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2023-03-31-accounts

experience alcohol harm. But this is all avoidable and 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 harm that it causes. 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 2023

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2023. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Contents

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 and Chief Executive

Reducing alcohol harm will make an important contribution to helping people across Britain be happier and healthier. Alcohol is one of the most common causes of illness, early death, low productivity, and crime and disorder that we face as a society.

The good news is that we as a society know the solutions. Alcohol Change UK works holistically to deliver five big changes, as set out in our 2019-24 strategy, that will together substantially and sustainably reduce alcohol harm:

This report covers the period 1 April 2022 to 31 March 2023, which was year four of our strategy, but our third full year of fundraising. I am delighted that we took some big strides forward, 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 who died too young from using alcohol. People also support Alcohol Change UK by acting as volunteers and as trustees. Three of my colleagues on our board of trustees stepped down since our last report. Gareth Harkin served as a trustee for over six years and contributed a huge amount to both Alcohol Research UK and Alcohol Change UK. Prof Tony Moss joined in 2019 and has been a massive champion of the charity and a voice of real wisdom. Fiyaz Mughal was our Chair through the tumult of the pandemic and steered the trustee board remarkably through that period. Our huge thanks to them all.

Your support can and will make alcohol change happen faster

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 2023-24 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.

Isabelle Szmigin, Chair of the Board of Trustees

Alcohol Change UK | Annual Report 2022-23

02 | Welcome

Alcohol harm is huge in scale and affects every single one of us. Alcohol damages our health and wellbeing. It disrupts families. It harms communities. And it holds back society, causing avoidable disruption to our health system and our courts and policing.

But we are not anti-alcohol. We believe in the right of adults to consume what substances they wish. We never have and never will tell anyone how much to drink. Our focus is reducing alcohol harm . So our vision is of a society in which people are free to consume alcohol, but with alcohol harm eliminated.

This requires genuine expertise, and a commitment to science and evidence, rather than the assumptions, misunderstandings and opinions that swirl around the topic of alcohol. That’s why one of our three values is truthfulness . We are not afraid to say what the evidence tell us, even if that’s unpopular, and we’re not afraid to change our positions as the evidence evolves. A commitment to

evidence is not always easy, but we believe it is always the right thing to do.

Our second value is ambition . Currently, most people think of alcohol harm as a niche topic, relevant to only a small group of people. However, alcohol causes harm from quite low levels of consumption. In fact, in the UK for every 6 dependent drinkers there are 100 hazardous and harmful drinkers, that is, people drinking more than 14 units of alcohol (5-6 pints) a week. This is enough to lead to increased risks of a huge number of serious conditions, including cancers, heart disease, anxiety and depression. In total, around 10 million people drink at this level. That is a lot of people to support, when we have a team of fewer than 30 people. Which is why we create innovative digital tools that empower people, at scale, to change their own drinking.

Alcohol also plays a disproportionate role in our culture, a role that we don’t give to any other drug. Shifting this old-fashioned culture, so that alcohol is seen for what it is, rather than through rose-tinted spectacles, is another huge task. Which is why we’ve invested in research to identify the most effective ways (‘frames’) for how to talk about alcohol and alcohol harm. We are not fazed by the size of the task, because we’re ambitious, and because it matters.

Ending alcohol harm is an urgent imperative if we are to save lives

Which leads to our third and final value: compassion . Ending alcohol harm is not a game, not a science project or an intellectual exercise. It is an urgent imperative if we are to save lives. The prize is huge, and hugely humane: a Britain in which children grow up more safely, in which people live long enough to hold their grandchildren, in which our population is much physically and mentally healthier, in which workplaces are welcoming and productive, in which our police services and court systems are freed up from alcohol-related crime and our health systems are no longer swamped by alcohol-related illness.

We can and will build this better society. If you’d like that too, please join us, whether as a donor, campaigner, trustee or team member.

Dr Richard Piper, Chief Executive Officer

Alcohol Change UK | Annual Report 2022-23

03 | Our strategy and plans

2019-2024 strategy

Our five-year strategy commits us to five top level impacts that must happen if we are to reduce alcohol harm.

Top level impacts

Improved knowledge

Better policy and regulation

Shifted cultural norms

Improved drinking behaviours

More and better support and treatment

The work

programmes that deliver this impact

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.

Internal developments

Fundraising

Impact assessment

Data management

Alcohol Change UK | Annual Report 2022-23

Reducing alcohol harm will make an important contribution to helping people across Britain be happier and healthier.

05 | Our strategy and plans

2022-23 objectives: how did we do?

In our 2021-22 Annual Report and Accounts, we outlined 30 primary reportable objectives for 2022-23 and promised to report on our progress. These primary reportable objectives do not cover the entirety of our work. No objective was unsuccessful ( ), si ~~x~~ objectives were delayed to 23-24 ( ), and the other 24 objectives were successful ( ), achieving or exceeding their targets. As an ambitious charity we are comfortable with setting objectives that sometimes we’re unable to achieve due to staffing capacity problems – these help us to better understand our future capacity requirements and guide the creation of new staff resource.

Programme/Area 2022-23 Objective How did we do?
Research 1. Keep our Framing Research on track including
establishing a high-profile Reference Group		 The project experienced some delays but is producing very exciting results and our
Reference Group launch at the House of Lords was well-attended
Engagement 2. Develop our campaigning programme by enhancing our
use of our campaigners		 We updated our campaigner ‘journey’ and provided campaigners with richer content to
improve engagement
3. Diversify the profile of our volunteers, in particular in
terms of race		 We welcomed new Ambassadors with diverse racial and social profiles
4. Recruit a Patron or additional Ambassador We welcomed Lord Brooke as our first Patron
Influencing Policy & Regulation 5. Influence UK Government and English local authorities to
improve funding and policy around alcohol treatment		 We worked with over 20 local authorities to improve policy and practices on alcohol
treatment and continued to strongly call for enhanced national funding through the
Public Health budget
6. Influence UK government to implement measures to
increase the price of alcohol		 We influenced the Alcohol Duty Reform (to a strength-based system) and successfully
lobbied Government to keep alcohol duty in line with inflation
7. Influence UK government to act on marketing
and labelling		 We kept up the pressure on Government to add health warnings to alcohol labels and
shaped its no-lo descriptors project
8. Influence police forces, Home Office, Police & Crime
Commissioners and others to enforce the law on
underage online alcohol sales		 We explored this with a number of stakeholders, published our report Delivering a
Problem and identified the key barriers to further action
Information & Advice 9. Build stronger ongoing journeys for website visitors This was completed leading to better online engagement
Culture Shift 10. Plan major culture shift campaign for 2023 This wasn’t progressed due to staffing capacity drops and is under review
Behaviour Change 11.Develop multi-channel marketing growth strategy for
Behaviour Change		 This was moved to 23-24 due to staffing capacity drops
12. Explore project to engage hospitality industry in
Dry January®		 We delivered a small project to grow hospitality support for Dry January®, working with
UK Hospitality
13. Try Dry®app developments including journaling and
new content		 These major new developments were delivered on time
14. Improve Behaviour Change year-round, with anytime
email journey and better integration between Try Dry®,
emails, and Facebook groups		 Users are now able to directly access the FB groups and email journeys from within the
Try Dry®app

Alcohol Change UK | Annual Report 2022-23

06 | Our strategy and plans

Programme/Area 2022-23 Objective How did we do?
Alcohol at Work 15. Launch online learning platform for our training
programme		 This was launched and our first training courses uploaded
16. Increase sales of alcohol at work products and services This was moved to 23-24 as the success of Improving Alcohol Treatment absorbed all
staff capacity
Improving Alcohol Treatment 17. Recruit and train new associate trainers for Improving
Alcohol Treatment		 This was successful, welcoming four new associates to our programme
18. Publish new ‘Blue Light’ guide on Assertive Outreach The guide was launched and warmly welcomed
19. Increase sales of Blue Light and ‘safeguarding’ training
and consultancy		 Sales were considerably above budget
Enabling Priorities 20. Place the Impact project back on track This kicked off in Feb 2023
21. Begin implementing Equality Diversity Inclusion
and Belonging action plan		 We progressed over 50% of actions on our action plan
22. Develop and grow Community & Challenge Events
Fundraising		 Income exceeded budget in this area
23. Develop and grow relationship fundraising This was moved to 23-24 due to lack of staffing capacity
24. Develop and grow income from corporate partnerships This was successful, hitting our ambitious income targets
25. Develop a new Trusts & Foundations programme This was moved to 23-24 due to lack of staffing capacity
26. Grow income Dry January®Global by bringing at least
one additional country on board		 We welcomed Germany and the USA to DJ Global, increasing income by £35k
27. Develop a charity-wide marketing strategy This was moved to 23-24 due to lack of staffing capacity
28. Complete website structure refresh and
content strategy		 A new navigation structure and content was delivered
Finance 29. Produce revised financial projections taking into
account the total returns approach		 The board received updated financial projections in June 2022 incorporating the total
returns approach
30. Complete the transfer to CCLA of our investments This transfer was completed

Alcohol Change UK | Annual Report 2022-23

from the serious harm caused by alcohol.

08 | Our strategy and plans

2022-23 challenges

Here we report on the most significant challenges faced by the charity from 1 April 2022 to the present.

Inflation

The rapid increase and high levels of inflation levels from April 2022 onwards had a very significant impact on our financial plans. We wanted to retain our hard-working and skilled staff team, so matched inflation in line with our policy, giving a 8.8% pay rise from April 2023: made up of a 5% consolidated increase to salaries and a 3.8% flat-rate pro rata non-consolidated payment to all staff present at the time. We also saw other costs sky-rocket, not least energy costs and many other supplies. In total, around an extra £200k was added to our cost base in 23-24 compared to 22-23, for no reason other than inflation. To raise an extra £200k requires a huge effort, given our existing deficit.

At the same time, our investment funds failed to hit their target of growing by inflation +4%, leading to us experiencing a double hit: increased costs, but reduced income from capital growth.

Policy environment

From 1 April 2022 to 31 March 2023, the UK Government continued to appear unwilling to undertake meaningful policy action to prevent alcohol harm, apart from the positive alcohol duty reform and the pegging of alcohol duty to inflation. 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, perhaps 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. We also experienced, as did everyone else, the huge instability in the Westminster Government, with multiple prime ministers, chancellors, secretaries of state and public health ministers over a short period, inevitably slowing down progress further. 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 those Governments have had an approach to policy that appears to be based more on the needs of the population and less susceptible to lobbying from wealthy private interests.

Alcohol Change UK | Annual Report 2022-23

09 | Our strategy and plans

2023-24 plans: what we will be doing

Our 2023-24 Annual Plan contains 28 objectives that we aim to deliver in the year, against our eight work programmes, our enabling priorities, and our support functions. These primary reportable objectives do not cover the entirety of our work. We will transparently report against these in next year’s annual report.

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Programme/Area 2023-24 Objective What Success Will Look Like
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Programme/Area 2023-24 Objective What Success Will Look Like
Research 1. Complete the Framing Research The project produces insightful results, useful outputs and has sector-wide buy-in
2. Complete the New Horizons research programme All four projects deliver meaningful results and the programme delivers collective impact
Engagement 3. Develop our campaigning programme Much stronger, clearer, visually powerful and more effective campaigner journeys and actions in
place.
Develop paid and organic acquisition, aiming for at least 4k people
4. Develop Community Champions programme Increase total numbers and diversity of Community Champions, capped at 100. Increase
activity rate of Community Champions to at least 30% per annum, including especially
income generation activities
Influencing Policy
& Regulation		 5. Campaign to lift the Equality Act exclusion on alcohol
dependence		 More Ministers, Shadow Ministers, MPs and civil servants have heard about the importance
and feasibility of this
6. Build support for alcohol pricing increases New alcohol duty regime in place; increased support for MUP across Labour and
Conservativeparties
7. Agree policy statements We have in place agreed charity-wide policy positions in at least five policy areas
8. Influence alcohol labelling including descriptors for
AF drinks		 A sensible consultation is launched on AF drink descriptors; Labour Party confirms its
commitment to mandatory alcohol labelling
Information & Advice 9. Deliver Alcohol Awareness Week 23 Achieve targets and experiment with tracking impact
10. Create and implement content plan Main gaps have been prioritised and engaging new content has been created, including
considering greater use of video
Culture Shift 11.Enhance our culture shift work Integrate it into our other work and put in place methods for tracking activity and
monitoring progress
Behaviour Change 12. Sell Local Authority packages Bring on board at least three Local Authorities and income of at least £30k
13. Marketing plan in place to further develop social media
and media activity		 Ensure UK sign-ups for Dry January®24 at least match Dry January®23; experiment with new
methods, approaches and messages
14. Complete Try Dry®app developments Deliver agreed developments, ensuring moderation remains visibly supported

Alcohol Change UK | Annual Report 2022-23

10 | Our strategy and plans

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Programme/Area 2023-24 Objective What Success Will Look Like
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Programme/Area 2023-24 Objective What Success Will Look Like
Alcohol at Work 15. Develop and implement new marketing plan Re-engage previous clients, confirm product mix, ensure all channels in place
16. Increase sales of training Consider accreditation and ensure impact monitoring is place
Improving Alcohol Treatment 17. Continue to grow the service Secure a strong pipeline
18. Publish new ‘Blue Light’ manuals Publish the new editions of the BL ‘manuals’
Enabling Priorities 19. Impact project progressed All eight programmes have Theories of Change and Monitoring Frameworks in place
20. New strategy in place A great new strategy has been developed and agreed with strong buy-in from the board
and staff team
21. Progress the equality diversity inclusion and belonging
action plan		 Over 80% of current actions complete by year end
22. Develop Events Fundraising Grow challenge fundraisers by 30%, community fundraisers by 50% & income to £110k
23. Improve individual giving Grow income by 40%, new cash donors by 30%, cash conversion to 20% and integrate
fundraising messages into other communications
24. Develop corporate partnerships Secure at least £107k through a new alcohol-free wine corporate partner and new packages
25. Grow in memory and legacy activity Secure at least two pledges and develop in memory giving
Marketing & Communications 26. Develop marketing plans for key products
and programmes		 Marketing plans have the support of programme managers, are creative, deliverable and
within budget
27. Create the framings project communications plan A clear plan for (a) changes to ACUK’s messaging, (b) ongoing influencing of other
organisations and commentators
Finance 28. Produce financial projections for the new strategy Board and executive have confidence in the financial strategy and in future scenarios

Alcohol Change UK | Annual Report 2022-23

What we did: our activity 2022-23

Alcohol harm is complex and requires a sophisticated, holistic solution. Our work is diverse but coherent, delivered through eight inter-linked work programmes as shown on page 3. The following pages summarise the activities and impacts of our eight work programmes during the year 2022-23.

Alcohol Change UK | Annual Report 2022-23

12 | What we did: our activity 22-23

1. Research and innovation

Alcohol harm is a topic rife with opinions, many of them poorly-informed or based on outdated ‘myths’ or half-truths. Research and evidence are essential if we are to ensure that action to reduce alcohol harm is effective. We are committed to an evidence-based understanding of alcohol harm and of how to reduce it.

Highlights

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 2022-23 we:

Alcohol Change UK | Annual Report 2022-23

13 | What we did: our activity 22-23

Policy and influencing

3.

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, while being unafraid to tell them when we think they are making a mistake or failing to act.

Highlights

Culture change

4.

Drinking problems are, largely, socially and culturally determined. This means that they are hugely affected by ‘the world around us’, which is one of the reasons why different countries have such different levels of alcohol problems (despite all containing the same species of human). We humans like to believe that everything we do is a matter of personal choice, but 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 above) 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:

2. Anyone can develop a drinking problem. Having some level of alcohol problem, whether as a drinker or as an affected family member 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’). In the UK For every 6 severely dependent drinkers, there are 100 hazardous and harmful drinkers. Drinking problems are not caused by people’s ‘personal weakness’ and they must never be stigmatised. Stigma kills.

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.

Highlights

Alcohol Change UK | Annual Report 2022-23

14 | What we did: our activity 22-23

5. Information and advice

People across the UK want independent, honest information about: the effects of alcohol, what constitutes a problem, how to deal with your own drinking problem or that of a family member, and 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, reaching people where they are and signposting people to help if they need it.

Highlights

Behaviour change

6.

Our behaviour change programme is a series of innovative digital tools that help people to regain control of their drinking. This can by trying specific ‘challenges’ – Dry January[®] , Sober Spring and others – or through downloading the Try Dry[®] app at any time of year. The primary target group for this programme is heavy, habitual drinkers who want to try to take control of their drinking themselves. We help tens of thousands of drinkers a year, intervening before people need more expensive therapeutic support. While 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

Alcohol Change UK | Annual Report 2022-23

15 | What we did: our activity 22-23

7. 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

8. 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 mutual aid/peer support services such as Alcoholics Anonymous and SMART Recovery. The fire service, police officers, paramedics, housing services, mental health services, employment 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, assertive, and puts people first. It shows how to engage with these people and reduce the harm that they experience. We provide learning and development to practitioners and in-depth consultancy support to services and local authorities.

Highlights

Alcohol Change UK | Annual Report 2022-23

Chan eis possible. Let create at change. 11 .f 14-

17 | Our finances

2022-23 overview

2022-23 was year four 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 and keeping reserves as high as possible.

Income grew again in 22-23 (shown in pink in the ‘Overview, 2019-23’ chart) by £216k compared with 21-22, while expenditure dropped by £214k (shown in orange) compared with 21-22. Our operating deficit before capital gains and losses on investments (shown in yellow) for 2022-23 was £604k, £430k smaller than last year (21-22: £1,034).

This £430k reduction in our deficit compared to last year is almost entirely accounted for by the fact that in 21-22 our main office was revalued £451k lower, a one-off impairment which had to be treated as ‘expenditure’. This was not repeated in 22-23. If we adjust for this, expenditure was £237k higher in 22-23 (£1,832k) than in 21-22 (£1,595k).

Continuing to set aside that one-off drop in our office property valuation in 21-22, which significantly skews the figures, the underlying deficit that year was £583k, very similar to the £604k deficit this year (22-23). The underlying picture, therefore, is of income (up £216k) and expenditure (up £237k) increasing by similar amounts between 21-22 and 22-23, leaving the deficit at roughly the same level.

The chart ‘Overview, 2019-23’ also highlights the significant volatility in our investment gains/losses (shown in lilac), especially between 31 March 2019 and 31 March 2021, when a £1,069k loss swung to a £1,508k gain over two years, due to the COVID-19 stock market shock and subsequent recovery. In the last two years, the fluctuations have been less extreme but we still saw a fairly big negative net swing from 31 March 2021 to 31 March 2023 of £653k (from a £368k gain in 21-22 to a £285k loss in 22-23).

The net effect of all these figures is shown when these capital gains/losses (lilac) are combined with the operating deficit (yellow) to give the overall surplus/deficit after the capital gains/losses (dark grey). In three of the past four years we’ve made a net loss. If we had made a steady £500k capital gain in each of those years, and if we hadn’t had the one-off property impairment in 21-22, we would more or less have broken even in all years except 20-21, the year of our New Horizons grant programme.

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Overview 2019-23
2019-20 2020-21 2021-22 2022-23
2500
2046
2000 1832
1687
1508
1500 1394
1228
1012
1000 873 793
614
500 368
0
-285
-500
-521
-666 -604
-1000 -894 -889
-1069 -1034
-1500
-1590
-2000
£k
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Income Expenditure Surplus/Deficit Capital gains/losses
Surplus/Deficit after capital gains/losses
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Alcohol Change UK | Annual Report 2022-23

18 | Our finances

Income

Total annual income in 22-23 (excluding investment gain/losses) was £1,227,664 (21-22: £1,011,647; 20-21: £793,224; 19-20: £872,831). This is an increase of £216k compared to 21-22. Income grew by almost the same amount, £218k, from 20-21 to 21-22.

The ‘Income 2019-23’ chart shows how the make-up of our income has changed over the four years of our financial strategy to date, leaving aside the capital changes in our investments but including the income received from those investments (lilac). From year one (19-20) to year four (22-23), total investment income dropped by £93k (19.3%) but income from other sources grew by £461k: donations and legacies (pink) grew by £111k (144.2%) and from charitable activities (orange) by £350k (119.5%). In 22-23 on the advice of our auditor we recategorised our Dry January[®] Global income from ‘Other trading’ (yellow) to ‘Charitable activities’ and restated the comparative figure for 21-22. We haven’t adjusted the historic figures for 19-20 and 20-21 which is why ‘Other trading’ appears to fall.

Investment capital values are not shown on the ‘Income 2019-23’ chart. We experienced a £381k fall in the value of our investment portfolio in 22-23, but a £96k rise in the value of our investment property, leading to a combined investment loss of £285k. Changes in the value of our investments, as well as in the income from them, are largely

driven by circumstances outside of our control – Brexit, the pandemic and inflation – which strongly justifies our strategy of diversifying income streams.

Spending

Total expenditure in 22-23 was £1,832k (2122: £2,046k; 20-21: £1,686k; 19-20: £1,394k), a decrease of £214k on last year. This decrease was largely driven by the fact that last year (21-22) we experienced a one-off £451k loss in the book value of our office property which had to be shown as expenditure. (We did not sell our office). This is shown in lilac on the ‘Expenditure 2019-23’ chart, which also shows how expenditure has changed over the past four financial years, by category.

The higher expenditure on charitable activities in 20-21 was mainly due to the New Horizons grant programme. The higher expenditure on charitable activities in 22-23 was primarily due to additional programmes staff. Expenditure on charitable activities made up 79% of total spend in 22-23 (21-22: 62%, 20-21: 82%, 19-20: 81%).

Note that expenditure on ‘raising funds’ includes the cost of managing our investments and our investment property, not just the costs of fundraising activity.

Income 2019-23

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700
643
600
500 482 466
400 355 358 389
293
300 252
200 175 188
132
100 77 54
21 11 7
0
2019-20 2020-21 2021-22 2022-23
Donations and legacies Charitable activies
Other trading Investments and interest
Expenditure 2019-23
1600
1442
1388
1400
1260
1200 1132
1000
800
600
451
390
400 262 299 335
200
0 0 0
0
2019-20 2020-21 2021-22 2022-23
Raising funds Charitable activities Property impairment
Income £k
Expenditure £k
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Alcohol Change UK | Annual Report 2022-23

19 | 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 Mar 2022 at £191k lower than the previous valuation because the sublease was ending in Aug 2022. However, in Oct 2022 we welcomed a new tenant on a five-year lease at an index-linked rental income starting at £38k per year (plus service charges). As a result our investment property was revalued upwards again by £95,625 on 31 Mar 2023. Our desktop valuation of the charity’s office indicates this has not changed from 31 Mar 22 to 31 Mar 23.

Investment income and value

Income from our investment portfolio was £350,065 (21-22: £304,901; 20-21: £305,407; 19-20: £430,507) which constituted 28.5% of our total income (21-22: 30%; 20-21: 39%; 19-20: 49%). The value of listed investments at 31 Mar 2023 was £8,684,354 (31 Mar 2022: £10,522,409; 31 Mar 2021: £10,517,112; 31 Mar 20: £10,109,280) excluding cash. We sold £1m of our portfolio in Feb 23 to transfer it into accessible cash, to service our cash needs over the coming 18 months and to insulate that portion of our funds from stock market volatility. Income from our rental (investment) property was £31,752 (21-22: 44k) as the property was vacant for part of the year.

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 Jun 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. The aim is 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 ten years. As a result of that exercise, the board agreed in Sep 2021 to appoint

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

Reserves policy

Context

Our total reserves at 31 Mar 2023 were £11,725,052 (£11,723,852 unrestricted and £1,200 restricted). Our ‘free’ reserves at 31 Mar 2023 were £9,855,483 (31 Mar 2022: £10,846,172; 31 Mar 2021: £10,848,306; 31 Mar 2020: £10,212,984), defined as unrestricted reserves less designated funds and funds tied up in fixed assets. 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 Apr 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 faster than we grow expenditure, to 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 and capital growth. However, this reserves policy is undergoing a major review, with the board considering reducing the level of reserves to enable us to invest in faster income and impact growth. By supporting us financially, stakeholders and supporters both reduce alcohol harm faster and enable us to reduce our reserves more rapidly.

Alcohol Change UK | Annual Report 2022-23

20 | Our finances

Future financial plans

In the period Jun 23 to Mar 24 the executive team and board of trustees are developing a new strategy for Alcohol Change UK for the period 2024-29. As part of this, we will create a new financial strategy to work alongside our main charitable strategy, to ensure we have the resources to deliver on our ambitions. It is proposed, as part of that financial strategy, to invest confidently towards a breakeven position within the lifetime of the strategy, i.e., by Mar 2029.

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.

Alcohol Change UK | Annual Report 2022-23

21 | How we are run

How we are run

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 (at 30 Oct 2023) and employ a professional staff team of 28 (at 30 Oct 2023) to deliver our work. We engage with thousands of other people who support the cause of reducing alcohol harm.

Our purpose and public benefit

Our objects (our official charitable purpose as set out in our governing document) are ‘The reduction of alcohol-related harm to individuals, families and communities.’ We work for a society that is free from the serious harm caused by alcohol. We prioritise the reduction of alcohol harm in the UK although our objects do not limit us to working only 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 any grants. Alcohol Change UK exists to benefit the wide 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 purpose of our grants. 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. Full board meetings occur four times a year.

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 Apr 2022 we had ten trustees. During the year, three new trustees were recruited and three stepped down, so on 31 Mar 2023 we had ten trustees. Since the financial year-end four more trustees have been appointed and one has stood down, so we currently

(at 30 Oct 2023) have 12 trustees. Trustees may serve a maximum of three terms, the first of which will be randomly set as three or four years (to stagger term lengths when recruiting multiple trustees at one time), with subsequent terms always three years. 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 an 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.

Sub-committees

During the year we operated four sub-committees which support and challenge the executive team in more depth than is possible at full board meetings.

Alcohol Change UK | Annual Report 2022-23

22 | How we are run

Sub-committees do not generally have delegated decision-making powers but may recommend a course of action or a decision to the full board. The exception to that is that sub-committees may take decisions to approve certain operational policies, to prevent such policies leading to excessively heavy full board meeting agendas, while ensuring that the full board retains 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 30 Oct 2023, the executive team consisted of seven staff: the CEO, Director of Wales, Director of Research and Public Affairs, Director of Fundraising & Engagement, Director of Marketing and Communications, Head of Finance and Head of Office, People and Governance.

Staffing

At 31 Mar 2023 the charity employed 19 staff and at 30 Oct 2023 we employed 28 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. A full 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, a mini-benchmarking exercise for each post, and the post-holder’s 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) where the CEO’s performance is being managed with a view to improvement or is 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 benchmarks the CEO’s pay against the ACEVO salary survey. 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

Alcohol Change UK | Annual Report 2022-23

23 | How we are run

recommendation to the full board. 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 Apr 2022. During 2022-23 the ratio of the chief executive’s salary to the median salary within the charity was 2.4:1 (21-22: 2.3:1; 20-21: 2.2:1) and the ratio to the lowest salary within the charity was 4.3:1 (21-22: 4.1:1; 20-21: 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.

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 2022 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 2022 survey of our board showed that in most areas monitored, ACUK’s board

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

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 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 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.

Alcohol Change UK | Annual Report 2022-23

We engage with thousands of other people who support the cause of reducing alcohol harm.

25 | How we are run

Managing risk

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. Our executive team considers whether any new risks have emerged at least once a quarter and reviews all risks in full annually. 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 register was fully reviewed and approved by the board at its meeting on 19 Jun 2023. The register contained 3 A-level risks, 30 B-level risks and 23 C-level risks: a total of 55 risks at level C or above. The table shows the three highest scoring risks.

Alcohol Change UK | Annual Report 2022-23

26 | How we are run

The table shows the three highest scoring risks.

----- Start of picture text -----
Total
Impact/5 Probability/5 Mitigation actions in place or
Risk Score Update: 30 Oct 2023
(19 Jun23) (19 Jun23) planned
(19 Jun23)
----- End of picture text -----

Risk Impact/5
(19 Jun23)		 Probability/5
(19 Jun23)		 Total
Score
(19 Jun23)		 Mitigation actions in place or
planned		 Update: 30 Oct 2023
We might lack a viable and
realistic plan to reduce
deficits quickly enough.		 4 (Serious) 4 (Probable) 16 Planned: Create a financial strategy
that aligns with our charitable strategy
Sep-Dec 23 and sign off in Mar 24.		 The board has indicated general support for
using some of our reserves to properly invest in
fundraising. If this approach is agreed, our deficit will
likely be removed within the next strategic period
(by 2029).
Risk score unchanged at 30/10/23.
Having an ‘all white’ board
of trustees might mean that
we fail to deliver effective
alcohol harm reductions for
the communities we seek to
support.		 4 (Serious) 5 (Certain) 20 In place: Ensure the board receives
inputs from a diverse executive
team and diverse ambassadors and
community champions.
In place: deliver anti-racism training for
the full board and ensure anti-racist
thinking is present in board discussions.
Planned: Actively recruit additional new
trustees with knowledge and insight of
racially diverse communities.		 After successfully recruiting four new trustees who
all bring distinct knowledge and insight from racially
diverse communities, we no longer have an ‘all white’
board. Nonetheless it is imperative that we avoid any
complacency, continue to work on anti-racism and
stay aware of our individual and collective biases.
Risk score reduced to 4x3=12 (-6) at 30/10/23.
The Dry January®trademark
might be contested and
not associated with Alcohol
Change UK, leading to fewer
people benefitting from the
real Dry January®campaign
and failing to cut back their
drinking long-term.		 4 (Serious) 3 (Moderately
likely)		 12 In place: Use specialist trademark
lawyer; emphasise ACUK ownership of
DJ in all external comms; in marketing
draw a super-sharp distinction between
doing DJ and just going dry alone in
January.		 We have appealed an objection to our use of the Dry
January®trademark and expect to hear the outcome
of that shortly. The board has indicated general
support for using some of our reserves to increase
marketing spend on Dry January®, growing public
understanding of the campaign as an intervention
delivered by Alcohol Change UK.
Risk score unchanged at 30/10/23.

Alcohol Change UK | Annual Report 2022-23

27 | 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 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 alcohol 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 2022-23 financial year. We have a named Data Protection Officer and high data protection standards. Staff receive training on data protection at least annually and on cyber-security multiple times a year. Clear processes are in place and frequently communicated.

Fundraising

In 2022-23, 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.

Alcohol Change UK | Annual Report 2022-23

28 | How we are run

Grantmaking

As members of the Association of Medical Research Charities during 2022-23, 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.

In so far 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 30 October 2023 and signed on their behalf by

Isabelle Szmigin, Chair of the Board of Trustees

Alcohol Change UK | Annual Report 2022-23

29 | Auditor’s report

Report of the independent auditors to the members of Alcohol Research UK

Opinion

We have audited the financial statements of Alcohol Research UK (the ‘charitable company’) for the year ended 31 March 2023 which comprise the Statement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows and 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 (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’.

In our opinion the financial statements:

applicable in the UK and Republic of Ireland’; and

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 Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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 Report of the Independent Auditors 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Alcohol Change UK | Annual Report 2022-23

30 | Auditor’s report

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

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 a Report of the Independent Auditors 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

We obtained an understanding of the legal and regulatory framework applicable to both the charity itself and the industry in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the trustees and other management. The most significant were identified as the Companies Act 2006, UK GAAP (FRS102), Charity SORP and relevant tax legislation.

We considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statements. Our audit procedures included:

Despite the audit being planned and conducted in accordance with ISAs (UK) there remains an unavoidable risk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audit, and that by their very nature, any such instances of fraud or irregularity likely involve collusion, forgery, intentional misrepresentations, or the override of internal controls.

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 Report of the Independent Auditors.

Alcohol Change UK | Annual Report 2022-23

31 | Auditor’s report

Use of our report

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

Susan Plumb ACA (Senior Statutory Auditor)

14 December 2023

for and on behalf of:

Haines Watts Chartered Accountants & Statutory Auditors Old Station House Station Approach Swindon Wiltshire SN1 3DU

Alcohol Change UK | Annual Report 2022-23

32 | Financial statements

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

For the year ended 31 March 2023

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 (expenditure)/income before gains/(losses) on investments
Net (losses)/gains on investments
Gain/(loss) on revaluation of investment property
Net (expenditure)/income for the year
Reconciliation of funds:
Total funds brought forward
Prior Year Adjustment to funds brought forward (Note 1)
Total funds brought forward – Re-stated
Total funds carried forward
For the year ended 31 March 2023		 Note Unrestricted
£		 Restricted
£		 2023
Total
£		 Re-stated
Unrestricted
£		 Restricted
£		 2022
Re-stated
Total
£
2
3
4
5
14
6a/6b
16
17
9		 188,209
–
188,209
174,550
–
174,550
–
60,374
60,374
100
67,138
67,238
14,366
51,318
65,685
19,074
57,067
76,141
–
39,243
39,243
–
43,639
43,639
–
–
–
100
–
100
219,326
–
219,326
115,869
–
115,869
249,074
–
249,074
117,957
–
117,957
9,194
–
9,194
45,102
–
45,102
7,443
–
7,443
11,424
–
11,424
388,752
–
388,752
358,345
–
358,345
364
–
364
1,281
–
1,281
1,076,728
150,936
1,227,664
843,803
167,844
1,011,647
367,204
–
367,204
283,959
–
283,959
22,804
–
22,804
51,195
–
51,195
169,675
65,141
234,815
168,925
69,541
238,466
123,310
–
123,310
85,165
–
85,165
135,082
49,253
184,334
153,073
57,986
211,059
46,318
36,542
82,860
19,480
39,117
58,597
82,009
–
82,009
79,216
–
79,216
447,017
–
447,017
357,572
–
357,572
238,583
–
238,583
115,523
–
115,523
49,020
–
49,020
113,859
–
113,859
–
–
–
451,002
–
451,002
1,681,022 150,936 1,831,958 1,878,969 166,644 2,045,613
(604,294)
(381,067)
95,625		 –
–
–		 (604,294)
(381,067)
95,625		 (1,035,167)
559,303
(191,000)		 1,200
–
–		 (1,033,967)
559,303
(191,000)
(889,736) – (889,736) (666,864) 1,200 (665,664)
20a
20a		 12,613,588
1,200
12,614,788
13,172,004
–
13,172,004
–
–
–
108,448
–
108,448
12,613,588
1,200
12,614,788
13,280,452
–
13,280,452
11,723,852
1,200
11,725,052
12,613,588
1,200
12,614,788

2022 income has been re-stated to recognise Dry January[®] global licencing income as income from charitable activities, rather than income from other trading activities.

2022 expenditure has been re-stated to reflect the change in accounting policy to capitalise software development costs and amortise over a 5 year period (Note 1 (j) ). The prior year adjustment of £108,448 adjusts funds brought forward at 1 April 2021 to reflect this change in accounting policy for software development costs incurred between April 2018 to March 2021.

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 20 to the financial statements.

Alcohol Change UK | Annual Report 2022-23

33 | Financial statements

Balance sheet

As at 31 March 2023 | Company no. 07462605

Note
Fixed assets:
Tangible assets
14
Intangible assets
15
Investments
16
Investment property
17
Current assets:
Stock
Debtors
18
Cash at bank and in hand
Liabilities:
Creditors: amounts falling due within
one year
19
Net current assets
Total net assets
The funds of the charity:
20a/20b
Restricted income funds:
Total restricted funds
Unrestricted income funds:
General funds
Total unrestricted funds
Total charity funds
Approved by the board of directors on 30 October
Isabelle Szmigin.
Chair of the Board of Trustees
py .		 2023 2022
Note £ £ £ Re-stated
£
14
15
16
17
18
19		 6,239
350,415
1,339,942		 1,099,829
164,115
8,684,354
605,625		 7,836
177,857
633,872		 1,128,144
130,472
10,522,409
510,000
10,553,923 12,291,025
1,696,596
(525,467)		 819,565
(495,802)
11,723,852 1,171,129 12,613,588 323,763
11,725,052 12,614,788
1,200
11,723,852		 1,200
12,613,588
11,725,052 12,614,788

Statement of cash flows

For the year ended 31 March 2023

Cash flows from operating activities
Net (expenditure) for the reporting
period (as per the statement of financial
activities)
Depreciation and impairment on tangible
fixed assets
Amortisation of intangible fixed assets
Losses/(gains) on revaluation of
investments
(Gains)/losses on revaluation of
investment property
Dividends, interest and rent from
investments
Decrease in stocks
(Increase) in debtors
Increase in creditors
Net cash used in operating activities
Cash flows from investing activities:
Dividends, interest and rent from
investments
Purchase of tangible fixed assets
Purchase of intangible 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		 Note 2023
£		 2023 2023
£		 2022
£		 20222022
£
(889,736)
34,721
69,081
381,067
(95,625)
(388,752)
1,597
(172,558)
29,665		 (1,030,540) (665,664)
495,154
48,536
(559,303)
191,000
(358,345)
441
(63,043)
24,757		 (886,467)
388,752
(6,406)
(102,724)
11,283,699
(9,826,711)		 358,345
(600)
(70,560)
1,753,664
(1,199,657)
1,736,610 841,192
706,070
633,872		 (45,275)
679,147
1,339,942 633,872

Alcohol Change UK has not provided an analysis of changes in net debt as it does not have any long term financing arrangements.

The notes on pages 34 to 58 comprise part of these financial statements.

Alcohol Change UK | Annual Report 2022-23

34 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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 building impairments and investment property gains/(losses).

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 £1,339,942 (2022: £633,872) and net assets of £11,725,052 (2022: £12,614,788).

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 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

Wherever possible resources expended are attributed to the particular activity where the cost relates directly to that activity. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

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.
2023 2022
●Raising funds 24% 17%
●Research and innovation 6% 15%
●Engagement 10% 8%
●Policy and influencing 8% 16%
●Culture change 4% 4%
●Information and advice 7% 8%
●Behaviour change 28% 20%
●Improving alcohol treatment 10% 7%
●Alcohol at work 3% 5%

Alcohol Change UK | Annual Report 2022-23

35 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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).

i) Tangible fixed assets

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 (n) 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
Office equipment		 50 years
3 years
● Furniture & fixtures 3 years
● Software 3 years

j) Intangible fixed assets

Intangible fixed assets comprise software development costs incurred in updating, developing and improving the charity’s ‘Dry January[®] ’ and ‘Try Dry[®] ’ software applications.

Prior to this financial year, the accounting policy was that software developments expenditure was expensed as incurred. During the year there was a change in accounting policy whereby software developments expenditure incurred since April 2018 was capitalised and included in the balance sheet as an Intangible Asset, at cost or valuation. The Charity realised that significant development expenditure has been incurred since 2018, and this expenditure is continuing to support income generation in future periods. Therefore it is right and correct to recognise this expenditure as an asset and match the software development expenditure to the income it generates, in the same period.

These accounts therefore contain re-stated comparatives to reflect the results of the charity as if the new accounting policy had been in place since 2018.

Amortisation is provided at a rate calculated to write down the cost of this asset to its estimated residual value over its expected useful life. The amortisation rate in use is as follows:

● Software development 5 years

k) Operating leases

l) Investment income

m) 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.

n) 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.

o) Stock

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

p) 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.

q) 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.

r) 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.

s) 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.

t) 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.

u) 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.

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

Alcohol Change UK | Annual Report 2022-23

36 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

2. Income from donations and legacies

Donations from individuals and trusts
Legacies
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 including Dry January®UK & Global licencing income
Improving alcohol treatment
Alcohol at work
Total income from charitable activities		 Unrestricted
£
Restricted
£
2023
Total
£
Unrestricted
£
Restricted
£
2022
Total
£
162,785
–
162,785
174,550
–
174,550
25,424
–
25,424
–
–
–
188,209
–
188,209
174,550
–
174,550
Unrestricted
£
Restricted
£
2023
Total
£
Re-stated
Unrestricted
£
Restricted
£
2022
Re-stated
Total
£
–
60,374
60,374
–
62,510
62,510
–
–
–
100
4,627
4,727
–
60,374
60,374
100
67,138
67,238
14,366
–
14,366
6,615
3,000
9,615
–
51,318
51,318
–
54,067
54,067
–
–
–
12,459
–
12,459
14,366
51,318
65,685
19,074
57,067
76,141
–
39,243
39,243
–
43,639
43,639
–
–
–
–
–
–
–
39,243
39,243
–
43,639
43,639
–
–
–
100
–
100
–
–
–
100
–
100
219,326
–
219,326
115,869
–
115,869
219,326
–
219,326
115,869
–
115,869
249,074
–
249,074
117,957
–
117,957
9,194
–
9,194
45,102
–
45,102
491,960
150,936
642,896
298,203
167,844
466,047

3. Income from charitable activities

The charitable company receives government grants, defined as funding from the Welsh Government to fund charitable activities.

The total value of such grants in the period ending 31 March 2023 was £150,936 (2022: £162,504). There are no unfulfilled conditions or contingencies attaching to these grants.

2022 income has been re-stated to recognised Dry January[®] global licencing income as income from charitable activities, rather than income from other trading activities.

Alcohol Change UK | Annual Report 2022-23

37 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

4. Income from other trading activities

Income from other trading activities
Merchandise sales Unrestricted
£
Restricted
£
2023
Total
£
Re-stated
Unrestricted
£
Restricted
£
2022
Re-stated
Total
£
7,443
–
7,443
11,424
–
11,424
7,443
–
7,443
11,424
–
11,424

2022 income has been re-stated to recognised Dry January[®] global licencing income as income from charitable activities, rather than income from other trading activities.

7,443
–
7,443
11,424
–
11,424		 7,443
–
7,443
11,424
–
11,424		 7,443
–
7,443
11,424
–
11,424		 7,443
–
7,443
11,424
–
11,424		 7,443
–
7,443
11,424
–
11,424		 7,443
–
7,443
11,424
–
11,424
s income from charitable activities, rather than income from other trading activities.
Income from investments
Fixed interest
Corporate bonds and British Government stocks
Investment cash account
Overseas bonds
Equities – UK and overseas
Managed Fund Equities – UK and overseas
Investment property rental income
Investment property service charge income
Bank deposit interest
All income from investments is unrestricted.
2023
Total
£
2022
Total
£
50,666
61,960
3,943
–
–
2,136
4,528
240,805
290,928
–
350,065
304,901
31,752
53,415
4,874
–
2,062
29
388,752
358,345

5. Income from investments

Alcohol Change UK | Annual Report 2022-23

38 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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
Amortisation
& Depreciation
Leasehold Property
impairment
External associates
and advice
Fundraising expenses
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 2023
Total expenditure 2022		 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
£
2023
Total
£		 2022
Total
£
185,001 962 108,276 72,372 119,839 56,443 50,956 146,374 80,481 24,789 144,800 –
990,293
–
48,058
–
1,261
–
135,745
–
8,078
–
103,801
–
–
–
121,768
–
43,797
–
(2,000)
–
6,614
–
14,441
–
22,905
–
6,371
–
44,964
_
175,742
–
110,120		 795,456
42,095
3,301
99,651
7,463
92,688
451,002
118,748
98,958
(11,984)
4,191
42,413
24,352
1,361
6,301
168,874
100,743
1,495 – 418 400 – – – 617 – – 45,128
– – – – – – – – – – 1,261
9,984 – 2,636 4,536 10,338 63 584 9,830 1,993 1,689 94,092
– – 610 56 3,071 326 – 73 1,943 1,999 –
– – – – – – – 69,081 – – 34,721
– – – – – – – – – – _
265 213 565 – 427 317 – – 111,605 7,766 610
36,967 – 281 5,654 188 139 150 – 348 – 68
– – (2,000) – – – – – – – –
– – – – – – – – – – 6,614
– 18,441 – – – – – – – – (4,000)
– 3,188 – – – – – 186 – – 19,531
80 – 338 – 724 180 – 75 – – 4,973
19,760 – 882 117 12,728 34 62 248 93 (198) 11,238
30,321 – 3,652 6,626 3,854 6,232 6,448 106,982 6,407 3,235 1,985
– – 88,641 – 1,567 1,163 – 18,749 – – –
283,873 22,804 204,300 89,761 152,736 64,897 58,201 352,215 202,870 39,280 361,021 –
1,831,958
–
–		 2,045,613
–
83,331 – 30,516 33,549 31,598 17,963 23,809 94,802 35,713 9,740 (361,021)
–
1,831,958		 2,045,613
367,204 22,804 234,815 123,310 184,334 82,860 82,009 447,017 238,583 49,020 –
283,959 51,195 238,466 85,165 211,059 58,597 79,216 357,572 115,523 113,859 – 451,002

Alcohol Change UK | Annual Report 2022-23

39 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

Cost of raising funds Charitable activities Other expenditures

6b. Analysis of expenditure (prior year)

----- Start of picture text -----
Donations Investment Research Improving Support and Leasehold 2022
and management and Policy and Culture Information Behaviour alcohol Alcohol governance Property Re-stated
legacies costs innovation Engagement influencing change and advice change treatment at work costs impairment Total
£ £ £ £ £ £ £ £ £ £ £ £ £
Staff costs (note 10) 115,906 983 112,392 41,354 126,086 38,416 39,513 109,551 35,272 26,383 149,599 0 795,456
Other staff costs 710 (201) 735 (80) 838 (643) 1,367 23,913 115 (26) 15,366 0 42,095
Board and committees – – – – – – – – – – 3,301 0 3,301
Buildings and office
running costs 8,409 – 6,898 3,796 6,246 30 238 8,435 1,377 1,390 62,832 0 99,651
Conference and events – – 1,451 – 1,088 816 – – – 3,749 358 0 7,463
Amortisation
& Depreciation – – – – – – – 48,536 – – 44,152 0 92,688
Leasehold Property
impairment – – – – – – – – – – – 451,002 451,002
External associates
and advice – – 3,088 – 2,316 1,737 – – 50,368 61,241 – 0 118,748
Fundraising expenses 85,865 – – 10,341 – – – – – – 2,752 0 98,958
Grants payable (note 8b) – – (11,984) – – – – – – – – 0 (11,984)
Insurance – – – – – – – – – – 4,191 0 4,191
Investment costs – 50,413 – – – – – – – – (8,000) 0 42,413
Legal and
professional fees 1,109 – – – – – – – – – 23,243 0 24,352
Meeting costs – – 214 – 181 120 – – – – 846 0 1,361
Other costs 287 – 906 12 2,213 3 (25) 31 11 97 2,764 0 6,301
Publications,
communications
and marketing 20,079 – 11,136 5,879 10,455 4,382 13,938 88,825 6,453 5,224 2,504 0 168,874
Research, policy and
campaigns costs 40 – 66,899 18 13,458 2,574 19 17,707 17 12 – 0 100,743
232,405 51,195 191,736 61,321 162,881 47,435 55,050 296,996 93,613 98,070 303,908 451,002 2,045,613
Support and governance 51,554 – 46,730 23,844 48,178 11,162 24,166 60,576 21,910 15,788 (303,908) – –
costs (note 7b)
Total expenditure 2022 283,959 51,195 238,466 85,165 211,059 58,597 79,216 357,572 115,523 113,859 – 451,002 2,045,613
----- End of picture text -----

Alcohol Change UK | Annual Report 2022-23

40 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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 2023
Total expenditure 2022		 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
£
2023
Total
£		 2022
Total
£
20,146 – – 6,527 8,111 6,997 3,866 5,756 22,919 8,634 2,355
85,311
831
32,396
2,105
76,650
1,090
41,135
1,625
61,817		 78,906
27,580
47,088
28,991
64,383
7,108 – – 3,295 2,862 3,218 1,920 2,031 8,086 3,046
18,012 – – 5,999 7,251 6,379 3,548 5,146 20,491 7,719
9,325 – – 3,732 3,754 3,776 2,188 2,664 10,609 3,996
13,905 – – 5,772 5,598 5,787 3,379 3,973 15,819 5,959
68,496 – – 25,325 27,576 26,156 14,901 19,570 77,925 29,355 8,006
297,310
268
9,373
91
3,175
182
6,365
40
1,389
56
1,969
1,097
41,440		 246,948
10,597
2,725
7,997
3,421
1,753
30,467
2,294 – – 596 924 685 358 655 2,610 983
777 – – 202 313 232 121 222 884 333
1,558 – – 405 627 465 243 445 1,772 668
340 – – 88 137 102 53 97 387 146
482 – – 125 194 144 75 138 548 207
9,384 – – 3,775 3,778 3,814 2,213 2,681 10,676 4,022
14,835 – – 5,191 5,973 5,443 3,062 4,239 16,878 6,358 1,734
63,712		 56,961
9,740
361,021		 303,908
83,331 – – 30,516 33,549 31,598 17,963 23,809 94,802 35,713
15,788
51,554 – – 46,730 23,844 48,178 11,162 24,166 60,576 21,910

Alcohol Change UK | Annual Report 2022-23

41 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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
Constitutional and
statutory needs
Strategic management
Governance costs
Total expenditure 2022		 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
£
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
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
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
15,788
303,908
51,554 – – 46,730 23,844 48,178 11,162 24,166 60,576 21,910

Alcohol Change UK | Annual Report 2022-23

42 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

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
£		 2023
£		 2022
£
–
192,666
–
192,666
269,709
–
–
–
–
–
–
(112,819)
–
(112,819)
(65,446)
–
–
–
–
(11,596)
–
79,847
–
79,847
192,666
–
79,847
–
79,847
192,666
–
–
–
–
–
–
–
1,000
1,000
–
–
–
–
–
(3,000)
–
(3,000)
–
(3,000)
1,000
(2,000)
Small grants
£
Research and
development grants
£
Studentship
grants
£
2022
£
1,452
268,257
–
269,709
–
–
–
–
(1,028)
(64,419)
–
(65,446)
(424)
(11,172)
–
(11,596)
–
192,666
–
192,666
–
192,666
–
192,666
–
–
–
–
–
–
–
–
(424)
(11,172)
–
(11,596)
–
(388)
–
(388)
(424)
(11,560)
–
(11,984)

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 2022-23

43 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

9. Net income/(expenditure) for the year

This is stated after changing/(crediting):

Net income/(expenditure) for the year
This is stated after changing/(crediting):
2023 2022
Re-stated
£ £
Depreciation 34,721 44,152
Amortisation_(note 15, accounting policy note 1 (j) )_ 69,081 48,536
Operating lease rentals payable 2,761 –
Operating lease rentals receivable (31,752) (53,415)
Auditor’s remuneration (excluding VAT)
Audit 9,093 6,950
Other services 280 –

Prior to 1 April 2022 software development costs were included within expenditure as incurred. Due to a change in accounting policy during 2022-23, software development costs incurred from April 2018 to date have been capitalised and are now amortised over a five year period, on a straight line basis. The 2022 results have therefore been re-stated to reflect this (see accounting policy note 1 (j) ).

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

Staff costs were as follows:

Staff costs were as follows:
2023 2022
£ £
Salaries and wages 853,126 653,248
Redundancy and termination costs – 22,747
Social security costs 89,916 68,488
Employer’s contribution to defined contribution pension schemes 47,251 50,973
990,293 795,456
The following number of employees received employee benefits (excluding employer’s NIC and pension costs) during the year between:
2023 2022
No. No.
£90,000 – £99,999 1 –
£80,000 – £89,999 – 1

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 2022 to 31 March 2023 were £387,822 (2022: £343,830).

There were no termination payments were made in the year (2022: £22,747), and none were outstanding at the year end (2022: £3,722). Termination costs are recognised in full as an expense on the statement of financial activities.

Trustees received reimbursed travel expenses of £396 (2022: £nil).

Grant funding received for projects in which trustees or directors are involved is disclosed in Note 12 (Related Party Transactions).

Alcohol Change UK | Annual Report 2022-23

44 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

11. Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 21 (2022: 17).

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
Marketing and communication
Support functions, management and governance		 2023
FTE		 2022
FTE
3.3
2.5
1.8
2.1
1.3
2.4
1.8
0.5
0.9
0.7
0.8
0.9
3.3
2.1
1.7
0.7
0.5
0.8
2.0
0.0
2.5
2.7
19.9
15.4

Alcohol Change UK | Annual Report 2022-23

45 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

12 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 project, they or their unit have received funding from 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
Paid in year
Outstanding at year-end
The following payments have been made, all at arms’ length, to persons related to employees:
Paid in year
Short Term Office Support Assistant, for period 1 August to 12 August 2022, a now ex-employee (related to the CEO)
Short Term Data analysis and reporting work, for period 2 August to 26 August 2022, a now ex-contractor (related to the ex-Director of
Communications and Marketing)
Outstanding at year-end
Short Term Office Support Assistant, for period 1 August to 12 August 2022, a now ex-employee (related to the CEO)
Short Term Data Analysis and reporting work, for period 2 August to 26 August 2022, a now ex-contractor (related to the ex-Director of
Communications and Marketing)
The following value of leaving gifts been made, all at arms’ length, to Trustees on their leaving the Charity:
Paid in year
Outstanding at year-end
13
Taxation		 2023
£
2022
£
10,000
10,000
–
–
872
–
265
–
1,137
–
–
–
–
–
–
–
83
–
–
–

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

Alcohol Change UK | Annual Report 2022-23

46 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

14. Tangible fixed assets
Cost
At the start of the year
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 land
£		 Leasehold
property
£		 Furniture &
fixtures
£		 Office
equipment
£		 Software
£		 Total
£
39,500
1,244,556
27,546
34,483
11,954
1,358,039
–
–
–
6,406
–
6,406
39,500
1,244,556
27,546
40,889
11,954
1,364,445
–
169,556
27,546
24,370
8,423
229,895
–
23,889
–
7,704
3,128
34,721
–
193,445
27,546
32,074
11,551
264,616
39,500
1,051,111
–
8,815
403
1,099,829
39,500
1,075,000
–
10,113
3,531
1,128,144

All of the above assets are used for charitable purposes.

15. Intangible fixed assets
Cost
At the start of the year
Additions in year
At the end of the year
Amortisation
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		 2023
£		 2022
Re-stated
£
242,680
172,120
102,724
70,560
345,404
242,680
112,208
63,672
69,081
48,536
181,289
112,208
164,115
130,472
130,472
108,448

Prior to 1 April 2022 software development costs were included within expenditure as incurred. Due to a change in accounting policy during 2022-23, software development costs incurred from April 2018 to date have been capitalised and are now amortised over a five year period, on a straight line basis. The 2022 results have therefore been re-stated to reflect this ( see accounting policy note 1 (j) ).

Alcohol Change UK | Annual Report 2022-23

47 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

Investment property
Fair value at the start of the year
Revaluation during the year
Fair value at the end of the year
Listed investments
Investments are included at their market value.
Fair value at the start of the year
Additions at cost
Disposal proceeds
Net (loss)/gain on change in fair value
Historic cost
Investments comprise:
Managed Fund
COIF Charities Ethical Investment Fund Income – 3,079,121.57 Units
Fixed Interest:
Corporate bonds and British Government stocks
Equities
Property
Alternative assets		 2023
£
2022
£		 2023
£
2022
£
10,522,409
10,517,112
9,826,711
1,199,657
(11,283,699)
(1,753,664)
(381,067)
559,303
8,684,354
10,522,409
8,838,376 7,892,280
2023
£		 2022
£
8,684,354 –
–
1,433,936
–
6,689,725
–
1,193,671
–
1,205,077
–
10,522,409
2023
£		 2022
£
501,000
95,625		 701,000
(191,000)
605,625 510,000
een tangible fixed assets and investment
w five-year lease agreement effective from 6
he property being unoccupied, the previous

16. Listed investments

17. Investment property

The investment property comprises the basement and courtyard of the charity’s head office at Swinton Street, London. 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 31 March 2023 by the Charity’s Treasurer, based on the property’s new five-year lease agreement effective from 6 November 2022. In 2022, the property was valued on 30 March 2022 by Strettons, Chartered Surveyors and Property Consultants: this valuation was based on the property being unoccupied, the previous five-year lease agreement having ended on 6 April 2022 when the existing tenants vacated, with no potential new lessees identified.

Alcohol Change UK | Annual Report 2022-23

48 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

18. Debtors

Debtors
2023 2022
£ £
Equity interest and dividends declared but not yet received 70,470 55,730
Trade debtors 209,935 90,840
Other debtors 1,130 –
Prepayments and accrued income 68,880 31,287
350,415 177,857

local authorities near the year end. Some of these invoices related to the next financial year 2023-24, hence there is a corresponding increase in Deferred Income

(see note 19) .

Equity interest and dividends declared but not yet received
Trade debtors
Other debtors
Prepayments and accrued income		 2023
£		 2022
£
70,470
55,730
209,935
90,840
1,130
–
68,880
31,287
350,415
177,857
ing and consultancy projects which was agreed with
d Income_(see note 19)_.
Creditors: amounts falling due within one year
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		 2023
£		 2022
£
83,799
148,245
66,953
19,452
5,737
3,478
253,811
85,905
35,320
46,055
79,847
192,666
525,467
495,802
2023
£
2022
£
85,905
63,731
253,811
85,905
(85,905)
(63,731)
253,811
85,905

19. Creditors: amounts falling due within one year

Deferred income relates to training and consultancy fees received in advance of delivery of the services.

Alcohol Change UK | Annual Report 2022-23

49 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

20a. Movements in funds (current year)
Restricted funds:
Welsh Government
Welsh Government (BL Work in Wrexham and Flintshire)
Total restricted funds
General funds
Total funds
Movements in funds (prior 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		 At 1 April 2022
£		 Prior Year
Adjustment
(note 1 (j))
£		 Income
£		 Expenditure
£		 Gain/(Losses)
£		 At 31 March
2023
£
–
–
150,936
(150,936)
–
–
1,200
–
–
–
–
1,200
1,200
–
150,936
(150,936)
_
1,200
12,613,588
–
1,076,728
(1,681,022)
(285,442)
11,723,852
12,614,788
–
1,227,664
(1,831,958)
(285,442)
11,725,052
At 1 April 2021
£
Prior Year
Adjustment
(note 1 (j))
£
Income
£
Expenditure
£
Gain/(Losses)
£
At 31 March
2022
Re-stated
£
–
–
150,936
(150,936)
–
–
–
–
11,568
(10,368)
–
1,200
–
–
3,000
(3,000)
–
–
–
–
2,340
(2,340)
–
–
–
–
167,844
(166,644)
–
1,200
13,172,004
108,448
843,803
(1,878,969)
368,303
12,613,588
13,172,004
108,448
1,011,647
(2,045,613)
368,303
12,614,788

20b. Movements in funds (prior year)

2022 expenditure has been re-stated to reflect the change in accounting policy to capitalise software development costs and amortise over a 5 year period ( Accounting Policies Note 1 (j) ). The prior year adjustment of £108,448 adjusts funds brought forward reserves at 1 April 2021 to reflect this change in accounting policy for software development costs incurred between April 2018 to March 2021.

Alcohol Change UK | Annual Report 2022-23

50 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

20c. 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 2022-23 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.

At 31 March 2023, the charity had the following annual commitments under non-cancellable operating leases:

mmitments
arity had the following annual commitments under non-cancellable		 mmitments
arity had the following annual commitments under non-cancellable		 mmitments
arity had the following annual commitments under non-cancellable		 mmitments
arity had the following annual commitments under non-cancellable
Less than one year
One to five years
Over five years		 Office equipment
2023
£
2022
£		 Property
2023
£
2022
£
629
2,518
747		 –
–
–		 2,450
2,501
–		 –
–
–
3,894 – 4,951 –

22. 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):

a lessor
ses are as follows for each of the		 a lessor
ses are as follows for each of the
Less than one year
One to five years		 Property
2023
£
2022
£
38,660
152,089		 15,993
–
190,749
15,993

The original tenancy agreement for the basement at 27 Swinton Street, London was for a five year period, starting from 11 August 2017. The charity was entitled to a fixed annual rental of £44,000 and reimbursement of service charges incurred for the year, which were variable. The original tenants vacated the property on 6 April 2022, therefore there were no service charges received for the period 7 April 2022 - 10 August 2022.

A new tenancy agreement for the basement at 27 Swinton Street, London for a five year period was agreed commencing from 11 August 2017. The charity is entitled to a fixed annual rental of £38,000 and reimbursement of service charges incurred for the year, which are variable. New tenants commenced on 7 November 2022. Service charges received for the period 7 November 2022 - 31 March 2022 were £4,874.

A new agreement for rental of desks on the ground floor at 27 Swinton Street, London for a 15 month period commenced on 20 February 2023. The charity is entitled to a fixed annual rental of £660.

23. 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.

Alcohol Change UK | Annual Report 2022-23

51 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

24a. Analysis of net assets between funds (current year)

een funds (current year) een funds (current year) een funds (current year)
Tangible fixed assets
Intangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2023		 Restricted
£		 General
unrestricted
£		 Total funds
£
–
–
–
–
1,200
–		 1,099,829
164,115
605,625
8,684,354
1,169,929
–		 1,099,829
164,115
605,625
8,684,354
1,171,129
–
1,200
11,723,852
11,725,052

24b. Analysis of net assets between funds (prior year)

een funds (prior year) een funds (prior year) een funds (prior year)
Tangible fixed assets
Intangible fixed assets
Investment properties
Investments
Net current assets
Long term liabilities
Net assets at 31 March 2022		 Restricted
£		 General
unrestricted
£		 Total funds
(Re-stated)
£
–
–
–
–
1,200
–		 1,128,144
130,472
510,000
10,522,409
322,563
–		 1,128,144
130,472
510,000
10,522,409
323,763
–
1,200
12,613,588
12,614,788

Alcohol Change UK | Annual Report 2022-23

52 | Notes to the accounts

Notes to the financial statements

For the year ended 31 March 2023

Appendix 1: Grant commitments
Research and Development Grants
Grant Recipient
Grant Ref
University of Glasgow
2017 RI/100040
Manchester Metropolitan University
2020 NH/16
Sheffield Hallam University
2020 NH/20
Swansea University
2020 NH/26
University of Liverpool
2020 NH/31
Small Grants
Grant Recipient
Grant Ref
University of Sheffield
R 2016/02
University of Sheffield
Dry January®
Total Grants		 At 1 April
2022
£
Awarded in
year
£
De-committed
in the year
£
Payment
made
£
At 31 March
2023
£
12,371
–
–
–
12,371
48,609
–
–
(32,406)
16,203
36,346
–
–
(24,231)
12,115
32,500
–
–
(16,250)
16,250
62,841
–
–
(39,932)
22,908
192,666
–
–
(112,819)
79,847
At 1 April
2022
£		 Awarded in
year
£		 De-committed
in the year
£		 Payment
made
£		 At 31 March
2023
£
–
–
(3,000)
3,000
–
– 1,000 – (1,000) –
– 1,000 (3,000) 2,000 –
192,666
1,000
(3,000)
(110,819)
79,847

Alcohol Change UK | Annual Report 2022-23

53 | 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 1 April 2022 to 30 October 2023. ( Italics = stood down, bold = joined in the financial year, underlined = joined since 1 April 2023.). See our website for more.

Fiyaz Mughal, OBE to 27 March 2023 Prof Isabelle Szmigin

Chair to 27 March 2023 Chair from 27 March 2023, Chair of Research and Policy sub-committee from 1 April 2022 to 27 March 2023

Adam Uttley Vivienne Evans Gareth Harkin to 5 December 2022

Treasurer, Chair of Finance, Audit, Investment and Risk (FAIR) sub-committee

Vice-Chair and Chair of Governance and People (GP) sub-committee Chair of Income and Impact Development (IID) sub-committee until 5 December 2022

Dr Emmert Roberts
Fiona Cumberland from 3 October 2022
Mike Bellamy
Dr Emily Finch

Chair of Research and Policy (RP) sub-committee from 27 March 2023 Chair of Income and Impact Development sub-committee from 14 December 2022

Member of FAIR, GP and IID sub-committees

Member of RP sub-committee, Member of Strategy Working Group Member of FAIR sub-committee Member of IID sub-committee Member of FAIR and RP sub-committees

Dr Will Haydock to 23 May 2022 Professor Antony Moss to 25 September 2023 Hannah Grummett from 3 October 2022 Mick Urwin from 3 October 2022 Helen Chang from 30 October 2023 Herdeep Dosanjh from 30 October 2023 Jeremy Joseph from 30 October 2023 Raveena Dhadwal from 30 October 2023

Member of GP and RP sub-committees, Member of Strategy Working Group Member of IID sub-committee Member of FAIR sub-committee Member of RP sub-committee Member of GP sub-committee

Executive team from 1 April 2022 to 30 October 2023. (Team members in italics left Executive Team, in bold joined it, during the year.)

Dr Richard Piper Chief Executive Officer Andrew Misell Director, Wales Office Danielle Houliston Director of Fundraising and Engagement Jenni G Bradshaw Head of Office, People and Governance Ailar Hashemzadeh Director of Research and Public Affairs Envere Gllogjani Head of Finance to 18 January 2023 Sonali Xavier Head of Finance from 19 January 2023 Emily Hamilton Director of Marketing and Communications to 23 August 2023 Joe Marley Director of Marketing and Communications, from 4 September 2023

Members of the Expert Advisory Panel, 1 April 2022 to 30 October 2023

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, Social Work and

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

Lord Clive Brooke of Alvethorpes

Patron Lord Clive Brooke of Alvethorpes Ambassadors Catherine Gray, Caggie Dunlop, Millie Gooch, Dave Wilson, Fraser Franks, Jay Motty, Jasmin Spark, Fiyaz Mughal, Adrian Chiles, Daniel James Henry, Michael Sargood, Michael Singh Auditor Haines Watts, Old Station House, Station Approach, Swindon, Wiltshire, SN1 3DU Bankers CAF Bank Ltd, King’s Hill, West Malling, Kent, ME19 4TA Investment managers Investec Wealth and Investment Limited 2 Gresham Street, London, EC2V 7QN to 8 August 2022 CCLA, One Angel Lane, London EC4R 3AB from December 2021 Solicitors Bates Wells & Braithwaite London LLP 2-6 Cannon Street, London, EC4M 6YH Digital partners Cheeky Munkey (IT provision) cheekymunkey.co.uk Rareloop (app developer) rareloop.com Amito (app hosting) amito.com Access (CRM provider) theaccessgroup.com

Alcohol Change UK | Annual Report 2022-23

improve the health and happiness of

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.