2020-12-31-accounts

The Charity for Cwil Servants ANNUAL REPORT AND ACCOUNTS for the year ending 31 December 2020 ' théy.,save'lives. They saved my lift.'T,here is no doubt,in my mind th"eyput me together again "IAtlla. MOD, Ivli'g•ivle• B'on

Contents CHAIR'S FOREWORD TRUSTEES. ANNUAL REPORT COMPRISING.. TRUSIEES. STRATEGIC REPORT 2-34 TRusfEES' ADMINisfRATIVE REPORT 35-38 AUDITOR'S REPORT 3942 FINANCIAL ￿ATEME￿¥[S 43-66

THE CHARifYFOR CIVIL SER VANTS Chair's Foreword l am very pleased to introduce the Charity's Annual Report and Accounts for 2020. Civilservants have worked hard throughout the pandemic. anticipating. addressing and navigating the challenges and complexities which have continued to emerge. Like everyone. however. those in the civil seNice community have not been immune to the direct impact of Covid-19 on a personal leveL Despite all the disruption across the y&ir, the Charity still managed to achieve over 54.000 instances of help in 2020 and I was also delighted that the Digital Carer's Passport launched in November 2020. stream]ining access to this key support for carers. It's great to see the organisation continuing to make such an enormous dlfference to the lives of so many in need of our help. If nothingelse, 2020 certaintybecame ayearto adapt. flex. listen and learn. Overa matter of weeks, for example, the Charity seamlessly adapted its operation and ways of working enabling it to function outside of its offices, on an entirely Temote basis. This report serves to highlight otheT achievernents and key issues faced by the Charity. a$ it worked to continue to delivervitai support during such a difficult period. A5 its Chair, I would like to offer my thanks totheBoard ofTru5tees fortheircommitment durlng these tough times. I'd also like to thank our supporters, donors. partners and volunteers for all their efforts. The Civil Serrice Insurance s(￿lety {csis} and its Charity Fund deserve a special mention- as our largest donor organtsation- for their continued support and crucially important partnership. I know there are robust plans in place for the Chari￿$ future, but I am abo mindful that adaptability and flexibility are likdy to continue to be increasingly important for the Charity. We must rernain agile in our response to a rapidly-shifting context. particularly given the extreme uncertainty which remains about how the next year (and the future beyond that) may eventually unfold for everyone. not just those fin our avil service community. I also know that the important work we carry out through 2021 will PTovide firnl foundation and help transforni our longer terni fundraising and income generation efforL To dose this introduction, I would like to offer a personal thanks to everyone working at the Charity. You should be very proud of the cruaal difference that you all make for the people we support. Alongside those directly delivering help and advice, l am also particularly grateful to the teams in the Charity involved in making some great progress in 2020 on ourvltal new Finan￿ and CRM systems. Thank you. one and all. Ffinally, let's hope that things begin to improve foreveryone across 2021. Peter Schofleld C Chatr, Board of Trustees

rHECHARITYFOR CIVIL SER VANrs TRusfEES'AVNUAZREPORT2020 The Trustees of The Charity for Civil Servants present their Annual Report for the year ended 31 December 2020 under the Charities Act 2011 and the Companies Act 2006, including the frustees. Annual Report comprising the Strategic Report and the Directors. Report under the 2006 Act together with the audited financial statements for the year. Trustees, Strategic Report Objectives and Activities The Charity's Objects orthe public benefiL to relieve from sufferin& hardship ordistre55 (whether financial or othelwise). and to pmmote and sustain the y￿llbelng of Civil Sernts. forn]er Civil Servants. Public Body Employees or former Public Body Employees. employees and fornier employees of the Charity (and any predecessor organisation of it) and their dependants induding without ]imitation by: i. offering lifelong practical. financial and emotional support. advice and guidance: ii. providing direct support to individua15. using other available channels to enable civil service communities to connect andsupporteaeh other. and collaboTatingwith other organisations. Given the large numbeT of serving and former civil servants and public body employees (and their dependants) that fall under the Charitys remit. the Trustees are satisfied that the Charlty is providing public benefit underthe Charities Act 201L Further details are given under Achlevements and Performancebelow. They are a]so satisfied that they have had due regard to the public benefit guidance published by the Charity Commission and in particular the requirement that the Charity benefits a sufficient section of the public. The Charity's Vision A supportlve community in which everyone has the chance to live their life to the full. The Charity exists to support all civil servants. past and present. when times are tough, listening without judgement and providing practical. financial and emotional support. Alongside financial grnnts and issue-specificadvice,we continue to develop and enhance ourservices, offering digitaland self-helpt00lsandt￿t￿lque5.Whlch meetthechangiDg needs our Clvil Service community. We help people to deal with the complex challenges. which anyone can face throughout thelr lives. from mental or physical health issues and fu￿nCIal capability and debt management. to relationship breakdown. caring responsibilities and bereavernent. The Charity's Mission Helping people to overcome life's cballenges and thrive. We regularly review our aims. objectives and activities. and in doing so evaluate the appropriateness and effectiveness of our services. As a result of these reviews, we have continued to develop the Charity's offer. details of which are outlined in this TTUStees' Strategic ReporL

THE cHA￿E0R CIVIZ SERVANTS TRUSTEES'ANNUALJIEPORT2020 Achievements and Perfonnance The saying goes: 'We're all in the same storni... but we're not all in the same boat. and 2020 has shown exactly that. Wlth a publlc health crisis and preparations for Brexit sitting top of the list. the Civil SeThice has (in recent history at least) never been more needed. yet civil servants are not immune to the effects of the Covid-19 pandemic, nor the unprecedented thallenges we are all facing in thesetUTbulent times. The Charity experienced some shifting trends across this past year, and has therefore worked to understand the impact of the Covid-19 pandemic on our audiences. in order to best learn how to support them. Some key headlines from this research are included In this Annual Report and a full report will be avai]abie on our website. Help in 2020: People came tothe Charlty forhelp over54,000 times. Thts numbercontfinued theupward trend from 2016 although within the context of the pandemic. it was lower than the previous year's high spike. for reasonswe touch on in thls report. Help By Typeyear-on-year 90.000 80,000 80.000 70.000 60.000 c.54.000 50.000 c.48,000 c.40,000 40.000 30.000 20.000 c.15.000 10,000 2016 2017 2018 2019 2020 Key Service OtherApp]icationy Otte-t￿One m Events Parthery m Di8itsl Help There were three key changes to our help provision in 2020: l. Overall. we had less dernand for our help throughout the first lockdown 2. We did not Invest in paid for digital promotion as we did thn 2019 3. We offset some of this decline, however. with new and continuing partnerships Oike Dementia UK and Sleep Station) and a significant increase in help through virtual events and webinars. Events rnade up just 5% of all the tirne5 people came for help in 2019. whereas in 2020 this rose to 20%. One word sums up the Charity." 'magnificent' Applicant in 2020 Covid.Effeet Survey

THE CHARrrYFOR CIVI£ SER VAN7S rRUSTEES'ANHUAZREPORT2020 Key Measures of Success in 2020 Each year we set some targets for annual perforniance. Just as it has for n)ost organisations. the Covid-19 pandemic has dramatlcally impacted our activities and therefore our success in several areas. however we feel it is important to be transparent in our reporting and dear in our realistic ambition for those activities which will now take place in 2021. Service Delivery and Evolution What we did Develop our use of the Our live and on-demand webinars saw the highest expertise we have in-house attendance since launch with nearly 6,000 people vjithin our weblnar delivery receiving help from one of our Èxpert help webinars. Broaden our serwice The Dlgfitai Carer's Passport launched in November offering through dlgltal 2020. strearnlining access to this key support and transforniation saving staff time. as each one of these previously took a minimum of 90 minutes for our staff to cornplete. As the pandemic changed our working practices and the needs people presented, we added £300 to all rinancial assistance decisions to recognise the extra demands faced by those who were in Imrnediate financlal dlfficulty. We gave out £1.66m in financial assistsnce in 2020 as Give out £2.5Th￿]non in demand dec]ined. We anticlpate an increase in Grants and Purchased Help demand once Governrnent interventions introduced in-year (such as "furioughl are phased out. Keep llpdating policy to reflert new are￿ and trends of need Engagement and Sustainability OUT alm Achleve £150,000 of regular Actu￿ achieved £4LOOO (ZfA of target) as annua]Ised Ineome from recruitment of new donors was seriously impacted by new and restartlng donors restriction5 reS￿tIng from the pandemic. Keep our net lapse rate below 7% Net Iapse rate was 6.9%. Athieve rio,000 In one•off donatlons One-off donations were £48,000 as events were cancelle In¢r¢ase the pool of people we ¢an ￿ntact by 28,000 Ask exlsting supporters to upllft their regular gift Grow our volunteer network Launched the Champions in November2020 and across the Civll Servke ended the year with 611 voluntee￿. Transfornied into one key campalgn on wellbeing during Covid-19 Actual achieved 11000 in addition (43% of target). This initiative was delayed but we wlll take fomard in 2021. Carry out threelssue-led campalgns

THECHARITYFOR CIVJZ SER VAKrs rRusfEES'ANHUALREPORf2020 Service Delivery and Service Evolution 2020 was a year to adapt, be flexible. and develop relevant approaches to financial need and services. We adapted to match our understanding of people's needs. which became predominantly wellbeing ratherthan fmancially focused from March to June. during the flrst phases of lockdown. Most civil servants, and our own staff. were also adapting to working from home. Financial alleviation measures from Government. such as furlough and the extra weekly £20 on Universal Credit, meant many of our current serving community were hard- pressed at work. but actually saving rnoney on tTansport. shopping and leisure. In response to this shlft, we increased our wellbeing webinars. on topics such as: gratitude, resilience. kindness and laughter. helping people nearly 6.000 times. Thls complemented the work of Employee Assistance ProgTammes and Wellbeing Teams in the workplace and wepromoted counselling and other wellbefing offers. Ourcaseworkerts provided a listening ear for people. taking over 200 calls. re￿tIng to lockdown itself duTing the first lockdown perl¢Jd. The Impact of Covid-19 on our Community To understand the impact of the Covid-19 pandemic on ouraudience, we designed a piece of research with the following three objettfives: Collate and compare the health and wellness of our eligi￿le community against national datasets and previous snapshots during this exceptional period. Gain understanding of our help provision and its effectiveness during the pandemic and the level of effect Covid-19 had for driving changes in key areas of our community's lives. Discover barrieTS to entry for people who have strnggled during the pandemic period and may not have come to us for support. To utilise all of our available connections to the Civil servi￿ community- we designed two surveys.. Firstly an in-depth suNey devised in-house. sent to our existing connections and networks across the Civil Service. Secondly, we commissioned YouGov to recruit a neutral panelof a further 1,000 working civil serRnts, where we asked a stripped-downverslon of our fi￿SUr1ey. We received over 1500 responses. from acn)ss 79 departments. agencies and non- departmental public bodies and all across the UK. meaning we should have a well- rounded representation of perspectives. Results from the YouGovsurvey are highlighted in a tealboL like this on& In the surveys we asked people to evaluate key areas of their lives over2020, to see if they were now better. worse or about the same. to how theywere at the beginning of 2020. Most people said areas of their lives had got worse during 2020.

THE CHARTfYFOR CIVIL SER VANTS rRusfEES'ANNUAZ REPORf2020 Life Situations in 2020: Three quarters f75%) said their general wellbeing was negatively affected in 2020 60% of those with caring responsibilities felt their situation had got worse Physical health and people's relationships were both. on balance. worse off Thlnking abo¥t [...] is it better, worse, or a￿ut the same a5 the beginning of 2020? Base: 1490 lapartfrom Caringwhich was 6021 Gerral Welknein8 C•m$ Résponsibilfrtles rrf app11rab￿l Physl¢al Htth RelatioThships Net W¢X5e Al)(NJt the Samel 140 O￿nEe Net Better However, unlike the other areas, moTr people said their financial situation had improved 13TA). than those that said it hadworsened (25%). Civil servants havebeen protected fro redundancy and wholesale furlough programmes more than many other employed sectors so it Is not asurprise to seethis survey showusthat more peoplehave an improved situation in this area than a worse one. ThSs VMS also evldenced In the YouGov svNw: Thlnklnq qlx7Ut now11.e. December 2020) compored to the beglnnln9 of the yeor (l.e. Jonuory 2020)... In qenerol, to whut extent would soy eoch of theAollowlng are better. worse or oljout the a1￿ut$oMe compored to the ￿InnIng of 2020P YouGovswvey- Base 1,014 Worse Better My financial situation My physical healih My relationships With others My general wellbeing My mental health 16% 23% 45% 15% 14% So what did people do.. ? Desplte large proportions of our respondents saying that areas of their lives had worsened, many did not take orconsider accessing any supporL

THECH￿￿oR CIVI£ SER YANTS rRUSTEES'ANNUA£ REPORf2020 For example. of the 75% that said their mentslwellbeing has Worsened in 2020. only 44% agreed they had needed or were considering support for their general wellbeing. Do you feel you W￿ld berhefft from some external 5UPPryt wlth the followfing issues? C¥Kw￿ Resp¢nsibility IB05e 3581 PhysKal Health (Base 8431 Relatio￿hlps (Base 5%> Ge￿raIwe11be￿n8 (Base 1.1071 Fin•rKial 51tual•￿ IBa5e 2601 24% 44% 10% 20% 7L 90% ICiYA Which, if any. of the folknving places did you go to for support? And 38% (of 6ZI respondents) said"Not Applicable-l did not go anywhere forsupport" The reasons foT not seeking help seem to be largety people's attitudes. Many people feeling their issue fis not worthy of help or feeling too eMba￿aSSed to reach out. Charity Survey- why didyou not seek support? Base: 157 YouGov Panel. whydld you not seek Iiwasnlthatlxd 25% ILY Otherpeoplpneedhelp morethanmi 39% JdfithTrknNwhotospp•kto 16% Itw48twdlfllcuiVcomp￿Ied 16% I feltJix*thldealwfithlton¥Ly_ IW45n'tts the&tatetobÈab￿thdQthts Whfilst dfifflcult to change. clear communications and key messagin8 should be able to influence some rnovement here as future plans unfold.

THE CHARrrYFOR CIVJZ SER VANTS rRUSTEES'AIVHUAL REpoRf2020 Applicants in 2020 Through late March to early June. the Civil Servlee ￿￿S adjusting to remote working and the needs of service delivery. as well as implementing numerous government initiatives ai very short notlce. As a result, we saw a phase of lower numbers coming to the Charity for help across most services and lower expenditure on payrnents by the Charity. Our Money Advice and Guidance serytce was less used (-44% on 2019 figures). whith rnay correlate with some having their financial difficulties deferred while alleviation measures were in place. However. the need for wellbeing was evident both at the beginning Ic¢kdown. and towards the latter part of 2020. so despite a fallow second quarter. we reached 85% of the 2019 total of referrals for Wellbeing Conversations. Caseworker Applications Received by Month 800 700 600 500 400 300 200 loo Jan Feb Mar Apr May lun Jul Aug Sep Oct Nov Dec Given the unusual cfircumstances in 2020. we decided to modify our usual formal of app]icant evaluation, bringing it in line with the wider evaluation of the how the Covld- 19 pandemic had affected our community th 2020. This way we could understand more about the cause and effect Covid-19 played both in triggering crisis situatlons. and its Impact on our help delivery. Wesentthis evaluatfion toall3,600 applicants in 2020whohad appliedbetween lJanuary and 27 November. Within the 1500 respondents to the Covid Effert Survey (see page 5). 133 said they had applied to the Charity in 2020. Wellbeing: The Wellbelng of our app]icants in this survey was broadly con51Stent wlth our wtder sample of previous applicants (2018 and 2019 analysis), apart from anxfiousness which is worse in the vAder applicant pool than this smaller 2020 sample. M￿n Anxlousness cO￿t In Sample Worthwh4e Happlness l Appli¢¥nis in Wellbeir Barometer l&ll months aftertheir ieatbrt was submitted Cow&Effe¢t Survey 2020.. icant5 5.24 5.69 5.41 5.32 1,292 5.87 5.39 4.83 181 Resrondentswereaskedtoans￿r0nas¢a1eQfolol0Whe￿e O i5"Trxai •Jl" andlo i5"complrtely'.

THEC￿FoR CIVIL SER VANrs TRusfEES'ANNUALREPORf2020 Causerrrigger of Application: 32% {43) of respondents felt their applicatfion was in no way triggered by tbe Covid-19 pandemic (Strongly Disagree). This could be because the nature of people's reasons for applying vary significantly and nwiy people's issues are long lasting. i.e. preceded the panden)ic period. To what exlent doyou a8ree the pandemic trt8ered yourapplication? 50 45 40 3S 30 25 20 15 io 43 29 16 16 li O. Strone Olsayee 5.Stron￿y￿gree Help received: Most of the respondents applied tothe Charitybecause of a fu￿ncialneed (53%) and most people said they received a grant (61%). Money and DÈbtAd¥ke A hou5ehokl8ocKI adaptat￿￿ trequipment WellJein¢CwwersatwJn j L. 15 One4r*onecounselli li Is io kce55 to Law E¥prtssN•p Arthwal m¢mbeYsh¥ tommxiety UK s￿p$￿Ik)n General Ad￿ce aThVor SI￿O$￿V ¥ CarePs Pa5SP¢rt arKVorSiatemert Carerfs t4rt81 Rexw 20 Digital Transformation We accelerated our PTogramme of digital transfonnation during 2020 with the digitisation of the Carerfs Passport and Statement. This now means we can focus on any help needed after the Passport or Statement has been completed. which also inforn]s our

THE CHARrrYFOR CIVIZ SER VANTS TRUSTEES'ANNUAZ REPORf2020 advfice glvthng. Previous promotion of this support had often then had a knock-on effect on OUT ability to deliver other services and support caseworker time was monopolised. We launched the tool on Carerfs Rights Day (November 26) and by the end of the year. we had already supported people 413 times with its output. In parallel to the deslgn of thts newtoolwÈ a]so completed a piece of research to answer a burnlng question: does digital help provided by the Charity have a lasting impact? As a Chthty we have invested in extending our reach using digital tools as another tool to helpln8 more people. We therefore need to understand if this klnd of interventfion makes a difference and how it works alongside the more trdditionalways In which we have delivered help in the past. CarersPa$sptyi ondsiaiemekni Digii6lTrxJl Does Digital Help have a Lasting Impact? To begin to answer this question we invited all the users of our Wellbeing Hub from its launch in October 2018. up to August 2019 to complete a survey. giving us 128 responses we could analyse. What is the Wellbeing Hub? A digital collectlon of useful information. within four key areas of wellbeing support: Stress. Anxiety, Depression and Resilience. It allows an individual to ch¢)ose relevant resources which are received by emakL Who was using the Wellbeing Hub.. ? We discovered severdl differences in the demographics of people using the Hub co)npared to our applicant analysis. Indicating this type of help is reaching new people. There was a larger proportion of younger users (under the age of 35) and a much higher proportion of marrked/civil partnered users. Why were people using the Hub. ? Most people (55) came with a sperific problem they wanted support with and a further 30 wanted more general support with their wellbeing. And when asked what was the main reason for their visit two key themes emerged from both groups of people. See chart (right). General cort￿rn for my mentsl wellbeing WorkpL7ce stress io Improvingwellbeing / Resilience Specific Problem 20

THE CHARfTYFOR CIVll SER YANTS TRusfEES'ANNUA£ REPORT2020 The Lasting Impact of the Hub: What happened next...7 55% agreed that the situation that prompted them to use the Hub had impToved And 92% of them agreed thatthe Hub had had at least some positive impact on this improvement The resources of the Hub are designed to prompt an action and 83% had done at least one thfing after retriving their resources and 10 people went onto make a full appiicatlon to the Charity. 70 65 60 50 43 No. and I do not intend to No, but l intend to •Yes 25 26 io li io Haveyou taken a stepor Have you accessed any Have yOusha￿d any of artion? furtherheip,. the resource57 -Thankyou for thein1tial￿forn1attonY0u suppJieditJJelpedme reajise Ineed toget somehelp, and thatl wassufferjng with lowmood. Istarted talkng to faJniJyand friendsabouthowl wasfeebng. Jtsa slowprocessbutfm starting to feelbetter." Qurtefrom Well￿1n9 Hub evaluation sun¥ey. What fis the value..7 Working with Simetrica {experts in social impact measurement) we discovered a posltlve association between using the Hub and an increase in someone's wellbein¢. worth the equivalent of £3,488 per user. This totals an Impressive £14.7 million in socialvalu&. in otherwords. we have been able to formally recognise that there is an additional social. economic and/or environmental benefit to our help. showcasing that there is larger value to our digital help provision beyond its initial investrnent cost. When conducting a Cost Benefit Ratio- we found for every £1 the Charfty invested in the Hub. wehave generated £11.50 in societal benefit. This is a very high ratio and could be compounded due to the lirnitations in our control group and methodology of retrospective questioning. The field of wellbeing analysis and S￿rter Wamck EOinbJiÈh Ment￿we￿nI￿are MTI

THE CHARfTYFOR CIVI£ SER VAN75 rRUSTEES'ANNUALREPORT2020 valuation is ever evolving and we are aware we may need to revtse the results in the future. However, the strong result does showthe positive ass(Kiation is robust. Partnership Working: Our collaboratfive approach to developing seThices worked well through the year, both in ternis of developing the digital Offe￿ and offering staff expertise at salient polnts. Work to support particular groups of people continued with the aid of the insight from engagement and evaluation. For carers of people with dementia. we Cowproduced sessions and appointments with AdmiralNut3es from Dementfia UK. Year-on-year. new partnerships have extended our help provtslon. This pattern continued in 2020 with new work with Dementia UK bringins in 12% of all partner help, despite only launchlng in the final quarter of 2020. Partner Help 5000 4426 4500 4000 3500 3000 2856 2500 2000 00 1414 $8 iooo 500 2017 2018 Mindfulness Course aunched 2017) Brain in Hand (launc ed 2019) National Free Wills Network • Carers Resou￿ (launched 2019) 2019 2020 •Relate Face-to-Face Counselling • Sleep Station (launched 2019) •law EXp￿sS APP Dementia UK (launced 2020) Once again. the pandemic has meant we have had to adapt to new and different ways of delivering our help. For &xample. our work wlth Dementfia UK was moved to virtual appointments and sessions only. There was good take up for those needing In-depth help and advice from an Admiral Nurse, coupled with better avweness of our offer. Additlonal resources and weblnars on living with grief and dementia were provided. Brain In Hand has Continued to prove of great value to its users. helping them to live Independently. This is a digital self-managernent and human support system for people who need help remembering things. making decisions. planning. or managing anxiety. Sleepstation was also widely used in 2020 with over 800]icences used for their clinicallyvalidated sleep improvement prograrnme, and over 1500 people received a personalised sleep assessment. Both resources were particularly appropriate for people strugg15ng with work and home life during lodtdown.

THE c￿FoR CIVIL SER VANrs rRusfEES'ANNUAXJiEPORf2020 Adapting to the needs of people during the pandemic Most civil servants continued to work throughout the year; however. we were aware that while some households might have been saving money in terrns of travel commute. leisure, shopping etc., there were still some suffering financial shocks, where other members of the household were furloughed or made redundant/losing overtime etG Additionalpressures of chiLdcare and home schooling were also present. and whilst some relationships may have flourished with moTe time spent in the household, some relationships were under immense P￿ss￿re, and experience5 across 2020 were different foT everyone. Wellbeing in 2020: From previous work on wellbeing within the Civll SeNlce community. we know that civil servants. wellbeing (according to the national ONS measures) is below the UK average. This has remained consistent for several yearJ. and throughout a wide variety of survey type5 and respondents (see Wellbeing Barometer in 2019 Annual Report for more detail on this) and this research is much the same. Mean W•JrthwN Mean Happlness Count In Sample Anxiousne55 UK Average: March 2021r All Non-Applicants from Charty Wellbeing Barometer Non-Applicant5 in Covid-Effect Suryey 6.79 6.57 4.10 6,587 5.73 6.23 5.59 4.82 1,320 Negative Behaviours: To move past the general overvfiew that these national measures give. and look deeper into the related effects of lower wellbeing we asked our respondents about some negative behaviours and whether they had experienced thern during 2020: 59% safid they felt exhausted (this increased to 71% for those whose caring responsibilities had gr05vn during 2020) 49% said they felt lost or alone (this increased to 63% for those who said thefr relationships had worsened in 2020) We also ask about these behaviours in our usual applicant analysis. We were surprised to see just how in line with our applicants. who are in crisis situations. these respondents were. And some, for example "struggling to focus at work" were worse in this survey than our applicant eialuation. 56% 1 Z was often I losing sleep 64% I struggled to focus at work I have missed a dayat work My Telationships with family and friends was affected 25% 45% wabPowdationSu￿V.

rHE CHARITYFOR CIVIL SER VANrs TRUSTEES'ANNUAL REPORf2020 Our research shows that civil servants are struggling and the pandemic 15 responsJl)le for making many areas of their lives harder to deal with. This is not only having an impact on them at home but also at work with many stru88]ing to fccu5 Qr even considering leaving work (21%). It also chimes with intelligence gathered from ourcommunitywhich suggests that people are reachin8 the Jimits of their resilience. Though we can see that fewer people may need our fmancial help at the moment, the situations they face are likely tobe even more challengingdue to the impact of the Covid- 19 pandemic. 25% of respondents said their fmancial situation had got worse in 2020. but how many may have got to a critical status? To evaluate this, we asked people to think back to the beginning of 2020 Oeft hand side of the chart below) and then again to how they were managing in December 2020 (right hand side). so we could analyse the effect of time passing through the pandemic and how people's fu￿n￿al situations had changed. The categories that showed the most change overthe period arethose who described thelr situation at the beginning of the year as "just about getting by. and "finding it quite difficult.: those with least fmancial resilience to begin with. It was those that originally said they were "Finding It qulte dlfflcult" where most people. 61% in fact. that saw thelr position worsen in 2020. Those with less financial resilience to begfin wlth were most likely to: Have lower wellbeing: 15% lower sattsfaction stores and 9% lower SWEMWBS Be needing or considering external help: 66% of them agreed, whereas this was only Sl% in the rest of the sample See their situation worsen: see chart below Howwell would yousay you were managin8 financially at thebe81)￿ing of 20207 Howwell would you say you vTrre managlng fin8Dclally now (De¢emb•T 2020)? 81% COMIn￿edt0 -UveComfortabty" (D•GIYqOI41 71% contlrtuedto be'DoittgA]righr (0•¢20201.' 649 SVA eontinued tobE "JwiAboui GeitSn¢Bf 43% continuedto be "Flndlng ItQui1eDuf￿uI 69% continuedtobe IJW >)20F. -Finding itvery Diffxult- ¥QlbDMuA{Dec20201'. 69 F￿￿79*Y￿￿tI￿¢￿ttOjK 3)201'. 80

THE CHARifYEoR CIVIL SERVAhirs TRUSTEES'ANNUA£REPORT2020 Grant Making Policy Our charitable objects findude relief from hardship or distress (whether financial or otherwise) for the public benefit of current or formercivilservants and their dependants. Grants are made within our charitable objects and the agreed strategy of the Charity. All grants are subject to a fornial approval process. We award grants on the basis of: Eligibllity- the appli&￿t must be a current. former or retired eligible person. or thelr financial dependant; Circumstances that cause hardship and distress including ill health, carlng, bereavement, domestic abuse, Telationship breakdown. reduced income and unsafe or inappropriate accommodatfion; Need- establishfing the specfiflc needs. which may not always be exactly what has been requested- for example If someone wanted a sofa but their child had nobed. providing the bed would be more of a priority: Alternative resources - this may be an entitlement to benefits, or grants frorn other charities. and in some cases there may be additional help rather than alternative help. Grants indude financial help payments for emergency sItuations, grants to replace items that havebroken or need repair, grants towards essential household bills, advanced rent and deposit for a new rented property, travel expenses. mobility aids and adaptations, as well as payment to third party suppliers for assessment of wellbein& relationship counselling. Financial Payments In 2020 wepaid out nearly £1.66milllon P019.. £2million) in3,559 Pin9". 4,043) payments. As already mentioned we had generally less demand for our financial support. Expenditure in Financial Support 2% 2% • Reducrt Insufflenct orlA)wIncome1£*4k) PoorWel]being i£fJ2k) 28% lllhealth1£297kl Dtsability1£186k) 11% Relathnshlp Breakdown {161k) Bereavement1£1Slk} 18% Domestic Abuse (£30k) • OtherPdsrynents {£28kl

rHECHARTfYFOR CIVI£ SER VANrs rRusfEES'ANNUAL REPORf2020 Hcwever. we did spend £75.000 more forDlsabilitypayments in2020 thanwe didin 2019. We also paid more per average payment in the categories for: Domestic Abuse (up Il% in 2020) reflecting national statistics on the Tise of domestic abuse; Emergency Situations (up 5% in 20201 and Ill-heaith (up 6% in 2020). Carol Is retlred from the DWP and has been donatfing to the charity for over 40 years, never thinking she would need help herself. her husband, was originally diagnosed with a chest infection trA March thts year. As the pandemic unfolded around the Worl￿ Kevin and Carol feared the worst. Both in their mid-70'5 they knew they were ore vulnerable to the virus. As hts temperature and fever worsened, they called foranambulance and hewas taken to hospitaL Ypaekeda b4gforhiJJJ alldldjdn thavea cbaDee to Aty gaadbye. fvm weeks after tha¢ Igota eallsayinzhe wasinintenslve on was truly heart. Carol had a supportive conversation wlth our Help, Advice and SeThices Team on the phone. By ta]klng about her fears to someone outside of her own worw she felt released from them. autforhelp. lknewthatlftheJ¥ vv auythingJwAllted togay* Icouldsay it. It wa•a ryhtoffmychest." Against all the odds. Kevin pulled through. Defying the doctorfs predictions, he re- galned hts st￿ngth and eventually came 16

rHECHARrrYFOR CJVll SER VANrs rRusfEES'ANNUALJIEPQRf2020 Strategic Marketing and Income Generation The Charity's n￿1n audience groups are made up of current. forn]er, and retired civil servants across HM Government. the Scottish Government, the Welsh Government, and the Northern Ireland Assembly- as well as their dependants. Engagement is key to reaching more of these people. both to access help and to support the Charity- We have staff in all four countries working on specific and targeted engagement activities. Campaigns The Charityhas routinely operated on an issues-based approach to campaigns, delivering targeted messaging and caus to action that are relevant to our diffeTing audiences (current, fomer, and retired civil servants). Previous campaigns induded topics around caring for carers. financial capability, Mental wellbeing and other mental health issues. The Charity planned to continue this approach in 2020. but as a result of Covid-19. thls plan was changed. We delivered one long issue-based campaign around looking after yourselfduring Covid- 19. with six key themes of wellbeing promoted across all our digital marketing channels. Due toworkplace restrictions. social distancing, and ashift In remoteworking within the Clvil Sendce. no face-to-face markelin& orblended campaigneiements couldbe included in the approach during 2020. Alongside the Covid-19 issues-based campaign, the Charity ran a number of other key campaigns directly linked to our Charitable activity. namely the launch of two new HAS products (Wellbeing Guide and the Carer's Passport and Carer's Statement Digital Tool), as well as a new fundrais5ng pn)duct (STEPtember) and a new volunteering offer (The Champions). "Ireceivejjewsletters from the CharityandJlikedreading thepowerful stories frompeople they'vésupported. Joth myselfandJnyhusbandhadJong careers within the CI￿lSerViCe anditreallyfeltbkea f8mlly. rheirsupport]Jas been utterly wonderful." On 6 February 2020 the Charity launched a Wellbeing Guide app as part of our campaign activfity on Time to Talk Day. Based on research commissioned by the Charity and completed by Dernos in 2019. this app is designed to provide resources for managers to better support their teams through periods of change and adjustmenL We pubiicised the launch through our newsletter and social channels. and also promoted the app through our internal communications network across the Civil Servlce. To date. we have seen morethan 2.000 dovNnloads fromthe app stores. and our Help. Advice. and Services (HAS) tean) have re￿iVed requests to expand the scope of the app further.

THECHARrrYFOR CIVll SERVANTS rRusfEES'ANNUALREPORT2020 In March 2020 when the first lockdovm was announced, we adjusted our annual plans and devèloped our Covid Campaign encouraging civil servants to access help online a5 a first point of call for advice and guldance. Covering six themes (Staying grounded. staylng adfve, caring for loved ones. family and relatlonships. maintaining rositivlty, and avoiding burnout.) - three of which aligned with those of the Civil Service Employee Policy unit - we sent out over I million emails from April to June and saw over 150.000 sessions on our web51te. We a]so developed new content in collaboration with colleagues across the Charity and external partners including Relate. the Mental Health Foundatlon, and Born Digital Health. We remained reactive and agile so that we could respond to changes and new developments during Covld-19~ a posltlon and modelwe eontinue to operate under. This enabled us to change from a message about financial capabllity and debt advice to one around fatigue and physical wellbeing when the Government extended the furlough scheme. payment holidays. and evictions relief in June and September. Resilience Webiz Seven Ways To Improve Your Wellbeing Carers Need HelpToo The fundralsing team thanged their Wa]king Challenge (usually held in May but cancelled due to Covid-191 into a virtual walking offer in September ("STEPtember") and we developed a completely new campaign to encourage partlcipation and fundraising. This reached over 3500 civil servants through social media, and saw our audience creating and sharing thefir own 'selfie story videos, in support of the fundraising challenge. This expanded user-generated content is new to the Charity and 15 something we intend to develop further. In collaboration viith the volunteering team (who changed their volunteer strategy due to Covid-19}, we supported the launch of The Champions in November 2020. This new active volunteer role used social media to encourage civil senrynts to promote the Charity's support services. A new Facel)ook group has helped this community of volunteers collaborate and foster a sense of purpose. The Charity now has 611 Champions across the UK with a plan to reach 5.000 by 202S.

THE CHARITYFOR CJVJL SER VAKrs TRUSTEES'ANNUALREPORT2020 Field Engagement When the first Covid-19 lockdown led to the immediate dosure of workplaces and Civil Service sites across the UK. the decision was taken to fijrlough the Field Engagement Team. As fit became dear that access to workplaces aDd Civil Service sites would not be posslble for the foreseeable future, the decision was made to cancel plans for face-tO- face engagement in Civil Service sites. Three staff were therefore redeployed to other roles and six staff left the Charity in September 2020. Strategic Engagement In 2020. the Strategic Engagement Team (SED was initially focused on physical face-to- face engagement and planning for a year of engagement in person. However. wfith the announcement of the first UK-wide lockdown in March 2020. the team moved swiftly to a dlgitai-first approach. The techniques and tactics used in this approach have supported the Covid campaign. increasing promotion of the HAS-de]ivered webinars. "STEPtember". engaging with the Devolved Nations about assets such as our new dementia support programme, and recruiting participants for the Charitys Covid-19 survey. We have also trialled virtual Active Iistening Panels, with many of the participants previously unaware of the Charity's work. As well as introducin8 theTn to the offer. the panels provided a real opportunity for the Charity to learn about what matters to new audience groups. Volunteering We began 2020 with 454 volunteers and planned to deliver new trafinlng w0￿hOp$ in collaboration with Charity colleagues. At the beginning of the first Covid-19 lockdown in March we transitioned the planned physical sessions to online coffee mornings ttjictured) to support the Covid campaign. As the effects of Covid-19 became more significant. it became clear that the volunteering programme could not be implemented as planned. T.iTr'r4V:I IL.1 A new volunteering strategy was developed. part of which induded the creation of a new volunteering role. Ihe Champions" is a UK-wide network encouraging like- minded. committed civilservants to promote the Charity across thecivilservice. Opento all serving civil servants and launched in November 2020. this light-touch voluntary role is based around three key asks: Tell people the Charity exists Tell people how to access support Promote their status as a Champion in their workplate

rHE CHARITYFOR CIVI£ SER VAKrs rRusfEES'ANNUAZREPORT2020 Champions are supported with a monthly newsletter. monthly onlfine coffee mornings with the volunteering team, and"Speed 8-ing"_ a collectlon of 8-minute videos detailing campaigns and offers for Champions to promote. We finished the year with 611 totsl active volunteers. Fundraising The Charity for Civil Senvants is committed to fundraising in an honest and transparent way. We Tely on the generosity of our supporters (most of whom are serning, fomer. or retired avil seTvants themselves) to fund our work. and we strive to provfide a positive and rewarding supporter experienc& We are forninate to have around 80.000 regular donors Our fundraising approach All fundraising activity in 2020 was carried out by our directly-employed fundraising team. We did not use any indirectly-ernployed fundratsers or conunerciai participators to carry out fundraising activities. The Charity normallyuses a Tange of fundraising methods: Direct maTketing - communicating by emailand post with existing and potentlal supporters to encourage them to givea one-off donation, support an appeal, or sign up to a regular monthly gifL Face-to-face - the Charity's fundraisers visit offices and sites operated by the Civil Service to promote the Charkty, raise awareness of the support we offer. and encourage staff to become supporters. Events and conferences- Charity staff and volunteers attend third-party events to raise awareness of the Charity and ask people to support. We also hold our own events where current and prospective supporters can hear more about our work and how they can get involved. Pri* draws . the Charity runs several prize draws throughout the year under Jficence from the Garnbling Commission. Comniunity fundTaising- the Charity invites individuals and teams to take part in fundraising events and challenges and to support the Charlty through sponsorship or donations. The Charity is also supported by individuals and departments holding their own fundraising initiatives in aid of the Charity. Legacies - we aim to inspire supporters to consider leaving a Eift to the Charity in their wiiL hen Ithinkabout the pandemJc, Jknowl woujdhave been in a diresJ"tuation ifl hadn treachedout forhelp. I no Jongerfeelisojatedandf'm looJringfoTward to thefuture. Ican't thAnk the Charity enougjj for tjjwrsupport." Katherlne, DWP In 2020. Covfid-19 rneant that we needed to pause or adapt some of our fundraising activities. With the majority of income coming through regular giving. the CIRrity is fortunate to have been less severety impacted than charities relying on income streams such as communlty fundraising and events. 20

rHE CHARITYFOR CIVIL SER VAKTS TRUSTEES'ANHU￿REPORf2O2o Covid-19 meant that face-to-face fundraising on Civil Service premises could no longer go ahead. As the chari￿s main donor acquisition channeL this significantly impacted the number of new donors recruited in 2020. With the creation of the Digital Outreach Team. the Charity has shifted its focus and begun to dr￿lOp new ways to engage with audiences and recrult regular donors, specifically through video conference platfornis and webinars. Covid-19 saw many of our community and event fundraising artivitles either cancelled, turned virtual. or changed completely for a vir￿al de]ivery. The number of community fundralsing actfivlties dropped by more than 95%, and digitai-only delivered activities raised rnuch smaller amounts per actlvity than would ordinarily be expected. With all events cancelled. we achieved less than IO% of our original target foT challenge fundraising during the year In 2020, the results of our fundralsing actlvltles wertr. Regular 8Avlng - As at 314 December 2020 we had 79.003 regular donor3 supporting the Charity with a monthly gift P019: 84.832). Due to the impact of Covid-19 (and stopping field engagement). we recruited fewer new donors than hoped - 733 {2019: 1.704). Including Gift Aid. regular giving raised £4.Om {2019: £4.3m). Indlvldual glvlng - Following the popularity of prize draws in 2019. the Charity increased the number of draws to three in 2020, raising over £61000 in ticket sales and donations (2019.. £38.090). We are gratefulto thecivil Service Insuran Society {csIs) for again kindly supporting the Charity by donating the cash prizes for these draws as well as their generous grant to the Charlty. Communlty fundralslng - In response to the restrictions impLised as a result of Covid-19. thfs yearfs Walking Challenge was cancelled P019: £60,635). We ran a vlrtuai °STEPtember" as a way to engage committed previous participants which saw over 1,400 supporters take part. raising over £8.000 for the Charity. l*gacies - The Charity was notified of 8 gifts in wills in 2020 and recognised £99.000 (2019: 12 gifts and £178,000 reco8nised). Covid-19 has seen legacy fundraising incorne drop at most charities due to de]ays in the system, notifications taking longer to process. and grants of probate delays as courts prioritised other cases. As a result, legacy income is down. and legacy marketing was limited to our free wills offer We are immensely grateful for the generosity of our supporters. wlthollt whom our WOTkwould not be possible. "Donating to this CharJ'ty, glves usall the opportunity to Jnakea difference to sojneone'slife. Ican'tputinto words thedlfferenceit'smade tojne." Debbie, HMRC

THE CHARrrYFOR CIVII SER VAKrs TRUSTEES'ANJVUA£REPORT2020 Responsibility and Accountability The Dlrector of Strategic Marketing and Income Generation (SMIG) is responsible for all our fundraising activities and is accountable to the Chief Executive as the hèad of the Executive Leadership Team. The chari￿s Board of Trustees has overall accountability for all our fundraising and income generation actfivities. The Strategic Steering Group (a subcommlttee of the full Board of Trustees) meets regularly and ensures continued compliance. Fundraising Compliance To maintsin the highest standards of fundraising ethics and welfare. the Dlrector of SMIG ensures our compliance and adherence with: the Code of Fundratslng Practice IFundrafising Regulator) the DMA Code (Data 6 Marketing Association) the Fundraising Competency Framework (Chartered Institute of Fundraising). As part of our compliance efforts, and to uphold the highest fundraising standards. we are organisational members of: the Chartered Institute of Fundraising the Data 8 Marketing Ass(Kiation the Fundratsing Regulator Charitycomms We a]so have. a Data Protection Officer and a Data Steward to ensure we operate in compliance with UK14islation around data and privacy. a team of Data Champions across the Charity to ensure we uphold the highest standards of data security and compliance. procedures in place to maintain accurate and up-to-date records. a safeguarding group to ensure we look after vulnerable supporter$. an ethfics policy to ensure our approach and methods are eth£cai and in line with our Charitable purpose and activities. Review of our fundraising compllance Indudes: All Complaints and notificatfions belng monitored by the Director of SMIG to ensure effective resolution. and Trustees review our practice to ensure compliance. identifjcation or contlrniation of. and interactions wlth, vulnerdbie supporters being monitored by the Director of SMIG to ensure correct procedures are followed, and Trustee5 review our practlce to ensure complian￿. All of the chari￿$ fundraising activities complfied with the Code of Fundraising Practice. Our website out]ines our CoMp￿]nts policy for the public and clearly explains howan individualcan complaitL In 2020. the Charityreceived nocomplaints

THE CHARITYFOR CIVIZ SER VAKrs TRusfEES'ANNUAZREPORf2020 about Its fundralslng activities or practlces (2019: none), and no complaints were lodged with the Fundraising Regulator P019: none). FundTaising staff have been trained using the guide provided by the Chartered Institute of Fundraising on treating donors fairly and on fundralsfing with people in vulnerable circumstances. All staff are aware of the agreed procedures to protect vulnerable people. and the Charity has established a safeguarding group to protect the people we interact with. Our regular training programme will continue in 202L As part of the DMA Fundratsing Worklng Group. the Charity has been involved in developing industry best prd¢ti¢e on consent. privacy, and dats Tetention. Our Supporter Promise This promise outlines the commitment made to our supporters and the public. We ensure that our fundraising is legaL open. honest and respectfuL We commit to high 5tandard5 We will adhere to the Fundraising Code of Practice. We will monitor fundraiser5, volunteers and third parties working with us to raise fund$, to ensure that they complywith the Code of Fundraising Practice and with this Promise. We will comply with the law as it applies to charlties and fundraising. We will display the Fundraising Regulatorbadge on our fundraising materlal to show we are committed to good practice. We will be clear, honest and open We will tell the trnth and we will not exaggernte. We will do what we say we are going to do with donatlons we recelve. We willbe clear about who we are and what we do. We will give a clear explanation of how you can make a gift and change a regular donation. Where we ask a third party to fundraise on our behalf. we will make this relatlonship and the financial arrangement transparent. We will be able to Èxplain our fundraisingcosts and show how they are In the best interests of our cause if challenged. We will ensure our complaints process is clear and easily accessible. We will provide clear and evidence.based reasons for our dectslons on complaints. We will be respectful We will respect your rfights and privacy. We will not put undue pressure on you to make a gift. If you do not want to give or wish to cease giving. we will respect your decision. WeWillhaveapr￿edllre fordealingwith people invulnerable circumstance5 and it vrill be available on request. Where the law requires. we will get your consent before we contact you to fundraise.

rHECHARTfYFOR CJVIZ SER VAKrs TRUsfEES.ANNU￿ REPORT2020 If you tell us that you don'twant us to contact, you In a particular way we will not do so. We will work with the Telephone. Mail and Fundratslng Preference Services to ensure that those who choose not to receive specific types of communication don't have to. We will be fair and reasonable We will treat donors and the public fairly. showing sensltivity and adaptffing our approach depending on your needs. We will take care not to use any iTnages or words that intentionally cause distress or anxiety. We will take Care not to cause nuisance or disruption to the public. We will be accountable and responsI￿le We wlll manage our resources responsibly and consider the impact of our fundraising on our donors, supporters and the wlder public. If you are unhappy with anything we've done whilst fundraising, you can contact us to make a complainL We will listen to feedback and respond appropriately to compllments and criticism we receive. We willhave a complaints prncedure, a copy of which will be available on our website or available on request. Our complaints procedure will let you know how to contact the Fundraising Regu]ator in the event that you feel our response ts unsatisfactory. We will monitor and record the number of complaints we receive each year and share this data with the Fundralsing Regulator. 24

THECHARTTYFOA CIVIL SER VANrs rRusfEES'ANNUAZREPORf2020 Financial Review Overview In 2020. the Charity recorded net expenditure of £2.867k (2019: £2544k) in line with its agreed approach to draw down from its reserves. This is before taking into account the return on the Charitys Investments, whfich was a gain of £368k (2019 gain of £4,183k) and the loss on the defmed benefit penslon $¢heme of £797k (2019 gain of £1,492k). Net assets at the year-end weTe £37.3m. down £3.3m on 2019 {£40.6m). The Charity's Investment portfolio was valued at £35.5m at 31 December 2020 which was down £3.6m on December 2019 (£39.Im) largely reflecting the £4.6m divested to fund the Charity's activities and the impact of the economlc uncertainty resulting from the pandemic. Income In 2020, totsl income was £5.3m. down £0.8m (2019 £6.Im). The breakdown of income is shown in the pie chart below. 2% Income by Source (£ 'OOOs) 4% s% . Regu]arconttibution5 fmm individuals14,025k} 11% InveStn￿t Income Iw3k) Donations (2Y3k) Futidrai5iJ)g andOtherIncome1193k) 75% Contributlons from employerorganlsatlons IIS2kl Legades {99k> The principal source of the Charity's income remains regular monthly contributions from individuals. both seNing and retiTed civil servants. Together with gift aid. this source of income accounted over 75% of the Charitys total income (2019: 70%). At £4.0m, contributions are down £0.3m on the previous year. refletting a net PA dedlne in the nurnber of regular donors with the average monthlydonation increasfing slightly to £3.48 (before Gift Aid). This follows the pattern of decline in recent years. Contributfions from employer organisations amounted to £152k (2019.. £153k) made up of an annual grant from the Cabinet Office of £IIOk (2019: £IIOk) and £42k (2019: £42k) from the Northern Ireland Civil Service.

THE CHARJTYFOR CIVJZ SER VAivrs rRUSTEES'ANNUAZ REPORT2020 We also received £200k P019: £25Ok) from the CSIS Charity Fund. As explained in the fimdraising section. the Charl￿S other source of income were Impacted by the restrictions and cancellatlons with other non-investment income (from legaaes, lotteries and fundraising events) totslling £IT3k in 2020 compared wlth £404k in 2019. During the year the charfty also claimed government grants under the coronavirus Job Retention Scheme of £119k (2019: niD. Incorne from Investments was £0.6rn (2019: £0.8m). reflecting reduced interest and dividends from the Charity's rnulti-asset investment portfolio managedby Barin85 Asset Management. Expenditure Total expenditure for the year is £82m P019: £8.7m) with £6.8m being spent on dwitable activitfies. Costs of raislng funds were £1.4m (2019: £1Sm) and included elements of staff costs, Investment management fees and overheads. Total staff costs of £5.Om (2019.. £4.3m) wereincluded within diT￿t activities and support Costs. The average number of staff (on a full-time equivalent basis) in 2020 wa5 95 {2019: The Charfity WIthd￿w £4.6m in the year12019: £3Srn) from its investment portfolio to fund its expenditure in line with its plan to use its reserves to support civil senvants. Investments The Charlty's powers of investment are set out in the Memorandun) and Articles of Ass¢xiation. The Board of Trustees has delegated authority to manage the Charity's portfolio of investments to the Investment Committee of the Board of Trustees. The investment portfolio is managed by Barings Asset Management Limited {"Barings"). The manager's perforniance Is monitored quarterly against various indices. NortheTn Trust Company undertakes custodian functions for the portfolio. The value of the portfolio as at 31 December 2020 was £35.5m (£39.9m as at 31 December 2019.) The Charity divested £4.6m in the year to fund Its activities. Movements in the Charity's holdings of investrnents during the yaqr and an analysis of the portfolio at year-end are shovm in note loa to the Accounts. Barfings operate under a mandate which seeks to optimise the portfo]io's returns while controlllng rlsk. Risk is spread by investing across a bn)ad range of business sectors and markets throughout the world. The agreement signed with Barings in 2016 sets an investment objective to achieve a net return of RPI plus 35% p.& over rolling three-year periods with the aim of delivering returns equivalent to long-term equity returns within 70% of realised equity volatllfity. over a mediurn to long terni time horizon. Barings have dtscretion as to asset alk)cation within agreed range5 for each asset class, whilst stock selection is accomplished by using a coJnbination of tracker and active funds.

THE CHARITYFOR CIVIL SER YANrs TRusrEES'ANNU￿REPOKr2O2O The net return for the three years to 31 December 2020 was 3.5% (three year5 to 31 December 2019: net 4.9%%) compared with a benchmark of 6.1%. The net return In 2020 was 3.3% % P019: net +13.9%). As noted in the 2019 Annual Report. there was a material change in the valuation of the Charity's investments in the first quarter of 2020 which fell 15.33% in this pericNJ. This was followed by a recovery in the second quarter of 10.5% and further increases in value in the subsequent two periods. The Charity has selected an Investment Manager to manage its assets in accordance with its agreed asset allocation The Investment Managefs approach is to invest primarily in existing pooled fijnds some of which track indices rather than select individual stocks. As a Trsult, the Charity does not directly exclude underlylng stocks on the grounds of social, environmental and other etbical grounds. The Charfity proposes to actively consider its approach to envlronrnental. s(Kial and governance (ESG) issue5 in respect of its investment portfolio over the next year. Reserves The trustees are mindful of their dutyto balance the interests of both current and future beneficiarles. The holding of reserves is one of a range of measures that can contribute to stability and continuity of the Charity into the future to support future beneficiaries. The Trustees determine the need for reseries by reference to a number of factors which they keep under regular review. induding the time needed to reveTse the recent declines fin regular giving from individuals and the extent towhieh the rema5nderof its income is dependent on a small number of large donations and grants. It also considers fluctuations in beneficiary expenditure and future levels of demand for the help and servlces provided by the Charity. Based on its current analysis. the trustees feel that the Charity should retain reserves of between fjom and £35m. Of ourtotalcharlty fundsof £Y7.3m.totaiunrestricted ￿nd$were £37.2m at31 December 2020. In assessfing our level of free reserves. weexclude the r￿ed assets of £l.Om as these assets cannot be quickly disposed of. We also ￿clUde the pension deficit of £0.3m. Thls leaves free reserves of £36.6m which is above the target level of £30m to £35m. The trustees expect resenres to decline over the next five year5 as we develop the Charity's services to help more people in line with the strategy that was developed In 2015 and refreshed in 2020. A payment plan to reduce the pension deficit has been agreed with the pension fund trustees and this commitment Is considered in all our financial planning. including the anticipated and target level of ￿ServeS. Restrirted reseries- which are not taken into account in formulating our reserves policy - were £O.Im as at 31 December 2020, details of which are set out in note 14 to the accounts. Going Concern The Trustees have assessed the Charity's ability to continue as a going concern. The Trustees bave considered several factors when forniing their conclusion as to whether the use of the going concern basis is appropriate when preparin8 these financial statements including a review of updated forecasts to the end of 2022. a consideration of key risks, including the impact of coronavirus. that could negatively impact the charity and the latest available valuation of the investment portfolio.

THE CHARTTYFOR CIVIL SER VAJwrs TRUSTEES'ANNUALREPORT2020 The Charltys prindpal source of income continues to be regular rnonthly contrlbutAons from individua]s. both sèrving and retired civilservants. This represented approximately 75% of the Charity's income in 2020. As reported in the financial review. contribution5 in 2020 reflected a net dedine andthis trend has continued tobe modelled in the revised forecasts. The key area of uncertainty relates to any impact of any market turrnoil on the valuation of investments. The Trustees are satisfied that the Charity has sufflclent reser4res and liquidity ￿thfin the finvÈstmÈnt portfolio to continue as a going concern for the foreseeable future. Cash flow forecasts are regularly prepared and assets in the investrnent portfolfio can be liquidated to meet short terni requirements. After considering these faclors. the Trustees have conduded that the Charity has a reasonable expectation that there are adequate ￿sOUrceS to Continue in operational existence for the foreseeable future and have continued to prepare the financial statements on the going concern basis. Pensions The pens£on liabllity In respect of the defined benefitpension scheme that was dosed to all staff for future benefit accrnalin 2004 continues to change from one year to the next. This is largely driven by factors outside our control: perforniance of the assets in the pension scheme reflecting changing conditions in the financial markets and the sensitivity of the pension liability to changes in interest and infiation rates. The Scbeme was a multi-employer defjned benefit pension scheme. The CSBF Pension and Assurance Scheme, and The Charity accounts for its 92.9% share of the net assets and liabilitie5 of the multfi-employeT pension scheme which is recognised on the Charity's balance sheet. The Charity trnstees have agreed a deficit recovery pian with the pension trustees which ainu to close the deficit by April 2023. The annual employer Contributions needed to fund this deficit are detern]ined by reference to the triennialvaluations undertaken by the pension trustees. The latest triennial valuation reflected the position as at 6 April 2019. The best estimate of contributions to be paid by the Charity for the yearbeginning l January 2021 is £652,707. The next triennial valuation will reflect the fijnding position as at 5 April 2022. The pension deficit {under FRS102 principles) increased In 2020 to £338k as the gains in the assets in the Scheme (which were lower than in 2019) and the contrlbutions from the Charity were more than Off$￿ by the increase in the valuation of the liabilfities (whlch was higher than in 2019) much of which resulted from lower gilt yields reducing the discount rate used. This valuation is undertaken using a series of assumptlons and judgments. The valuation of the scheme is very sensitive to these assumptions and thus there is a risk that this valuation will change significantly durlng the coming year. as it has In past years. The Charity's exposure to the pension deficit is monitored through its rlsk management frdmework and Its consideration of financial risks. TheTe is an effectlve budgaing and forecasting process in place taking into account payments, includfing deficit payments. in relation to the pension plan. The Charity abo actively engages vrith the pension trustees including in relation to longer terni plans for the Scheme. Slnce closlng the defined pension scheme to future staff benefit accrual in 2004. the Charfity operates a defined contTibution group pension scheme. More details about pensions are set out in note 16 tothe accounts.

THE CHARITYFOR CIVI£ SER VANrs TRUSTEES'ANNUAL REPORT2020 Principal Risks and Uncertainties Risk is considered in key deasion processes in the Charity at Executive and Board leveL The Board reviews the major risks faced by the Charity at least annually after a more detailed dfiscusslon at the Finance and Audit Committee. The review includes reviewing the adequacy of the actions being taken in Tesponse to each risk. The Board 1$ satisfied that the niajorrisks fadng the Charity havebeen identified and are being appropriately addressed. This includes the Board's assessment of the impact of coronavirus on its risk assessment. The key risk for the Charity arising from coronavirus is considered to be the financial risk for the Charity arising from a significant loss in the value of its investments which is detailed below. Overall the Board considers that the key risks currently facing the Charity are as follows: A key financial risk for the Charity is a significant loss in value of its investment portfolio. The Charity is a long-terni investor with a significant portfolio and is able to sustain $hort-term market fluctuations. As set out above. the Charity's investments are managed by professional managers and the Charity has access to further independent investment advisers. The portfolio is diversified both in ternis of asset classes and geographically. The target that bas been set for the managers is to deliver long-terni equlty returns within 70% of realised equity volatility and this tar8et has been met historically. The perfonnance of the managers and the asset allocation is reviewed by the Investrnent Committee quarterly. The Charity has seen adecline in the numberof regulardonoys overthe last decade and income from regular donations has fallenoverthe sameperiod. If this decline in regular income is not reversed or other sources of income found, this could threaten the longer term future of the Charity and its ability to help civil servants. Plan5 to address this issue include focused interaction with major Clvil Service departments to drive employee engagement with the Charity and campaigns that will increase the Charity's perceived relevance. By bullding deeper stronger relationships with its community. the Charity's understanding of howbest to give more help and support willimprove. whichwillin turn mean that more peoplewlll see the difference the Charity makes and support the Charity. The Board is conscfious that these efforts will take time to pay off and trends in incomewilltake a while to reverse. Whilst the above risk has had some impact on the Charity's net income. the Charitycurrently remains in a strong fmancial position. The Charity is reliant on fits systems to nm its operations and these need tobe kept up to date. We have embarked on a significant transforniation programme in 2020 and this should move towards implementation in 2021. We are also seeking to improve the help we can provide to people by autornating trdnsactional prnKesses and providing digitsl self-help or referrals where appropriate to release staff time for more engagement with people who are struggling or need follow-up. Failing to automate and/ordi￿tiSe in a timely fashion would present issues for the Charity's operation and continue to irnpact on our efficiency and turnaround times.

THE CHARITYFOR CIVI£ SER YAJWTS TRUSTEES'ANNUAIREPORT2020 Remuneration Remuneration Policy Our approach to pay at The Charity The Charlty had 103 staff as at 31st December 2020. which equates to 94.4 full-time equivalent employees. Salarles and total reward for the Senior Management Team- The Chlef Executive and the three other directors responsible for {1) Finance and Corporate Services. (li) Help, Advice and Services and (iii) Strategic Marketing and Income Generation- are set and reviewed by the Remuneration Committee. a sub-commlttee of our Board of Trustees. The Rernuneration Committee is chaired by the Cknty's thair and includes other members of the Bthanl, wbo offer pay expertise in the Not for Profit and other settors. All other staff salaries are set by the Senior Management Team. Salaries are arranged in paybands across the Charity, using external independent benchmarking and comparison data within the Charity and Not for Profit sectors. and taking into account affordability at the Charity. Salaries are clearly advertised when recruiting for new role5. At the Charity. we belteve In recrultfing and retaining high-calibre people to represent the organisation's interest. We also belivie in rewarding staff fairly for the jobs that they do and provide a single streamlined salary and grading frarnework for all staff, which is equitable and consistent with the principle of equal pay for work of equal value. We believe thts engendeTS a positive working environmenL Additionally, we believe in encouraging young people to enter the Workplace to increase their skills and establish their careers. We provide apprenticeships in some specialist areas and ensure that people In these roles are rewarded fairly for their work with pay and benefits. The Clwity works hard to retain staff who havebeen recruited forthe specific skills that they bring to their particular role. Pay and reward are detennined to ensure that we can recruit people with the right skills in a competitive market. Many of our staff have detailed knowledge. some of which is unique to the Charity and could not be easily replaced. Our staff pay scales and total rewanl package reflect5 our commitment to retsining and motivating our staff. Senlor Management Pay The Charity's purpose and vlsion means that the Chief Executive and other members of the Senior Management Team require a breadth of experience. skills and personal qualities on a parwith high-qualitysenior-level talent in similar organisations and so the Charity needs to be competitive in the market. They need to be able to liaise and command the respect of senior civll servants and executives of other partnership charitles of all sizes through their experience and credfibility. At the Charity. we aTe able to retaln this talent whi]st keeping salarycosts under controL For the puryoses of disclosures under the Clwities SORP (FRS 102). senior management is defined as the Chief Executlve Officer and the other three directors responsible for Finance and Corporate Services. Help Advice and Services and Strategic Marketing and Income Generdtion. We also have an interim Programme Director for Data and Systems leading the progrdmme of implementing the new CRM, a role that will continue in 2021, 30

THE CHARrrYFOR CIVI£ SER vAvrs TRusfEES'ANNUAZ REPORf2020 who Is not part of the senior management team and therefoTr not covered in the senior management dI￿osuTes. Benchmarking The Senior Management Team's salaries are externally benchmarked every 3 years and Staff pay leve]s are reviewed annually. Each year. the Chlef Executfve and dtrectors participate in perforniance appraisal as part of the appraisal scheme operated for all of the Charltys staff. In the case of the Chief Executive. this includes seeking detailed feedback from the ChaiT, Trustee5. and diTect reports. staff pay is reviewed by the Senior Management Team and communficated to the Charity's recognised union, PCS. The same benefits. apart from annual leave allowance, Including penslons and tern￿ and conditions. apply to the Chief Executive and directors. as all other staff. While they are separately detern]ined. annual pay increases for the Cblef Executive. directors and staff have been alfigned for the three years leading up to 2020. In 2020, a 25% pay increase was awarded to both the senior management team and staff. Living Wage Foundation The Charity contlnued its Commitment to paying all staff the IDndon Living Wage. calculated independently by the Living Wage Foundation. Being a Liwmg Wage accredited employer also means paying the same basic wage to all of its contractors that fit the criteria of working on site for a specified numberof hours perweek Sothere remafins an increased cost to the Charity for its subcontracted/outsourced deaning contractors to ensure we fulfil our commitmenL Gender Pay Reporting As the Charity employs fewer than 250 employees. it is not required to publish inforniatlon on Gender Pay Reporting. Nevertheless. as recommended by the NCVO. the Trustees requested inforn￿tIon on gender pay differences to be collated and we are providing this information as part of a commitment to transparency and accountability. Gender Pay Gap: As at 31st Decernber 2020: Gender Number of staff Differential Differential Sal Mean £42,100 £37J43 Median £34,910 £34.910 Male Fema 36 £4.757 IL3% £0 0% As at 31st December 2019: Gender Number of staff Differential Differential Salary Mean £¥7,893 r36.969 Salary Medlan £28.565 £34.059 (£) £924 1£) £-5494 (%) -19.2% Male Female 35 2.4%

THECIL4RITYFOR CIVI£ SER VANrs rRUSTEES'ANNUAZ REPORT2020 Percentage Gender per Quart1￿ Sa￿ry Range (l=highest paid quartile) as at D&ember 2020 Fem•le 57.7% 84.6% 61.5% 57.7% 42.3% 15.4% 38.5% 42.3% 35% Overall The Charity foT Civil SeTwants'

THE CHARl￿FOR¢1vJ£ SER VAhirs TRuSTEES'ANNU￿AEF0RT2o2O Plans for the Future The Charity'5 appToath in 2021 wi]1 be centred around three core thernes: Transfornution. Retention. and Reach. Transforniation: Getting the fundamental elements of our infrastructure right as a solid foundation: Developing and embedding the right systems. capability and appropriate strategies across 2021- for systems. and m05t importantly- for our people. A key part of the this is the CRM Transforn]ation Programme wherewe are planning to implement a new system in 2021. Retention: LeaTn how best to retain and develop existing donor relationships and income, to arrest the decline. as well as gaining new donors and more incom Reach: Estab]ish howwe can best make the CharAty'S offer-well known and known well" across our community- so that more people are aware of (and engage with) our offer- particularly financial help. Service Delivery and Service Evolution In 2021 we plan to: continue to review the patterns of need emerging as a consequence of the ongoing Covid-19 pandemic situatlon. updating policy as required reverse downward trend of financial help when the community is likely to be Ln more need of it, aimin8 to provide more than £1.7m in financial a5SlStance. increase use of digital tools such as the CaTerfs Digital Passport and Statement. aiming to issue 1.000 Passports and 500 Statements continue to deliver help webinars reaching over 100 subject based webfinars on debt and financial capability and web content alongside complex casework. provide appropriate content and seThTices to all areas of the civil service community. including reaching out to under-represented groups such as the retired community. or younger civil servants use evaluation, insight and data to understand the gaps in our help reach, to ensure we are effectfive, dlverse and Inclusive work closely with other charities and Civil Service Departments to develop and share best practice, including the Association of Charitable Organisations contribute to the programme of digital transfornjation to achieve a more custoJner-friendly and intuitive journey through all OUT services continue to consideT individual CiTcumstances and needs. and offer of human Intervention at whatever point people choose or require it. OveralL we are afimlng to have people coming for help more than 75,000 times in 2021.

THECHARfTYFOR CJVII SER VANrs rRusfEES'ANMUAZREPORf2020 Strategic Marketing and Income Generation Fundraising We will be adapting to the anticipated permanent change to our operating envlronment as a result of Covid-19 and Brexit. This means engagAng and maintaining a sustalnable supporter and income base from which we can grow over the coming five years and beyond: ensuring we have the infrastructure and technology fin place to be as efficient and effective as we can be: trialling newways to generate income: and driving awareness across the Civil Service to grow our support base, partnershlps, and as a result. income. Our targets for 2021 include: raising £50k using virtual fundraising techniques uplifting the amount given by 2.000 regular donors who currently glve less than £3 per month by on average 100%: and re-acquiring 500 recently lapsed donors. Marketing We will be focu5sed on building ourbrand and establtshlng the necessary framework to support the future growth aspirations of the Charity. We will also be driving requests for help from within ourcore audiences (current. former. and retired civilservants). to reach the target of people coming to us 75.000 this year, by running a thematic marketing programme. This thematic approach will be in line with need trends as they evolve. during what 15 expected to be another turbulent year as a result of Covid-19. Engagement In 2021, we will focus on growing the Charitys relational capital with its stakeholders wilhin the Civil Service. Using engagement best practice. we will further our reach into new audfiences. with innovations including our digital-first engagement offer; prfioritising one-to-one and one-to-few engagement opportunities with senior stakeholders: and embedding the principles of participatory engagement as the gold standard for the Charity. Volunteering We will contlnue to grow our Champions network. recrufitlng a further 500 volunteers across the Civil Service. Volunteers will also be supporting our fundraising efforts by recruiting SOO new donors via their networks. We will also be piloting a series of new skills-based volunteer roles in 202L recruiting 100 by yearond. These new Toles will better enable the Charity to achieve its Charitable Objects. and provide the strategic support needed to reach its long-terni aspirations of a supportive community.

THECHARifYFOR CIVIL SER YANrs rRusfEES'ANNUA£ REPORf2020 Trustees, Administrative Report Structure and Governance Constitution and Membership The Civil Service Benevolent Fund (The Charitf) was incorporated on 16th June 2010 as a company limited by guarantee (company no. T286399}. In May 2012. the company began operating under the name Ihe Charlty for Civll Servants". The Charity ts registered with the Charity Commission in En8land and Wales (no. 1136870) and is on the Scottish Charity Register (no. SC041956). The Charity carries out its activities from its principal office. No. 5 Anne Boleyn's Walk. Chearn. Surrey. SM3 8DY. which is a]so its registered office. The governing instrument of the Charity is the Artides of AsS￿latiOn, which were adopted on 16 June 2010. The chari￿s Patron is Her Majesty the Queery. its president is Simon Case (Cabinet Secretary and Head of the Civil Service). The Charity has one subsidiary, CSBF Enterprises Lirnited (registered in England and Wales: company number 03119311). More detail is given in Note 10 (b) to the accounts. Trustees and Advisors The Charity is governed by a Trustee Board of between 8 and 12 Trustees. Under the Charity's Articles of Association. oneTrustee shallbe appointed bythe Cabinet Office and that Trustee will be the Chair. OtheTTrustees are appointed by resolution of the Trustees at the Annual General Meeting. The Board 15 currently comprised of 12 Trustees. The following Trustees served as members of the Board throughout 2020 and were Trustees on the date this report was approved: Peter Schofield CB (Chair) Mark Addison CB (Vlce-chair) Deborah Loudon Wendy Prortor Selvin Brown MBE Ross Campbell FCA ffreasurer) Mal Singh Joanna Dally James Renwick Clara Lane The followfing Trustee retired during 2020: Jonathan Russell CB_ 25th September 2020 The following Trustees were appointed during 2020: Holly Ellis- 25 September 2020 Matthew Brook- 25th September 2020

THECHARTfYFOR CIVI£ SER VANTS TRUSTEES'ANNUALREPORf2020 No TNstees had any disdosable Interests under the Companies Art 2006. Trustees are responslble for reviewlng the strllcty￿. size and composltlon of the Board, Including the skills. knowledge and experience required. Trustees seek to identlfy andidates to fill Board vacancies as and when they arise and open advertising or the services of external advisers are always considered to faalitate the search for suitable candidales. Trustees are appointed for an initial tenn of up to three years. in order to provide for an orderty succession. and are eligi￿le to senre a second terni. up to a maxlmum of six years. TTUStees receive indivldual induction sessions. as well as being provided with relevant background inforniation and training to help familiarise them with their responsibi]ities. rhe Trnstee Board meets a mlnfimum of three times a year and takes all important strategic, policy and fmancial decisions. Tt met four times in 2020. The Boanl is supported by a nurnber of sub-committees and advisory groups. Sub-committee and advisory gn)up membershlp as at 31st December 2020 is set out below (' denotes chair of each committee,1 denotes co-opted member): Nomlnatlons and Invertnyent Flnance and Audlt StrAt¢Ki¢ Stserln8 R¢muneratlon Committee Commlttee Group Comndttee Peter S￿￿r]eld. Ross Campbell Deborah ￿UdOn Wendy Proctor Ross Canipbell. MarkAddison Mal Singh Joanna Dally Matthew Brook Wendy Prortor Selvin Brov James Renwick Ross Campbell Clara Lane Chris Jones, Day-tfrday management of the Charity is delegated to the Chief Executive. Graham Hooper, and other directors responsible for Finance and CoTporate Services. Help Advice and Services {HAS). and Strategic MaTketing and Income Generation (SMIG). An appropriate director or the assistant company secretary acts as secretary to each of the Board sub-committees and advisory committees. except for the Nomination5 and Remuneration Committee for which the Clwity's Head of HR is secretary. The key advisers to the Charity are: Audltor: Crowe U.K. LLP Iloyds TSB Bank plc i Butler Place 55 Illdgate Hlll London Victoria Str￿t EC4M 7JW ndon SWIH OPR Investment Managers: Baring Asset Management Limited 20 Old Bailey I￿ndOn EC4M 7AN Sollcltors: Stone Klng LLP Boundary House- 91 Charterhouse Street London ECIM 6HR

THECHARJTYFOR CJVJZ SER VANrs TRUSTEES'ANNUAZREPORT2020 Trustee Responsibilities The Trustees are responsible for preparing the Trnstees. Report (whlch comprises the Trustees. Administrative Report and the Trustees. Strategic Report) and the accounts in accordance with applicable law and regulations. Charlty law requires the Trustees to prepare financial statements for each financial yearin accordancewith United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law. Under company law the Trustees must not approve the financial statements uniess.they are satisfied that they glve a trne and fair view of the state of affairs of the charitable cornpany and of its net in￿ming resources for that period. In preparing these financial staternents. the Trustees are required to: Select suitable accounting poliaes and then apply them consistently, Make judgments and accounting estin)ates that are reasonable and prudent. state whether applicable accounting standards have been followed. subject to any material departures disclosed and explained in the financfial statements,. and Prepare the finanaal statements on the going concern basis unless it is inappropriate to presume that the company will continue in business. The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable cornpanses transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taklng reasonable steps for the prevention and detection of fraud and other irregularfities. Insofar as each of the Trustees of the charitable company at the date of approval of this report is aware there is no relevant audit infonnation {inforn]ation needed by the company's auditor in connection with preparing the audit report} of which the company's auditor is unaware. Each Trustee has taken all of the steps that they should have taken as a Trustee in order to make themselves aware of any relevant audit inforniation and to eslab]ish that the company's auditor is awaTe of that inforrnation. Charity Governance Code The Charity's Trustees acknowledge that The Charity for Civil Servants is best placed to fulfil its vision, mission and strategic goals if it has effective governance in place. The Charity continues to utilise the Charity Governance Code as a tool to support the Board to reflect upon its governance structures and consider the most appropriate ways to adopt the Code's prfinaples and recornmended practice5. Trustees also continue touphold their legal responsibilitie5 and recognise that behaviour and culture are integral, both in supporting the Charity to deliver its objects most effectively for its benef￿laries. benefit. and in achieving good governance. The Charity's governance strurtures all worked well in the un￿lla1 circumstances of 2020 viith all Board and Committee meetings from March being virtual. The Charity's Annual General Meeting in September was a]so virtual. After the numerous pieces of work in the governan￿ area completed in 2019. there were few significant areas left to becovered. Therewere a small number of ar&2splanned for2020 that were not completed and these willbe taken forward in 2021.

rHECHARrrYFOR CIVIZ SER VAiwrs TRUSTEES'ANNUAZ REPORT2020 A review of the Charity Governance Code with a 'light refresh. edltion of the Code was published in December 2020. The Charity and its Trustees remain committed to Improving the Charl￿5 governance standards and on increasing its overall effectiveness as an organisatlon and will consider the ways in which the Charity can best approach any new areas within the refreshed code as well as further adopt and strengthen the recommended practices wlthin fit overthe next ￿ months. Thls Annual Report. which incorporates the Trustees. Strategic Report and Administrative Report. was approved by the Trnstees on the 26 March 2021, and signed on theirbehalf by: Peter Schofleld CB Chatr, Board of Trustees 26 March 2021

THE CHARITYFOR CIVI£ SER VAKrs AUDrroR SREPORr Independent Auditor's Report to the Trustees and Members of The Charity for Civil Servants OPINION We have audited the financial staternents of The Charity for Clvll Servants I'the charitable conipany) for the year ended 31 December 2020 which comprise the Statement of Financial Activities. the Balance Sheet. the Cashflow Statement and notes to the financial statements. including significant accounting policies. The fu￿ncial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting standards, including Financial Reporting Standard 102 The Financial Reporting StandaTd applicable in the UK and Republic of Ireland (United Kingdorn Generally Accepted Accounting practi￿). In our opinion the financial statements: glve a true and fair view of the state of the charitable companrfs affairs as at 31 December 2020 and of its incoming resources and application of resources, including its income and expenditure. for the year then ended: have been properly prepared in accordan￿ with United Kingdom Generally Accepted Accounting Practice: and have been prepared in accordance with the requirements of the Companles Act 2006 and the Charities and Tn￿tee Investment (Scotland) Act 2005 and Regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (amended). BASIS FOR OPINION We conducted our audit in accordance with International Standards on Audfitlng (UK) SAS (UK)) and applicable law. Our responsibilities under those standards are ￿rther described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in ac￿rdanCe with the ethical requirements that are relevant to our audit of the financial statements in the UK, induding the FRC'S Ethical Standard. and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evldence we have obtalned ts sufficient and appropriate to provide a basis for our opinion. CONCLUSIONS RELATING TO GOING CONCERN In auditing the financial statements. we have concluded that the trustee's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perfornied. we have not identAfied any material uncertainties rejating to events or conditions that, indlvidually or collectively, may cast significant doubt on the charitable company's abl]ity to continue as a going concern for a period of at least twelve months from when the fu￿naal statements are auth0ri5ed for issue. Our responsibilitles and the responsibi]itie5 of the trustees with respect to golng concern are described in the relevant sections of this report.

THECHARITYFOR CIVI£ SERVAKrs AUDrmR'SREPORr OTHER INFORMATION The trustees are respOnsi￿le for the other inforniatlon contained within the annual Teport. The other inforniation comprises the inforniation included in the annual report, other than the financial ststements and our auditorfs report thereon. Our oplnfion on the financial statements does not cover the other inforniation and, except to the extent otheTWiSe explicitly stated in our report. we do not express any form of assurance condusion thereon. Our responsibility is to read the other infonnation and. in doing so, conslder whether the other inforniation is materially Inconsistent with the financial statements or our knowledge obtained Intheauditor otheThviseappears to be materially misstated. If we identify such material inconsistencies QT apparent material misstaternents, we are required to determine whether this gives rise to a material misstatement in the rinanciai statements themselves. If, basal on the work we have perfornied, we condude that there is a material misstatement of this other 1nforniatio￿ we are required to report that fact. We have nothing to report in this regard. OPINIONS ON OTHER mA￿ERs PRESCRIBED BY THE COMPANIES ACT 2006 In OUT opinion based on the work undertaken in the course of our audit the informatlon given in the trustees, report. which includes the dlrectors, report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is cons1Stent with the financial statements; and the strategic report and the directors. report Included within the trustees, report have been prepared in accordance wlth applicable legal requirements. MArrERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEFfioN In light of the knowledge and understanding of the charitsble company and its environment obtafined In the course of the audit. we have not identified material rnisstatements In the strategic report or the directors, report Included within the trustees. report. We have nothing to report in respect of the following matters in relation to whlcb the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if. in our opinion: adequate and proper accounting records have not been kepL' or the financial statements are not in agreement with the accounting records and returns: or certain dlsclosures of trustees. remuneration specified by law are not madtr, or we have not receivedallthe inforniation andexplanations we require forouraudit. RESPONSIBILITIES OF TRutrfEES As explained more fully in the trustees, responsthi]ities statement set out on page 37, the trnstees (who are also the directors of the charitable company for the purposes of cornpany kw) are responsible for the preparation of the fmantlal statements and for being satisfied that they give a true and fairview. and for such internalcontrol as the 40

THECHARifYFOR CIVIL SERVANTS AUDifoR SREPORT trustees deternilne is necessary to enable the preparation of flnancia15tatement5 that are free from n]aterial misstatemenL whether due to fraud or error. In preparlng the financial statements. the trustees are responsible for assessfing the tharitable company's ability to continue as a going concern, dlsdoslng. 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 operatlons, or have no realistic alternative but to do so. AUDITOR'S RESPONSIBILMES FOR THE AUDfi OF THE FINANCIAL STATEMENrs We have been appointed as auditorunder section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and Teport in accordance with theActs and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable aSSUTance about whether the financial statements as a whole are free from material misstatement. whether due to fraud or error, and to issue an auditorfs report that indudes ouropinion. Reasonable assurance is a high level of assurance. but is not a gllarantee that an audit conducted In accordance with ISAS (UK) wiu always detect a material misstaternent when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Details of the extent to which the audit was considered capable of detecting irregularities. including fraud and non-cornpliance with laws and regulations are set out below. A further de5CTiPtion of our responsibilities for the audlt of the financial statements is located on the Financial Reporting Council's website at: . This description forn￿ part of our auditorfs report. ExfENT TO WHICH THE AUDIT WAS CONSIDERED CAPABLE OF DFTEcfiNG IRREGULARITIES. INCLUDING FRAUD Irregularities. including fraud, are instances of non-conipliance with and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud orerror. and discussed these between our audit tearn members. We then designed and performed audit procedures responsive to those Tisks. induding obtaining audil evidence sufficient and appropriate to provide a basi5 for our opinion. We obtained an understandfing of the legal and regulatory frameworks within whldi the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disdosures in the rinancial statements. The laws and regulations we considered in this context were the Companie5 Act 2006 and The Charities and Trnstee Investment (Scotland) Act 2005 together with the Charities SORP (FRS102) 2019. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. In addition, we considered provisions of other laws and regulations that do not have a direct effect on the fmancial statements but compliance with which might be fundamental to the charitable company's ability to operdte or to avoid a material penalty. We also considered the opportunities and incentlves that may extst within 41

THECHARITYFOR CIVII SER VAKrs AUDITOR'SREPORT the charltable company for frnud. Auditing standards limit the required audit procedure5 to identify non-compliance with these laws and regulatfions to enquiry of theTrustees and other management and Inspection of regulatory and legal correspondence. if any. We Identifled the greatest risk of material impact on the financlal 5taternents from irregularities. induding fraud. to be within grant expenditure and the overrlde of controls by management. Our audit procedures to respond to these risks included enquiries of Management. and the Finance and Audit Committee about their own Identfification and assessment of the risks of irregularities. sample testlng on the posting of journals. reviewing accounting estimates for biases. reviewing Te8ulatory correspondence including that with the Charity commissio￿ and reading minutes of meeting$ of those charged with governance. Owing tothe inheTent limitations of an audit. there isanunavoidable riskthat we may not have detected some materlal mtsstatements in the financial statements. even though we have properly p]anned and perfornied our audit in accordance with auditing standards. For example. the further Temoved non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements. the less likely the inherently limited procedures required by audltlng standards would identify it. In addition. as with any audit. there remained a higher risk of non-detection of irregularities. as these may involve collusion, forgery, intentionalomissions. misrepresentations. orthe override of Internalcontrols. We are not responsible for preventing non-complianceand cannot be expected to detect non- compllance with all laws and regulations. USE OF OURREPORT This report is made solely to the charitable compan￿$ members, as a body, in accordance viith Chapter 3 of Part 16 of the Companie5 Act 2006. Our audit work tyas 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 perjnitted by law. we do not accept or assume responsibfility to anyone other than tbe charitable company and the charitable company's members as a body. for our audit work. for this report. or for the opinlons we have formed. Nicola May Senior Statutory Auditor For and on behalf of Crowe U.IL LLP Statutory Auditor ndon Date 26th April 2021 Crowe U.KILP iseligibleioart a5an4udltorfnteTm50f xdionlw of theCompanle5Act200& 42

THECHARITYFOR cl￿ SER VANTS STA TEMENTOFFIJVANCIAL AcfiviTJESFOR THE YEAR ENDED31DECEMBER2020 Fun Note Donatlonj and iegades Other Incon 5.271 165 165 24 61Y3 814 5325 5?25 6,109 Fundrai5in8 S Engagement Investment rnana8ernent Totaicosts of raising funds Ch•rit¥ble a¢tivitie5 1305 1.305 1389 1.418 1,418 1,519 Alleviatin8 need Totsl cbarltable expendlture 6.7T2 6.T14 7,134 6.Tr2 6.714 7,134 8.190 8,192 8.653 Net lexpenditure) for the year Net gain on investments Aduarlal (loss) Igafin on definedbenefit pension scheme P.865) 12) (2,867) (2.544) 4.183 1,492 loa 16 97) Net movement In funds forth• y P.294) 13,296> 3,131 Reconclliation of fiu Funds brought forward at 1Salluary Funds carrled forwaTd at31 Decemb 40.499 55 40554 37.423 Yl.205 1258 40.554 The statement of financial activities incorporates an income andexpenditure account. The notes on pages 46 to 66 fom an inte8ral part of theseAccounts

rHECHARJTYFOR CIVIL SER VANrs BAL4NCESHEETASA T31DECEMBER2020 Intangible assets Tangible assets Investment assets 226 rJ4 35,526 743 39,099 loa 36,486 Debtors Cash at bank and in hand 451 500 L688 1,2S4 Llabiliti•s Creditors: amounts fallin8 duewithln one year (5881 iio 666 37￿96 40.554 Net ass¢ts exeluding penslon Ilabfillty 37,596 40,554 16 1338) Y1258 40.554 The funds of th• Charity: u￿¢StrICtEd funds Revaluation reserwe Penslon (deficlt) Y1,176 367 38 40.132 367 37 40,499 53 258 40.554 Approved and authorised for issue by the Trustees on 26March 2021 and signed on thelr behalf by.. chair: Peter Sehofield The notes on pa8e$ 46 to 66 forn an integral part of these accounts

THE CHARITYFOR CIVIZ SER VAJVTS STA TEMENfoFCASHF£OWSFOR THE YEAR ENDED31 DECEMBER 2020 Cash t]0￿ from operating artivlifies: (2,915) (2.913) Cash tknvs from Investlng a¢tfviti•s: Investment ineome ]nvestment income reinvested Purchase of intangible assets Purchase of property, plant and equipment Payments to pension fund Disposal of investments N•t eash provAded by finvesting actfivltles 814 (792) (21} (li) (622) 3500 (626) P28) 16 loa (638) 4568 3,652 2.868 perAod Cash and cash equivalents atthe be8hth of th• reportln8 period Cash and eqaivaknts atthe end of the rwtitig perlod (45) 500 545 500 Recondllatlon of net lnc0melex￿djtrTrt0 net cash flow from operatkn8 acthltles Net (expendlture) / Income forthe reprtlng perlod ( the statement of flnavi￿ Adjustments for: (Gain) on inve5trnents Depreciation S amortisation charges Investment income 13,296) 3.131 (368) 14,183) 869 (6031 303 {814) Decrease in debtors li (Decrea5e)/ Increase in creditors Net pension schemeexpenses Pension S￿￿Me loss / Igaln) N•t cash wed In opeTatln£ actlvld 16 177 325 16 {1.492> {2,913} ￿.9￿1 B. Analysls of cash and¢ash equlvaients Cash in hand soo Tot￿ cuh •ndcash equivalents 500 The notes on page$ 46 to 66 fonn an integral part of theseAccounts 45

rHECHARITYFOR CJVJZ SER VANTS NofES n? THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020 ststus of the Charlty The Charity was incorporated in England and Wales on 16 lune 2010 (company number7286399) and is limited by guarantee of its members. The guarantee of each member is Trstricted to £1 sterling. The address of the registered offjce 15 No. S Anne Boleyn's Wallt, Cheam. Surrey. SM3 8DY. Ibe Charity meets the deflnltion of a publle benefit entity under FRS 102. It ts registered in England and Wales (charlty number. 1136870) and in Scotland (charity number: SC041956). Basis of preparatlon The financial statements have been prepared in acconlance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing theiT accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective l January 2015) - (Charitles SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 and the Companies Act 2006. The financial statements are dravm up under the historical cost conventfion except that the freehold property was valued as at 30 June 2000 and investments are carried at nwket value. The fInancial statements are presented in pounds sterling whicb is alsothe functional currency of the Charity. The Charityhas one wholly owned subsidiary undertaking, CSBF Enterprises limited (cornpany number 03119311). This is not consolidated on the basi5 that the amounts in the subsidfiary are iJnmateTial in the context of the Charity. Coln8 concern The Trustees have assessed the Charitys ability to continue as a going concern. The Trustees have considered wieral factorJwhen forniingtheirconclusion as towhether the use of the going concern basis is approprlate when preparing these financial statements including a reviewof updated forecasts to the end of 2022. a consideration of key risks, including the impact of coronavirus. that could negatively impact the charity and the latest available valuation of the Investment portfolio. The Charitys principal Sour￿ of income continues to be regulaT monthly contributions from individuals, both serving and retired civil servants. This represented approxirnately 75% of the Charl￿S income in 2020. As reported in the rmancial review. contributions in 2020 reflected a net 7% decline and this trend has continued to be m￿lelled in the revised forecasts. The key area of untertainty relates to any impact of market turmoil on the valuation of investments. The Trustees are satisfied that the Charity has sufficient reserves and liquidity within the investment portfolio to continue as a going concern for the foreseeable future. Cash flow forecasts are regularly prepared and assets in the investment portfolio can be liquidated to meet short tenn requirernents.

THECHARifYFOR CIVJ£ SER VANrs NofES ro rHEACCOUNTSFOR THE YEARENDED31 DECEMBER2020 After considering these factors. the Trustees have conduded that the Charity has a reasonable expectation that there are adequate resources to continue in operatlonal existence for the foreseeable future and have continued to prepare the financial statements on the going concernbasis. Income Income is recogntsed in the accounts of the Charity when all of the following criteria are met.. Entitlement- control over the rights or other access to the economic benefit has passed to the Charity. Probability- it is more likely than not that the ￿onoMiC benefits assodated with the transaction or gift will tlow to the Charity. Measurement - the monetary value or amount of the income can be measured reliably and the costs incurred for the transaction and the c¢)sts to complete the transaction can be measured relfiably. Contributions. and any related recoverable tax, are accounted for when they are du Donations are accounted for when received. Pecuniary ]egacies are recorded as income when notified: residuary legaties are recorded when the Charity is legally entitled to the Income. ￿CeIpt IS PTobabie and the amounts can be reasonably quantlfied. Income from investments is accounted for when distributions are notified by the inveslment Managers. Income fD)m Government Grants is recognised using the accrual model basis. Grant Income Is recognised when there is reasonable assurance that a) any conditions attached to receiving the grant wiu be met and b) the grants will be received. Grants relating to revenue are recogni5ed in income over the peri(*Js in which related costs are incurred forwhich the grant is intended to compensate. EX￿alture and Irrecoverable VAT Expenditure is recognised once there is a legal or constrnctive obligation to commit the Charity to expenditure as a result of a past event, it is probable that settiementwill be required and the arnount of the obli8ation can be measured or estimated reliably. Grants payable a￿ accounted for when approved by the Charity and notified to beneficiaries. All other expenditure is accounted for on an accruals basi5. Governance costs Tepresent expenditure on strategic planning for the Charity's future development. internal and external audit. legal advice to trustees and costs associated with constitutional and statutory requirements including the cost of Board meetings and preparing statutory accounts. Costs which cannot be dlrectly attributed to individual actfivities reflected on the Ststement of Financial Activities are a]ktated on a basis consistent with the use of resources, being the relevant proportions of either staff costs. time spent or assets utilised. Irrecoverable VAT is charged as a cost against the actlvity for which the expenditure was incurred 47

THE CHARIIYFOR CIVIL SER VANrs NOTES ro rHEACCOUNTSFOR THE YEAR ENDED31 DECEMBER2020 A]location of support costs Supportcosts are those functions that assisttheworkof the Charitybut do not directly undertake charitable activities. Support costs include central management and office cost5, finance, HR, inforniation technology and systems. analysfis and Insfight. defined benefit pension stheme expenses and governance costs which support the Charity's actthvfities. These costs have been allocated between cost of raising funds and expenditure on charitable activlths. Tangibkn fixed assets Tangible r￿ed assets costing more than £l.000 are capitalised. All r￿ed assets are recorded at cost. except the freehold propertywhich was re-valued as at 30 lune 2000 and is recorded at this value. and are depreciated at rates to write off the excess of the cost or valuation over the anticipated residual value of individual assets evenly over thelr estfimated useful lives. These rates are currently as follows: Freehold building and property improvements 2-3% p.a. on valuation and cost Flxtures, fittings 8 Offi￿ equiprnent 15% pa on cost Other computer hardware & software purchased before IIanuary 2017 33i/J % p.a. on cost Intanglbie fixed assets Intangible r￿ed assets are non-monetary fued assets that do not have physficai substance but are identlfiable and are controlled by the Charity through custody or legal rights. An intangible asset is recognised when it is separable or arises from contractual or other legal rights and if it is Probable that its expecled future economic benefits will tlow to the Charity, and if its cost or value can be measured reliably. Intangible fixed assets costing more than £2.000 are eapitalised. Intangible assets are measured Initlally at cost and subsequently at cost less Impairnient and less any accumulated amortisation. The residual value of intangible xed assets is nil when calculating the charge for amortisation unless reliable evfidence exists to the contrary. Amortisation of intangible r￿ed assets is charged as an expense to the relevant statement of finanaai activities (SOFA) category ret]ectlng the use of the asset. Intangible assets are amortised on a straight-line basis over their useful economic lives. If the useful ]ife cannot be estimated reliably it is presumed to be no more than five years. Amortisation Commen￿ on development expenditure when an intangible asset is available for use. The amortisation rates used are as follows: Software and website costs: 331A % per annum Intangible assets are only rviiewed for impainnent if there are indicators that the asset may be impatred. Investment assets Investments are measured initiallyatcost andvalued In theba]ance sheet at fairvalue (their market value) at the balance sheet dats. Investment Det gains and losses.

THECHARifYFOR CIVll SERVANTS NofES ro rHEACCOUJYfsFOR fHE YEAR ENDED 31 DECEMBER2020 whether realised or unrealised. are combined and shown in the heading 'Net gainsl(losses) on investments, in the Statement of Financial Activities. Pensions Employer costs relating to the defined contnl)ution penslon stheme are included as expenditure when they become payable in accordance with the rules of the scheme. The Charity also contributes to a defined benefit pension scheme. which was dosed in 2004 to future benefit accrual. The current service costs of the scheme. together with the scheme Interest C05t le55 the expected return on the scheme assets for the year, are charged to the Statement of Financial Activities. The actuarial gains and losses on the scheme are recognised immediately as other recognised gains and losses. The assets of the stheme are measured at fair value at the balance sheet date. Liabilities are measured on an actuarial basis at the balance sheet date using the projected unit method and discounted at a rate equivalent tothecurrent rate of return on a high quality corpox7te bond of equivalent terni to the scheme liabilities. The resulting defined benefit asset or liability is presented separately after other net assets on the face of the balance sheet. The Charity has financial assets and finanaal liabilitie5 of a kind that qualify as basic financial instruments. Basic financial instruments aTe initially recognised at transaction value and subsequently rneasUr￿ at amortised cost. Financial assets held at amortised cost comprise cash and bank and in hand. short term cash deposits together with debtors exciudlng prepayments. Financial liabilities held at amortised cost comprise short and long term creditOTS excluding deferred income and taxation payable. No discounting has been applied to these financial instnllnents on the basls that the periods over which amounts will be settled are such that any discounting would be immateriaL Investments. including bonds and cash held a5 part of the investment portfolio are held at faiT value at the balance sheet date. with gains and losses being recognised within incorne and expenditure. Investments in subsidiary undettakfings are held at Cost less impairment. Critical accounting JUdgen￿nts and key sources of estimation ty￿ertaInty In the application of the accounting policies, trustees are required to make judgements, estirnates, and assumptions about the carrying value of assets and Ilabilities that are not readily apparent from other sOU￿es. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ frorn these estimates. The estiraates and underlying assumptions are reviewed on an ongoing basi5. Revisions to accounting estimates are recognised in the period in which the estimate is Tevised if the revision affects only that period or In the perfiod of the revlslon and future periods if the revision affected current and ￿tllre periods. The only significant source of uncertainty in our estimations that have a significant effect on the amounts recognised in the financial statements is the defined beneflt pension scheme. Further details. includingassumptionsused. aredisclosed in Note 16. 49

THE CHARITYFOR CIVIZ SER VANrs NOTES ni THEACCOUNTSFOR THE YEAR ENDED31 DECEMBER 2020 i) Regular contributions from individuals ContrIbutions from employer organisalions t*gacies Donations 4,025 4.300 153 253 436 CSBF Enterprise lamited-profits donatsd Fundraising events 28 102 Government Grants 119 Lotteries 46 24 165 24 Income from government grants resulted from daims made to the Coronavirus Job Retention Scheme. Interest receivable Change in accrued investment Income Interest from B￿]ng Asset Management portfolio Te.invested Dividends from Baring Asset Management portfolio re-invested 20 450 459 176 333 603 814

THE CHARJTYFOR CJVI£ SEIIVANTS NofES ro rHEACCOUNTSFOR THE YEARENDED31 DECEMBER2020 Dirert Supprt (Nrte 4a) Costs ofratslng funds Fundraising S engagement Investment costs 551 305 1,389 130 551 L418 1,519 Charltable actlvltl•s Alleviating need Totsl expenditure at 2020 Total expenditure at 2019 1.659 &659 2,924 2.191 2.742 2.584 6,714 8.192 7,134 8,653 4.096 (a) Analysls of fAnan¢lal wpp 2020 2020 2J2Q 2019 2019 to help in the followin8 circumstances: - bereavement . carlt)g - disability - domestie abuse - emergency situation - ill health - poorwellbeing - reduced or low incon - relationship breakdown - unstablelunsafe living arrangements - community projects 186 186 186 iii iii 30 30 55 30 30 223 74 2YI 294 ioi 395 153 332 332 153 470 474 161 161 195 195 30 30 33 33 &659 1,867 106 There were no repayable grants P019: none) agreed durlng the year. The total outstanding at 31 December is shown in Note 11 to the Accounts. 51

THECHARITYFOR CIVII SER VANrs NofES TO THEACCOUNTSFOR THE YEARENDED31 DECEMBER2020 Ib) Anaiysls of 8UPPOrt costs Cu¥t¥oe Fundratsln8 & engagement IS9 35 96 61 551 519 632 26 142 193 291 245 2.191 2.065 In 2020 791 32 241 364 364 467 306 2,742 2.584 315 2,584 tn 2019 r20 325 226 324 247 All￿ation is based on the use of resources. being the relevant proportions of staff costs. time spent and assets utilise {c) Anaisryls of 8overnAnc•costs Board of Tnthes expense3 Annual Reports & accounts Audit fees Other fees pald to auditors for assurance services l£gal S Consultancy fees 21 21 32 40 Thls Isstated after charging/crediting: Amortisationldepredation d)arge foTthe year Auditors, rernuneration-audit fees (excluding VAT) Other fees paid to auditors {exduthn8 VA 18 17 The t￿￿teeS and peTsons connected with them have not received or obtained any remuneratlon or other financialbeneflts durin8 the year, directly or indirectly from the Charitys funds12019: niD. Durin8 the year one trustee was reimbursed a total of £51 travelling expenses12019: one tn￿ee. £124).

THECHARITYFOR CJVJ£ SER VANrs NOTES ro rHEACCOUNTSFOR THE YEARENDED31 DECEJVHER2020 Employee and staff costs Staff Costs during the yearwere as follows: Salaries 4.047 412 3,476 350 Employer's nationalinsurance Employer's Tegular pension scheme contribuuons 502 434 4.961 4.260 During the year. there were 7 tern]Inatlon pa￿ents made amounting to £137k {2019 £14k). TheTe were no outstanding payments at the end of theyear. Average number of employees- Full.tirne equivalents (Head¢ount) Marketing and Income Generdtion Help. Advice and Service Management and Central SerJAces In 2020 12 (13) 24 {25) 13116) 25 (27) i (1) 25 {28) 26 POI 74 (80) 28 (31) 69 C16) 36 (38) 38 (43) 26 {29) loo (iio) 97tt 371401 38 {43) 22124) 97 (10 In 2019 The analysis of headcount has been changed frnm the prlor year to more accurately reflect the current organisational structure. Number of employees with emoluments {includin8 taxable benefits but exduding employer pension costs) exceeding £60.000: £60.001- £70,000 £70,001- £80.000 £80.001- £90.000 £90.001- £100,000 00.ooi - £iio,000 Employer pension contributions paid in rest*ct of a defined contributions pension scheme £52,029 £54.034 The key management personnel of the Charity comprise the Chief Executive Officer and three Diwtor& The total employee benefits of the key management personnel of the Charity were £430531 (2019: £392.129). induding salary, employer pension contributions, Health Cash Plan premiums and employer National Insurance contributions.

THE CHARITYFOR CJVIZ SEA VAAITS NofES ro THEACCOUNTSFOR THE YEARENDED31DECEMBER2020 Our senior management team rernunerntion in 2020 was as follows: 2020 2019 Total Pension Temunerati remuneratl conts. on Posfitlon Chief Executive £100.735 £14.1￿3 £114.838 £iu,In Director of Help and Advi £79.493 £222 i. £90.844 £88.739 Dtrector of Fjnance 6 Corporate se￿ices £222 £IZ2fl £ioo.i £97.254 Directorof Strategic Marketing and Income Generation tioined 9.12.19) £76.406 £222 £4584 £81.212 £4.903 Director of Marketing and Audience Engagement (left 25.7.19) £47390 Total remunerailon £3fl.006 £350.4S7 Employers Nt Dependents Pension Benefit annual premium (not BIK)-closed 31st March 2020 Grand Total £38.417 £853 £3.255 £430,531 £392.129 The Charity had 611volunteers situatedacross the UKbythe end of 2020. We recrnited 204 newvolunteers throughout the year. The majority of these volunteer8 are working efivll servants and are based In 38 government departments. All these Volunteers transitioned to the new roie of Champions In October 2020 a5 members of our new engagement network. Our volunteers have either received help in the past or know a colleague, family member or friend who has received help and are inspired to contrlbute to the Charity

THE CHARJTYFOR CIVIZ SER VAAirs NOTES TO THEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020 in this way. Theypromote the Charity communications and circulate materials within theiT workplaces. Volunteers also help to promote the Charity's services by distributing promotional materlals. attending workplaceavRreness events, delivering talks on the services we provide and advising colleagues on how they can apply for help. Volunteers help us to test new digital initiatives. forms and tools prior to their launch to enable us to ensuTe our products are offering the right service a5 well as functioning to a high standard. Webslte software Cost orvaluatlon Balance at 01.01.2020 82 Additions 228 Balance ot 31.12.2020 310 Accumulatedamortlzatlon Balan￿ at OLOI.2020 36 Charge forthe yeaT Bol¥nc• Jt 31.12.2020 N¢tboolt value at 3L12.2020 Netbookvalue at 31.12.2019 226 226 Assets in the course of constructlonwere £43.174 (2019: ni flttlngs ￿ld equipment Cort orvaluatlon Balance at OLOI.2020 Additions Disposals Balance at 31.12.2020 Accumulatsd depreclatlon Balance at OLOI.2020 Disposals Charge for the year Balanc• at 31.12.2020 Netbookvaiue at 3L12.2020 Netbookvalue at 3112.2019 531 27 151) 507 L471 940 1,447 238 490 {521 728 {521 250 690 702 41 743 55

TrIE CHARfTYFOR CIVII SER VA￿￿$ NOTES ro rHEACCOUNfsFOR THE YEAR ENDED31 DECEMBER 2020 The Charity'5 property at No 5 Anne Boleyn's Walk. Cheam, was re-valued by Christie 8 Co, Surveyors. Valuers and Agents. in lune 2000. All adjustments necessary to retlect the value as at that date were charged to the Revaluation Reserve. Subsequent depreciation has been based on the re valued amounts. (a) Investment portfollo The investment portfolio is managed by Baring Asset Management and ts held mainly fin the fonn of bonds and Index-iinked funds. Movements In the Investment portfollo kn th¢ y•ar Marketvalue at ljanuary Dividends received- re.invested Interest re-invested Net I disposals) Netinvestrnent gain 39.099 176 37.624 451 459 14,$68) (3.5001 4,183 39,099 The investments shown above as managed by Barings have been valued at fafir value (their market value) on 31 December 2020. Additional disdc>sure on investments held by Barlng Asset Management is set out below. reflecting the asset types and geographical analysis of the underlying investments. Market Value V•lue % Total % Total Equltles .Unlt•d Kingdorn 7.92% 7A0% 5.188 4.113 792 132PA 10.52% 2.02% 2.30% 9.84% 6.35% 44.30% 2.629 .Global .Japan .NorthAmerlca .Em¢rylng market 2.n% 26.56% 8.79% 18.964 5338% 9.435 3.846 2.485 17322 Bonlts 14.974 38.30% 4.105 10.50% 1.30% Alternative equlty Z84% 5.28% Im6 4,613 IL80% 202 osrA 2.022 5.17% F¢)relgn exchange contracts 831 134% 0.43% Totsiportfoll 35 6 100.00% 39.099 ioo.oo%

rHECHARifYFOR CIVIL SER VANTS NOTES ro rHEACCOUNfsFOR THE YEARENDED 31 DECEM3ER2020 At 31 December 2020, the Charity had entered into 42 foreign exchange hedging contracts to reduce the risk of th￿ncY fluctuations in oVe￿eaS assets. Of these. 41 contracts expired in January 2021 and I contract in February 2021. (b) Investment In subsidiary The Charity has an investment in one wholly owned subsidiary CSBF Enterprises Limited. a company registered in England S Wales. No. 03119311. with ordinary issued share capital of 7 shares of £1 each. The investment is held at a cost of £7. As the accounts are rounded to £'OOOs. this investment is not shown on the balance sheet. and consolidated accounts are not prepared, as the subsidiary is not material to the assets. liabillties or net results of the Charity. The subsidiary had minimal actlvity during the year and does not employanystaff directty. The administrative charge to offset the cost of time spent by Charity staff on behalf of CSBF Enterprises Ltd was nll (2019: r7.679). In 2020 it made a105s in the year and no donation has been made to the Charity.12019: Profit £1.941) Its reserves at year end were £9,n3 {2019= £10,270). At the year en(L CSBF Enterprises Limited owed the charity £624 P019: £10.263)

THE CHARITYFOR CJVIZ SER VANrs NOTES ro THEACCOUJVTSFOR THE YEARENDED31 DECEMBER2020 OtherdebtOTS: Repayable grants Sundry debtors PrePa￿nts Accrued income: Contributions frDrn individuals 12gacies Trx credits on glft aid donations Other accrued income Investment income Ih* from CSBF Enterprises Ltd 170 174 145 33 14 103 76 38 io 451 Trade creditors 175 224 Othercreditors Pension contributions 51 Taxation and social securitycosts Accruals ios 245 208 Rentals charged in the year Equipment 31 Eqiilpm¢nt are due as follows: - in less than one year - in more than one year and less than five years 32 33 58

THECHARITYFOR CJVIZ SER VAJifTS NofES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020 The Charity maintainsvarious types of fund as set out below. Unrestrficted funds represent the free funds of the Charity which are expendable at the discretion of the trustees to further the objects of the Charity. Restrirted funds are those funds which are to be used in accordance with specific restriction5 imposed by donors or which have been raised by the Charity for particukr purposes. Customs S Excise F￿llY Fund A restricted donation of £30.000 was given to the Charity fin March 2006, following the dissolution of The Customs S Excise Family Fund. This was to provide Christmas grants to rtain members of the Family Fun¢ in line with the wishes of their trustees. Interest earned on the Restricted fund ￿￿S £0 {2019: £0) and grants expendfiture was £66012019.. £540). Creedy House Care Foundation Creedy House Care Foundation. a registered charity. whose object was to make payments to beneficiaries, was dtssolved at 31 December 2010 and its net assets were transferred to the Charity as restricted for use of beneficiaries. payments. Interest earned on the restricted fundwas £012019: £0) and grants expenditurewas £0 as the fund was fully depleted in 2019 (2019: £63.091). Fenton Trust Restrlrted donatfions of £20.000 and £15.000 were given to the Charity in March 2013 and September 2015 respectively to support current. fornier and retired civil servants of grades executive officer and above residing in the UK. This is to provide grants for essential househoidbills and items and help with mobility requirements. Grants expenditure in 2020 was £0 (2019: £597) due to no applications being received in the year. Clvll Avlatlon Authorlty Fund A donation provided by the Civil Aviation Authority was restricted to provide help to CA retired staff and their dependants. In 2020. the interest earned on the restricted fund was £0 (2019: £0) and £7n was spent P019: £0) on applications from CAA retirees or their dependants. Dementia Fund In 2014, CSIS Charity Fund donated £28.000 to be spent on Dementia servi￿. No funds were spent in 2020 (2019: £0). During 2019. a new project was developed in partnership with Den)entia UIL A part of this was a pian to deliver face to face support sessions led by Admiral Nurses in civil service workplaces. However, the COVID-19 pandemic led to these being cancelled. Instead, the project has focused on the development of digital engagement through the pilot of online 59

THECHARITYFOR CIVI£ SER VAKrs NOTES n? rHEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020 cllnics and an online appointment based modeL We are now evaluating this approach and hope to see thi5 rolled out in 2021. which in turn would see spend against this fund. In 2019. the Northern Lighthouse Board donated to the Charity ll.n9.62 whlch represents the closing funds of the James Coats JuniorFergusJie Paisley Memorial Fund, known as Blad( Bequest. The amount is restricted to be used to supply Lightkeepers or their dependants who are or have been in the employ of the Northern Lighthouse Board with benefits in Ilne with those offered by the Charity. No interest has been earned on or money spent frorn the Fund in 202012019: £0). £000 17 £000 £000 £000 (i) £000 16 Customs S Excise Famlly Fund FentonTrust CAA Fund Black Bequest Fund Dementia Project Fund (i) p) December2020 Analysis of net assets by fund IntsnElbl• Net Defined Penslon Totsl £000 Y1,543 (3381 53 £000 960 £000 35.526 £000 LO57 £000 General reserves Pension reserve P38) Balance at 31 Decemb•r 2020 35526 iio (338) Y1,258

THECHARJTYFOR CIVIL SER VAhYTS NOTES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020 An￿y¥s¥ of movennts forthe YearEnded 31Dee¢mber 2019 Balanc• Funds £000 £000 17 £000 £000 17 Customs S Lxcise Family Fund Creedy House Care Foundation Fenton Trust CAA Fund Black Bequest Fund Dementia Proprt Fund Balance at 31 Deeth 2019 164) 117 55 Anaty8ts of n•t a$￿ts by fund theyear Ended 31 D•c•mbv2019 Intsnglble 6 lan2lbl• N•t Inv•slm•nt Total £000 40.499 £000 £000 39.099 £000 611 £000 General reserves Pension reserve 55 Balancé at 31 Dec¢mber 2019 40,554 No corporation M arises as the Charity forcivil Servants is a TegisteTed Charity. and 15 able to lake advantage of the tax relief available to eharitable bLMlies. The Charity for Clvil SeTwants partiapates in a non-contributory multi-employer defined benefit staff pension scheme. which was forn)ed for all pennanent members of staff, wlthin certain age criteria, of the Charity for Civil Servants and certain other employers. The assets of the scheme are held separatety from the assets of the Charity. The scheme has its own Irustees who are responsible for the scheme whid) is administered on their behalf by Mercer. The scheme was cl¢)sed to all staff for future benefit acc￿￿1 with effect from 5 April 2004. The Charlty also operates a detlned contribution group personal pension scheme which is administered by lgal 6 GeneraL Thecharity pays varying levels of CODtributions on behalf of the employees. based on their numtw of years. service and levels of employees, own contributions. 61

rHECHARITYFOR CIVIL SERVANTS NOTES ro rHEACCOUNTSFOR THE YEAR EAfDED31 DECEMBER2020 A full triennial actuarial valuation of the defined benefit scheme was undertaken at 6 April 2019 by an independent qua]ified aetuary. This ￿ealeda deficit, on the assumptions used. of £1,855.000. The employers signed up to a recovery plan which is intended to eliminate the shortfall by S April 2023. The Charity is commitled to payin8 the following contributions and expenses. Y¢ar CoDllnen¢in ril 2019 6A rll 2020 6A ri12021 ri12022 Contributlon £485,892 £453.446 £468.460 £483,924 £141000 £188,000 £188.000 £188,000 The be￿ estimate of contributions to be paid by the Charity for the year beginning l January 2021 is £652.707. Detailed disclosures for the defined benefit pension scheme. in accordance with FRS102. are set out below. £000 £000 Fair value of scheme assets 23,025 (23,363) (338) 21.175 Present value of scheme liabilities {20,8751 300 {D•fftit) I surplus in Scheme In its December 2019 accounts the Charity chose not to rwnise the Surplus on its balance sheet 8iven the triennial actuarial valuation produced a deficit and the eonsequential recovery plan that the trustees have signed up to. There is a defidt In the scheme as at 31 December 2020. Reconclllatlon of openlng and cioslngbalances of the presentvallle of sth¢m¢ Mablllties £000 20.875 £000 22.162 12711 r18 581 Scheme Ilablliti•s at ljanuary Change In eA￿LOYe￿8 sharn ir/ 413 2,613 Interest cost Actuarial galn 12.5631 20,875 23,363

THECHARJTYFOR CIVIL SER VANrs NOTES n? rHEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020 Recondllatlon of owln8 and closln8 balances of the falrvalu¢ of scheme awts £000 21.175 £000 Falrvalue of scheme assets at ljanllary Change in employerfs share Interest ineome 20,Yll (2) 423 P55) $36 Actuariaigainlooss) Contributions byemployer Benefits paid & scheme expenses Falr value of stheme wets at 31 Decen I.S06 2,464 638 622 (2.563) 21,175 23,025 £000 £000 Interest cost 147) Seheme expense5 Change in employer's share Total (Charged) wlthln net In¢on Actuarial Ilosses}/gains Total (chaTg•dVcredit•d to tho St•tement of Flnanc Acitvfities (irn {2) (179) IZ78) 1325) 1.492 (Y16) 1,167 The cumulative amount of ac￿arial gains or losses recognised in the statement of reco8nised gains and losses since the adoption of FRll02 is £734.000 Ios5 {2019: £65.000 8ain). Fatr value of Schen￿ assets £000 1.541 1.541 12362 UK equity Other equity Global equity Absolute Return Bond Fund liability Driven Inveslment Cash Total value of asjets 1.787 17WI 13.490 1.963 3.918 80 7.8% 7.8% 7.3% 7.3% 58.6% 8.5% 17.0% 0.3% 58,4% 8.8% 15.6% 16% 3.300 558 23.025 loo% 21.175 loo%

THECHARifYFOR CIVJL SER VANrs NofES n? THEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020 Infiation (RPD Infiation ICPD Dlscount rate 3.1% 2.55% 1.4% 3.1% 2.1% Allowance for Increase in pensions: lowerof CPI or5% (effective from April 2017) Rate of rewaluatlon of deferred pensions of CPI +1% 253% 2.15% 3.55% 3.1% Rate of revaluation for deferred pensioners: IA)wer of CPI or 5% Cash ¢¢mmutation allowance {% tax free cash) WlihdTawai allowance Assumed life expectations (no. years) on retirement age of 60 Retiring today. males Retiring today: females Retirlng In 20 years: males Retiring in 20 years: fernales 2.55% 85% None 2.1% 85% None 26.0 28.5 Zl.5 30.0 25.8 28.2 26.9 29.4 Defined benefit Scheme assets Surplusl(Deficit 23,025 23?63 38 2L175 Po,￿5) 300 122.162) 20311 {1.791) I￿.702) 21.796 11.906) 124,044) 20,557 P,487) Adiustment due to limitatlons on recognitfion of surplus Experlence adju$tment'. gain/Qoss) on scheme liabilitles 31JO 13001 (66) In 520 Effect of changes in demo8raphiclother assurnptions re: the Present value of the 8eherne liabilities,. gain/loss P.7f4 11350? i.iTJ (28) (4.305) Return on stheme asset&. gains/(losse$) assets (L333) 988 1,326

THECHARifYFOR CJVIL SER VAhTS NofES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020 Flnancial assets measured at fairvalue 35,526 39,099 Financlal assets held at falr value 5nclude assets heM as investments There were no related party transactions in 2020 P019: no tfdnsactions).

THE CHARifFFOR CIVIL SER VANTS NOTES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER2020 19. Donatlom and1•8acles 5.269 24 24 Inv¢rtn*nt In¢ome 814 6,107 6.109 Rai8in8 funds Fundraising S Engagement Investment management Total costs of ra￿ll£ fonds Charltable actfvltl¢s L389 1519 519 Alleviatlng need 7.lY70 7.134 7.IY70 7,134 8,653 Net expenditure forthe year Net 8ains on investments Actuarial Bain on defined benefit penslon scheme Net nxryement in funds forth¢ year {2,482) 4,1￿5 1.492 (62) P.$44) 4,183 1,492 3.193 162) Reconclllation of funds Funds brought foThMard at lJonuary 2019 Funds earried forward at 31 Decen)b•r 2019 37,306 117 40.499 55

HEAD OFFECE: 5 Anne BoIeyn's Walk, Cheam, SM3 8DY T: 020 8240 2400 F: 020 8240 2401 E: [e-mail] W: foryoubyyou.org.uk Iforyoubyyou @foryoubyyo Thécivil ServicelenevolenLFund CompahyJSmitdby2ua￿t*e7￿399. A¢￿tity registeredattheaboveaddre5s inEnsJandandWalesw.1136870 and In5eOtl¥ndSC041956. OurmOneyad￿Isattthor￿ and[e￿￿ted byiheFinandalCondurtAlltknriryTrTN: 614489. FR