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ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2025

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Chair’s foreword

I am proud to have joined UNA-UK as Chair in its 80th anniversary year. It is a deeply significant year for the UN system as a whole.

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Ian Martin
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The United Nations, multilateralism, international law and human rights are under unprecedented threat. Yet we need them more than ever. In the face of growing global challenges, international cooperation through the UN is the only serious and realistic way to fix the problems.

The number of wars around the world is growing. Multiple UN bodies have detailed horrific violations of international humanitarian law in Gaza, Ukraine, Sudan, Myanmar and elsewhere.

Humanitarian needs were already far outpacing funding well before this year’s collapse. Today and tomorrow, more people are dying and will die in extreme poverty. Less than a fifth of the Sustainable Development Goals are on track. Climate change menaces all our futures.

Many people look at this depressing picture and feel helpless and overwhelmed. But all of these manmade problems have manmade solutions too – if we work together. Our experience of one pandemic warns us that international action is essential to prevent or mitigate others that surely lie ahead. Rising tensions between nuclear weapon states make it urgent to breathe new life into talks among them, and to strengthen the UN’s disarmament and non-proliferation architecture.

New and emerging technologies, including AI - artificial intelligence, demand cooperation to manage very great risks, as well as to share opportunities for “AI for good”. In war zones and poor countries, the commitment and bravery of humanitarian workers shines through.

As I said at a UN Day event organised by our brilliant volunteers at Canterbury Cathedral, our mood on this 80th anniversary must be one of reaffirmation, of reform, of renewal.

Born as a people’s movement to support the formation of the UN in 1945, UNA-UK has a unique and essential role to play in bringing people together to help the UN navigate a period of deep turmoil and change.

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CHAIR’S FOREWORD

In my time inside and around the UN, I’ve seen firsthand the high regard in which UNA-UK is held. It is respected for its policy insight and expert network - and its ability to bring them together with grassroots volunteers, students and young people.

Future support for the UN will depend not just on inter-state relations, but the recognition of the connections between the work of the UN and its impact on local communities and everyday life. UNA-UK is proud to work both locally and globally to advance the principles that have inspired the UN for eighty years – and counting.

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CEO’s note

Since joining UNA-UK in June 2025, I have worked with the Trustees, staff, members, UNA Groups, expert advisers and policymakers to assess the

Jane Kinninmont

strengths, weaknesses, opportunities and threats facing the organisation, and to devise a new strategy that responds to the severe headwinds now facing the multilateral system.

The UN is currently facing a crisis of funding and support, even as it seeks to grapple with multiple external crises in global geopolitics, wars, climate and humanitarian emergencies. Yet if the UN didn’t exist today, we would need to invent a system for bringing the countries and peoples of the world together to address the challenges that no country can address alone. We believe that there are many people and countries around the world who are dismayed by the current direction of travel in global politics, and who want to come together to stand up for a fair international system that makes progress on collective interests and human security.

UNA-UK has done fantastic work on key issue areas in recent years, most notably on nuclear disarmament, campaigning for a global treaty to govern lethal autonomous weapons, and shining a spotlight on senior appointments at the UN, while providing regular updates on key UN conferences and processes. We now need to have a stronger voice on the bigger picture: the case for international cooperation, human rights and international law, and a vision for what that looks like in times of deep systemic change.

The key changes we will make with our new strategy are to:

Respond to the current international and domestic context with a vision for the UN in a changed international political landscape.
Increase engagement with the UK government, bringing to the table a clear and purpose-driven vision for the UN and the UK’s role there.
Reclaim our role as a voice for multilateralism with a systemic, big-picture and forward-looking approach, which will tie our various campaigns together and place more emphasis on the UN role in addressing climate change and other planetary risks.
Ensure members and supporters, community-building and future generations are at the centre of UNA-UK’s work and identity, linking the grassroots and the global.

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CEO’S NOTE

Re-energise the UNA-UK premises in Whitehall Court as a hub for connecting and invigorating changemakers united by a desire to strengthen multilateralism, international law and human rights.
Develop our fundraising to ensure that the Charity has a more sustainable financial position, while keeping our costs under close review. Our income generation strategy will focus on foundation grants, appeals to members and supporters, and greater use of the London premises for events and desk space.

here. Our strategy for 2026-30 can be found

I look forward to having much more to share in next year’s Annual Report.

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Reference and Administrative Information ........................................................................... 07 Constitution ..................................................................................................................................................... 09 Public Benefit ............................................................................................................................................... .09 Vision, Mission and Vales ....................................................................................................................... 10 Programme of activities and impact 2024-2025 .................................................................. 12 Key Programmes during the 2024-25 financial year:....................................................12 Workstream: Merit Based Appointments....................................................................13 Work stream: Campaign to Stop Killer Robots........................................................16 Workstream: Nuclear Disarmament Campaign ....................................................19 Work stream: Parliament.......................................................................................................22 Work stream: Communications and events.............................................................22 Organisational Integrity and Growth ...........................................................................24 Governance and Management ..........................................................................................................27 Decision Making...........................................................................................................................27 Pro bono legal support...........................................................................................................28 Risk Management......................................................................................................................28 Financial Review .......................................................................................................................................... 30 Independent Auditor’s report to the members of UNA-UK ....................................... 36 Statement of Financial Activities for the Year Ended 30 June 2025 .................... 41 Notes to the Financial Statements ............................................................................................... 44

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Reference and Administrative Information

List of Trustees who were in Office during this reporting period:

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Ian Martin (Chair) Appointed 18 December 2024
Theodora Clarke (Vice Chair) Appointed 18 December 2024
Carol Shutkever (Honorary Treasurer)
Nimisha Agarwal Resigned 18 December 2024
Oluwatobi Aigbogun
Frances Chambers Resigned 18 December 2024
Dorothea Christiana
Marissa Conway Resigned 17 July 2024
Andrew Gilmour Appointed 18 December 2024
Stephen Hicks Appointed 26 March 2025
Tim Jarman
Arash Nassouri Appointment ceased 13 November 2024
Amna Nazir Resigned 2 August 2025
Angela Seay Appointed 18 December 2024
Pamela Shearing
Hana Shono Appointed 18 June 2025
Dali Ten Hove
Shamima Yasmine Resigned 18 December 2024
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REFERENCE AND ADMINISTRATIVE INFORMATION

Administrative information

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Chair Chair Ian Martin - Appointed 18 December 2024
Chief Executive Officer Jane Kinninmont - Appointed 12 June 2025
Interim CEO Angie Pankhania - 17 July 2024 to 11 June 2025
Company Secretary Angie Pankhania, Chief Operating Officer
Principal Offices and Registered
3 Whitehall Court, London, SW1A 2EL
Address:
Charity Registration Number: 1146016
Knox Cropper LLP
Auditors 65-68 Leadenhall Street
London EC3A 2AD
CCLA
Investment Managers: 85 Queen Victoria Street
London EC4V 4ET
Lloyds Bank Plc
39 Piccadilly
Bankers:
Mayfair
London W1V 0AA
HSBC Bank Plc
28 Borough High Street
Bankers:
Southwark
London SE1 1YB
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The Trustees, who are also directors of the Company for the purposes of the Companies Act, and trustees for charity law purposes, present their combined directors’ report and annual report and financial statements for the charity for the year ended 30 June 2025.

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 Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102) and the Companies Act 2006.

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

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Constitution

The United Nations Association – UK (UNA-UK) is a company limited by guarantee (company registration number 7824306) and a registered charity (1146016).

The United Nations Association – UK was established as a company on 26 October 2011 and gained charitable status approval from the Charity Commission on 21 February 2012. The charity is governed by Articles of Association last amended in January 2025.

UNA-UK has a related party relationship with the UNA Trust (charity number 256236) which is no longer active.

Suite 98 Limited is a wholly owned subsidiary of UNA-UK that owns the sub-lease for UNA-UK offices at 3 Whitehall Court, London SW1A 2EL.

Public Benefit

The Board has considered the guidance published by the Charity Commission and concluded that the charity’s core activities as described in the following pages, satisfactorily address the principles of public benefit and demonstrate that the charity has fulfilled the public benefit requirement under section 17 of the Charities Act 2011.

Photo: the first meeting of the UN General Assembly at Methodist Central Hall in London, 1946. Credit: UN Photo/Marcel Bolomey.

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Vision, Mission and Values

The Charity’s 2023-25 strategy state that its vision, mission and values are:

Vision

A global community connected in its pursuit of equality, sustainability, and peace.

Mission

To build movements for systemic transformation at the UN; and to advocate for UK action for global cooperation.

Values

Boldness. Creative, constructive, disruptive. We do what it takes to speak truth to power.
Accountability. Decisions that affect us all should not be taken behind closed doors. We practice self-reflection, expect transparency, and challenge inequality. Intersectionality. We recognise the interconnected nature of oppression and challenge the structures that drive injustice.
Solidarity. We find power in community around the world and amplify the work of grassroots changemakers.

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Charity Objects

UNA-UK is the UK's leading source of independent information and analysis on the UN, and a UK-wide grassroots movement.

UNA-UK believes that effective international institutions and systems are essential if we are to build a safer, fairer and more sustainable world. We advocate support for UN programmes that further this objective, and seek to build public knowledge of, and participation in, its initiatives.

We pursue this by:

Connecting people to the work and values of the UN
Influencing decision-makers and opinion-shapers to support UN goals Explaining how the UN works and what it can realistically achieve Stimulating debate and action on how to make the UN more effective Equipping our members and supporters to further all of these aims

UNA-UK has a network of members and supporters, and autonomous local member, school and university groups throughout the UK.

UNA-UK’s objects, set out in its Articles of Association, are as follows:

The prevention and relief of poverty, hunger and distress and the relief of those in need by reason of youth, age, ill-health, disability, financial hardship or other disadvantage
The advancement of human rights, conflict resolution and reconciliation and the promotion of religious or racial harmony or equality and diversity
The raising of awareness of human rights issues and securing the enforcement of human rights law
The advancement of the study of and research into international problems and institutions with a view to the education of the public and the dissemination of the results of such study and research for the purpose of assisting such relief as aforesaid
The advancement of environmental protection improvement and sustainable development
The promotion of volunteering and good citizenship
The support generally, within the powers hereby conferred, of the work of the United Nations or of any of its related associate agencies insofar as such work promotes all or any of the objects mentioned in any of the above.

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Programme of activities and impact 2024-2025

The 2024-2025 financial year presented a period of change for the organisation, including a significant change in leadership with the appointment of Ian Martin as Chair and Jane Kinninmont as the Chief Executive Officer.The UNA-UK board also appointed a number of new Trustees following the departure of Trustees, including those reaching their maximum 6 year term.

UNA-UK developed its Transformational Index with support from consultants specialising in charity monitoring, evaluation and learning, which is widely used by not-for-profit organisations. This tool is used to monitor progress towards UNA-UK’s Strategic Plan and uses five measures which, taken together demonstrate the impact and progress towards our mission: (1) diversity (2) wins board (3) active supporters, (4) campaign milestones and (5) reflection and adaptation. The Transformation Index is updated in real-time and a quarterly report is reviewed during Board meetings.

Key Programmes during the 2024-25 financial year:

The key programmes that UNA-UK delivered in 2024-25 comprised three thematic workstreams and two programmes of outreach, engagement and convening on cross-cutting themes.

The thematic workstreams were on:

Merit Based Appointments , reflecting the importance of inclusive and transparent recruitment to senior UN positions.
The coalition-based Campaign to Stop Killer Robots , which seeks to address a dangerous gap in international law and arms control, by advocating for an international treaty to regulate lethal autonomous weapons.
UNA-UK’s ongoing and longstanding work on Nuclear Disarmament . As part of the latter, we initiated an innovative new project on the legacy of the UK’s nuclear tests and its links with colonialism.

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PROGRAMMES AND IMPACT | MERIT BASED APPOINTMENTS

The cross-cutting workstreams were:

Parliamentary engagement , including through the APPG on the UN and cooperation with other APPGs on relevant issues;
A programme of UN-focused events and communications , including the annual Peacekeepers’ Day event and memorial, the 2024 UN Day and Sir Brian Urquhart Award, and the biennial Members’ Conference, as well as the ongoing provision of resources and briefings on the UN.

Workstream: Merit Based Appointments

Objective

Transparent, inclusive recruitment processes for top UN jobs and progress on other 1 for 8 Billion priorities (including single term, multiple candidates and civil society inclusion).

Over the 12-month period, we made good progress with our ongoing campaign to improve the UN Secretary-General selection process with the 1 For 8 Billion coalition (previously 1 for 7 Billion). UNA-UK has been a key coordinating member of the coalition’s Steering Committee, helping lead coordination, communications and drive advocacy efforts. We successfully secured six-month funding from Fondation Chanel which enabled us to continue our efforts through January – June 2025.

Following the conclusion of a grant from the Open Society Foundation in September 2024, activities under the Blue Smoke project on other senior UN appointments had to cease due to the lack of further funding. Our final output was to publish a special edition of the Blue Smoke newsletter in October highlighting our ground-breaking report on racial inequality in UN appointments, authored by our partner Plataforma CIPÓ. We also published a timely statement on the appointment of the new UN Emergency Relief Coordinator.

Advocacy and impact

We produced a briefing for member states ahead of the Ad-hoc Working Group (AHWG) negotiations in February 2025, where the processes of SG election and other executive heads are agreed. This was circulated to all 193 states and we were pleased to see direct references to our recommendations from the ACT coalition (a group of 27 states), including on the call for a woman Secretary-General (SG), on asserting the role of the UN General Assembly in the selection, and on improving transparency on candidates financing.

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PROGRAMMES AND IMPACT | MERIT BASED APPOINTMENTS

Subsequently we have continued to engage directly with member states as they continue negotiations around the text of a draft UN General Assembly resolution on the SG appointment process. We supported the co-facilitators of the AHWG, Romania and South Africa, in shaping the draft resolution and have worked to build a dedicated group of Member States to champion our recommendations – including, for the first time, a clear timeline for the process and informal voting in the Assembly, as well as the Security Council (UNSC).

Following on from our initial comprehensive written briefings we have provided inputs into further consultations with the AHWG co-facilitators, provided a direct briefing to Ambassadors from the ACT Group, and engaged in follow up meetings with individual states to provide feedback and recommendations on initial draft of the resolution. In June, we met with officials from the UK’s Foreign, Commonwealth and Development Office and Lord Collins, the Minister for the UN, and highlighted our key recommendations regarding this resolution.

Events and communications

In September 2024, we supported the drafting, design and publication of the campaign’s policy platform and led the planning and delivery of the campaign’s launch event on the sidelines of UNGA in New York. We brought together an all-star panel of women leaders who joined us to call for a fair, open, inclusive, and transformative Secretary-General selection process. Attendees included representatives of five different member states, leaders from civil society, academics, and funders.

Photo: Panel members of the launch event at UNGA79 (L-R): Susana Malcorra, President and Founder of GWL Voices, H.E Maritza ChanValverde, Ambassador of Costa Rica to the UN, Helen Clark, former Prime Minister of New Zealand and member of the Elders, Shamala Kandiah Thompson, Executive Director of Security Council Report and Natalie Samarasingh, 1 for 8 Billion co-founder. Credit: 1 for 8 Billion.

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PROGRAMMES AND IMPACT | MERIT BASED APPOINTMENTS

Following the publication of the zero draft we provided public commentary on the elements paper as well as in depth analysis on the zero draft. We worked in partnership with Global Network of Women Peacebuilders and NYU to produce and launch a state tracker on statements in support of a woman SG. The launch event in New York took place ahead of the meeting of the Committee on the Status of Women (CSW) and brought together state representatives, funders and civil society. During CSW we hosted a further event on the SG selection process as a transformative opportunity for the future of the UN.

Photo: 1 for 8 Billion side event at CSW69. Credit: 1 for 8 Billion.

We established a social media presence for the campaign on LinkedIn and are working to grow its presence and issue regular mailers and updates to supporters. Ahead of key moments, such as CSW and International Women’s Day, we helped place an op-ed from the campaign in Devex, were featured on Forus podcast and delivered presentations to UNA Sweden and FOGGS’ Peacemaking Reflection Group of former UN system staff. So far, we have developed a network of over 30 organisations across all UN regions and have provided input and support to the work of partner organisations.

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PROGRAMMES AND IMPACT

Work stream: Campaign to Stop Killer Robots

Objective

The UK Government supports the creation of an international treaty to regulate lethal autonomous weapons systems, participates in its negotiation, and subsequently joins it.

Funding

In December 2024, the Joseph Rowntree Charitable Trust awarded £82,500 in extension funding, to be disbursed quarterly over eighteen months starting January 2025. This vital support ensures continued momentum in our policy, research, and advocacy efforts. Earlier, in November 2024, our work was recognised by the Stop Killer Robots Global Small Grants Programme, which awarded $5,000 in support of our Universities-focused research and events. This funding enables continued scrutiny of the UK's academic links to autonomous weapons systems (AWS).

Research: Universities and AI

The update to the 2022 SKR Universities Report officially began at the end of April 2025, with research led by Tim Street at British Pugwash to be launched in September 2025. This expanded project involves:

In-depth desk research, Freedom of Information (FOI) requests, and interviews. Examination of existing and new UK university research projects involving AWS. Analysis of UK government and research council funding relating to AWS development.
Development of a publicly accessible resource library containing FOI requests and research findings.

The report dissemination will also feature:

A launch event.
A letter to the UK Government.
Two meetings with faculty teams and student groups to expand on findings and advocate for transparency.

This updated research is intended to ensure academic integrity and challenge the militarisation of education in the UK.

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PROGRAMMES AND IMPACT | CAMPAIGN TO STOP KILLER ROBOTS

Parliamentary Advocacy: Autonomous Weapons in Focus

In September 2024, the Campaign attended the Labour and Liberal Democrat party conferences. These were successful in both expanding the number of NGOs supporting Stop Killer Robots and engaging with new MPs. Following the party conferences, we sought meetings with new MPs, with eight taking place in Q3/Q4 2024. These included the Chair of the Foreign Affairs Committee, Dame Emily Anne Thornberry MP, along with Brendan O’Hara MP, Charlie Maynard MP, Blair McDougall MP, Sam Rushworth MP, Stephen Morgan MP, Luke Pollard MP, and Lord Alton. During this period, the Campaign also attended five parliamentary events, which helped expand our network. These events were organised by the APPG on the United Nations and the APPG on Human Rights.

Photos: Parliamentary roundtable on Autonomous Weapons Systems. Credit: UNA-UK.

Our first parliamentary event in collaboration with the Human Rights APPG and UNA-UK took place in February 2025, marking a key milestone in our engagement with UK policymakers. The roundtable, chaired by MP Melanie Ward, highlighted the urgency of UK support for a new UN treaty on autonomous weapons systems (AWS).

Expert voices included:

Ambassador Alexander Kmentt (Austria),
Dr. Alexi Drew (International Committee of the Red Cross), and Elizabeth Minor (Article 36).

Speakers emphasised that while International Humanitarian Law (IHL) currently applies to AWS, its interpretation is dangerously permissive. They called for a new legal instrument focused on:

Meaningful human oversight, Preventing algorithmic bias, Protecting civilian populations, and Addressing the ethical risks of AI-targeted warfare.

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PROGRAMMES AND IMPACT | CAMPAIGN TO STOP KILLER ROBOTS

Given the use of AWS in conflicts such as Ukraine, momentum for preventive measures is critical. The UK is in a position to lead globally on the development of a comprehensive regulatory framework.

Our next parliamentary event took place in July 2025 in response to the Strategic Defence Review and National Security Strategy. The Chair was Markus CampbellSavours MP. The panel included:

Noah Sylvia (RUSI),
Andy Bailey (Stop Killer Robots),
Bonnie Docherty (Harvard/HRW)

The UK Government’s Strategic Defence Review and National Security Strategy emphasised Autonomous Weapons Systems (AWS) as key to future military capability, with over £4 billion earmarked for investment. While AWS are presented as offering benefits—such as agility, endurance, and reduced defence costs—they raise urgent concerns: lack of transparency, accountability, civilian protection, and the risk of proliferation.

The panel highlighted gaps in regulation, noting existing UK policies (e.g., JSP 936) falling short, especially on civilian harm. The core issue is meaningful human control, assessed through decision-making, technological and operational criteria. Where risks to civilians are high, stronger control is essential.The panel stressed the need for continued collaboration between military, legal, and humanitarian actors.

UN General Assembly Meetings

International discussions on LAWS at the UN General Assembly in May 2025 looked ahead to mid-June 2025 consultations. These were the first UN-hosted international meetings specifically addressing LAWS, bringing together 96 states, civil society, academia, and industry.

Key messages from these consultations included:

Calls by the UN Secretary-General and ICRC President for a legally binding treaty by 2026.
Recognition of the serious humanitarian and legal risks posed by AWS. Support for international consensus on regulation and accountability.

Elizabeth Minor of Article 36 represented the Stop Killer Robots UK Coalition in New York, emphasising our position that the UK must fully engage in this historic opportunity to shape the future of AI in warfare. In support, the UK coalition drafted and co-signed a letter to the Secretary of State, urging meaningful follow-through on the UK's vote for UN Resolution 79/62.

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PROGRAMMES AND IMPACT | CAMPAIGN TO STOP KILLER ROBOTS

Strengthening the Campaign

Efforts have been made to reinforce relationships among members, introduce new policies, and strengthen civil society input. This has included the introduction of regular in person strategy days and knowledge-sharing events. These efforts have led to a significant increase in Campaign engagement from member NGOs. Additionally, five new organisations joined Stop Killer Robots UK.

Photos: Stop Killer Robots Campaign demonstration in New York. Credit: Stop Killer Robots/Richard Koek

Workstream: Nuclear Disarmament Campaign

Objective

To encourage the UK government to take responsibility for the impacts of its nuclear testing and to address the ongoing devastation, particularly in Kiribati.

Funding

The Marmot Trust have provided a grant which started in October 2024, at £75,000 over three years, and UNA-UK is applying for further funds to match this.

The UK’s involvement in nuclear testing in Kiribati, largely overlooked in UK parliamentary and media discourse, remains a dark chapter. Between 1957 and 1962, the UK conducted nine nuclear tests and facilitated 24 U.S. tests on the islands. These detonations, totalling 30 megatonnes of explosive power, devastated the landscape and left lasting physical, mental, social, and economic impacts on the population.

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PROGRAMMES AND IMPACT | NUCLEAR DISARMAMENT CAMPAIGN

Despite these effects, the UK has never apologised or compensated the victims, and the government’s claims that the island was fully cleaned up in the 2000s are disputed by Kiribati’s government and survivors.

This multi-year programme will focus on challenging the UK’s outlook on nuclear weapons, as a nuclear armed state, by promoting the TPNW and highlighting the illegitimacy and historic injustices of the UK’s nuclear testing record. We aim to mobilise our relationships with leading international academics, sympathetic parliamentarians and Kiribati survivors to bring this issue to the attention of the Government.

UNA – UK also began to carry out research at the National Archives at Kew to better understand the decisions involved in past British nuclear testing in the Pacific, which will be used to inform future research reports.

Parliamentary Event

- - In April 2025, UNA UK in partnership with the Human Rights APPG , hosted an impactful session to discuss the lasting effects of British nuclear testing in the Pacific. Chaired by Rebecca Long Bailey MP, who has long campaigned on these issues, the briefing provided a critical platform for those directly affected by these tests to share their stories with parliamentarians and explore ways to seek accountability.

The session included powerful testimonies from Brian Unthank, a nuclear veteran who witnessed the nuclear explosions firsthand as part of Operation Grapple; Oli Troen, a Senior Associate at McCue Jury and Partners which advocate for victims rights; and Kaitama Toroto, a community leader from Kiritimati Island, a region deeply affected by British nuclear testing. Together, they highlighted the devastating and ongoing impact of the nuclear tests, calling for the UK government to take responsibility and address these historical wrongs.

Photos: Parliamentary event on nuclear harms co-hosted with the Human Rights APPG. Credit: UNA-UK.

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PROGRAMMES AND IMPACT | NUCLEAR DISARMAMENT CAMPAIGN

The event marked a significant step forward in the fight for justice and recognition for those impacted by the UK’s nuclear tests. With powerful testimonies, clear proposals, and a united call for action, the session highlighted both the human cost of these tests and the urgent need for accountability. Two of the participating MPs then followed up in Parliament at Prime Minister’s Questions on what the Government is doing to support the Nuclear Test Veterans, and were told that the search for medical records was a priority for Government.

The Third Meeting of States Parties (3MSP) to the Treaty on the Prohibition of Nuclear Weapons (TPNW)

Half of the world’s countries are signatories to the international Treaty on the Prohibition of Nuclear Weapons, including the State Party Kiribati, a sovereign country whose land Britain formerly occupied as a Pacific colony. UNA-UK’s policy officer and expert consultant attended plenary sessions and side events at the Third Meeting of States Parties to the TPNW in March 2025 to learn more about the lasting impacts of British nuclear testing, speaking with survivors who shared their stories and NGO groups who champion movements for nuclear disarmament across the world. During the 7 days of events, they also interviewed Ambassador Tito from Kiribati, collaborated and signed onto multiple advocacy letters, grew our networks and UNA-UK also wrote a briefing ahead of 3MSP, and signed a joint letter from NGO experts, academics, and Kiribati community advocates urging the government to attend 3MSP.

Photos: Permanent Representative of Kiribati Addresses 79th Session of General Assembly Debate. Credit: UN Photo/Loey Felipe.

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PROGRAMMES AND IMPACT

Work stream: Parliament

Objective

To encourage support for the UN and multilateralism among UK policymakers.

UNA-UK continued to work as Secretariat of the United Nations All Party Parliamentary Group. Through this group, we work closely with other APPGs such as the All-Party Parliamentary Human Rights Group and the APPG on the Global Goals on co-hosting events in parliament. In December the UN APPG hosted a parliamentary briefing with the Commissioner General of UNRWA Philippe Lazzarini, while in March 2025, the UN APPG hosted Filippo Grandi, UN High Commissioner for Refugees, to brief parliamentarians on the role of UNHCR and the challenges that the organisation is facing in the current1 geopolitical climate. Also in March the UN APPG hosted an in-person briefing from the UK Permanent Representative to the United Nations, Dame Barbara Woodward. The Ambassador provided the group with an update reflecting on the UK'’s involvement at the UN throughout 2024, and a look ahead at the UN in 2025 and beyond.

Work stream: Communications and events

Objective

Host informative and expert events, publish expert, educational materials and provide accurate information on UN issues through media engagement, in order to advance the public understanding of the UN.

In October 2024, UNA-UK partnered with the World Food Programme London Office to host the annual UN Day Reception. The event was an opportunity to reflect on the challenges that the UN faces and consider the future of the organisation. It attracted a diverse group of participants from government, civil society, academia, and the diplomatic community. The highlight of this event each year is the presentation of the Sir Brian Urquhart Award for Distinguished Service to the UN to celebrate and recognise leadership in service to the UN. The 2024 award was present to Sir Charles Petrie, former senior UN official and human rights expert. Sir Charles delivered an honest, insightful and inspiring keynote speech on the challenges that the UN faces, its shortcomings, and how faith in the institution must be matched with action, which has been published on the UNA-UK website and widely disseminated to strengthen the understanding of the UN.

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PROGRAMMES AND IMPACT | COMMUNICATIONS AND EVENTS

In May 2025, UNA-UK partnered with the Royal United Services Institute (RUSI) to host an expert roundtable, featuring participants from academia, civil society, the military, UK government, and UNA-UK members. It included a briefing on the UN Peacekeeping Ministerial in Berlin, and a discussion on optimising Peacekeeping Operations within Multidimensional Missions. This was followed by our annual Peacekeepers Day Ceremony together with UNA Westminster, commemorating the role of UN peacekeepers. This was well attended by Embassy and High Commission representatives who laid wreaths in tribute to fallen peacekeepers. Programmes were disseminated to a large crowd of public spectators.

In April 2025, UNA-UK held its first hybrid members’ conference. The biennial members’ conference is a key platform for engaging members in discussion on key policy issues and on the work of UNA-UK, and supports our charitable object of promoting citizenship and volunteering. The agenda included presentations from UNA-UK members on the topics of UN Reform (with a focus on possible ways in which the General Assembly and member states could constrain the use of veto powers at the UN Security Council when these become a barrier to peacemaking), and on the potential role for the UN in global AI governance, as well as a presentation on UNA Groups’ activities. There were also UNA-UK Trustee and staff presentations and a Q&A. A report on the conference was presented to the Board of Trustees and is available on the Charity’s website.

Photo: Peacekeepers day roundtable in partnership with the Royal United Services Institute (RUSI). Credit: UNA-UK/Ruth Blakey.

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PROGRAMMES AND IMPACT | COMMUNICATIONS AND EVENTS

Also in 2025, we launched the UNA-UK Speaker Series chaired by UNA-UK’s Chair Ian Martin. The series is a forum to explore the challenges facing the UN of today, including reform, funding crisis, and divisions between member states, as well as opportunities for restoring faith in multilateralism. The first two events, featuring Mark Malloch-Brown and UK climate envoy Rachel Kyte, were hosted in hybrid form, with the third event an in-person only event in partnership with King College London, featuring Thant Myint-U in discussion about his new book on the life of his grandfather, U Thant, the first Asian SG of the UN, which attracted a large student audience alongside former UN officials and UNA members.

Our monthly newsletter currently has over 15,000 subscribers, and provides insight on emerging UN discourse, international affairs and UK foreign policy. We also feature updates on our ongoing campaigns, and highlight the work of UNA Groups and organisations. Our website features regular policy statements on important events which focus in particular on upholding international law and human rights.

Photo: UNA-UK and Kings College London host Thant Myint-U. Credit: UNA-UK/Ruth Blakey.

Organisational Integrity and Growth

In line with our strategic objectives, we have continued to work internally and collaboratively in a way that upholds the values of the Universal Declaration of Human Rights. We seek to promote diversity in all its forms, and champion lesserheard voices, especially from civil society in low and middle income countries.

As a learning organisation we place importance on building in time to reflect on progress and adapt our operations based on quantitative and qualitative data, captured through the Transformational Index reporting.

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Plans for 2025-2026: a new strategy

Following the appointment of the new Chair and Chief Executive in 2024-25, UNA-UK developed a new five-year strategy in the second half of 2025, to take effect from January 2026. This will include a renewed focus on making the case for multilateralism and international law, at a time when both are being challenged, through public advocacy, grassroots mobilisation and policy briefings for UK, UN and other officials.

Building on the new strategy, we will develop and fundraise for new campaigns and research areas, where we can identify distinct public benefit and added value, alongside continued work on our existing campaigns.

Funding

Given the current economic climate and an increasingly competitive funding environment, fundraising remains a serious challenge for the Charity, and a major focus of our new strategy. To diversify and increase our funds, we will build relations with new institutional funders (philanthropic foundations), develop funding appeals to members and supporters for individual donations and legacies, and explore opportunities for other sources of funding where appropriate. This will require dedicated time and energy from senior staff as well as active support of Trustees. Members and UNA Groups that have expressed their willingness to help.

We will continue to keep tight control of costs and ensure that we offer value for money. We plan to further develop our fundraising strategy to provide a clearer direction and focus for our programmes and activities. Over the next year we will build detailed plans for all our activities across policy, campaigns and communication, based on our new strategic plan.

Policy

We will capitalise on the arrival of a record number of new MPs in 2024 to become the go to sources of expert analysis and information for parliamentarians. We will deliver a programme of work that recalibrates UNA-UK’s aims for the future of UK foreign policy.

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PLANS FOR 2025-2026: A NEW STRATEGY

Campaigns

We will continue to deliver our funded campaigns, seeking renewals where possible and/or seek new grants to continue our existing campaigns such as UN reform work and expanding our programmes when new opportunities and funding is available.

Communications

Communications: UNA-UK will set out a clear programme of public communications to support the principles of the UN, while discussing opportunities for reform, renewal and regeneration.We plan to enhance our communication platforms through developing a new website (to be delivered by the end of 2025), publishing more audiovisual content, and refreshing out newsletter. We will also be more active in building the profile and reach of UNA-UK in the media in order to enhance the public understanding of the issues that we work on. As part of our upcoming strategic review, we will seek to effectively improve how we connect with members, supporters, student and youth groups, and a diverse range of stakeholders to advance our charitable objects and strengthen the public benefit that we provide.

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Governance and Management

Decision Making

The governance and decision-making of the charity rests with the Board of Directors/Trustees. No current trustees receive any remuneration for their services.

Following an external HR audit, the Board established a Governance Working Group in 2024-25 to take forward recommendations with a focus on enhancing Board effectiveness and ensuring that the charity's governance policies and procedures are appropriate.

The Board of Trustees has delegated responsibility for day to day management of the Charity to the Charity’s CEO.

Marissa Conway (previous CEO and Trustee of UNA-UK) resigned as a Trustee on 17 July 2024. In accordance with her employment contract, she was paid her normal salary to 27 October 2024 and then paid maternity pay in line with the Charity’s maternity leave policy until her employment contract ended on 19 January 2025.

Our main governance document, the Charity’s Articles of Association, was updated in January 2025. In accordance with our updated Articles, the new CEO is not a Trustee or Director of the Charity.

The Chief Executive Officer’s remuneration is recommended by the Finance & Governance Committee and approved by the UNA-UK Board.

The Board meets four times a year. It is made up of the Chair, Vice Chair, the Honorary Treasurer, two Trustees elected by members of UNA-UK; one Trustee representing UNA-UK’s biennial Conference, and up to eight further Trustees recruited for their skills and expertise.

New trustees are given a copy of ‘UNA-UK Trustee induction pack’ which includes an overview of their legal obligations as a trustee together with a copy of UNA-UK’s Articles of Association and Code of Conduct.

The Board was supported in its work by the Finance and Governance Committee (F&GC).

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GOVERNANCE AND MANAGEMENT | DECISION MAKING

The F&GC provided oversight of the finance and governance of UNA-UK including setting staff pay and conditions, risk management processes, internal controls, the integrity of financial statements and the external audit process. The Chair of the committee is the honorary treasurer and a full member of the Board. A minimum of 50% of the Committee members are also members of the UNA-UK Board.

A second sub-committee, the Conference Committee, focuses solely on the organisation of a biennial UNA-UK Conference. The Chair of the Conference Committee is also a member of the Board.

Day-to-day operation has been delegated to the staff of UNA-UK, through the Chief Executive Officer. The Chief Executive Officer attends both Board meetings and F&GC meetings and provides feedback on performance in pursuit of the charity’s objectives. The Chair provides supervision and guidance to the Chief Executive Officer.

Pro bono legal support

The Trustees and staff of UNA-UK continue to be immensely grateful for the pro bono legal support received from Baker McKenzie during the year and in previous years. In line with the SORP, the contribution of pro bono legal advice, which we would otherwise have had to purchase during this year of transition for the Charity, amounted to an estimated £83k (2024: £106k). This amount is included within the financial statements as a donation and a corresponding amount is included in expenditure. We cannot thank Baker McKenzie enough for their valuable support.

Risk Management

Risk management is the responsibility of the Board, supported by the Finance and Governance Committee. Strategic and operational risks are regularly reviewed by the Committee. Where possible the risks are managed by ensuring adequate internal controls are in place to mitigate and reduce risks where possible and these are reviewed and assessed regularly to establish if any further actions can be taken.

The risk map covers areas such as Reputation, Operational Delivery, Fundraising, People, Governance and IT. For the last few years, the Trustees have assessed the most significant risks to be associated with income generation, in particular the risk of having limited resources and not being able to replace funding to sustain current levels of activity.

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GOVERNANCE AND MANAGEMENT | RISK MANAGMENT

Contingency plans will be developed in the event the Charity is unable to secure sufficient income to sustain its current level of activity.

Strategic and operational risks are reviewed at each F&GC meeting to ensure where possible action is taken to mitigate any risks identified. However, the nature of some of these risks, in particular reputational risks associated with the UN, means that some of these risks are outside the control of the charity and that plans need to focus more on mitigation than prevention.

A variety of risks currently weigh on the global economy including the medium-term effects of new US tariffs and the risk of an AI bubble. There is particular pressure on philanthropic funding as sudden, sharp cuts in international aid from governments and multilaterals have left many NGOs short of funds, with the result that competition for philanthropic funds is intensifying. It is therefore not currently possible to evaluate all the potential implications for the charity’s activities, funders, suppliers and the wider economy. Estimates used in the financial statements, particularly with respect to the value of listed investments (see note 10) are subject to a greater degree of uncertainty and volatility.

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Financial Review

Income

Total income during 2024-25 was £479,989 (2023-24: £1,027,695), which came from the following sources:

£231,139 (2023-24: £624,492) from grants of which £181,139 (2023-24: £359,492) were restricted
£35,907 (2023-24: £161,975) from legacies
£82,960 (2023-24: £105,861) gift in kind for legal services
£50,260 (2023-24: £47,763) from membership subscriptions and donations
£46,395 (2023-24: £53,526 from investment income from Suite 98 Ltd
£29,738 (2023-24: £29,743) from interest and dividend income from investments
£3,596 (2023-24: £4,263) income from events and
£13 (2023-24: £72) other income

Expenditure

Total expenditure for 2024-25 was £818,148 (2023-24: £865,796), of which 90%, £739,895 (2023-24: 88%, £764,263) was used on charitable activities. There are three broad strands to the charitable activities of UNA-UK, for work towards a safer, fairer and more sustainable world; provision of information; and educational activities.

Investments

The UNA-UK investment portfolio is invested in CCLA Investments Limited’s COIF Charity Ethical Investment Fund. The Fund is managed in accordance with the policy set by the Fund’s Board and CCLA's response to the UK Stewardship Code. The Fund’s aim is to provide a long-term total return comprising growth in capital and distributions. The Fund’s policy is to actively manage a diversified portfolio of assets designed to help protect both present and future beneficiaries from the effects of inflation. The Fund has an emphasis on equities, but will also include property, bonds and other asset classes. The Fund has a wide range of ethical restrictions set by the COIF Board following client consultation and an advisory group that assists in the development of the Fund’s client-driven ethical investment policy.

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FINANCIAL REVIEW

Investments Performance (July 2024 to June 2025)

The Fund achieved a total return after expenses of -1.32% over one year. Performance across all major asset classes was mixed with some strong performance in the alternative assets offset by weaker returns in equity and infrastructure. Equity performance was negative over the period with much of the weakness in Q1 2025 a result of the uncertainty in financial markets caused by President Trump’s tariffs and healthcare sector weakness due to US policy uncertainty . Property performance has been strong and fixed income performance was positive. This compares with a total return of 12.59% in the previous year

Reserves Policy

Reserves at 30 June 2025 were £2,593,916 (2024: £2,967,758) of which £94,943 (2024: £176,013) were unspent restricted grants, £389,219 (2024: £400,601) relates to John Bright Endowment, £1,523,809 (2024: £1,549,206) represents long term fixed asset investment in Suite 98 Ltd (UNA-UK office premises), and £9,500 (2024: £9,500) in other designated funds - leaving £576,445 (2024: £832,438) in unrestricted general funds at the year-end.

The Trustees have reviewed risks during the year in developing the charity’s reserves policy, which is retaining sufficient unrestricted general funds to meet as a minimum six months of the charity’s staff costs, currently estimated to be £240,000 (2024: £222,000). As at 30 June 2025, the charity had £576,445 (2024: £832,438) in unrestricted general reserves equivalent to 14 months (2024:44) staff costs. Excess over the reserves policy will help to fund UNA-UK’s new strategy from January 2026.

Year-end deficit and fundraising

During 2024-25 the Charity’s income was significantly lower than in prior years. This was primarily due to significant grants coming to an end, including that provided by the Open Society Foundation. At the same time, the number of new grant applications made was extremely limited while the organisation was in a leadership and strategy transition, recruiting its new Chair and CEO and reviewing its strategy. There was also less legacy income than in the previous year. While expenditure was also slightly reduced, the larger reduction in income resulted in a significant year end deficit of £330,571 for the financial year, which had to be met out of the Charity’s reserves. A budget deficit is also being forecast for the current financial year.

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FINANCIAL REVIEW | YEAR-END DEFICIT AND FUNDRAISING

As mentioned above, the new strategy that has been developed for 2026 onwards will focus on the essential need to increase and diversify the Charity’s income in order to put the Charity on a sustainable footing for future years. UNA-UK will actively seek new grant income whilst also seeking to develop other sustainable income streams, for both restricted and unrestricted core funding for the Charity. This will require senior staff to dedicate more of their time to fundraising and all staff are now being asked in annual appraisals to identify at least one objective that will help deliver on income generation for the Charity.

Like all of our work, our fundraising activities are grounded in the principles of the Universal Declaration of Human Rights and we aspire to best practice in terms of transparency. We fundraise solely for our work, using content for which we own the copyright and/or have received permission. Our fundraising materials

overwhelmingly use images from our own events and campaigns, and quotes from our members and supporters. We are mindful of accessibility and diversity when producing these materials and work hard to ensure that our objectives and activities are portrayed accurately.

The bulk of these activities are carried out by UNA-UK staff team, from writing funding bids and appeals to processing donations and organising events, with Trustees providing practical support and guidance. We also seek informal advice from our members and supporters, for example, when crafting sensitive appeals such as legacy appeals.

We support staff training and development and have strict policies and processes in place to ensure that our activities comply with regulations as well as with our values as an organisation. The Board has advertised and recruited Trustees with particular skills, knowledge and experience in this area, and will continue to do so.

During the year 3%, or £12,553 (2024: 4%, £42,194), of our income was spent on fundraising. We do not currently use professional fundraisers or commercial agents for our fundraising.

Our UNA groups fundraise separately for their activities, and we have produced guidance documents to assist them in carrying out their activities in a fair, inclusive and transparent manner. These groups are legally and financially autonomous from UNA-UK, but they play a crucial role in furthering the charity’s objectives in their local communities. To date, we have not received any fundraising complaints. Should this occur in the future, they would be handled using the same process as for any other complaints.

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FINANCIAL REVIEW | YEAR-END DEFICIT AND FUNDRAISING

In terms of seeking donations from members of the public, this is overwhelmingly limited to email appeals to our existing members and supporters, save for the occasional appeal at UNA-UK public events and social media platforms. All members and supporters can opt out from receiving our approaches at any time. The charity never ‘cold calls’ anyone, nor do we engage in street fundraising.

As anyone can become a member or supporter of UNA-UK, it is likely that some people who could be described as vulnerable will receive communications from us. We strive to ensure that all of our communications are respectful and sensitive – nobody should ever feel under pressure to make a financial contribution to UNA-UK.

In light the increased financial hardship for many people in the UK, our Board took the decision to reduce membership categories to one category for all individuals and reduce the membership fee to an affordable amount at £10 for an annual subscription, thereby removing financial barriers to membership.

While the public element of our fundraising remains modest, we have not registered with the Fundraising Regulator, but plan to do so should our financial situation change. We already comply with the spirit of the Fundraising Promise.

Going concern

As set out in the accounting policies under “going concern”, the trustees have considered the impact of the current economic environment and have concluded that the charity has sufficient reserves to continue preparing its Financial Statements on the going concern basis.

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Statement of Trustees’ Responsibilities

The Trustees (who are also directors of United Nations Association – UK for the purposes of company 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).

Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of the affairs of the charitable company and of the income and expenditure of the charitable company for that period.

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

select suitable accounting policies and then apply them consistently; observe the methods and principles in Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102);
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

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

Each of the Trustees confirm that:

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

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the Trustees on 1 October 2025 and signed on their behalf by:

Ian Martin

Chair

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Independent Auditor’s report to the members of United Nations Association - UK

Opinion

We have audited the financial statements of United Nations Association - UK (the ‘parent company’) and its subsidiary ('the group') for the year ended 30 June 2025 which comprise the Consolidated Statement of Financial Activities, the Consolidated Balance Sheet, the Consolidated 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, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

give a true and fair view of the state of the group's and the parent company’s affairs as at 30 June 2025 and of its income and expenditure for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group 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.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF UNA-UK

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

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF UNA-UK

Opinions on other matters prescribed by the Companies Act 2006

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

the information given in the trustees’ report, which is also the directors’ report for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and the trustees’ report, which is also the directors’ report for the purposes of company law, has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

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

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees’ remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit; or
the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the consolidated 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.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF UNA-UK

In preparing the consolidated financial statements, the trustees are responsible for assessing the group’s and the parent 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 group or parent company or to ceaseoperations, or have no realistic alternative but to doso.

Auditor’s responsibilities for the audit of the financial statements

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

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

We obtained an understanding of the legal and regulatory frameworks that are applicable to the charitable company and determined that the most significant are the Statement of Recommended Practice 'Accounting and Reporting by Charities' (SORP 2019), in accordance with the Financial Reporting Standard applicable in the UK (FRS 102) applicable to smaller entities, the Companies Act 2006.
We understood how United Nations Association – UK is complying with those frameworks via communication with those charged with governance, together with the review of the group's and parent company’s documented policies and procedures. United Nations Association – UK is required to comply with both company law and charity law and based on our knowledge of its activities, we identified that the legal requirement to accurately account for restricted funds was of key significance.
The audit team, which is experienced in the audit of charities, considered the charity’s susceptibility to material misstatement and how fraud may occur. Our considerations included the risk of management override and allocation of costs to charitable activities and restricted funds.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF UNA-UK

Our approach was to check that the income from grants, donations and investment returns were properly identified and accurately disclosed, that expenditure complied with the control procedures and was appropriately charged. We also reviewed major journal adjustments along with unusual transactions and considered the identification and disclosure of related party transactions.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the parent 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 parent company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the parent company and the parent company’s members as a body, for our audit work, for this report or for the opinions we have formed.

Shoaib Arshad (Senior Statutory Auditor) For and on behalf of:

Knox Cropper LLP Chartered Accountants & Statutory Auditors 65 Leadenhall Street London EC3A 2AD

Date 18 December 2025

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Statement of Financial Activities for the Year Ended 30 June 2025

Consolidated Incorporating and Income and Expenditure Account

All income and expenditure during each financial year was in respect of continuing activities.

All recognised gains and losses are included in the above Statement of Financial Activities

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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2025

Consolidated Balance Sheet as at 30 June 2025

The notes on pages 44-56 form part of these financial statements.

The financial statements were approved by Trustees of UNA-UK at a meeting held on 1 October 2025 and were signed on their behalf by:

Ian Martin Chair

Carol Shutkever Chair Finance & Governance Committee

Companies House Registered Number: 07824306 Charity Commission Registered Number: 1146016

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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2025

Consolidated Balance Sheet as at 30 June 2025

No separate reconciliation of net debt has been prepared as there is no difference between the net cash (debt) of the charitable company and the cash and cash equivalents.

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Notes to the Financial Statements

1. Accounting policies

Basis of accounting

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

The charity constitutes a public benefit entity as defined by FRS 102.The financial statements are presented in sterling and are rounded to the nearest pound.

Group financial statements

These financial statements consolidate the results of the Charity and its wholly owned subsidiary, Suite 98 Limited, on a line by line basis. A separate Statement of Financial Activities for the Charity itself is not presented because the Charity has taken advantage of the exemptions afforded by the Companies Act 2006 and SORP 2019.

Going Concern

The Financial Statements are prepared on a going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Trustees have approved the charity’s budgets and projections to June 2026 and concluded that the charity has adequate resources to fund its activities for at least twelve months from the date of the signing of these financial statements.

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NOTES TO THE FINANCIAL STATEMENTS

The trustees acknowledge and recognise the potential impact of the wider economic and political situation and have concluded that although there may be some negative consequences, due to wider uncertainty and economic impact with a likely reduction in income streams, such as donations, premises income and investment income, it is still appropriate for the charity to continue to prepare its financial statements on the going concern basis as the Charity’s 2023-2025 Strategic Plan is fully funded, the trustees are confident that the charity has sufficient resources to meet its liabilities for the next 12 months.

Judgements and Estimates

In the opinion of the Trustees, judgements made that have a significant effect on the amounts recognised in the financial statements and any key assumptions or estimates used which might cause a material adjustment to the carrying amount of assets and liabilities within the next reporting period include:

Estimating the useful economic lives of intangible fixed assets for the purpose of determining the annual amortisation charge;
Valuing the investment in Suite 98 Ltd;
Valuing the gift in kind legal advice;
Allocating support costs; and
Impact from risk assessments relating to current wider economic crisis

Income Recognition

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably and it is probable that the income will be received.

Income comprises membership subscriptions, donations, grants, legacies, investment income and other income.

Membership subscriptions and donations, received under Gift Aid or deed of covenant, are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received, the amount is accrued for where the receipt is considered probable. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

Gifts of professional services, if material, are recognised as income when:

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NOTES TO THE FINANCIAL STATEMENTS

the charity has received the service,
any conditions associated with the gift have been met and the economic receipt of the benefit can be measured reliably.

The value as a gift to the charity is the amount the charity would have paid to obtain the services; a corresponding amount is then recognised in expenditure for the same accounting period.

In accordance with the Charities SORP FRS 102 volunteer time is not recognised.

Legacies are included in the statement of financial activities when the charity is entitled to the legacy, the executors have established that there are sufficient surplus assets in the estate to pay the legacy, and any conditions attached to the legacy are within the control of the charity.

Entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor to the charity that a distribution will be made, or when a distribution is received from the estate.

Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, but the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title of the asset having being transferred to the charity.

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.

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.

Grants

Income from charitable activities includes any grant income received. This income may be classed as restricted or unrestricted dependent on any grant conditions attached to the income by the donor.

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NOTES TO THE FINANCIAL STATEMENTS

Grants for which the funder has agreed the charity’s entitlement to income is based on satisfactory progress reports for the delivery of the agreed project/activities are treated as performance related grants and the income is recognised in accordance with the underlying activity as agreed with the funder.

Where there are no conditions attached to the grant, the income is credited to the statement of financial activities in the year in which the charity is entitled to the income in accordance with the with the funding agreement.

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. All expenses, including support costs, are allocated or apportioned to the applicable expenditure headings. The classification between activities is as follows:

Expenditure on raising funds includes all expenditure associated with raising funds for the charity. This includes investment management fees, staff costs associated with fundraising, and an allocation of support costs.
Expenditure on charitable activities includes all costs associated with furthering the charitable purposes of the charity through the provision of its charitable activities. Such costs include direct staff costs, direct project costs and allocation of indirect support costs and overheads including governance costs. Staff time is used as a method of allocating indirect costs.
All expenditure is stated inclusive of irrecoverable VAT.

Intangible Fixed assets

Intangible fixed assets are measured at cost less accumulated amortisation and any accumulated impairment losses. They are amortised at 33% per annum on a straightline basis.

Investments

The investment in Suite 98 Limited, which is 100% owned by UNA-UK and holds the premises lease of UNA-UK offices is stated at purchase cost of £1.6m in July 2022 less depreciation over the life of the lease. The lease is due to expire in March 2086. Listed investments are stated at market value at the balance sheet date. Gains and losses arising on revaluations and disposals during the year are recognised in the statement of financial activities.

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NOTES TO THE FINANCIAL STATEMENTS

Pension Benefits

The company contributes to eligible individuals’ personal pension schemes which are independently administered using the salary sacrifice scheme. Pension costs are related to the salary paid and are charged to the accounts as they fall due. Contributions were made in respect of one directors (2024 : one) during the year.

Funds Structure

Expendable endowment funds represent those assets which the trustee have power to invest and which have been invested to generate investment income and capital gains. Income arising on expendable endowment funds can be used in accordance with the objects of the charity and is included as unrestricted income. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor or which have been raised by the charity for particular purposes. The costs of raising and administering these funds are charged to each individual fund.

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the organisation’s charitable purposes.

Designated funds are unrestricted funds that have been set aside by the Trustees for use on specific purposes. The Trustees may transfer them back if there is no longer a requirement for the expenditure to be made.

Operating leases

Operating lease costs are charged to the Statement of Financial Activities in the period for which they fall due.

Financial Instruments

UNA-UK 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 amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise trade creditors.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short-term highly liquid cash held in bank accounts or on deposit accounts with short term maturity of three months or less.

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NOTES TO THE FINANCIAL STATEMENTS

Debtors and Prepayments

Trade and other debtors are recognised at the settlement amount due after any discount offered.

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 discounts due.

2. Income from donations and legacies

The unrestricted gifts include £83k (2024: £106k) pro bono legal support provided during the year. The corresponding expenditure is included within note 8.

3. Income from charitable activities

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NOTES TO THE FINANCIAL STATEMENTS

4. Income from investments

5. Expenditure on raising funds

6. Analysis of the expenditure on charitable activities and raising funds

The expenditure on charitable activities is after allocation of general overheads. Direct costs and the allocation of support costs including the bases used for allocation are shown below.

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NOTES TO THE FINANCIAL STATEMENTS

7. Net (expenditure)/income and movement in funds

The following amounts have been charged to the statement of financial activities:

8. Governance Costs

Professional charges includes unrestricted expenses of £83k (2024: £106k) for pro bono legal support provided during the year.

9. Analysis of Staff Costs

The following table analyses the staff costs of UNA-UK.

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NOTES TO THE FINANCIAL STATEMENTS

Two employees (2024: 2) received remuneration (excluding employer pension contributions) of more than £60,000 (2024: £60,000).

The key management personnel of the charity in charge of directing, controlling, running and operating the charity on a day-to-day basis comprise the Trustees, the Chief Executive Officer and the Chief Operating Officer. The total remuneration (including taxable benefits and employer pension contributions and employer’s national insurance contributions) of the key management personnel for the year was £160,134 (2024: £171,545).

During the year UNA-UK continued to benefit from a number of volunteers, mainly across its network of UNA Groups. The length of the volunteering period varies amongst UNA Groups. Volunteers are unpaid and may receive daily travel and lunch allowance depending on the policy of individual UNA Groups.

In accordance with the agreement between the charity and the previous CEO dated 17 July 2024,the previous CEO’s employment contract was terminated on 19 January 2025. She was paid her normal salary to 27 October, and then paid maternity pay in accordance with charity’s maternity leave policy until her contract ended on 19 January 2025.

10. Tangible Fixed Assets

The parent charity does not have any fixed assets. Sub-lease for UNA-UK offices at 3 Whitehall Court, London SW1A 2EL are the property assets for Suite 98 Limited, a wholly owned subsidiary, and represent the group assets (see note 11).

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NOTES TO THE FINANCIAL STATEMENTS

11. Fixed Asset Investments

11a. Investment in a Subsidiary

The charity owns 100% of Suite 98 Limited that owns the premises lease for UNAUK offices.

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NOTES TO THE FINANCIAL STATEMENTS

11b. Listed Investments

Listed investment are the units acquired in COIF Investment Fund held by CCLA Investment Limited.

12. Debtors

13. Creditors

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NOTES TO THE FINANCIAL STATEMENTS

14. Endowment Fund

The John Bright Appeal Fund was set up as a restricted fund by UNA Trust following a public appeal launched on 29 February 1988.On 3rd May 1991 the target capital required of £300k was reached and in consultation with the Charity Commission the funds raised were classed as a permanent John Bright Appeal Endowment.

In June 2012, UNA Trust received permission from the Charity Commission to spend the grant without replacement under section 282 of the Charities Act 2011. On 27 January 2015 UNA Trust transferred the endowment funds to UNA-UK.

The transfer of funds from the endowment to unrestricted funds is the unrecognised gain on investments relating to the endowment funds invested with CCLA as at 30 June 2025.

15. Restricted Funds

Fund Objectives

UNA-UK Conferences: funds held by UNA-UK for future UNA-UK members Conferences.
Brighton & Hove Branch: to support the activities of the branch
Open Society Foundations to support Transparency with UNSG selection process Chanel Foundation to support UN Reform and Transparency with UN Appointments
Joseph Rowntree Charitable Trust (JRCT): to support Arms Control work UNA House Scotland: to support Arms Control work
Marmot Trust: to support Arms Control work

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Global Challenges Foundation: to support UNA-UK’s global governance work - “Together First” campaign Campaign to Stop Killer Robots: to support UNA-UK’s work on Killer Robots MacKeith Legacy: £120k left to The UNA Trust with £80k restricted to UNA-UK’s activities for diversity and inclusion and £20k to support local projects in Bangladesh to advance women’s rights and education.

16. Designated Funds

Investment in Suited 98 Limited and share of long-term investment in property lease at UNA-UK offices, Suite 98, 3 Whitehall Court, London. Funds are not available for day-to-day operations of the charity.

Margaret Collins Legacy was left to Southampton UNA and is held by UNA-UK on their behalf.

Newbury UNA closed it’s bank account, UNA-UK is holding the funds until a new account has been opened

17. Analysis of net assets between funds

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NOTES TO THE FINANCIAL STATEMENTS

18. Related parties

UNA-UK has a related party relationship with the UNA Trust (charity number 256236). The Chair and the Honorary Treasurer of UNA-UK are also a trustee of the UNA Trust. The UNA Trust is no longer active. UNA-UK received a grant of £50,000 (2024: £265,000) from the UNA Trust. There were no amounts owed to or from the UNA Trust as at 30 June 2025 or 30 June 2024.

UNA-UK owns 100% share of Suite 98 Limited, that owns the sub-lease for UNA-UK offices at 3 Whitehall Court, London SW1A 2EL (note 10 above). At the year end the Suite 98 Ltd owed £0 (2024:13) to UNA-UK, this is included in other debtors (note 11).

UNA-UK Trustees donated a total of £30 (2024: £350) to the charity during the year.

19. Trustee Remuneration and Expenses

None of the trustees received any remuneration for their services except for the previous CEO receiving remuneration (in the form of her staff salary) for the two week period from 1-17 July 2024 when she was also a Trustee. The CEO no longer serves as a Trustee.

The Trustees have delegated the following scrutiny and authorisation of staff remuneration to the Finance & Governance Committee:

Scrutinising and authorising changes to the organisation’s remuneration structure
Reviewing and authorising annual pay increases for all staff including the Chief Executive Officer and the Chief Operating Officer

During the year no Trustees received reimbursements for travel expenses (2024: Nil).

In accordance with the agreement dated 17 July 2024 between the charity and the previous CEO (who was also a Trustee),the previous CEO’s employment contract was terminated on 19 January 2025 (see note 9).

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2025-06-30-accounts

ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2025

Chair’s foreword

CEO’s note

Contents

Reference and Administrative Information

Administrative information

Constitution

Public Benefit

Vision, Mission and Values

Vision

Mission

Values

Charity Objects

Programme of activities and impact 2024-2025

Key Programmes during the 2024-25 financial year:

Workstream: Merit Based Appointments

Objective

Advocacy and impact

Events and communications

Work stream: Campaign to Stop Killer Robots

Objective

Funding

Research: Universities and AI

Parliamentary Advocacy: Autonomous Weapons in Focus

UN General Assembly Meetings

Strengthening the Campaign

Workstream: Nuclear Disarmament Campaign

Objective

Funding

Parliamentary Event

The Third Meeting of States Parties (3MSP) to the Treaty on the Prohibition of Nuclear Weapons (TPNW)

Work stream: Parliament

Objective

Work stream: Communications and events

Objective

Organisational Integrity and Growth

Plans for 2025-2026: a new strategy

Funding

Policy

Campaigns

Communications

Governance and Management

Decision Making

Pro bono legal support

Risk Management

Financial Review

Income

Expenditure

Investments

Investments Performance (July 2024 to June 2025)

Reserves Policy

Year-end deficit and fundraising

Going concern

Statement of Trustees’ Responsibilities

Independent Auditor’s report to the members of United Nations Association - UK

Opinion

Basis for opinion

Conclusions relating to going concern

Other information

Opinions on other matters prescribed by the Companies Act 2006

Matters on which we are required to report by exception

Responsibilities of trustees

Auditor’s responsibilities for the audit of the financial statements

Use of our report

Statement of Financial Activities for the Year Ended 30 June 2025

Consolidated Incorporating and Income and Expenditure Account

Consolidated Balance Sheet as at 30 June 2025

Consolidated Balance Sheet as at 30 June 2025

Notes to the Financial Statements

1. Accounting policies

Basis of accounting

Group financial statements

Going Concern

Judgements and Estimates

Income Recognition

Grants

Expenditure recognition

Intangible Fixed assets

Investments