registered as a charity on 24 March 2010.
GO V E R NIN G D OC U M E N T The company was originally established under Memorandum
������������������������������������������������
the charitable company. New Articles of Association were
approved by the Charity Commission on 21 January 2020 and
amended on 23 July 2024.
BO A R D O F TR U S T E E S Estelle Bailey MBE (appointed
23/07/24)
Basil Demeroutis
Clifford Ellis
Judith Everett (Chair from
23/07/24)
Sam Ewuosho
��������������
Tara Gbolade
David Partridge
James Pearce (resigned 23/07/24)		 Sunand Prasad OBE (Chair to
23/07/24)
Victoria Quinlan
Mark Robinson
Lorna Walker
Miles Lewis (Co-Opted)
(appointed 15/01/25)
Eva MacNamara (Co-opted)
(appointed 15/01/25)
Jennifer Waterhouse (Co-
opted) (appointed 25/09/24)
CO M PA NY SE C R E TA RY
�����������������		 Simon McWhirter
S E N IO R M A N A G E M E N T T E A M
Chief Executive
Director of Experiential Learning & Leadership
Director of Industry Transformation		 Simon McWhirter
Elfrida Hamilton-Russell
Yetunde Abdul
RE G ISTE R E D OFFI C E The Building Centre, 26 Store Street,
London WC1E 7BT
CO M PA NY R E G I S T R AT I ON N U M B E R 01029239 (England and Wales)
CHA R ITY R E G I S T R AT I ON N U M B E R 1135153 (England and Wales)
AUD ITO R �������������������������������������������������
BAN K E R S NatWest Bank, 250 Regent Street, London W1B 3BN
S O L IC ITO R S Russell-Cooke LLP, 2 Putney Hill, London SW15 6AB

R E P O R T S R E F E R E N C E A N D A D M I N I S T R AT I V E D E TA I L S | 37

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 5

The trustees present their annual

report and the audited financial statements of UKGBC Limited (UKGBC) for the year ended 31 March 2025.

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.

prepared in accordance with the accounting policies set out on pages 53 to 55 and comply with Accounting and Reporting by Charities:

Statement of Recommended Practice applicable to charities

Reporting Standard applicable in the United Kingdom and Republic of

OBJECTIVES AND ACTIVITIES

replaced (“Improving sustainability”).

PUBLIC BENEFIT

complied with the duty in section 17 of the Charities Act 2011 to have

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

38 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

FINANCIAL REVIEW

RESULTS FOR THE YEAR

Charitable funds decreased to

Despite a challenging economic environment in which to raise funds and subsequent cost constraints,

year while maintaining the impact of recent years.

The Resilience Roadmap programme gained momentum and the Regenerative Places programme got underway. Support continued for the launch of the Zero Carbon Building Standard, a presence was maintained in Scotland and the regions. The Solutions Library expanded considerably and a series of smaller iniatives were funded.

Total income for the year decreased by £13,636 (0.4%) to £3,511,665

previous year.

Membership subscriptions are the primary source of income, accounting for 58% of total income

by £44,680 over 2024, with total membership fees in the year

£2,080,232). There were fewer new members and a small number of members left UKGBC.

Grant income has increased by

Partnership income decreased

£694,646), due to a smaller number of outputs being completed.

Education course and leaders network sponsership income increased by 30% to £553,483

training.

The value that we have received from expert members speaking at educational courses, the venues which have been donated to use

without charge and secondees from member organisations who worked for UKGBC during the year, have been recognised as voluntary (in kind) donations. The value of these

£65,247).

Total expenditure decreased by £68,910 in the year to £3,673,288

to contain staff costs. Staff costs remain the biggest single cost, comprising 71% (2024: 70%) of costs

decrease of £26,187. A cost of living increase of 3.9% was mitigated by reorganisation of the team.

Support costs in the year came to £878,711 versus an equivalent of £850,766 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 |

39

WHERE OUR FUNDS COME FROM

LJ 58% Membership 16% Education Course Fees 7 7% Grants 17% Partnership

2% Other Income

ANALYSIS OF OUR

LJ 44% Improving Sustainability 22% Education 10% Raising Awareness 24% Support Costs

40 | F I N A N C I A L R E V I E W

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

designed to trim reserves, following a similar approach in 2022-3 and 2023-4.

The 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 calculation of 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

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

unrestricted expenditure (excluding depreciation) is approximately £740,000.

Risks associated with the loss of a source of income

Membership fees constitute 58% of UKGBC’s income. With tough economic conditions, membership fees decreased by £44,680 (2%).

However, the trustees view the political landscape as volatile and recognize the pressure on member’s budgets due to the ongoing cost of living crisis. Based on the total budgeted income from membership ;

£1.96m, applying a worst-case scenario of 20% attrition would give rise to a budgeted loss of income of approximately £56k. If membership attrition is greater than 20%, cost-mitigating strategies will be implemented to reduce the impact of this on the charity.

UKGBC propose a budget for FY2025-26 with a reduced

expenditure to income in future years.

The trustees consider that, based on current estimates, the minimum level of reserves plus deferred income for 2025/26 would be between £56,000 and £740,000, as determined by the two tests above.

At 31 March 2025, deferred membership income was £1,004,556

of the minimum requirement. In addition, free reserves (excluding the net book value of fixed assets of £13,306) amounted to £290,809

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 41

GOING CONCERN ASSESSMENT

Trustees have assessed the

the charity’s activities, and the adequecy of resources to operate in the current climate over the next

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

Investment policy and performance

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

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

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 (2024 — none) in relation to our fundraising.

and short-term expenditure requirements are retained in

instruments with the charity’s bankers.

together with those in interest-

achieved an average rate of return

42 | F I N A N C I A L R E V I E W – 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

FINANCIAL REVIEW CONTINUED

P R I N C I PA L R I S K

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

exposed, in particular those relating

of the charity, its investments and

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 and qualitative indicators will be reviewed by the R&A Committee at least twice a year.

systems have been developed and are in place to mitigate identified risks to an acceptable level.

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 43

RI S K ID E N TIF 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
FINANCIAL:
Not meeting Membership Income
Targets		 A comprehensive review of membership value proposition is under
way and alternative sources of income continue to be sought.
PEOPLE
Staff turnover		 Investment in a 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 is a focus on career development, succession planning and
salary benchmarking.
FINANCIAL:
Economic downturn & market
uncertainty		 member value proposition is under review. Attrition levels are reviewed
regularly by CEO, LT and R&A committee. Alternative funding sources
(philanthropic, governmental) constantly being sought.
UKGBC has substantial reserves and significant deferred income
- offering some protection against external financial shocks. The
FINANCIAL:
Increased competition is likely to
reduce our efficacy in all ‘impact’
areas as well as financial resources		 We are actively working with organisations with whom we can form
strategic partnerships to accelerate our and their missions in all
collaborators on the NZCBS, Aldersgate Group etc.
our programmes. For example Supply Chain Sustainability School,
ATTRITION:
unacceptable attrition
Inflationary increase results in		 Impact can be reviewed on monthly renewal.

44 | F I N A N C I A L R E V I E W – S T U R 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

FINANCIAL REVIEW CONTINUED

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

Recruitment and appointment �����������

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 four more individuals from across the sustainable built environment ��������������������������������� post by an election process, and typically serve for an initial 3 years, whereupon they retire by rotation. They may seek re-election.

������������������������������������� and served between 1 April 2024 and up to the date of approval of this report, except where shown.

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.

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 MBE Appointed 23 July 2024 Basil Demeroutis Clifford Ellis Judith Everett (Chair) Sam Ewuosho Jerome Frost OBE Tara Gbolade Miles Lewis Co-opted 15 January 2025, for election at next AGM Eva MacNamara Co-opted 15 January 2025, for election at next AGM James Pearce Co-opted, resigned 23 July 2024 David Partridge Sunand Prasad Victoria Quinlan Mark Robinson Lorna Walker

Jennifer Waterhouse Co-opted 25 September 2024, for election at next AGM

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 45

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

The pay of the Senior Management Team and all staff are reviewed annually by the Personnel & Nominations Committee and normally increased in accordance

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

statements in accordance with applicable law and United Kingdom

Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees

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.

statements, the trustees are

select suitable accounting policies and then apply them consistently;

observe the methods and principles in Accounting

Statement of Recommended Practice applicable to charities

statements in accordance

Standard applicable to the United Kingdom and Republic of Ireland (FRS 102):

that are reasonable and prudent;

state whether applicable United Kingdom Accounting Standards

to any material departures disclosed and explained in the financial statements: and

on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable

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.

so far as the trustee is aware, there is no relevant audit information of which the charitable company’s auditor is unaware; and

the trustee has taken all the steps that he/she ought to have taken as a Trustee in order to make himself/herself aware of any relevant audit information and to establish that the charitable company’s auditor is aware of that information.

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

included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of

Small Companies Note

In preparing this report, the directors have taken advantage of the small companies exemptins provided by section 415A of the Companies Act 2006.

Approved by the trustees and

Chair: iJ ., Date: 5 September 2025

46 | 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

statements of UKGBC Limited (the ‘charitable company’) for the year ended 31 March 2025 which comprise the statement of

sheet, and statement of cash

policies and the notes to the

reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including

applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025 and of its income and expenditure for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

have been prepared in accordance with the requirements of the Companies Act 2006.

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

section of our report. We are independent of the charitable company in accordance with the ethical requirements that are

statements in the UK, including

responsibilities in accordance with these requirements. We believe that the audit evidence

appropriate to provide a basis for our opinion.

Conclusions relating to going concern

statements, we have concluded that the trustees’ use of the going concern basis of accounting in

statements is appropriate.

Based on the work we have

any material uncertainties relating to events or conditions that, individually or collectively, may cast

company’s ability to continue as a going concern for a period of at least twelve months from when the

Other information

The other information comprises the information included in the annual

and our auditor’s report thereon. The trustees are responsible for the other information contained within

statements. Our opinion on the

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

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

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.

for issue.

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

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 47

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course

the information given in the trustees’ report, which is also the directors’ report for the purposes of company law for

prepared is consistent with teh

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,

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,

adequate accounting records have not been kept, or

not in agreement with the accounting records and returns; or certain disclosures of trustees’

are not made; or

we have not received all the information and explanations we require for our audit; or

the trustees were not entitled

statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

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

and fair view, and for such internal control as the trustees determine is necessary to enable the preparation

free from material misstatement, whether due to fraud or error.

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.

48 | 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

C O N T I N U E D

Auditor’s responsibilities for the

reasonable assurance about

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

of users taken on the basis of these

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.

We gained an understanding of the legal and regulatory framework applicable to the Charity and the sector in which it operates and considered the risk of the Charity not complying with the applicable laws and regulations including fraud in particular those that could have a material impact

included those regulations directly

tax legislation. In relation to the operations of the Charity this included compliance with the Charities Act 2011 and Companies Act 2006.

The risks were discussed with the audit team and we remained alert to any indications of noncompliance throughout the audit. We carried

reviewing minutes of Board meetings, reviewing any correspondence with the Charity Commission, agreeing the

to underlying supporting documentation, and enquiries

the Charity and a review of legal fees.

To address the risk of management override of controls, we carried out

appropriateness. We reviewed systems and procedures to identify potential areas of management override risk. We also assessed management bias in relation to the accounting policies adopted

accounting estimates.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the

compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions

as we will be less likely to become aware of instances of noncompliance.

A further description of our responsibilities is available on

website at www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 49

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.

EC. Coe I Michael Cooper-Davis FCCA ACA (Senior Statutory Auditor) For and on behalf of Price Bailey LLP Chartered Accountants Statutory Auditors 24 Old Bond Street London W1S 4AP

Date: 18 September 2025

50 | U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5

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 5

Notes Un-
restricted
funds
£
Restricted
funds
£
2025
Total
funds
£
Un-
restricted
funds
£
Restricted
funds
£
2024
Total
funds
£
Income from:
Donations and legacies
Charitable activities
Investments
Other		 1
2		 56,133
3,180,080
27,523
350
-
247,579
-
-
56,133
3,427,659
27,523
350
68,122
3,199,899
24,692
-
-
232,588
-
-
68,122
3,432,487
24,692
-
Total income 3,264,086
247,579
3,511,665
3,292,713
232,588
3,525,301
Expenditure on:
Charitable activities
- Improving sustainability
- Education
- Raising awareness		 3 1,963,348
929,741
491,535
288,664
-
-
2,252,012
929,741
491,535
1,813,753
1,134,351
437,252
356,842
-
-
2,170,595
1,134,351
437,252
Total expenditure 3,384,624
288,664
3,673,288
3,385,356
356,842
3,742,198
Net income (expenditure)
and movement in funds
Transfer between funds
Reconciliation of funds
Brought forward at 1 April		 5 (120,538)
(41,085)
465,738
(41,085)
41,085
-
(161,623)
-
465,738
(92,643)
(124,254)
682,635
(124,254)
124,254
-
(216,897)
-
682,635
Carried forward at 31 March 304,115
-
304,115
465,738
-
465,738

F I N A N C I A L S TAT E M E N T S – B A L A N C E S H E E T | 51

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 5

Notes 2025
£
2025
£		 2024
£		 2024
£
Fixed assets
Current assets
Debtors
Short term deposits
Cash at bank and in hand
Tangible fixed assets		 7
8		 647,550
411,254
966,930
13,306		 648,807
497,015
1,018,787		 13,377
Total assets 2,026,004 2,164,609
Current liabilities
Creditors:amounts falling due within one year		 9 (1,735,195) (1,712,248)
Net current assets 290,809 452,361
Net assets 304,115 465,738
The funds of the charity:
Unrestricted funds
- General funds		 14 304,115 465,738
Restricted funds 14 - -
Total charity funds 304,115 465,738

The principal accounting policies and notes on pages 53-62 form part of

and were signed on its behalf by:

have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

Chair: Date: 5 September 2025 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 )

52 | 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 5

Notes 2025
£		 2024
£
Net cash provided by (used in) operating activities
Cash flows from operating activities		 A (155,880) (338,747)
Cash (used in) investing activities
Interest received
Purchase of tangible fixed assets
Proceeds from the sale of fixed assets		 27,523
(8,991)
-		 24,692
(4,660)
-
Net cash (used in) investing activities 18,532 20,032
Change in cash and cash equivalents in the year
Cash and cash equivalents at 1 April		 B (137,348)
1,515,802		 (318,715)
1,834,715
Total cash and cash equivalents at 31 March B 1,378,454 1,515,802
A RECONCILIATION OF NET INCOME TO NET CASH PROVIDED BY OPERATING ACTIVITIES
Notes to the statement of cash flows for the year to 31 March:
2025
£		 2024
£
Net (expenditure) income (as per the statement
Adjustments for:
Depreciation charges
Investment income receivable
Decrease/(Increase) in debtors
Increase/(decrease) in creditors
Decrease in creditors (prior year adjustment)
of financial activities)
Loss/(Profit) on disposal offixed assets		 (161,623)
9,063
-
(27,523)
1,256
22,948
-		 (216,817)
9,823
-
(24,692)
113,625
(181,114)
(39,747)
Net cash (used in) provided by operating activities (155,879) (338,922)
B ANALYSIS OF CASH AND CASH EQUIVALENT
2025
£		 2024
£
Cash at bank and in hand
Short term deposits		 966,930
411,524		 1,018,787
497,015
Total cash and cash equivalents 1,378,454 1,515,802
C ANALYSIS OF CHANGES IN NET DEBT
At 31 March
2024
£		 Cash
£
flows		 At 31 March
2025
£
Cash at bank and in hand
Short term deposits		 1,018,787
497,015		 (51,857)
(85,491)		 966,930
411,524
Total 1,515,802 (137,348) 1,378,454

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 53

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 5

The principal accounting policies adopted, judgements and key sources of estimation uncertainty

GENERAL INFORMATION

The charity is a company limited by guarantee, incorporated in England onal Welles (comenny munlsan 01029239) and a charity registered in England and Wales (charity

Building Centre, 26 Store Street, London, WC1E 7BT.

BASIS OF PREPARATION

been prepared for the year to 31 March 2025 with comparative information provided for the year to 31 March 2024.

CRITICAL ACCOUNTING ESTIMATES AND AREAS

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.

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.

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 for 12 months from the date of balance sheet signature.

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

period.

Income from charitable activities

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

been prepared in accordance with Accounting and Reporting

Recommended Practice applicable to charities preparing their financial statements in accordance with

applicable in the United Kingdom and Republic of Ireland (Charities

Standard applicable in the UK and

estimating the useful economic

determining the most appropriate basis for allocating support costs.

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

Based on the current plans, assumptions and forecasts and in line with the reserves policy, the

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

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.

the Charities Act 2011. The charity constitutes a public

presented in sterling and are rounded to the nearest pound.

54 | 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 5 ( 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

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

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

those conditions is wholly within the control of the charity and it is probable that those conditions will

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

payable by the bank.

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

remain with the lessor are charged

activities as incurred.

Assets costing more than £500

recognised at cost or deemed cost (donated valuation at estimated fair value) less accumulated depreciation and impairment losses. Depreciation is calculated to write

capitalised over their estimated

Computer equipment

Leasehold refurbishment

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.

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 55

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.

FUNDS

Unrestricted funds are income receivable or generated for the

Designated funds are unrestricted funds earmarked by the trustees for particular purposes. Restricted funds are those funds which are to be used in accordance

by the donor or trust deed.

EMPLOYEE BENEFITS

holiday pay are recognised as an expense in the period in which the service is received.

for on an accrual basis and in line

CASH AT BANK AND

Pension scheme

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.

contribution pension scheme for

assets of the scheme are held independently from those of the company in an independently administered fund. The pensions

FINANCIAL INSTRUMENTS

of a kind that qualify as basic

statements represent the contributions payable during the year to the funds.

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.

56 | 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 5

1 INCOME FROM DONATIONS AND LEGACIES

----- Start of picture text -----
2025 2024
Total Total
£ £
Donations - 2,875
Services donated
56,133 65,247
Total income 56,133 68,122
----- End of picture text -----

Included within donations and legacies are goods and services which have been donated to the charity during the year. This consists of venue hire £22,301 (2024: £34,090) and Consultancy £33,832 (2024: £31,157). All donations and legacies for both years above are in relation to unrestricted funds.

2 INCOME FROM CHARITABLE ACTIVITIES

2025
£		 2024
£
Improving sustainability
Membership income
Partnership income
Grant & contract income
Education course income
Leaders Network Sponsorship Income
2,035,552
591,045
247,579
512,983
40,500		 2,080,232
694,646
232,588
405,021
20,000
Total charitable income
3,427,659		 3,432,487

����������������������������������������������������������������������������������������

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 57

3 ������������������������������������

----- Start of picture text -----
Direct costs Direct costs Support
Other Staff Costs 2025
(see Note 4)
£ £ £ £
Improving sustainability 363,636 1,256,610 567,457 2,187,703
Education 364,744 444,046 200,521 1,009,311
Raising awareness 120,326 245,215 110,733 476,274
848,706 1,945,871 878,711 3,673,288
Of the improving sustainability expenditure noted above, £288,664 is in relation to
restricted funds (2024: £356,842)
Direct costs Direct costs Support
Other Staff Costs 2024
(see Note 4)
£ £ £ £
Improving sustainability 427,775 1,212,887 529,932 2,170,594
Education 409,216 504,646 220,489 1,134,351
Raising awareness 107,242 229,666 100,345 437,253
944,154 1,947,199 850,766 3,742,198
----- End of picture text -----

4 ANALYSIS OF SUPPORT COSTS

Premises
£		 IT/Comms
£		 Admin
Staff
£		 Governance
£		 2025
£
Improving sustainability
Education
Raising awareness		 101,924
36,017
19,889
34,274
12,111
6,688
214,287
75,722
41,816		 216,972
76,671
42,340		 567,457
200,521
110,733
157,830 53,073 331,825 335,983 878,711
Premises
£		 IT/Comms
£		 Admin
Staff
£		 Governance
£		 2024
£
Improving sustainability
Education
Raising awareness		 99,434
41,372
18,828
29,373
12,221
5,562
198,527
82,601
37,592		 202,598
84,295
38,363		 529,932
220,489
100,345
159,634 47,156 318,720 325,256 850,766

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

Support costs are divided in the proportion of the direct staff costs of each activity area, thus:
2025
2024
Improving sustainability
Education
Raising awareness
64%
23%
13%
62%
26%
12%

58 | 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 5 ( C O N T I N U E D )

5 ����������������������������

This is stated after charging/crediting:

----- Start of picture text -----
2025 2024
£ £
Auditors remuneration 24,325 13,475
Depreciation 9,064 9,823
Staff costs 2,611,993 2,638,180
----- End of picture text -----

6 STAFF COSTS AND REMUNERATION OF KEY MANAGEMENT PERSONNEL Staff costs during the year were as follows:

2025
£		 2024
£
Salaries and wages
Social security costs
Pension contributions
Other employee costs		 2,174,937
232,119
165,047
39,890		 2,181,301
247,822
141,446
67,611
2,611,993 2,638,180

The average number of employees during the year on a headcount basis was as follows:

The average number of employees during the year on a headcount basis was as follows:
2025
Number
2024
Number
Charitable activities
Support		 35
6
35
8
41
43

The number of employees whose emoluments for the year fell within the following bands were:

2025
Number		 2024
Number
£60,001 – £70,000
£70,001 – £80,000
£90,001 – £100,000
£100,001-£110,000
£110-001-£120,000
£130,001-£140,000
£180,001-£190,000		 -
-
-
1
3
1
1		 2
2
2
1
1
-
-
6 8

The Senior Management Team comprises 6 people. These 6 roles are accruing pension contributions totalling £89,842 (2024: 6 employees, accruing £37,502).

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 £678,991 (2024: £636,188).

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 FY2024-25 or FY2023-24.

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 59

7 ���������������������

----- Start of picture text -----
����� Leasehold
equipment Computers Refurb Total
£ £ £ £
Cost
At 1 April 2024 60,904 71,990 133,343 266,237
Additions - 8,993 - 8,993
Disposals - (24,207) - (24,207)
Balance at 31 March 2025 60,904 56,776 133,343 251,023
Depreciation
At 1 April 2024 60,149 59,368 133,343 252,860
Charge for the year 189 8,875 - 9,064
- -
Released on disposal (24,207) (24,207)
Balance at 31 March 2025 60,338 44,036 133,343 237,717
Net book value
At 31 March 2025 566 12,740 - 13,306
At 31 March 2024 755 12,622 - 13,377
8 DEBTORS
2025 2024
£ £
Trade debtors 531,923 560,813
Prepayments 87,022 82,921
Other debtors 28,605 5,073
647,550 648,807
9 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025 2024
£ £
Trade creditors 98,772 167,970
Other taxation and social security 196,328 189,830
Deferred income (Note 10) 1,265,485 1,251,582
Accruals 174,610 102,866
1,735,195 1,712,248
10 ANALYSIS OF DEFERRED INCOME
2025 2024
£ £
Deferred income at 1 April 1,251,582 1,479,064
Applied during the year 1,265,485 1,251,582
Released during the year (1,251,582) (1,479,064)
Deferred income at 31 March 1,265,485 1,251,582
----- End of picture text -----

60 | 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 5 ( C O N T I N U E D )

11 FINANCIAL INSTRUMENTS

2025 2024
£ £
Financial assets measured at fair value Financial assets measured at fair value 1,910,377 2,077,646
Financial liabilities measured at amortised cost Financial liabilities measured at amortised cost (98,772) (167,970)

12 Operating lease commitments

Equipment Equipment Equipment Land and buildings Land and buildings Land and buildings
2025 2024 2025 2024
£ £ £ £
Leases which expire:
Within one year 3,512 1,978 31,000 30,282
Within two to five years 6,445 1,159 - -
9,957 3,137 31,000 30,282

In July 2025, a new operating lease commmitment was entered into for a value of £126,996 excluding VAT for a one year period (2024: £124,000).

13 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS

Restricted
Funds
£
General
funds
£		 Total
funds
2025
Fixed assets
Current assets
Current liabilities		 -
-
-
13,306
2,026,004
(1,735,195)		 13,306
2,026,004
(1,735,195)
Net assets at 31 March 2025 -
304,115		 304,115
Restricted
Funds
£
General
funds
£		 Total
funds
2024 £
Fixed assets
Current assets
Current liabilities		 -
-
-
13,377
2,164,609
(1,712,248)		 13,377
2,164,609
(1,712,248)
Net assets at 31 March 2024 -
465,738		 465,738

U K G B C I M PA C T R E P O R T 2 0 2 4 – 2 0 2 5 | 61

14 ANALYSIS OF FUNDS

----- Start of picture text -----
31 March
Balance at
Transfers 2025
1 April 2024 Income Expenditure £ £
£
£ £
Unrestricted funds
- General funds 465,738 3,264,086 (3,384,624) (41,085) 304,115
Restricted funds
- Breakthrough Energy LLC - 38,673 (38,673) - -
- Drastic - 6,108 (6,108) - -
- Regenerative Places - 57,000 (57,000) - -
- Building Life II - 119,959 (161,044) 41,085 -
-Co-created Outputs - 25,839 (25,839) -
Restricted Funds Total - 247,579 (288,664) 41,085 -
Charity total 465,738 3,511,665 (3,673,288) - 304,115
Balance at 31 March
1 April 2023 Income Expenditure Transfer 2024
£ £ £ £ £
Unrestricted funds
- General funds 682,635 3,292,713 (3,385,356) (124,254) 465,738
Restricted funds
- Circuit - 29,563 (29,563) - -
�������������������������������� - 56,000 (95,690) 39,690 -
- Whole Life Carbon Roadmap - 34,330 (37,763) 3,433 -
- Building Life II - 97,287 (154,379) 57,092 -
- Co-created Outputs - 15,408 (39,447) 24,039 -
Restricted Funds Total - 232,588 (356,842) 124,254 -
Charity total 682,635 3,525,301 (3,742,198) - 465,738
----- End of picture text -----

62 | 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 5 ( C O N T I N U E D )

14 ANALYSIS OF FUNDS

(CONTINUED)

RESTRICTED FUNDS

Breakthrough Energy

Breakthrough Energy has provided a grant which funds the taxonomy, mapping, review, reference design

solutions to be applied to the iconic One Poultry building in the City of London.

Drastic

Demonstrating Real and Affordable Sustainable Building Solutions with Top-level whole life cycle performance and Improved Circularity

co-funded by the European Union (EU) via the Built4People partnership, Drastic plans to address the untapped potential

for decarbonisation and significant

transformation within the European built environment via the reduction of whole life cycle carbon.

level. The approach ranges form fostering collaboration of local authorities to the provision of guidance to enable the creation of resource hubs for proactive homeowners with the ability to pay.

templates and embedding these into the organisation through documentation and training.

Building Life II

This relates to funding secured

of a consortium of Green Building Councils from across Europe. The

life carbon roadmap for the built environment, in collaboration with industry and government.

15

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 2025 (2024: £nil). During

was received by UKGBC from related companies of trustees in relation to memberships. £36,223

(2024: £13,773) was received by UKGBC from related companies of trustees for partner programmes.

paid by UKGBC to a trustee for technical work (2024: fnil). The total amount of donations received from trustees in the year was fnil (2024: £nil). There are no other related

Co-created Outputs: Project Delivery

17 POST BALANCE SHEET EVENTS

design a series of standardised

The following amounts were incurred in relation to the

to redundancy or termination of employment after the year-end. This

and was fully paid at the date of signing.

U K G B C I M PA C T R E P O R T 2 0 2 2 – 2 0 2 3 | 63

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