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2022-03-31-accounts

2021/22

serious alcohol harm. But change is possible. Let’s create that change.

We are Alcohol Change UK

We work for a world free from the serious harm caused by alcohol. We’re not anti-alcohol. We are against the suffering that it causes. Serious alcohol harm affects millions of families, damaging and ending lives. It impacts all of us, whether through a loved one’s suffering, damaged communities or avoidable costs to frontline services. But alcohol harm is not inevitable. We work across the UK to reduce alcohol harm.

We do this with compassion, with ambition, and by seeking and telling the truth about alcohol harm and how to end it.

Change is possible. Let’s create that change.

Annual report and financial statements of the trustees of Alcohol Change UK[�] Year ending 31 March 2022

Contents

01 Welcome
04 What we do
05 Our activity and impact
22 Our strategy and plans
26 Our finances
29 How we are run
35 Independent auditor’s report
38 Serious alcohol harm
Financial statements
40 affects millions of families,
Notes to the accounts
57
Officers and contacts		 damaging andending lives.

1 Alcohol Change UK is the operating name of Alcohol Research UK, charity registration number 1140287 (England and Wales).

01 | Welcome

Welcome from the Chair

Reducing alcohol harm is essential if people across Britain are to be happy and healthy. Alcohol harm is one of the most common causes of illness, early death, low productivity, and crime and disorder that we face as a society. We can have a better country if we tackle alcohol harm.

The good news is that the solutions are right in front of us. Alcohol Change UK works holistically, to deliver the five big changes set out in our 2019-24 strategy:

This report covers the period 1 April 2021 to 31 March 2022. Two of my fellow trustees, Will Haydock and Ranjeet Kaile, stood down this year. Both contributed a massive amount to the charity during their time with us so my sincere thanks to them. We were delighted to welcome Adam Uttley as our new Treasurer in June 2021.

2021-22 was just our second full year of fundraising and it saw us taking big strides forwards, giving people across the UK the

chance to express their passion for ending alcohol harm, whether through creative fundraising efforts, quiet giving, or heartfelt gifts in memory of a loved one killed too young by alcohol. We were also excited that over 9,000 campaigners and activists joined us, wanting to use their time and passion to end alcohol harm sooner.

Most importantly, this report is about the difference we make.

Most importantly, of course, this report is about the difference we make. We are committed to improving the lives of millions of people and families across the UK. My huge thanks to our staff team for achieving such progress, to my fellow trustees for their insight and good governance and to all our supporters who share our belief that alcohol harm is completely avoidable. Looking ahead, our 2022-23 plan stays true to our strategy and will see us continuing to develop our impact-centred work programmes. With your continued support, we can and will make alcohol change happen faster.

Fiyaz Mughal, OBE Chair of the Board of Trustees

Alcohol Change UK | Annual Report 2021/22

02 | Welcome

Welcome from the Chief Executive

Alcohol harm is huge in scale and affects every single one of us. It damages families. It blights communities. And it holds back society, causing untold (avoidable) disruption to our NHS and our criminal justice system.

But at Alcohol Change UK we passionately believe in the power of people to come together to end alcohol harm and create a better society:

So much of our work is driven by and for people who support our mission to end alcohol harm:

StopSoberShaming … to end the life-threatening pressure on others to consume alcohol.

Drinking levels in the pandemic have led to a level of alcohol deaths not seen since records began. Change is possible … and urgent. Please join us, so that we can win this fight against alcohol harm and create a better society for us all.

Dr Richard Piper Chief Executive Officer

Alcohol Change UK | Annual Report 2021/22

improve the health and happiness of

04 | What we do

What we do

Alcohol harm is complex and requires a holistic solution. Our work is diverse but coherent, delivered through eight inter-linked work programmes. The following pages summarise the activities and impacts of our eight work programmes during the year 2021-22.

1. Research and innovation

2. Engagement

3. 4. 5. 6. 7. 8. Policy and Culture Information Behaviour Improving Alcohol influencing change and advice ch ~~ang~~ e alc ~~oho~~ l at work treatment ● Advising ● Stories across ● Sector-leading ● Dry January ● Standing up ● Helping national national media website for the alcohol governments and digital ● Sober Spring treatment ● Powerful resources system ● Influencing local messaging ● Try Dry app policies across our work, ● Outreach ● Driving ● Improved normalising ‘not via diverse ● Flexible support innovation in ● Working in drinking’ and channels, offered via commissioning practices coalition challenging including social the website and treatment, through the the stigma media and long-term e.g., the Blue ● Alcohol Health around having email journeys Light approach, Alliance and a drinking ● Running Alcohol assertive Alcohol and problem Awareness outreach ● Enhanced Families Week Alliance ●

● Grants for innovative research

● Training and consultancy

● All Party Parliamentary Group on Alcohol Harm

Alcohol Change UK | Annual Report 2021/22

05 | Our activity and impact | Research and innovation

1. Research and innovation

Alcohol harm is a topic rife with opinions, many of them ill-informed or based on outdated ‘myths’ and half-truths. Research and evidence are essential if we are to ensure that action to reduce alcohol harm is effective. At the heart of our work is a commitment to rigorous research and an accurate understanding of alcohol harm and the best ways to reduce it.

Highlights

● In October 2021, we commissioned a major project on the Framing of Alcohol Harm looking at the foundational question: how should we talk about alcohol harm if we want to shift public attitudes? This two-year project is being delivered by the Institute for Social Marketing and Health (ISMH) at the University of Stirling, University College London, University of Sheffield, London Southbank University and the London School of Hygiene & Tropical Medicine, in partnership with FrameWorks UK.

Alcohol Change UK | Annual Report 2021/22

06 | Our activity and impact | Research and innovation

Example

Investigating online alcohol sales

‘Delivering a problem’ showed that illegal alcohol sales - to under 18s and to vulnerable/drunk adults – is not being adequately prevented by retailers, is not being enforced by trading standards or the police, and is made harder by out-of-date legislation.

The research helped us to better understand what is needed to tackle this problem and has been read with interest by the Home Office, Police & Crime Commissioners, retailers, and many others.

Research reports we published in the year

May 2021 A feasibility study of Moving On In My Recovery

Aug 2021 Alcohol and self-harm: A qualitative study

4

We published four new research reports on our website this financial year.

Research and evidence are essential if we are to ensure that action to reduce alcohol harm is effective.

9,000

There were almost 9,000 visits to the research hub on our website in the financial year.

Alcohol Change UK | Annual Report 2021/22

07 | Our activity and impact | Engagement

2. Engagement

Alcohol Change UK is made up of more than its staff team and board. It is also the many thousands of people from all walks of life who come together to end alcohol harm. Engaging with people across the UK is a cornerstone of our strategy. We engage, listen and collaborate with our diverse supporters and help to unleash and coordinate their knowledge, passion and energy.

Highlights

In 2021-22 we:

Engaging with people across the UK is a cornerstone of our strategy.

Alcohol Change UK | Annual Report 2021/22

08 | Our activity and impact | Engagement

Example

Samantha Kingston, CEO of Virtual Umbrella and a Tedx speaker, is an Alcohol Change UK Community Champion.

after she died, the thought of alcohol made me very angry – the harsh reality was that it was a poison and it had killed someone .

In the last couple of years my anger has calmed, and I’ve channelled it into learning more. There is so much information out there and this is how I found Alcohol Change UK. I was looking for a place to feel comfortable about sharing my experience, but also a place that is open to many opinions and ideas around alcohol. Being a community champion for Alcohol Change UK has been an incredible opportunity and it’s been an honour to hear other people’s stories .

Samantha Kingston

She has supported the Training and Consultancy team, been interviewed on Lorraine, written a blog for our website, and much more.

“ Looking back at my life, alcohol was always there, playing a role. Often a silent role, sometimes a violent one and eventually the main character. When my mum died my relationship with alcohol completely changed. A voice in my head said, “I will never touch it again”. Something that had consumed most of my mum’s life, and mine, was the reason she was no longer here. In those first few months

Now my focus is talking about and sharing the dangers of alcohol. Talking openly has allowed me to process a lot of my childhood memories and grief. It’s also allowed me to help and guide people to resources that are available, which is something I wish I had had when I was 17. I’m still sober, four years later and very happy with that decision. ”

11,000 5,425

Our Community Champions and Ambassadors contributed the equivalent of £5,425 in volunteer time between them during the financial year.

Our supporters took over 11,000 actions such as tweeting the Treasury about duty ahead of the budget, emailing their MP, taking on fundraising challenges and spreading awareness of our campaigns and behaviour change work.

Alcohol Change UK | Annual Report 2021/22

09 | Our activity and impact | Policy and influencing

3. Policy and influencing

National governments have huge potential to reduce alcohol harm for millions of people, often at little or no cost to the taxpayer. Local government, too, has a big role to play. We work respectfully and constructively with governments and praise them when they show leadership on an issue, but are also unafraid to tell them when we think they are making a mistake or failing to act.

Highlights

Alcohol Change UK | Annual Report 2021/22

10 | Our activity and impact | Policy and influencing

Example

Our policy work

In February 2022, we met Minister for Public Health, Maggie Throup, alongside MPs from the APPG on Alcohol Harm. We explained the scale and nature of alcohol’s health harms in the UK and the Minister expressed the view that more of her colleagues needed to hear this. She asked to meet us again to hear specific policy proposals. We’ve been working since with officials from the Department of Health and Social Care to further inform the department about the need for change and the possibilities for action.

National governments have huge potential to reduce alcohol harm for millions.

2,000

Over 2,000 policy campaign actions were taken by our supporters, including emails sent to MPs.

22,000

There were over 22,000 visits to the Policy Insights on our website (themed briefings on a range of policy topics).

Alcohol Change UK | Annual Report 2021/22

11 | Our activity and impact | Culture change

4. Culture change

Drinking problems are, to a great extent, socially and culturally determined. That means they are primarily caused by ‘the world around us’, which is why different countries all have such different levels of alcohol problem (despite all containing the same species of human!). As people, we like to believe that everything we do is a matter of personal choice, but in reality, of course, the environment in which we find ourselves has a massive impact on the choices open to us and on how we behave.

Alcohol Change UK works to shift not just the policy and economic environment (section 3, page 9.) but also the cultural and social environment (this section). In particular we seek to work with the media and social media to communicate two vital messages:

1. Not drinking alcohol (for a night, a week, a month or longer) is totally acceptable; and we should all #StopSoberShaming and should never question (indeed should actively support) someone’s choice to not drink alcohol on any occasion for any reason.

2.

Anyone can develop a drinking problem. Having some level of alcohol problem is common and normal, occurs on a spectrum (is not a binary), and is certainly not limited to a small group of severely dependent drinkers (sometimes referred to as ‘alcoholics’). Indeed, the idea that there are ‘alcoholics’ who look a particular way (“and not like me”), can leads to millions of us denying our own mild or moderate drinking problem that may be escalating, causing us to delay seeking support, which can result in preventable deaths. Drinking problems are not a sign of ‘personal weakness’ and are not something to be ashamed of or stigmatised. Stigma kills, as does the false binary of ‘alcoholics’ and ‘non-alcoholics’.

Alcohol Change UK | Annual Report 2021/22

12 | Our activity and impact | Culture change

Example

Social media

By 31 March 2022, we had 12,600 Instagram followers. This post – about our ongoing culture shift campaign #StopSoberShaming – was one of our most popular posts during the year.

12,600 Our Alcohol Change UK Instagram account had 12,600 followers by 31/3/2022 (31/3/21: 5,600, 31/3/2020: c.3,000, 31/3/19: c.450).

2,200

Alcohol Change UK was mentioned over 2,200 times in the UK media in 2021-22 (2020-21: 1,005; 2019-20: 678), including ‘culture change’ messaging across many of these.

----- Start of picture text -----
Having some level
of alcohol problem
is common and
normal.
----- End of picture text -----

Alcohol Change UK | Annual Report 2021/22

13 | Our activity and impact | Information and advice

5. Information and advice

People across the UK want independent, honest information about alcohol: about its effects, what constitutes a problem, how to deal with your own drinking problem or that of a family member, what support is available and how to access it.

Our website seeks to be the UK’s most trusted, helpful and informative source of knowledge about alcohol and alcohol harm. We also reach outwards, using social media, conventional media and our

campaigns like Dry January and Alcohol Awareness Week to share information more widely, to reach people where they are, and to signpost people to help if they need it.

Highlights

● We have published scores of blogs, personal stories and new support pages across the year – including powerful stories from those affected by their own or a loved one’s drinking – to inspire anyone who might be struggling to seek support.

● To mark the start of Alcohol Awareness Week, we published new research we commissioned into the impact of drinking on people’s relationships, health and wellbeing. It found that around one in five drinkers (22%) had drunk alcohol to try to cope with relationship problems in the past six months, or because of an argument with a family member (20%). Across the

week, we shared stories, factsheets and tips for healthier drinking and happier relationships, along with a video featuring Dave and Emma talking with frank honesty about the impact of Dave’s drinking on their relationship. This was available on YouTube and our website. The film received over 959 YouTube views during Alcohol Awareness Week, in addition to 9,239 views on our website.

Alcohol Change UK | Annual Report 2021/22

14 | Our activity and impact | Information and advice

Example

‘What’s happening to your body’ blog

Our ‘One week alcohol-free – what’s happening in your body?’ blog is one of our most popular pieces of web content, with over 150,000 views last year.

1.3m

Total website traffic over 1.3 million (2020-21: 1.5m; 2019-20: 1.0m; 2018-20: 0.6m).

106,000

Over 106,000 people used our unit calculator, (2020-21: 103,000; 2019-20: 61,000; 2018-19: 20,000).

98,000

Over 98,000 visits to the ‘Get help now’ section of the website (2020-21: 121,000; 2019-20: 54,000; 2018-19: 19,000).

290,000

Over 290,000 visits to our factsheets, (2020-21: 360,000; 2019-20: 220,000; 2018-19: 85,000).

34,000

Over 34,000 visits to the interactive body map (2020-21: 45,000; 2019-20: 25,000).

80,000

Over 80,000 people completed our drinking risk AUDIT tool (2020-21: 115,000; 2019-20: 56,000; 2018-19: 28,000).

Alcohol Change UK | Annual Report 2021/22

15 | Our activity and impact | Behaviour change

6. Behaviour change

Our behaviour change programme enables people to take part in specific ‘challenges’ – Dry January [®] , Sober Spring and others – and includes ongoing year-round support to help people regain control of their drinking.

The primary target group for this programme is heavy, habitual drinkers who want to try to take control of their drinking themselves. We help thousands of drinkers a year, intervening before people need more expensive therapeutic support.

While we know that drinking problems are much more complex than simply ‘personal choice’, our behaviour change programme empowers people to take control of their relationship with alcohol.

Highlights

----- Start of picture text -----
Dry January [®] sign-ups 2016-22
140,000 129,657 131,266
120,000
100,000 97,025
80,000 75,429
60,000
40,000 31,161 39,758
27,146
20,000
0
2016 2017 2018 2019 2020 2021 2022
----- End of picture text -----

Alcohol Change UK | Annual Report 2021/22

16 | Our activity and impact | Behaviour change

Example

Try Dry app

Typical post from our Facebook private group:

“I cannot tell you how much the calendar in the Try Dry app helps me. Two years ago in a threemonth period I had 17 days where I drank 9 units or more. The last 90 days I had just 3 days like that. The calendar keeps me accountable and encourages me to improve. I am able to keep an eye on how much I drink. So far it seems to be working for me. I just think this is the absolute best group. I don’t know where I would be if I’d kept drinking as much as I was – it was going up every month. Now it’s going down and I’m regaining control.”

Our behaviour change programme empowers people to take control of their relationship with alcohol.

4.7 units 8.2 to6.3

Average alcohol consumption dropped from 31.5 units per week in January to just 4.7 units in May, an average reduction of 85%.

Official Dry January participants see a significant drop in their average drinking risk score, from 8.2 at the start of January to 6.3 by July (-1.7), whereas the change in the general population is from 5.8 to 5.6 (-0.2). (The lower your drinking risk score, the better!).

81%

81% of official Dry January participants feel more in control of their drinking by the end of January.

Alcohol Change UK | Annual Report 2021/22

17 | Our activity and impact | Improving alcohol treatment

7. Improving alcohol treatment

The alcohol treatment system is an essential part of our broader health system. It includes emergency departments, alcohol care teams in hospitals, NHS addiction services, local authority commissioned treatment services, private treatment and rehabilitation, and peer support services such as Alcoholics Anonymous and SMART Recovery.

The fire service, police officers, paramedics, housing services, mental health services, welfare advisors and social services also come into frequent contact with people

with drinking problems – and can and do make a real difference with their interventions.

Our flagship Blue Light approach helps professionals right across these services to better support people with the most serious and chronic alcohol problems, who often have multiple needs. The Blue Light approach is holistic, multi-disciplinary,

Highlights

“ I’ve waited 20 years in my career as a social worker in this field, knowing what you’ve published but not knowing how to put it in to words … that you guys have captured in an easy-to-read, go-to working document. I’ve already had great results and prevented deaths because of this document. It is an absolute landscape-changer for our day-to-day practice . And it gives us a stronger social work voice to professionally challenge and be

assertive, and puts people first. It shows how to engage with these people and reduce the harm they experience. We provide learning and development to practitioners and in-depth consultancy support to services and local authorities.

more assertive in advocating that will bring improved outcomes for our most marginalised citizens. ” (Specialist Substance Use Social Worker, Manchester City Council).

Alcohol Change UK | Annual Report 2021/22

18 | Our activity and impact | Improving alcohol treatment

Example

Champs Public Health Collaborative

highly specialised Blue Light training course that was widely praised by participants. A formal evaluation is now being conducted by academics. Champs wants to expand the training across Merseyside and other areas of Cheshire.

Vulnerable, chronic, physically dependent drinkers are less likely to engage with treatment. The police service is often the first point of contact for this group. Two thirds of people in police custody are drinking at problematic levels. Merseyside includes some of the most deprived wards in the country, so the amount of alcohol harm is greater than in other areas. The Champs Public Health Collaborative (a partnership of nine Public Health directorates serving 2.6 million people across Merseyside and Cheshire) commissioned a unique project from us: to train police officers in how to engage people in a conversation about their drinking, to deliver brief alcohol interventions and to provide effective referrals into the most helpful services that can provide support. We produced a

93

We worked with 16 local authorities, five NHS trusts and many other treatment providers to deliver a total of 93 training courses (202021: 75 courses).

We provide learning and development to practitioners and in-depth consultancy support to services and local authorities.

£117,957

We generated £117,957 (2020-21: £68,246).

90%

90% of delegates on our Blue Light training courses rated it as “excellent” and 5% rated it as “very good”.

Alcohol Change UK | Annual Report 2021/22

19 | Our activity and impact | Alcohol at work

8. Alcohol at work

Our work to create healthier drinking cultures happens not just through national and community cultures but also through workplaces. After all, workplaces are mini cultures. Ensuring a healthy approach to alcohol at work can improve wellbeing, safeguarding, inclusivity, productivity and employee engagement. We offer a wide range of services and support.

Highlights

The programme has successfully attracted many clients across multiple sectors and continues to grow in popularity. Clients this year included:

Ensuring a healthy approach to alcohol at work can improve wellbeing.

Alcohol Change UK | Annual Report 2021/22

20 | Our activity and impact | Alcohol at work

Example

A major national institution within the financial sector

We were approached by a major national financial institution to support them to encourage their colleagues to think and talk about their relationship with alcohol within the workplace.

“ Colleagues were struggling alone, due to the stigma that surrounds alcohol, which is impacting on their mental health and work productivity. With the support of Alcohol Change UK, we have delivered Mindful Drinking talks to many colleagues and specific training for wellbeing champions to provide them with the confidence to raise alcohol in conversations and to support colleagues with advice on reducing alcohol consumption where they are in a higher-risk category.

Participants’ comments included:

The feedback we received from

colleagues was overwhelming , with many now having open conversations with their team about alcohol. We have since set up a weekly group to meet to talk and share their experiences. Several colleagues are now alcohol-free or moderating. We’re also developing better online information to help both colleagues and team leaders which directly links to the Alcohol Change UK website .”

26 + 1 £45,102 26 clients (2020-21: 16). £45,102 income (2020-21: One new associate £12,704; 2019-21: £7,440)

£45,102 income (2020-21: £12,704; 2019-21: £7,440)

900

4

Over 900 people viewed our webinars.

Four new webinars: ‘Alcohol and the menopause’, ‘”It’ll never happen to me”: the real experience of alcohol dependence’, ‘Alcohol at work and the role of employers’, and ‘Working from home, alcohol and you’.

We offer a wide range of services and support.

Alcohol Change UK | Annual Report 2021/22

from the serious harm caused by alcohol.

22 | Our strategy and plans

2019-2024 strategy

Top level impacts

2021-22 was the third financial year of our five-year strategy, which commits us to five top level impacts that must happen if we are to reduce alcohol harm.

The work programmes that deliver this impact

Shifted cultural norms

----- Start of picture text -----
Improved drinking More and better
behaviours support and
treatment
● Information and advice ● Policy and influencing
● Behaviour change ● Improving alcohol
treatment
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Internal developments

Our strategy also commits us to four major internal developments that will help us, as a charity, to be as strong as we can be and best able to deliver these impacts. We do, of course, make dozens of smaller-scale improvements every year to the way we are run, but these four developments are our multi-year, strategic priorities.

Fundraising

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Impact
assessment
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----- Start of picture text -----
Data
management
● Having the knowledge we
need at our fingertips
----- End of picture text -----

----- Start of picture text -----
Risk
management
● Being able to confidently
negotiate a higher risk
environment
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Alcohol Change UK | Annual Report 2021/22

23 | Our strategy and plans

2021-22 objectives: how did we do?

In our 2020-21 Annual Report and Accounts, we outlined 27 primary reportable objectives for 2021-22 and promised to report on our progress. (These primary reportable objectives do not cover the entirety of our work.) One objective was not successful ( ), si ~~x~~ objectives were delayed to 22-23 ( ), and the other 20 objectives were successful ( ), achieving or exceeding their targets.

----- Start of picture text -----
Programme or area 2021-22 objective How did we do?
Welsh Government awarded additional funding for 21-22 for the roll-out of the Blue
1. Secure extra funding for work in Wales
Light approach in Wrexham and Flintshire
Research and innovation
2. Commission framing research Very strong partnership commissioned
3. Hold national conference in Wales 97% rated it as great (55%) or good (42%)
4. Grow our number of online campaigners 4k+ joined from Care2 and 280 through our website
Engagement 5. Engage with Ambassadors & Patrons Welcomed Millie Gooch, Dave Wilson, Catherine Gray and Caggie Dunlop as Ambassadors.
6. Deepen Community Champions project Welcomed 30 new Community Champions
7. Influence UK Govt on alcohol price reform Met Treasury officials and Minister; positively influenced Duty Review
Policy and influencing 8. Influence Welsh & UK Govts on alcohol labelling Met Public Health Minister; provided evidence & solutions
9. Influence UK Govt on funding for alcohol treatment Contributed to Dame Carol Black review which increased funds
10. Full review of web content Delayed to 22-23 due to significant staffing disruption
Information and advice
11. Deliver Alcohol Awareness Week 2021 Over 5,000 groups took part in ‘Alcohol and relationships’
Culture change 12. Ready to launch a culture shift campaign Delayed to 22-23 due to significant staffing disruption
13. At least one experiment for growing Dry January sign-ups New approach to social media marketing gave useful learning
Behaviour change 14. Implement Missions and Journaling in Try Dry app Missions and ‘favourites’ added. Donations journey enhanced
15. Grow Sober Spring sign-ups 6,433 people chose the SS21 goal in Try Dry (2020: 3,352)
16. Launch ‘Safeguarding’ and ‘Assertive Outreach’ guides Partial success. ‘Safeguarding’ launched, ‘Assertive Outreach’ delayed
Improving alcohol treatment
17. Increase sales of Blue Light training Sales of £117,957 (2020-21: £68,246)
18. Increase sales of Workplace training Sales of £45,102 (20-21: £12,704)
Alcohol at work
19. Pilot audits/policy reviews No companies purchased these
20. Grow Dry January Global income Welcomed three new global partners: USA, Iceland, Norway
Fundraising/Income 21. Decision on individual giving (IG) D emonstrated cold direct mail recruitment not cost-effective
22. Secure corporate partners Welcomed four Dry January corporate partners on board
Impact assessment 23. Know, grow and show our impact Delayed to 22-23 due to significant staffing disruption
24. Experiment with paid social media year-round Delayed to 22-23 due to significant staffing disruption
Communications
25. Website structure refresh and content strategy Delayed to 22-23 due to significant staffing disruption
26. Long-term financial scenario planning New long-term financial scenarios thoroughly considered
Finance
27. Retender our investment management New investment principles and new provider in place
----- End of picture text -----

Alcohol Change UK | Annual Report 2021/22

24 | Our strategy and plans

2021-22 challenges

Here we report on the most significant challenges faced by the charity from 1 April 2021 to the present.

COVID-19

The pandemic continued to affect our work in this financial year. Most importantly, it led to an increase in the number of people experiencing alcohol harm, so the call on our support was greater than ever. Secondly, it negatively affected our income: our events fundraising, our investments, and particularly our Alcohol at Work training and consultancy all suffered. This was behind us not achieving any sales of ‘alcohol at work audits’ (objective 19). Thirdly, most of the team spent most of the year working at home, which in general did not negatively affect productivity and efficiency, and may even have improved them, but did negatively affect wellbeing and workplace culture. We worked very hard to ameliorate these effects through a range of measures.

Staffing

We faced significant personnel challenges, with the departures of three Directors (one whose post was made redundant and two of whom took up new roles elsewhere) and the loss of our Behaviour Change Programme Manager in February 2022. While we recruited successfully to the two vacant Director roles, with the new postholders both joining in January 2022, there were significant gaps in personnel over the critical September to December 2021 period.

Our CEO expertly covered the work of the Director of Research and Policy role and also covered for the Behaviour Change Programme Manager role from January to September 2022, but this forced him to delay our work on impact (objective 23) to the second half of 2022-2023 and delayed one of our Blue Light guides (objective 16). Our Senior Communications Manager temporarily stepped up as Director of Communications and did an excellent job, but we were not successful in bringing in temporary cover of adequate quality or capacity to backfill her role. This affected progress on our communications and behaviour change work progammes, with four planned objectives (10, 12, 24 and 25) pushed back to 2022-2023.

Policy environment

From 1 April 2021 to 31 March 2022, the UK Government appeared to remain unwilling to undertake meaningful policy action to prevent alcohol harm, although there were some positive moves in relation to alcohol duty reform. While national policy action on alcohol harm can be affordable, effective, popular, and make a huge positive difference to people, families, communities and wider society, we continue to struggle to persuade the government of this, not least because the government is heavily lobbied by a very wealthy alcohol industry acting in its private interests. The effectiveness of our

policy work, in this context, is inevitably more limited than if the Westminster Government had a different approach and put the interests of citizens solidly above those of the alcohol industry. In response, we focus a significant amount of our energy on making the case for action and

building long-term support. We also support policy activity in Scotland and Wales where the governments have an approach to policy that is more based on the needs of the population and less susceptible to lobbying from wealthy private interests.

Alcohol Change UK | Annual Report 2021/22

25 | Our strategy and plans

2022-23 plans: what we will be doing

Our 2022-23 Annual Plan contains 30 objectives that we aim to deliver in the year, against our eight work programmes, our four internal
developments, and our three critical functions of communications, finance and people. These are our primary reportable objectives but do
not cover the entirety of our work. We will transparently report against these in next year’s annual report and accounts.		 Our 2022-23 Annual Plan contains 30 objectives that we aim to deliver in the year, against our eight work programmes, our four internal
developments, and our three critical functions of communications, finance and people. These are our primary reportable objectives but do
not cover the entirety of our work. We will transparently report against these in next year’s annual report and accounts.		 Our 2022-23 Annual Plan contains 30 objectives that we aim to deliver in the year, against our eight work programmes, our four internal
developments, and our three critical functions of communications, finance and people. These are our primary reportable objectives but do
not cover the entirety of our work. We will transparently report against these in next year’s annual report and accounts.		 Our 2022-23 Annual Plan contains 30 objectives that we aim to deliver in the year, against our eight work programmes, our four internal
developments, and our three critical functions of communications, finance and people. These are our primary reportable objectives but do
not cover the entirety of our work. We will transparently report against these in next year’s annual report and accounts.
2022-23 objectives
1. Keep our Framing Research on track including establishing a high-profile
Reference Group		 16. Increase sales of alcohol at work products and services
2. Develop our campaigning programme by enhancing our use of our campaigners 17. Recruit and train new associate trainers for Improving Alcohol Treatment
3. Diversify the profile of our volunteers, in particular in terms of race 18. Publish new “Blue Light” guide on Assertive Outreach
4. Recruit a Patron or additional Ambassador 19. Increase sales of Blue Light and ‘safeguarding’ training and consultancy
5. Influence UK government and English Local Authorities to improve funding and policy
around alcohol treatment		 20. Place the Impact project back on track
6. Influence UK government to implement measures to increase the price of alcohol 21. Begin implementing Equality Diversity Inclusion and Belonging action plan
7. Influence UK government to act on marketing and labelling 22. Develop and grow Community and Challenge Events Fundraising
8. Influence police forces, Home Office, Police and Crime Commissioners, and others
to increase compliance with the law on underage online alcohol sales		 23. Develop and grow relationship fundraising
9. Build stronger ongoing journeys for website visitors 24. Develop and grow income from corporate partnerships
10. Plan major culture shift campaign for 2023 25. Develop a new Trusts and Foundations programme
11. Develop multi-channel marketing growth strategy for Behaviour Change 26. Grow income Dry January Global by bringing at least one additional country
on board
12. Explore project to engage hospitality industry in Dry January 27. Develop a charity-wide marketing strategy
13. Try Dry app developments including journaling and helpful new static content 28. Complete website structure refresh and content strategy
14. Improve Behaviour Change year-round, with anytime email journey and better
integration between TryDry,emails,and Facebookgroups		 29. Produce revised financial projections taking into account the total returns approach
15. Launch online learning platform for our training programme 30. Complete the transfer to CCLA of our investments

Alcohol Change UK | Annual Report 2021/22

26 | Our finances

2021-22 overview

2021-22 was year three of our five-year financial strategy. That strategy aims to achieve long-term financial sustainability by diversifying and growing income streams while keeping expenditure under control. Our operating deficit (before gains and losses on investments) for 2021-22 was £1,056k (2020-21: £893k). This jump in our deficit compared to last year was mainly caused by:

If one sets aside the one-off drop in our office property valuation, our underlying deficit was £605k, which is £288k lower than the 2020-21 deficit of £893k, a 32% drop in the underlying deficit (2019-20 to 2020-21 saw a 71% increase in the deficit). Our total investment gain (made up of both a £559k gain in our invested funds and a £191k drop in the valuation of our investment property) in the year was £368k (2020-21: £1,508k gain), so our overall net

position was an underlying deficit of £237k (2020-21: £615k surplus).

Income

Total annual income before the investment gain was £1,011,647 (2020-21: £793,224; 2019-21: £872,831). After the investment gain, our income was £1,379,949 (2020-21: £2,301,393; 2019-21: -£196,888).

The chart shows how our income has changed over the three years of our financial strategy to date. The drop in investment income has largely been driven by circumstances outside of our control – the pandemic and then the Russian invasion of Ukraine – which strongly justifies our strategy of diversifying income streams. From year one (2019-20) to year three (2021-22), investment income dropped £124k (26%) but income from other sources grew £259k. From year one to year three, income grew 127% from donations and legacies, 41% from charitable activities, and 190% from other trading activities.

Spending

Total expenditure was £2,068k (2020-21: £1,686k; 2019-20: £1,394k), an increase of £382k. This increase was largely driven by the £451k loss in the value of our office property. We have not sold our office. The expenditure chart shows how the two main categories of expenditure changed between 2019-20 and 2021-22, plus the additional effect of the office revaluation in 21-22.

Income 2019-22

----- Start of picture text -----
600
482
500
416
400 355 358
293
300 252
200 175
132
100 77 54 61
21
0
Donations and Charitable Other trading Investments
legacies activities activities
2019-20 2020-21 2021-22
Income £k
----- End of picture text -----

Expenditure 2019-22

----- Start of picture text -----
1600
1388
1400 1281
1200 1132
1000
800
600
451
400 262 299 335
200
0 0
0
Raising Funds Charitable Other
activities
2019-20 2020-21 2021-22
Expenditure £k
----- End of picture text -----

Alcohol Change UK | Annual Report 2021/22

27 | Our finances

Property

The charity owns both the office that we occupy (ground floor) and an investment property (basement and terrace) that we rent out. The investment property was revalued in March 2022 at £191k lower than the previous valuation. The sub-lease ended in August 2022. We have now (25 November 2022) welcomed a new tenant at an index-linked rental income starting at £38k per year (plus service charges). The charity’s office was also revalued in March 2022 at £451k lower than last year. The surveyors indicated that the impairment of £451k on the office (leasehold property) was primarily due to the profound impact of the pandemic and Government lockdown restrictions on the economy and commercial property market and the particular uncertainty as at March 2022.

Investment income and value

Income from our investment portfolio was £304,901 (2020-21: £305,407; 2019-20: £430,507) which constituted 30% of our income (2020-21: 39%; 2019-20: 49%). Income from our rental (investment) property was £53k. The value of listed investments at 31 March 2022 was £10,522,409 (31 March 2021: £10,517,112; 31 March 20: £10,109,280) excluding cash. The capital gain was £559,303 and during the year £400,000 worth of capital was withdrawn as cash to cover our deficit. Capital investment total return was 8.22% (2020-21: 18.6%).

Investment management

Our investment policy and investment management arrangements were completely overhauled in 2021. The board reviewed our investment policy, strategy, and ethics; and retendered the management of our investments. In June 2021, we agreed our new investment objective: to generate a minimum total return of inflation (CPI) plus 4% per annum after fees over five-year rolling periods using a total return model. This should allow us to at least maintain the real value of our assets while funding annual expenditure from the fund of 2.5% to 4.0% per annum.

Having discussed the charity’s reliance on public support, the Board decided to move beyond the previous approach (avoiding investing in alcoholic drinks and tobacco) and to avoid investments in any company with over 5% of its income from:

Finally, the board agreed to retender its investment management, in line with good practice, as this had not been done for at least ten years. As a result of that exercise, the board agreed in September 2021 to

appoint CCLA to manage its investment funds. The transfer process from Investec to CCLA was completed by August 2022.

Reserves policy

Context

Our reserves at 31 March 2022 were £10,846,172 (31 March 2021: £10,848,306; 31 March 2020: £10,212,984). We use a risk-based approach to set our reserves policy. Our current high level of reserves relative to our expenditure is a function of our unusual financial situation and unusual financial risks. Following the merger in 2017 between Alcohol Research UK and Alcohol Concern, we became a larger, more resource intensive and more impactful charity with impact-related expenditure that significantly exceeded income. We are following a sustainable strategy to grow income and reduce this deficit. We are currently running planned deficits, funded from our reserves, which allow us to:

This major investment in fundraising growth sees Alcohol Change UK transitioning from its previous ‘endowment-type’ model (in which investment capital was retained,

investment income was spent on research grants, and our impact could never increase) to an income generation model in which investment income forms just one of a more diverse range of income streams, enabling us to grow our total income in time and so have much greater impact.

Policy

During this transition period it is our policy to hold a high level of reserves in order to deliver impact, invest in income growth, service our deficits and generate a good level of investment income. Once our other income streams have grown to the point that our deficits are significantly smaller, the board intends to substantially reduce the level of reserves and to use this capital to drive further growth in both income and impact. By supporting us financially, stakeholders and supporters both reduce alcohol harm faster and enable us to reduce our reserves more rapidly.

Future financial plans

In May 2021, the executive team and board of trustees conducted a thorough review of our longer-term financial plans and possible scenarios. We confirmed that, while we are unlikely to break-even by the end of 2023-24, we are on track to break even by 2027-28, if not sooner. And we are looking to break even at a higher level of income, expenditure and impact. The board reaffirmed its commitment to transitioning from our historic endowment-type model

Alcohol Change UK | Annual Report 2021/22

28 | Our finances

where no significant growth in impact is possible, to an income-generating model in which growth in impact can happen. Although 2021-22 was the third year of our financial strategy, it was only our second full financial year of fundraising. We have already developed a highly diversified income portfolio with income from financial investments, our rental property, trading, consultancy and training and multiple types of fundraising. We are starting to build our brand and supporter base and have needed to expand our fundraising team to take advantage of the opportunities open to us. For the next final two years of this financial strategy (2022-23 and 2023-24) we have planned for significant income growth, alongside continued controlled growth in spending, with a view to making meaningful reductions in the deficit while continuing to deliver impact. Early indications (at 25 Nov 2022) for 2022-23 are positive, with income in line with our ambitious growth budget across fundraising, trading, consultancy and training.

Going concern

The board has assessed the charity’s ability to continue as a going concern for the foreseeable future. We have considered a wide spectrum of internal and external risks, including external shocks, operational plans, budgets, and financial forecasts including cash-flow and the reserves. The board is fully satisfied that the charity is a going concern for the next 12 months.

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29 | How we are run

How we are run

About the charity

Alcohol Change UK is a registered charity that exists to reduce alcohol harm in the UK. We are governed by a board of 12 trustees and employ a professional staff team of 21 people (25 November 2022) to deliver our work. We also engage with thousands of other people who support the cause of reducing alcohol harm.

Our purpose and public benefit

The charity’s objects (its official charitable purpose as set out in its governing document) are “The reduction of alcoholrelated harm to individuals, families and communities.” We work for a society that is free from the serious harm caused by alcohol. Our mission is to reduce alcohol harm in the UK.

We actively refer to the Charity Commission’s guidance on public benefit when reviewing the charity’s strategy and aims, in planning activities and in making grants. Alcohol Change UK exists to benefit the public by undertaking charitable activities which help to reduce alcohol harm for people across the UK. This covers many millions of children and adults in the UK. We also benefit broader society, for example by campaigning to implement policies which reduce the societal costs of alcohol harm, which are estimated to exceed £27bn in the UK each year. Our charitable activity is

diverse, reaching a broad public audience, not least the Dry January® campaign and our engaging and accessible public-facing website.

One of our charitable activities is making research grants to other institutions and individuals. Our grant programmes are carefully designed to deliver public benefit. We make the research findings publicly accessible through our website and require that research published in academic journals is made, as far as possible, publicly available through the open access scheme. Any benefit, whether financial or to their career or reputation, received by researchers or research institutions through our grants, is strictly co-incidental to the objects of our work. We do not make grants with the aim of delivering any such private benefit.

Our values

We seek to live by and hold ourselves accountable against these three values, every day:

Truthful.

We seek and tell the truth.

Compassionate.

We care deeply about everyone seriously harmed by alcohol, whoever they are.

Ambitious for change.

We are optimistic and determined.

Governance and leadership

Board

We are governed by a board of trustees who are all volunteers and who, collectively, have expertise in health communications, charity finance, senior management, income generation, commissioning services, marketing, and academic research. Many of them have professional expertise in alcohol issues and/or personal experiences of alcohol harm and all of them are deeply committed to reducing alcohol harm. The trustees set the overall direction and strategy of Alcohol Change UK and appoint the chief executive officer. They support and challenge the chief executive officer and monitor the charity’s performance against its agreed strategies, plans and goals. Board members work collectively, such that decisions of the board, once made, are supported by all board members. The board regularly assesses itself against the Code of Good Governance and works to constantly improve its performance.

Membership of the board

Our memorandum and articles of association (our legal governing document) allow a maximum of 15 trustees at any one time. On 1 April 2021, we had ten trustees. During the year, two stood down and one new trustee was recruited, so on 31 March 2022 we had nine trustees. Three further trustees have been appointed since the financial year end, so we currently (at 25 November 2022)

have 12 trustees. In 2022, we implemented a previously agreed change to the terms of office for trustees. Trustees may now serve a maximum of three, rather than two, three-year terms. The charity has ‘members’, who are the trustees, and we are also a charitable company, with our trustees being the Directors of the company.

Recruitment, induction and development

Trustees are recruited using open recruitment process. Vacancies are widely advertised and we work hard to broaden the diversity of our board. Applicants submit a CV and cover letter and are interviewed. Appointments are made following necessary eligibility checks. New trustees receive a thorough induction process, consisting of opportunities to meet the staff team, discuss the charity in-depth with the CEO, a full induction pack of key documents, and a training session on the roles and duties of trustees. Trustees are also offered opportunities for ongoing learning and development, both through collective sessions provided to the board as a whole and through a budget enabling individual trustees to access training and attend conferences.

Meetings

Full board meetings occur four times a year. During the early part of 2021-22, these were held via video conference due to COVID-19 containment measures but we moved to hybrid meetings from 4 October 2021.

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30 | How we are run

Sub-committees

During the year we operated four subcommittees which support and challenge the executive team in more depth than is possible at full board meetings. Subcommittees do not generally have delegated decision-making powers but may recommend a course of action or a decision to the full board. However in March 2022 the board resolved that subcommittees may take decisions to approve certain operational policies, to prevent such policies leading to excessively heavy board meeting agendas, while retaining control of certain key policies, e.g. investment policy.

Responsibilities and delegation

The strategic management of Alcohol Change UK is entrusted to the board of trustees and the responsibility for

implementing strategy and for day-to-day management is delegated to the chief executive. The chief executive in turn delegates authority to their team and through them to individual budget-holders and team members. This is all set out in a detailed delegation of authority policy which is regularly reviewed.

Executive team

An executive team is formed by the chief executive officer, if they wish, in order to advise them and to ensure different teams across the charity are working as a coordinated single team. At 25 November 2022, the executive team consisted of the CEO, Director of Wales, Director of Research and Public Affairs, Director of Fundraising and Engagement, Director of Marketing and Communications, Head of Finance, and Head of Office, People and Governance.

Staffing

At 31 March 2022, the charity employed 17 staff and at 25 November 2022 we employed 21 staff. All staff are supported to develop personally and professionally, and we work hard to develop and maintain a positive, flexible, warm and dynamic working culture. We undertake an annual staff survey to assess any areas where further improvement may be needed and we support our line managers to ensure they have the skills and confidence to line manage their teams well.

Pay policy

Alcohol Change UK implemented a new, fairer and more transparent pay and grading policy in 2019 which introduced defined pay grades and pay points for all staff, excluding the CEO (see Chief Executive Officer’s pay below). Pay levels are benchmarked against similar roles for similar-sized charities, in London and Cardiff respectively. The charity seeks to pay in the middle of the benchmarked range. The most recent benchmarking exercise was undertaken in May to June 2019. Staff are paid according to the grade of their post, and posts are graded according to a published job evaluation system. There are five pay points within each grade and staff are paid based on their pay point, which is reviewed annually by the CEO in liaison with their line manager, based on market demand for the post and the post-holder’s level of and improvement in knowledge and skills. Annually, the Board determines whether salaries should be adjusted to reflect changes in the cost of living with reference to the published February rate of the consumer prices index including housing (CPI-H). Employees receive pension contributions equivalent to 6% of gross salary in addition to salaries.

Chief Executive Officer’s pay

The CEO, like all staff, generally receives a cost of living increase annually, based on the rate of CPIH that applies in February each year, and applied from the 1 April

following, but the trustee board reserves the right not to award this (i) in circumstances of financial concern where awarding the inflationary uplift would not be in the charity’s interests, (ii) to postholders whose performance is being managed with a view to improvement or who are subject to a disciplinary process, or (iii) for any other reason, at the board’s discretion.

It is the board’s policy to pay its Chief Executive in line with (i) the profile and complexity of Alcohol Change UK, (ii) the range of skills and capability expected of our CEO, (iii) the scale of financial and human resources and risks being managed, (iv) the job market for similar posts, and (v) practical issues such as the hours worked and the location of our head office. The Governance & People sub-committee annually benchmarks the CEO’s pay against the ACEVO pay salary. Given the national profile of the charity, not least the Dry January campaign and our role in national policymaking, the considerable assets, complexity and relationships managed, and our London Head Office, we currently benchmark against the upper quartile of charities with an income of £5m-£9.99m and we generally seek to ensure that CEO pay is within a range no less than 3% below and no more than 3% above that. In undertaking this exercise, the subcommittee takes into account the CEO’s performance, the charity’s performance, the charity’s financial context, and other relevant matters. It makes a recommendation to the full board.

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31 | How we are run

The board retains absolute discretion to set CEO pay outside these limits and to accept, amend or reject the sub-committee’s recommendations.

The CEO’s pay was last reviewed in April 2022. During 2021-22, the ratio of the chief executive’s salary to the median salary within the charity was 2.3:1 (2020-21: 2.2:1) and the ratio to the lowest salary within the charity was 4.1:1 (2020-21: 3.6:1).

Conflicts of interest

We have in place a clear conflicts of interest policy and follow it closely. At each full board meeting, trustees and the executive team update the written declaration of all their interests outside the charity and are asked to declare any potential conflicts on the meeting agenda. We have no conflicts of interest to report for 2021-22.

Expertise and advice

Alcohol Change UK is fortunate to have thousands of supporters who care passionately about reducing alcohol harm. We consistently listen to them on a wide range of matters, through large-scale surveys, listening exercises, and in-depth pieces of advice on specific issues.

We also established, in 2019, a new Expert Advisory Panel. This is a standing panel of experts in a range of areas and is used by both our board of trustees and staff team

to ensure we are well-informed on key issues. It currently contains people with academic expertise and people with personal experience of alcohol harm and we will be expanding the panel over time to include expertise in other areas including the commissioning and provision of alcohol treatment.

Thirdly, as a charity we access professional advice as needed, for example from lawyers, HR advisors, digital experts, experts in race equalities, and so on.

Diversity equality and inclusion

One of our three core values is compassion: caring about everyone who might suffer from alcohol harm, whoever they are.

Equality and inclusivity are therefore central to who we are. We believe that diversity, in its fullest sense, is a fundamental part of achieving real equality and inclusion. And we want everyone who works for the charity to feel as though they belong.

We have made positive efforts to diversify both our board and staff team over the past year. A confidential staff survey showed our workforce to be more diverse than the general population in terms of religion, ethnicity, and sexual orientation but less diverse on age and (dis)ability. We also employ many more women than men. A similar survey of our board showed that in most areas monitored, Alcohol Change

UK’s board is less diverse than the general population with an over representation of trustees in the age brackets 35-44 and 65+.

are actively implementing these plans and holding ourselves accountable for progress against them. These include accepting the historic role of organisations like ours in perpetuating inequalities and discrimination, and the need for fundamental change if we are to live up to our values and be genuinely anti-racist.

All staff and trustees have been offered training in unconscious bias and antiracism. We have in place both a dynamic and well-considered anti-racism action plan and a broader equality, diversity, inclusion and belonging action plan and

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32 | How we are run

Managing risk

Risk management processes

As a charity, we do not seek to avoid risk. We focus on impact and seek opportunities for change, while understanding what risks we might face and how best to manage them.

In 2019-20 we adopted a new, robust approach to risk management, accompanied by a comprehensive and dynamic risk register. Risks are classified by level: (A) full board level, (B) sub-committee level, (C) executive level and (D) operational risks. At 25 November 2022, the register contained 3 A-level risks, 29 B-level risks and 22 C-level risks, a total of 54 risks at level C or above.

Our executive team considers whether any new risks have emerged at least once a month and reviews all risks in full at least every six months. Each sub-committee undertakes a full review of the risks within its remit annually, and the full board reviews the full register annually. The overall process of risk management is overseen by the finance, audit, investment and risk sub-committee.

Our key risks

The table shows the three highest scoring risks on our risk register at 25 November 2022.

----- Start of picture text -----
Score (change Mitigation actions in place
Top three risks Impact/5 Probability/5
from last year) or planned
----- End of picture text -----

Top three risks Impact/5 Probability/5 Score (change
from last year)		 Mitigation actions in place
or planned
Our policy work
does not lead to
changes due to lack
of interest from the
Government.		 4 (Serious) 4 (Moderately likely) 16 (+4) Identify policy asks that can be
funded or are low cost; piggy back
on other legislation; build support
for our asks while waiting; deliver
effective policy work in Wales.
Reduction in value
of investment
income due to
downturn in
investment markets.		 3 (Moderate) 4 (Moderately likely) 12 (+3) Clear and up-to-date investment
policy with adequate diversification,
strong investment management
firm, cash requirements clearly
communicated annually.
The Dry January®
trademark is
contested and not
associated with
Alcohol Change UK.		 4 (Serious) 3 (Fairly likely) 12 (0) Use specialist trademark lawyer;
emphasise Alcohol Change UK
ownership of Dry January in all
external communications; in our
marketing draw a super-sharp
distinction between doing Dry
January and just going dry alone
in January.

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33 | How we are run

Compliance

Safeguarding

We take our responsibility to provide a safe workplace extremely seriously. We work very hard to offer a positive, warm, and friendly working environment, with a clear policy supporting any staff to raise concerns if they feel they are not being treated properly. We have a named Safeguarding Officer. We had no reportable health and safety or safeguarding incidents in the year.

We also take very seriously our responsibility to those we support, whether through information on our website, through coming into contact with staff or trustees, or through the Try Dry[®] app and Dry January[®] . All staff and board members are DBS checked. Relevant website content is accuracy-checked prior to publication. Our Try Dry[®] app and broader Dry January[®] messaging contain repeated messages that anyone who experiences symptoms of withdrawal should not stop drinking suddenly and should seek immediate medical attention. We have had no reports of any medical emergencies resulting from Dry January[®] , but we work to continually enhance our messaging to reduce such risks further.

Data protection

We had 0 reportable data incidents during the 2021-22 financial year. We have a named Data Protection Officer and high data protection standards. Staff receive training on data protection at least annually. Clear processes are in place and frequently communicated.

Fundraising

In 2021-22, we had 0 fundraising complaints. We pride ourselves on very high fundraising ethics. We know that many people actively want to reduce alcohol harm, faster, for more people. We make it as easy as possible for people to do so, in the ways that work best for them. We run our own fundraising processes, enabling us to keep control and maintain standards, and do not outsource to fundraising agencies. We are members of Remember A Charity, joining forces with over 200 other charities to encourage people to consider leaving a gift to a charity in their will. We do not currently undertake telephone, doorto-door or face-to-face fundraising, but should we do so in future, would ensure we have robust policies in place to protect any vulnerable person we encounter. Any postal and email fundraising appeals are limited; and are only sent to contacts who are existing supporters and/or where we have full permission to contact. We are members of the Fundraising Regulator and work within the Code of Fundraising Practice.

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34 | How we are run

Grantmaking

As members of the Association of Medical Research Charities we seek to adopt the highest standards of research grant-making. Grants over a certain value are only awarded after a thorough assessment process, generally including advice from members of our Expert Advisory Panel, with a process overseen by our research and policy sub-committee and with ultimate decisions made by our full board of trustees. Smaller grants can be made by executive team members within agreed limits in line with our delegation of authority policy. The payment of grants is linked to project milestones and we carefully assess the progress of research projects before releasing funds. Projects that are not progressing to plan can and do have their payments delayed or withdrawn. We also support our grant holders wherever possible to anticipate and resolve problems as early as possible.

Memberships

During the financial year, we were members of the Association of Medical Research Charities, Charity Comms, the National Council for Voluntary Organisations, Eurocare (the European Alcohol Policy Alliance), the Alcohol and Families Alliance, and the Alcohol Health Alliance.

Statement of responsibilities of the trustees

The trustees, who are trustees of Alcohol Research UK for the purposes of charity law, are responsible for preparing the trustees’ report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company and charity law requires the directors and trustees (who are one and the same) to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s 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 regulations made under the Companies Act 2006 and the Charities Act 2011. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Insofar as the trustees are aware:

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

Approved by the Board of Trustees on 25 November 2022 and signed on their behalf by

Fiyaz Mughal, OBE Chair of the Board of Trustees

Alcohol Change UK | Annual Report 2021/22

35 | Auditor’s report

Independent auditor’s report to the members of Alcohol Research UK

Opinion

We have audited the financial statements of Alcohol Research UK (the ‘charity’) for the year ended 31 March 2022 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively,

may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

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

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent

material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

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36 | Auditor’s report

Matters on which we are required to report by exception

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of

financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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

Irregularities, including fraud, are instances of non-compliance with laws and

regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:

1. We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance.

2. We reviewed the charity’s policies and procedures in relation to:

3. We inspected the minutes of trustee meetings.

4. We enquired about any non-routine communication with regulators and reviewed any reports made to them.

5. We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations.

6. We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error.

7. We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at:

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

Alcohol Change UK | Annual Report 2021/22

37 | Auditor’s report

Use of our report

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

Rob Wilson FCA (Senior Statutory Auditor)

25 November 2022

For and on behalf of:

Godfrey Wilson Limited Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD

Alcohol Change UK | Annual Report 2021/22

38 | Financial statements

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2022

Income from:
Donations and legacies
Charitable activities:
Research and innovation
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Other trading activities
Investments
Other
Total income
Expenditure on:
Raising funds:
Donations and legacies
Investment management costs
Charitable activities:
Research and innovation
Engagement
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Other expenditure:
Impairment cost
Total expenditure
Net income/(expenditure) before gains/(losses) on investments
Net gains/(losses) on investments
Loss on revaluation of investment property
Net income/(expenditure) for the year
Transfers between funds
Net movements in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
 Note Unrestricted
£		 Restricted
£		 2022
Total
£		 Unrestricted
£		 Restricted
£		 2021
Total
£
2
3
4
5
14
6a
15
16
9
19a		 174,550
–
174,550
116,637
15,000
131,637
100
67,138
67,238
–
63,286
63,286
19,074
57,067
76,141
13,289
53,793
67,083
–
43,639
43,639
–
41,136
41,136
100
–
100
–
–
–
65,805
–
65,805
–
–
–
117,957
–
117,957
68,246
–
68,246
45,102
–
45,102
12,704
–
12,704
61,488
–
61,488
54,162
–
54,162
358,345
–
358,345
354,660
–
354,660
1,281
–
1,281
310
–
310
843,803
167,844
1,011,647
620,008
173,216
793,224
283,959
–
283,959
231,365
–
231,365
51,195
–
51,195
67,190
–
67,190
168,925
69,541
238,466
380,154
61,048
441,201
85,165
–
85,165
47,316
–
47,316
153,073
57,986
211,059
129,574
57,924
187,497
19,480
39,117
58,597
45,427
39,245
84,672
79,216
–
79,216
38,674
–
38,674
379,596
–
379,596
408,572
15,000
423,572
115,523
–
115,523
89,707
–
89,707
113,859
–
113,859
75,221
–
75,221
451,002
–
451,002
–
–
–
1,900,993 166,644 2,067,637 1,513,199 173,216 1,686,415
(1,057,191)
559,303
(191,000)		 1,200
–
–		 (1,055,991)
559,303
(191,000)		 (893,191)
1,508,169
–		 –
–
–		 (893,191)
1,508,169
–
(688,888)
–		 1,200
–		 (687,688)
–		 614,978
–		 –
–		 614,978
–
(688,888) 1,200 (687,688) 614,978 – 614,978
19a 13,172,004
–
13,172,004
12,557,026
–
12,557,026
12,483,116
1,200
12,484,316
13,172,004
–
13,172,004

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 19 to the financial statements.

Alcohol Change UK | Annual Report 2021/22

39 | Financial statements

Balance sheet

Statement of cash flows

As at 31 March 2022 | Company no. 07462605

For the year ended 31 March 2022

Note
Fixed assets:
Tangible assets
14
Investments
15
Investment property
16
Current assets:
Stock
Debtors
17
Cash at bank and in hand
Liabilities:
Creditors: amounts falling due within
one year
18
Net current asset
Total assets less current liabilities
Creditors: grants payable due after
one year
8a
Total net assets
The funds of the charity:
19a
Restricted income funds:
Surplus
Unrestricted income funds:
General funds
Total unrestricted funds
Total charity funds
Approved by the board of directors on 25/11/2022
Fiyaz Mughal OBE. Chair of the Board of Trustees
s a arc ompany no.		 Note
Cash flows from operating activities
Net income/(expenditure) for the
reporting period (as per the statement of
financial activities)
Depreciation and impairment on fixed
assets
(Gains)/losses on revaluation of
investments
Losses on revaluation of investment
property
Dividends, interest and rent from
investments
Decrease/(increase) in stocks
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash used in operating activities
Cash flows from investing activities:
Dividends, interest and rent from
investments
Purchase of fixed assets
Proceeds from sale of investments
Purchase of investments
Net cash provided by investing activities
Change in cash and cash equivalents in
the year
Cash and cash equivalents at the
beginning of the year
Cash and cash equivalents at the end of
the year
2021
£
1,622,699
10,517,112
701,000
12,840,811
462,224
13,303,035
(131,030)
13,172,004
–
13,172,004
13,172,004
or e year ene arc
Restated
Alcohol Change UK has not provided an analysis
any long term financing arrangements.
Note £ 2022
£		 £ 2021
£		 Note 2022
£		 £ 2021
£		 £
14
15
16
17
18		 7,836
177,857
633,872		 1,128,144
10,522,409
510,000		 8,277
114,814
679,147		 1,622,699
10,517,112
701,000		 (687,688)
495,154
(559,303)
191,000
(358,345)
441
(63,043)
24,757		 (957,027) 614,978
40,538
(1,508,169)
–
(354,660)
(964)
134,922
148,807		 (924,548)
12,160,553 12,840,811
819,565
(495,802)		 802,238
(340,014)
358,345
(600)
1,753,664
(1,199,657)		 354,660
(20,194)
2,093,796
(1,364,799)
–
12,483,116		 323,763 –
13,172,004		 462,224
12,484,316
–		 13,303,035
(131,030)
911,752 1,063,462
12,484,316 13,172,004
1,200
12,483,116		 –
13,172,004
(45,275)
679,147		 138,914
540,233
and signed on by:
12,484,316 13,172,004
their behalf 633,872 679,147
of changes in net debt as it does not have

The 2021 comparatives have been restated to include the cash held within the investment portfolio as a current asset.

Alcohol Change UK | Annual Report 2021/22

40 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

1. Accounting policies

a) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The charitable company meets the definition of a public benefit entity under FRS 102.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

Key judgements that the charitable company has made which have a significant effect on the accounts include estimating the liability from multi-year grant commitments.

Key assumptions and estimations were made from external professional parties for the significant transactions relating to the building impairment and the investment property loss.

The board of directors do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

b) Going concern

The board of directors consider that there are no material uncertainties about the charitable company’s ability to continue as a going concern. The charity has cash reserves of £633,872 and net assets of £12,484,316. More information on this is provided in the Trustees’ Annual Report.

c) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

d) Interest receivable

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

e) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

f) Expenditure and irrecoverable VAT

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

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

g) Allocation of support costs

Support costs include all expenditure not directly related to charitable activities: general office and administrative costs, information technology, finance, HR, premises and governance. Governance costs are those incurred in the governance of the charity and are primarily associated with the constitutional and statutory requirements and strategic management of the charity’s activities.

Support costs, including governance, are apportioned to expenditure on raising funds and expenditure on charitable activities on the following basis, which is an estimate based on staff time attributable to each activity.


attributable to each activity.
2022 2021
●Raising funds 17% 15%
●Research and innovation 15% 11%
●Engagement 8% 6%
●Policy and influencing 16% 11%
●Culture change 4% 4%
●Information and advice 8% 4%
●Behaviour change 20% 37%
●Improving alcohol treatment 7% 6%
●Alcohol at work 5% 6%

Alcohol Change UK | Annual Report 2021/22

41 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

1. Accounting policies (continued)

h) Grants payable

Grants which have been authorised and paid are included as expenditure in the Statement of Financial Activities. Grants which have been authorised but not yet paid are accrued in the balance sheet and are included within creditors falling due within one year or after one year (as appropriate).

m) Investment properties

Investment properties are measured initially at cost and subsequently included in the balance sheet at fair value. Investment properties are not depreciated. Any change in fair value is recognised in the statement of financial activities. The valuation method used to determine fair value will be stated in the notes to the accounts.

n) Stock

Stock consists of purchased goods for resale and is valued at a lower of cost and net realisable value.

i) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000 on initial acquisition and included in the balance sheet at cost or valuation including costs attributable to bringing the assets into working condition for their intended use. Expenditure which enhances the tangible fixed assets is capitalised at cost. Fixed assets donated for the charity’s own use are capitalised at their current value.

Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. The building is defined as a mixed use property as it is partly used for charitable activity, and partly leased out as an investment. The proportion held for charity use is recognised at historic cost less impairment, and the proportion held for investment is recognised at market value as described in note 1 (m) below.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Land Not depreciated
● Leasehold property 50 years
●
●
●		 Office equipment
Furniture & fixtures
Software		 3 years
3 years
3 years

j) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

k) Investment income

Investment income comprises interest and dividends receivable in the year and rental income from the investment property and is shown inclusive of recoverable tax.

l) Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

o) Debtors

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

p) Cash and cash equivalents

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

q) Creditors and provisions

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

r) Financial instruments

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

s) Foreign exchange transactions

Transactions in foreign currencies are translated at rates prevailing at the date of the transaction. Balances denominated in foreign currencies are translated at the rate of exchange prevailing at the year end.

t) Pensions

The pension cost charge represent contributions payable under the scheme by the charity to the fund. The charity has no liability under the scheme other than for the payment of those contributions.

Alcohol Change UK | Annual Report 2021/22

42 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

2. Income from donations and legacies
Donations from individuals and trusts
Income from charitable activities
Research and innovation
● Welsh Government
● Other income
Policy and influencing
● Conference income
● Welsh Government
● Other income
Culture change
● Welsh Government
●
Other income
Information and advice
● Other income
Behaviour change
● Other income
Improving alcohol treatment
Alcohol at work
Total income from charitable activities
The charitable company receives government grants, defined as funding from the
The total value of such grants in the period ending 31 March 2022 was £162,504 (20
There are no unfulfilled conditions or contingencies attaching to these grants.		 Unrestricted
£
174,550		 Restricted
£
–		 2022
Total
£
174,550		 Unrestricted
£
116,637		 Restricted
£
15,000		 2021
Total
£
131,637
174,550 – 174,550 116,637 15,000 131,637
Unrestricted
£
Restricted
£
2022
Total
£
Unrestricted
£
Restricted
£
2021
Total
£
–
100		 62,510
4,627		 62,510
4,727		 –
–		 60,374
2,912		 60,374
2,912
100
6,615		 67,138
3,000		 67,238
9,615		 –
13,289		 63,286
–		 63,286
13,289
–
54,067
54,067
–
51,318
51,318
12,459 – 12,459 – 2,475 2,475
19,074
–
–		 57,067
43,639
–		 76,141
43,639
–		 13,289
–
–		 53,793
39,243
1,893		 67,083
39,243
1,893
– 43,639 43,639 – 41,136 41,136
100 – 100 – – –
100
65,805		 –
–		 100
65,805		 –
–		 –
–		 –
–
65,805 – 65,805 – – –
117,957 – 117,957 68,246 – 68,246
45,102 – 45,102 12,704 – 12,704
248,139 167,844 415,983 94,239 158,216 252,455
Welsh Government to fund charitable activities.
21: £150,936).

3. Income from charitable activities

Alcohol Change UK | Annual Report 2021/22

43 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

4. Income from other trading activities

Income from other trading activities
2022 2021
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Dry January licencing 50,064 – 50,064 46,269 – 46,269
Merchandise sales 11,424 – 11,424 7,893 – 7,893
61,488 – 61,488 54,162 – 54,162
Income from other trading activities
Dry January licencing
Merchandise sales		 Unrestricted
£
50,064
11,424		 Restricted
£
–
–		 2022
Total
£
50,064
11,424		 Unrestricted
£
46,269
7,893		 Restricted
£
–
–		 2021
Total
£
46,269
7,893
61,488 – 61,488 54,162 – 54,162
Income from investments
Fixed interest
Corporate bonds and British Government stocks
Overseas bonds
Equities – UK and overseas
Investment property rental income
Bank deposit interest
All income from investments is unrestricted.		 2022
Total
£
2021
Total
£
61,960
2,136
240,805		 71,680
854
232,873
304,901
53,415
29		 305,407
49,185
68
358,345 354,660

5. Income from investments

Alcohol Change UK | Annual Report 2021/22

44 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

Cost of raising funds Charitable activities Other expenditures

6a. Analysis of expenditure (current year)

Staff costs (note 10)
Other staff costs
Board and committees
Buildings and office
running costs
Conference and events
Depreciation
Leasehold Property
impairment
External associates
and advice
Fundraising expenses
Grants management
and advisory panel costs
Grants payable (note 8a)
Insurance
Investment costs
Legal and
professional fees
Meeting costs
Other costs
Publications,
communications
and marketing
Research, policy and
campaignscosts
Support and governance
costs (note 7a)
Total expenditure 2022
Total expenditure 2021		 Donations
and
legacies
£		 Investment
management
costs
£		 Research
and
innovation
£		 Engagement
£		 Policy and
influencing
£		 Culture
change
£		 Information
and advice
£		 Behaviour
change
£		 Improving
alcohol
treatment
£		 Alcohol
at work
£		 Support and
governance
costs
£		 Leasehold
Property
impairment
£
2022
Total
£		 2021
Total
£
115,906 983 112,392 41,354 126,086 38,416 39,513 109,551 35,272 26,383 149,599 –
795,456
–
42,095
–
3,301
–
99,651
–
7,463
–
44,152
451,002
451,002
–
118,748
–
98,958
–
–
–
(11,984)
–
4,191
–
42,413
–
24,352
–
1,361
–
6,301
_
239,434
–
100,743		 740,104
53,187
90
84,195
3,030
40,537
–
55,043
88,565
–
218,375
5,868
54,380
39,048
597
2,903
214,536
85,956
710 (201) 735 (80) 838 (643) 1,367 23,913 115 (26) 15,366
– – – – – – – – – – 3,301
8,409 – 6,898 3,796 6,246 30 238 8,435 1,377 1,390 62,832
– – 1,451 – 1,088 816 – – – 3,749 358
– – – – – – – – – – 44,152
– – – – – – – – – – _
– – 3,088 – 2,316 1,737 – – 50,368 61,241 –
85,865 – – 10,341 – – – – – – 2,752
– – – – – – – – – – –
– – (11,984) – – – – – – – –
– – – – – – – – – – 4,191
– 50,413 – – – – – – – – (8,000)
1,109 – – – – – – – – – 23,243
– – 214 – 181 120 – – – – 846
287 – 906 12 2,213 3 (25) 31 11 97 2,764
20,079 – 11,136 5,879 10,455 4,382 13,938 159,385 6,453 5,224 2,504
40 – 66,899 18 13,458 2,574 19 17,707 17 12 –
232,405 51,195 191,736 61,321 162,881 47,435 55,050 319,020 93,613 98,070 303,908 451,002
2,067,637
–
–		 1,686,415
–
51,554 – 46,730 23,844 48,178 11,162 24,166 60,576 21,910 15,788 (303,908)
451,002
2,067,637		 1,686,415
283,959 51,195 238,466 85,165 211,059 58,597 79,216 379,596 115,523 113,859 –
231,365 67,190 441,201 47,316 187,497 84,672 38,674 423,572 89,707 75,221 – –

Alcohol Change UK | Annual Report 2021/22

45 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

Cost of raising funds Charitable activities Other expenditures

6b. Analysis of expenditure (prior year)

Staff costs (note 10)
Other staff costs
Board and committees
Buildings and office running costs
Conference and events
Depreciation
External associates and advice
Fundraising expenses
Grants management and advisory
panel costs
Grants payable (note 8a)
Insurance
Investment costs
Legal and professional fees
Meeting costs
Other costs
Publications, communications
and marketing
Research, policy and campaigns
costs
Support and governance costs
(note 7b)
Total expenditure 2021		 Donations
and legacies
£		 Investment
management
costs
£		 Research and
innovation
£		 Engagement
£		 Policy and
influencing
£		 Culture
change
£		 Information
and advice
£		 Behaviour
change
£		 Improving
alcohol
treatment
£		 Alcohol
at work
£		 Support and
governance
costs
£
2021
Total
£
86,952 4,815 106,971 29,202 112,729 54,199 20,483 104,611 25,336 25,336 169,470
740,104
13,555
53,187
90
90
59,059
84,195
18
3,030
40,537
40,537
–
55,043
–
88,565
–
–
–
218,375
5,868
5,868
(8,000)
54,380
30,281
39,048
321
597
3,522
2,903
5,428
214,536
500
85,956
377 88 653 523 752 679 215 16,404 595 19,347
– – – – – – – – – –
13,636 11 1,114 16 3,797 48 264 5,717 266 266
– – 1,205 – 1,033 774 – – – –
– – – – – – – – – –
– – – – – – – – 45,538 9,505
73,132 – 214 – 183 137 – 14,899 – –
– – – – – – – – – –
– – 218,375 – – – – – – –
– – – – – – – – – –
– 62,380 – – – – – – – –
– – – – – – – 8,767 – –
– – 110 – 95 71 – – – –
326 (459) 493 1 1,597 2 43 7 (2,763) 135
13,508 316 8,504 474 7,721 3,591 7,202 163,547 2,174 2,071
831 40 60,279 60 16,607 4,649 527 2,262 100 100
188,763 67,190 397,918 30,276 144,514 64,150 28,733 316,215 71,246 56,760 320,650
1,686,415
(320,650)
–
42,602 – 43,283 17,041 42,983 20,522 9,940 107,357 18,461 18,461
–
1,686,415
231,365 67,190 441,201 47,316 187,497 84,672 38,674 423,572 89,707 75,221

Alcohol Change UK | Annual Report 2021/22

46 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

Cost of raising funds Charitable activities

7a. Analysis of support and governance costs (current year)

Finance
Office and general
management
IT, internet and telephones
HR and other professional fees
Buildings and premises
Support costs
Audit fees
Insurance
Legal advice
Board and committee meetings
Constitutional and
statutory needs
Strategic management
Governance costs
Total expenditure 2022
Total expenditure 2021		 Donations
and legacies
£		 Investment
management
costs
£		 Leasehold
Property
impairment
£		 Research
and
innovation
£		 Engagement
£		 Policy and
influencing
£		 Culture
change
£		 Information
and advice
£		 Behaviour
change
£		 Improving
alcohol
treatment
£		 Alcohol
at work
£
2022
Total
£		 2021
Total
£
13,667 – – 11,670 6,321 12,234 2,555 6,406 16,059 5,808 4,185
78,906
1,310
27,580
2,419
47,088
1,416
28,991
3,460
64,383		 78,945
26,681
49,228
30,630
67,164
4,276 – – 4,902 1,978 4,765 1,503 2,005 5,025 1,817
7,897 – – 7,389 3,653 7,553 1,839 3,702 9,279 3,356
4,622 – – 4,943 2,138 4,885 1,425 2,167 5,431 1,964
11,298 – – 9,281 5,225 9,839 1,906 5,296 13,275 4,802
41,761 – – 38,186 19,314 39,275 9,229 19,575 49,069 17,748 12,789 246,948
588
10,597
151
2,725
444
7,997
190
3,421
97
1,753
1,529
30,467		 252,648
9,563
2,309
15,591
134
5,039
35,367
1,920 – – 1,428 888 1,560 240 900 2,256 816
494 – – 367 228 401 62 231 580 210
1,449 – – 1,078 670 1,177 181 679 1,703 616
620 – – 461 287 504 77 291 728 263
318 – – 236 147 258 40 149 373 135
4,992 – – 4,974 2,309 5,002 1,333 2,340 5,866 2,122
9,793 – – 8,544 4,529 8,902 1,933 4,590 11,507 4,162 2,999
56,961		 68,002
15,788
303,908		 320,650
51,554 – – 46,730 23,844 48,178 11,162 24,166 60,576 21,910
18,461
42,602 – – 43,283 17,041 42,983 20,522 9,940 107,357 18,461

Alcohol Change UK | Annual Report 2021/22

47 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

Cost of raising funds Charitable activities

7b. Analysis of support and governance costs (prior year)

Finance
Office and general
management
IT, internet and telephones
HR and other professional fees
Buildings and premises
Support costs
Audit fees
Insurance
Legal advice
Board and committee meetings
Strategic management
Governance costs
Total expenditure 2021		 Donations and
legacies
£		 Investment
management
costs
£		 Research and
innovation
£		 Engagement
£		 Policy and
influencing
£		 Culture
change
£		 Information
and advice
£		 Behaviour
change
£		 Improving
alcohol
treatment
£		 Alcohol
at work
£
2021
Total
£
10,953 – 9,730 4,381 9,853 4,377 2,556 27,602 4,746 4,746
78,945
1,325
26,681
2,734
49,228
1,677
30,630
3,836
67,164
3,057 – 4,574 1,223 4,343 2,416 713 7,705 1,325
6,310 – 7,104 2,524 6,961 3,485 1,472 15,902 2,734
3,869 – 4,535 1,548 4,421 2,252 903 9,750 1,677
8,852 – 9,210 3,541 9,116 4,403 2,065 22,306 3,836
33,041 – 35,153 13,217 34,694 16,934 7,710 83,264 14,318 14,318
252,648
608
9,563
147
2,309
991
15,591
9
134
2,069
35,367
1,402 – 1,028 561 1,075 421 327 3,533 608
339 – 248 135 260 102 79 853 147
2,286 – 1,676 914 1,753 686 533 5,761 991
20 – 14 8 15 6 5 50 9
4,775 – 4,621 1,910 4,621 2,152 1,114 12,034 2,069
9,561 – 8,131 3,824 8,289 3,588 2,231 24,093 4,143 4,143
68,002
18,461
320,650
42,602 – 43,283 17,041 42,983 20,522 9,940 107,357 18,461

Alcohol Change UK | Annual Report 2021/22

48 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

8a. Grant making (current year)
At the start of the year
Awarded in year
Paid in the year
Grants cancelled
At the end of the year
Falling due within one year
Falling due after more than one year
Reconciliation of expenditure:
Awarded in year
Grants cancelled
Grants refunded
At the end of the year
. Grant making (prior year)
At the start of the year
Awarded in year
Paid in the year
Grants cancelled
At the end of the year
Falling due within one year
Falling due after more than one year
Reconciliation of expenditure:
Awarded in year
Grants cancelled
Grants refunded
At the end of the year		 Small grants
£		 Research and
development grants
£		 Studentship
grants
£		 2022
£		 2021
£
1,452
–
(1,028)
(424)		 268,257
–
(64,419)
(11,172)		 –
–
–
–		 269,709
–
(65,446)
(11,596)		 95,415
241,114
(50,016)
(16,804)
– 192,666 – 192,666 269,709
–
–		 192,666
–		 –
–		 192,666
–		 138,679
131,030
–
(424)
–		 –
(11,172)
(388)		 –
–
–		 –
(11,596)
(388)
(424) (11,560) – (11,984)
Small grants
£		 Research and
development grants
£		 Studentship
grants
£		 2021
£
2,586
–
(1,134)
–		 81,229
241,114
(37,282)
(16,804)		 11,600
–
(11,600)
–		 95,415
241,114
(50,016)
(16,804)
1,452 268,257 –
1,452
–		 137,227
131,030		 –
–
–
–
–		 241,114
(16,804)
(5,435)		 –
–
(500)
– 218,875 (500) 218,375
end are listed in Appendix 1 to the Financial Statements.
enance and other allowances on an agreed scale.

8b. Grant making (prior year)

Full details of grants paid during the year and outstanding at the year end are listed in Appendix 1 to the Financial Statements.

Grants to individuals (studentship grants)

The grants covered course fees and, in some instances, included maintenance and other allowances on an agreed scale.

Alcohol Change UK | Annual Report 2021/22

49 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

9. Net income/(expenditure) for the year

This is stated after changing/(crediting):

Depreciation
Operating lease rentals payable
Operating lease rentals receivable
Auditor’s remuneration (excluding VAT)
Audit
Other services
Analysis of staff costs, board of trustees’ renumeration and expenses, and the cost of key management personnel
Staff costs were as follows:
Salaries and wages
Redundancy and termination costs
Social security costs
Employer’s contribution to defined contribution pension schemes
The following number of employees received employee benefits (excluding employer’s pension and NI costs) during the year between:
£90,000 – £99,999
£80,000 – £89,999		 2022
£		 2021
£
44,152
–
(53,415)
6,950
–		 40,537
–
(49,185)
9,150
–
2022
£
2021
£
653,248
625,987
22,747
–
68,488
62,924
50,973
51,193
795,456 740,104
2022
No.
2021
No.
1
–
–
1
mployer pension contributions and employer national
are recognised in full as an expense on the statement

10. Analysis of staff costs, board of trustees’ renumeration and expenses, and the cost of key management personnel

During the year, the charity’s key management personnel comprised of the chief executive officer and directors. The total employee benefits (including employer pension contributions and employer national insurance) of the key management personnel from 1 April 2021 to 31 March 2022 were £343,830 (2021: £378,246).

Termination payments were made in the year amounting to £22,747 (2021: £nil), of which £3,722 was outstanding at the year end. The termination costs are recognised in full as an expense on the statement of financial activities.

No trustees received reimbursed expenses in 2022 or 2021.

Grant funding received for projects in which trustees or directors are involved is disclosed in Note 12.

Alcohol Change UK | Annual Report 2021/22

50 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

11. Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 17 (2021: 16).

The average monthly number of full-time equivalent employees (including part-time staff) during the year was:

Raising funds
Research and innovation
Engagement
Policy and influencing
Culture change
Information and advice
Behaviour change
Improving alcohol treatment
Alcohol at work
Support functions, management and governance
Related party transactions (current year)
There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.
Of the grants paid during the year, the following trustees, directors and/or associates have been involved in projects and, during the course of the proj
the institution to which the grant was made. The details are as follows:
AdFam – Support and development work of the AFA
Vivienne Evans, is a Trustee at ACUK and CEO at AdFam		 2022
FTE		 2021
FTE
2.5
2.1
2.4
0.5
0.7
0.9
2.1
0.7
0.8
2.7		 2.2
1.9
0.2
2.2
0.9
1.2
2.4
0.6
0.6
3.2
15.4 15.4
ect, they or their unit have received funding from
Paid in year
£
Outstanding
at year-end
£
10,000
–
10,000 –

12a. Related party transactions (current year)

Alcohol Change UK | Annual Report 2021/22

51 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

12b. Related party transactions (prior year)

There were no related party transactions in the prior year.

13. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

14. Tangible fixed assets
Cost
At the start of the year
Impairment
Additions in year
At the end of the year
Depreciation
At the start of the year
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year		 Freehold
property
£		 Leasehold
property
£		 Furniture &
fixtures
£		 Office
equipment
£		 Software
£		 Total
£
39,500
–
–		 1,695,558
(451,002)
–		 27,546
–
–		 33,883
–
600		 11,954
–
–		 1,808,441
(451,002)
600
39,500 1,244,556 27,546 34,483 11,954 1,358,039
–
–		 135,644
33,911		 27,546
–		 18,113
6,256		 4,439
3,985		 185,743
44,152
– 169,556 27,546 24,370 8,424 229,895
39,500 1,075,000 – 10,114 3,530 1,128,144
39,500 1,559,914 – 15,770 7,515 1,622,699
profound impact Covid-19 pandemic and Government lockdown restrictions since March 2020 had on the economy and property market.

The impairment of £451,002 on the leasehold property was due to the profound impact Covid-19 pandemic and Government lockdown restrictions since March 2020 had on the economy and property market. All of the above assets are used for charitable purposes.

Alcohol Change UK | Annual Report 2021/22

52 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

15. Listed investments
Investments are included at their market value.
Fair value at the start of the year
Additions at cost
Disposal proceeds
Net gain/(loss) on change in fair value
Historic cost
Investments comprise:
Fixed interest:
Corporate bonds and British Government stocks
Equities
Property
Alternative assets
Investment property
Fair value at the start of the year
Additions
Revaluation during the year
Fair value at the end of the year		 2022
£		 2021
£
10,517,112
1,199,657
(1,753,664)
559,303		 9,737,940
1,364,799
(2,093,796)
1,508,169
10,522,409 10,517,112
7,892,280 7,775,380
2022
£		 2021
£
1,433,936
6,689,725
1,193,671
1,205,077		 1,511,187
6,796,023
1,040,716
1,169,186
10,522,409 10,517,112
2022
£		 2021
£
701,000
–
(191,000)		 701,000
–
–
510,000 701,000
ets and investment property in proportion with the fair
investment property at 30 March 2022 is based on

16. Investment property

The investment property is in the basement of the charity’s head office at Swinton Street. The purchase price was attributed between tangible fixed assets and investment property in proportion with the fair value at the year end. The property was last valued on 30 March 2022 by Strettons, Chartered Surveyors and Property Consultants. The valuation of the investment property at 30 March 2022 is based on the lease in place at the time.

Alcohol Change UK | Annual Report 2021/22

53 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

17. Debtors

Debtors
2022 2021
£ £
Equity interest and dividends declared but not yet received 55,730 57,017
Trade debtors 90,840 30,373
Prepayments and accrued income 31,287 27,424
177,857 114,814
Trade debtors has increased compared to previous year due to a large number of invoices issued at the end of the year that were related to NCI on dependent drinkers training project which was agreed
with local authorities near the year end.
Creditors: amounts falling due within one year
2022 2021
£ £
Equity interest and dividends declared but not yet received
Trade debtors
Prepayments and accrued income
Trade debtors has increased compared to previous year due to a large number of invoices issued at the end of the year that were related to NCI on de
with local authorities near the year end.		 2022
£		 2021
£
55,730
90,840
31,287		 57,017
30,373
27,424
177,857 114,814
pendent drinkers training project which was agreed
Creditors: amounts falling due within one year 2022
£		 2021
£
Trade creditors
Taxation and social security
Other creditors
Deferred income
Accruals
Grants payable (see Note 8)
Movements in deferred income:
At the start of the year
Deferred during the year
Released during the year
At the end of the year
Deferred income relates to training and consultancy fees received in advance of delivery of the services.		 148,245
19,452
3,478
85,905
46,055
192,666		 38,725
17,408
9,798
63,731
71,674
138,679
495,802 340,014
2022
£
2021
£
63,731
–
85,905
63,731
(63,731)
–
85,905
63,731

18. Creditors: amounts falling due within one year

Alcohol Change UK | Annual Report 2021/22

54 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

19a. Movements in funds (current year)
Restricted funds:
Welsh Government
Welsh Government (BL Work in Wrexham and Flintshire)
Kyowa Kirin Ltd (Annual Conference)
Kyowa Kirin Ltd (Improving Alcohol Treatment)
Total restricted funds
General funds
Total funds
Movements in funds (prior year)
Restricted funds:
Alliance House Foundation
Welsh Government
Kyowa Kirin Ltd
Heb Ffin
Sodexo
Total restricted funds
General funds
Total funds		 At 1 April
2021
£		 Income
£		 Expenditure
£		 Transfers
£		 Gain/(Losses)
£		 At 31 March
2022
£
–
–
–
–		 150,936
11,568
3,000
2,340		 (150,936)
(10,368)
(3,000)
(2,340)		 –
–
–
–		 –
–
–
–		 –
1,200
–
–
– 167,844 (166,644) _ _ 1,200
13,172,004 843,803 (1,900,993) – 368,303 12,483,116
13,172,004 1,011,647 (2,067,637) – 368,303 12,484,316
At 31 March
2020
£
Income
£
Expenditure
£
Transfers
£
Gain/(Losses)
£
At 31 March
2021
£
–
–
–
–
–		 15,000
150,936
3,000
2,280
2,000		 (15,000)
(150,936)
(3,000)
(2,280)
(2,000)		 –
–
–
–
–		 –
–
–
–
–		 –
–
–
–
–
– 173,216 (173,216) _ _ –
12,557,026 620,008 (1,513,199) – 1,508,169 13,172,004
12,557,026 793,224 (1,686,415) – 1,508,169 13,172,004

19b. Movements in funds (prior year)

Alcohol Change UK | Annual Report 2021/22

55 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

19c. Purposes of restricted funds

Restricted funds comprise income which the charity can only use in accordance with terms set out in a written agreement with the original donor or funder. Projects which received funding in this way in 2021/22 are shown below:

The Welsh Government grant was to support the training and consultancy project to help services in two Welsh local authority areas to work more effectively with vulnerable alcoholdependent drinkers.

The Welsh Government grant is supporting delivery of the ‘Working Together to Reduce Harm, Substance Misuse Delivery Plan’, including raising awareness of alcohol misuse issues across Wales and campaigning for an effective alcohol policy and improved services for people whose lives are affected by alcohol-related problems.

Kyowa Kirin awarded grant was to support 2021 Wales Conference.

Kyowa Kirin awarded grant to support the design and production of guide on improving alcohol treatment.

20. Operating lease commitments

At 31 March 2022, the charity had nil annual commitments under a non-cancellable operating lease expiring in August 2022 (2021: nil). Total lease payments recognised as expenditure for the year were nil.

21. Operating lease commitments receivable as a lessor

Amounts receivable under non-cancellable operating leases are as follows for each of the following periods (exclusive of VAT):

Property

2022
£		 2021
£
Less
One		 than one year
to five years		 15,993
–		 49,185
17,701
15,993 66,886

22. Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

23a. Analysis of net assets between funds (current year)

een funds (current year) een funds (current year) een funds (current year)
Tangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2022		 Restricted
£		 General
unrestricted
£		 Total funds
£
–
–
–
1,200
–		 1,128,144
510,000
10,522,409
322,563
–		 1,128,144
510,000
10,522,409
323,763
–
1,200 12,483,116 12,484,316

23b. Analysis of net assets between funds (prior year)

een funds (prior year) een funds (prior year) een funds (prior year)
Tangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2021		 Restricted
£		 General
unrestricted
£		 Total funds
£
–
–
–
–
–		 1,622,699
701,000
10,770,676
208,660
(131,030)		 1,622,699
701,000
10,770,676
208,660
(131,030)
– 13,172,004 13,172,004

The tenancy agreement for the basement at 27 Swinton Street is for a five year period, starting from 11 August 2017. The charity is entitled to a fixed annual rental of £44,000 and reimbursement of service charges incurred for the year, which are variable. Tenants vacated the property on 6 April 2022 therefore there will not be any service charges for period 7 Apr 2022 - 10 Aug 2022.

Alcohol Change UK | Annual Report 2021/22

56 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2022

Appendix 1: Grant commitments

Research and Development Grants
Grant Recipient
Findings
University of Sheffield
University of Edinburgh
University of Glasgow
Manchester Metropolitan University
Sheffield University
Swansea University
University of Liverpool
Small Grants
Grant Recipient
King’s College London
Total Grants		 Grant Ref
R 2015/04
R 2016/02
R 2017/03
RI/100040
2020 NH/16
2020 NH/20
2020 NH/26
2020 NH/31
Grant Ref
2017 SG/1074		 At 1 April
2021
£		 Awarded in
year
£		 De-committed
in the year
£		 Payment
made
£		 At 31 March
2022
£
6,771
6,000
2,001
12,371
64,812
48,461
65,000
62,841		 –
–
–
–
–
–
–
–		 (5,172)
(6,000)
–
–
–
–
–
–		 (1,599)
–
(2,001)
–
(16,203)
(12,115)
(32,500)
–		 –
–
–
12,371
48,609
36,346
32,500
62,841
268,257 – (11,172) (64,419) 192,666
At 1 April
2021
£		 Awarded in
year
£		 De-committed
in the year
£		 Payment
made
£		 At 31 March
2022
£
1,452 – (424) (1,028) –
269,709 – (11,596) (65,446) 192,666

Alcohol Change UK | Annual Report 2021/22

57 | Officers and contacts

Alcohol Change UK is the operating name of Alcohol Research UK . Its principal governing document is its Memorandum and Articles of Association. It incorporates the assets of Alcohol Concern which had the Charity Commission number 291705, with which it merged on 31 March 2017, and which was removed from the Charity Commission register on 23 January 2018.

Registered office and operational address: 27 Swinton Street, London, WC1X 9NW Company no. 07462605 (England and Wales) Charity no. 1140287

Trustees and officers from 1 April 2021 to 25 November 2022. Trustees in italics stood down, in bold joined, during the year. Short biographies of our trustees our available online.

Fiyaz Mughal, OBE

Chair

Mike Bellamy Vivienne Evans

Vice-Chair and Chair of Governance and People sub-committee

Dr Emily Finch Gareth Harkin

Chair of income and Impact Development sub-committee Interim Chair of Finance and General Purposes sub-committee from 1 April 2021 to 14 June 2021

Dr Will Haydock to 23 May 2022 Ranjeet Kaile to 28 February 2022 Prof Antony Moss Dr Emmert Roberts Prof Isabelle Szmigin Adam Uttley from 14 Jun 2021

Chair of Research and Policy sub-committee from 22 Mar 2021 Treasurer, Chair of Finance, Audit, Investment and Risk sub-committee from 14 Jun 21

Executive team from 1 April 2021 to 25 November 2022. Team members in italics left Executive Team, in bold joined it, during the year.

Dr Richard Piper Chief Executive Officer and Company Secretary Jenni G Bradshaw Head of Office, People and Governance, from 1 Apr 2022 Envere Gllogjani Head of Finance, from 20 Apr 2021 Emily Hamilton Director of Marketing and Communications, from 4 Jan 2022 Ailar Hashemzadeh Director of Research and Public Affairs, from 31 Jan 2022 Lucy Holmes Director of Research and Policy, to 7 Jan 2022 Danielle Houliston Director of Fundraising and Engagement Azra Karaselimovic Director of Finance and Operations, to 20 Apr 2021 Maddy Lawson Director of Communications, to 3 Sep 2021 Andrew Misell Director, Wales Office Julie Symes Interim Director of Communications, 3 Sep 2021 to 4 Jan 2022

1 April 2021 to 25 November 2022 Members of the Expert Advisory

Nile Amos Expert by Experience Tim Barclay Expert by Experience Sally Beaven Expert by Experience Ms Claire Brown Editor, Drink and Drug News Professor Simon Coulton Professor for Health Service Research, Centre for Health Service Studies, University of Kent Dr Matt Egan Associate Professor, London School of Hygiene and Tropical Medicine Dr Qulsom Fazil Lecturer, University of Birmingham Professor Matt Field Professor of Psychology, University of Sheffield

Professor Elizabeth Gilchrist Institute of Health and Society, University of Worcester Professor Elizabeth Hughes University of Huddersfield and South West Yorkshire Partnership Dr S Vittal Katikireddi Senior Clinical Research Fellow, University of Glasgow Dr Hilda Laughran Associate Professor in the School of Social Policy,

University of Huddersfield and South West Yorkshire Partnership Senior Clinical Research Fellow, University of Glasgow Associate Professor in the School of Social Policy, Social Work and Social Justice, University College, Dublin

Professor

Dorothy Newbury-Birch Janet Ruane Dr Jeremy Segrott Zoe Swithenbank

Professor of Alcohol and Public Health Research, Teesside University Expert by Experience Research Fellow in Public Health, DECIPHer Centre, Cardiff University Expert by Experience

Catherine Gray, Caggie Dunlop, Millie Gooch, Dave Wilson, Fraser Franks Godfrey Wilson Limited 5th Floor, Mariner House, 62 Prince Street, Bristol, BS1 4QD CAF Bank Ltd King’s Hill, West Malling, Kent, ME19 4TA Investec Wealth and Investment Limited 2 Gresham Street, London, EC2V 7QN to 8 Aug 2022

Ambassadors Auditor

Bankers

Investment managers

CCLA,

One Angel Lane, London EC4R 3AB from Dec 2021 Bates Wells & Braithwaite London LLP 2-6 Cannon Street, London, EC4M 6YH

Solicitors

Cheeky Munkey (IT provision) cheekymunkey.co.uk Electric Putty (web developer) electricputty.co.uk Rareloop (app developer) rareloop.com Amito (app hosting) amito.com Access (CRM provider) theaccessgroup.com

Digital partners

Alcohol Change UK | Annual Report 2021/22

Serious alcohol harm is destroying millions of lives. But change is possible. Let’s create that change.

Alcohol Change UK | Annual Report 2021/22

Alcohol Change UK, 27 Swinton Street, London WC1X 9NW 020 3907 8480, contact@alcoholchange.org.uk, www.alcoholchange.org.uk

Alcohol Change UK is the operating name of Alcohol Research UK. Registered office 27 Swinton Street, London WC1X 9NW. Registered charity number 1140287. Company limited by guarantee in England and Wales number 07462605.