THE
ROAD
SAFETY
TRUST
Making Roads Safer
Annual
Report
2024-25
Push butt
Wait for signal

## **2024-25 at a Glance** 

## **£2,282,037** 

**19** 

## **20%** 

**Total grants awarded Projects awarded % of applications approved within the period within the period within the period** 

Registered number 08837451 | Charity number 1156300 

**£2,214,499 £12,188,143 88** 

## **132** 

**Charity & consolidated Total awarded to date Number of Total projects reserves at the end of completed awarded the year projects to date to date** 


**----- Start of picture text -----**<br>
Completed  Post CrashImproved Safer People<br>Post-CrashResponse<br>projects  Response 49<br>and their  2<br>impact on  Safer Vehicles Safer Speeds<br>the Safe  5 10<br>System: Safer Roads<br>Road Safety<br>Management<br>12<br>10<br>**----- End of picture text -----**<br>


## **The Road Safety Trust** 

(A company limited by guarantee) 

The Road Safety Trust (RST)  is a grant-funding charity committed to making UK roads safer, achieving impact through the funding of practical measures, research, dissemination and education. We have funded over 130 projects and awarded more than £12 million in grants since the charity was established in 2014, becoming the largest independent grant funder of road safety 

**Annual report and financial statements** 

## initiatives in the UK. 

Our trading subsidiary company, UKROEd Limited (“UKROEd”), enables us to meet our charitable objectives through its education of road offenders and by distributing its surplus to the charity to give out in grants. We share the same vision and this report shows what we’ve been doing this year to help make our vision a reality. 

for the year ended 31 March 2025 

## **Funded Road Safety Project outputs & outcomes to date:** 

**23 48 111 36 13 Resources & Reports & Conferences, New partnerships Policy tools produced academic workshops & collaborations influences publications & events** 

**5 1,990 1,798 211 Number of FTE X followers LinkedIn followers Pieces of media (Trust) staff at 31/3/24 at 31/3/24 during 2024/25** 



## **Contents** 

Legal and Administrative Information ..........................................1 Trustees’ Report Incorporating the Strategic Report ..................2 From the Chair and Chief Executive ............................................2 About UKROEd ...........................................................................5 Public Benefit ..............................................................................6 Vision, Purpose and Activities .....................................................8 Strategy Map ...............................................................................9 Strategic Priorities .....................................................................10 Report of the Board of Trustees ................................................16 Financial Review ........................................................................24 Structure, Governance and Management .................................27 Diversity, Equality and Inclusion ................................................32 Stakeholder Representation and Engagement .........................34 Plans for Future Periods ............................................................38 Principal Risks and Uncertainties ..............................................40 Statement of Internal Financial Control .....................................46 Statement of Trustees’ Responsibilities ....................................48 Independent Auditor’s Report ...................................................49 Consolidated Statement of Financial Activities .........................54 Consolidated Balance Sheet .....................................................55 Charity Balance Sheet ...............................................................56 Consolidated Statement of Cash Flows ....................................57 Notes to the Financial Statements .................................... 58 - 67 



colleagues. In the autumn, we commissioned an independent stakeholder research exercise to hear directly from a wide range of partners – from police forces and road safety officers to academic institutions and charities. This work revealed valuable insights about how we are perceived, where we add value, and where we can improve. It has helped shape the Trust’s evolving new strategy, due for publication in the summer of 2025, and confirmed our growing relevance to people and organisations across the road safety landscape and beyond. 

Our close relationship as the parent charity of UKROEd – whose funding makes our work possible – continues to be a bedrock of our impact. Through the National Driver Offender Retraining Scheme (NDORS) this alliance enables us to invest in research, innovation and 

frontline interventions that save lives and reduce harm. 

In 2024-25, over two million drivers and other road users completed a retraining course under the NDORS, the highest annual total since records began in 2014. This milestone underscores the scale and reach of UKROEd’s educational approach to road safety enforcement. Through the delivery of NDORS, and the small surplus it then gifts to the Trust, we recognise and value the impressive work of UKROEd. It is only through this quality scheme that we are then able to invest in high-quality research, interventions, and innovation that contribute to safer roads for all. 

In the winter, we commissioned a major new project: a Ten-Year Impact Study. Running through 2025, the research will examine more than 130 grants awarded since 

our founding, exploring what has made the biggest difference – and why. It will provide crucial insight into how we can shape our future grant strategy to drive measurable change, and ensure the public benefit of our work continues to grow. 

Of course, the year also brought major change beyond the Trust, with the General Election in July 2024 and the formation of a new government. We were proud to stand alongside our sector colleagues as a signatory to the PACTS Manifesto for Road Safety, and we welcomed early engagement with new ministers, including encouraging signals of a commitment to a national road safety strategy. We look forward to contributing to its development and ensuring that it is shaped by evidence, rooted in equity, and aligned with our shared ambition to save lives. 

3 



## **About UKROEd** 

None of this would be possible without the dedication and skill of the people around us. Our small staff team has delivered exceptional work this year – not only delivering core operations and two successful grant rounds, but also raising our profile, strengthening partnerships and launching major strategic initiatives. We are also incredibly grateful to our Board of Trustees, who continue to guide, challenge and support us with clarity, care and expertise. 

During this year, the Trust bade farewell to three Trustees: Marlena Stefanska, Chair of our Audit and Risk Committee; and PCCs Lisa Townsend and Mark Jones, who represented the Association of Police and Crime Commissioners. 

We also welcomed four new Trustees: Emma Kelly, Chair of the Communications and Engagement Committee; 

Dr Nick Reed, a member of the Road Safety Initiatives Committee; Peter Williams, a member of the Audit and Risk Committee; and PCC Joy Allen, who represents the Association of Police and Crime Commissioners. 

The journey so far has taught us that meaningful change takes time, courage, and collaboration. But with a renewed sense of purpose, a sharper focus on impact, and an ever-growing network of partners, we are excited for what is to come. 

**Tony Fuller** Chair of the Board of Trustees 

**Ruth Purdie OBE** Chief Executive Officer 

With all of its activities, the Trust continues to work towards the vision that it shares with its trading subsidiary, UKROEd: 

**‘Zero deaths and zero serious injuries on UK roads’** 

UKROEd provides the central assurance, standards and consistency of the NDORS. While the scheme has run for more than 20 years, UKROEd’s governance structures were only established in 2016 after The Road Safety Trust was created as its parent charity. 

Through its activities educating road offenders, UKROEd carries out primary purpose trading for the charity and helps meet its charitable objectives. UKROEd is a not-for-profit 


**----- Start of picture text -----**<br>
‘Zero<br>deaths<br>and zero<br>serious<br>injuries on<br>UK roads’<br>**----- End of picture text -----**<br>


company which distributes all its surpluses up to The Road Safety Trust for distribution through the Trust’s grants strategy. 

UKROEd has undergone significant change over the past 12 months. A newly refreshed National Speed Awareness Course was launched in November, as was its new initiative, Driver Top-Up – providing a free, knowledge refresh programme for those who have completed an NDORS course. To date, tens of thousands of people have visited the learning hub, helping to create a society that values – and is striving to improve – road safety. 

UKROEd has also 

established a partnership with the National Police Chiefs Council to assume 

the administration and governance of the national BikeSafe rider safety scheme, which this year celebrates its 25th anniversary. 

All of this is against a backdrop of a record number of NDORS courses being delivered to clients, with more than two million people participating in a physical or virtual classroom in 2024/25 – a milestone figure which, while not something to celebrate, is significant as we strive for our shared ambition of zero deaths and serious injuries on the UK’s roads. 

4 

5 



## **Public Benefit** 

During 2024-25, Trustees continued to review the Charity Commission’s guidance in relation to public benefit and were again able to give assurance that The Road Safety Trust had met the requirements of that guidance throughout the year. 

The Road Safety Trust exists to achieve a safer road system for all. This is a goal that speaks directly to the advancement of public benefit. In particular, Trustees concluded that the Trust demonstrates public benefit through its support of projects that address a range of road issues for different road users. Its grant-funded projects and development plans illustrate how The Road Safety Trust aims to benefit all UK road users and pass the test of whether the Trust makes a valuable difference to our society. 

In 2024–25, we have continued to use our charitable funds to invest in research, interventions, and innovation to improve safety for people on the UK’s roads. We do this through our focused and competitive grants programme, underpinned by independent assessment and a clear strategic aim: to support work that saves lives and prevents injury. 

In 2024–25, we have of the Trust’s work is continued to use our vital to enable the charity charitable funds to invest to make the difference in research, interventions, in its mission. Member and innovation to improve police forces work in safety for people on the partnership with road safety UK’s roads. We do this organisations and local through our focused communities, encouraging and competitive grants grant applications and programme, underpinned spreading awareness by independent about successful assessment and a clear projects and initiatives. strategic aim: to support We are grateful to Chief work that saves lives Constable Jo Shiner and prevents injury. KPM for representing the membership on the The Board confirms that Board of Trustees. it has complied with the duty in section 17(5) of the We have, to date, funded 2011 Charities Act to have over 130 road safety due regard to guidance projects, being delivered published by the Charity by over 70 different Commission (i.e., public organisations – our benefit statement). grantees. This amounts to 

We have, to date, funded over 130 road safety projects, being delivered by over 70 different organisations – our grantees. This amounts to £12m of grants awarded since 2014. We work closely with all our grantees who understand that their project objectives are our charitable objectives, and it is in the interest of our beneficiaries (the road using public) that we work with grantees to help achieve those aims. 

## **Thank you to our members, grantees and stakeholders** 

Our members are the UK-based police forces that participate in the NDORS. Their support 

Every project we support represents a shared journey – one that begins before funding is awarded. We offer guidance and encouragement throughout the application process, and we are grateful to our grantees for embracing the openness, trust, and collaboration that true partnership demands. This spirit of working together reflects the values at the heart of the Trust’s mission: 

- Rigour 

- Independence and Challenge 

- Knowledge 

- Effectiveness 

- Collaboration 

- Flexibility 

- Proactivity 

Our assessment framework ensures that 

public benefit is a central 

danger affects individuals and communities. 

criterion throughout the and communities. grant lifecycle – from We recognise that public application to delivery. benefit is not only delivered We ask all applicants to through funded projects. It explain how their work also comes from our voice, will generate measurable our partnerships and our change and benefit people role in promoting evidencein the real world. We also based approaches to road work with grant holders safety. We are proud of to capture learning and our strong links with key share acquired knowledge stakeholder organisations and best practice with such as Road Safety GB, the wider sector, creating the Parliamentary Advisory ripple effects beyond the Council for Transport immediate life of a project. Safety (PACTS) and other charities including The theme of our main Brake. We are committed autumn grants round to acting in the public – Inequalities in Road interest – particularly when Safety – enabled us to it comes to highlighting fund projects that address under-recognised risks the needs of those most and calling for action. 

The theme of our main autumn grants round – Inequalities in Road Safety – enabled us to fund projects that address the needs of those most at risk. From vulnerable people using mobility devices and people living with dementia, to children with special educational needs, the projects we support reflect the diverse and unequal ways that road 

Looking ahead, our 10-Year Impact Study, begun in March and now underway, will provide an in-depth analysis of how our funding has benefited the public during the 

6 

7 



UKROEd team and Board of Directors for continuing to govern and develop NDORS efficiently and effectively across the UK. Anyone who attends an NDORS course – physically or virtually – can be assured that the scheme is of a consistent standard and is being run cost effectively. All surplus funds are directed to the charity’s purpose of making UK 

roads safer. The partnership between UKROEd and the Trust forms a virtuous circle of research, course development, governance, training, funding and research. 

last decade. The Impact Study will be published in early 2026 and will shape our future direction to ensure that our resources deliver the greatest possible value in pursuit of a safer road system. 

The Trust’s sole source of income for grants is its trading subsidiary company, UKROEd, so it is important that we express our sincere thanks to the 

## **Vision, Purpose and Activities** 

and project plans, and these were implemented from April 2024. This is the final year of the strategy, and the report details our progress against it. 

The Vision, Purpose and strategy was carried out Strategic Priorities of in 2024 – the final year of the Trust are outlined in the three-year strategy for the Strategy Map in the 2021-24. We have engaged figure on the next page. with key stakeholders A review of the charity’s resulting in new initiatives 

## **Strategy Map 2021-2024** 

Zero deaths and serious injuries on UK roads **Vision** 

To make UK roads safer, achieving impact through the funding of practical measures, research, dissemination, and education 

**Purpose** 

Work with others to use the wealth of knowledge and understanding about what works to keep road safety high on the national and local agenda and influence policy change **Advocacy that influences** 

Share new knowledge from research and practical interventions across the road safety and wider community to raise awareness and encourage implementation 


**----- Start of picture text -----**<br>
Dissemination that reaches<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
Work with grantees to  Invest in pilots and trials<br>investigate prevention,  of innovative approaches<br>evidence existing approaches  and ensure practical<br>or development of new  application of new thinking is<br>or different solutions transferable to drive change<br>Research that informs Pilots that test<br>Review the national and international landscape<br>to inform where efforts & resources should be<br>targeted for greatest impact in UK road safety<br>Intelligence that defines<br>Priorities<br>Engaged workforce  Effective Sustainable  Robust  Strong brand<br>& membership grant-making business model governance and reputation<br>Foundations<br>Independence<br>Effectiveness Rigour Collaboration Knowledge Flexibility Proactivity<br>and challenge<br>|<br>Core Values<br>Code of Ethics<br>In Partnership In Partnership<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
In Partnership<br>**----- End of picture text -----**<br>


9 



## **2** 

## **High quality applications** 

This year’s main grants round was on the theme of ‘Inequalities in Road Safety’. This theme recognises that road safety is relevant to everyone and that there are known inequalities in health, sex, gender, age, society and economic circumstances which mean that use of the roads is not equally safe for everyone. The 

quality of applications was high and six new projects were awarded, totalling approximately £1.1m. 

including a workbook, a 

webinar, the opportunity to attend a one-to-one meeting with the grants team, and an eligibility quiz which applicants complete before starting their application. 

In addition, funding was awarded this year to two starting their application. projects that applied under our 2023-24 open grants round in the £300-£500k band. Pre-application MET support was provided to applicants through guidance 

## Strategic Priority: **1** Intelligence that defines eo **Determine where grants are best targeted to make a difference to UK road safety** 

This year has seen us embark on a review of our grantmaking to ensure we continue to deliver relevant and impactful programmes that make a difference to road safety. This work was informed by an independently delivered stakeholder research survey as well as regular surveys of grant applicants. 

At the end of the financial year, we also commissioned Systra, a respected research institution, to carry out a review of the impact of our first 10 years of grant making; their research is ongoing and will launch in Spring 2026. Our Symposium in September 2024 was a milestone event and an important 

opportunity to bring together grantees and other stakeholders to share their important work, as well as collectively share new thinking about how the Trust might target its future grant funding. 


**----- Start of picture text -----**<br>
MET<br>**----- End of picture text -----**<br>


10 

11 



## **4** 

## **3** 

**The Grants Programme is used to encourage piloting of initiatives that can contribute to improving road safety by evidencing impact and evaluating existing approaches.** 

Four new Small Grants were funded this year with the aim of piloting initiatives to improve road safety. We have also supported some former Small Grants’ progress on their journey to practical implementation by funding this continued work through a Large Grant or Follow-on Funding. An example this year was the Large Grant award to Nottingham Trent University for a project on virtual reality hazard perception for tractor drivers and followon funding to the University of Sheffield for their project on encouraging the use of Intelligent Speed Assistance. 

and community groups. Engaging academic support could help improve the quality of bids and help smaller organisations address key gaps around evaluation. 

invitation only Roads Policing Road Safety Grants Programme. The programme supports the Trust’s desire to broaden the grants portfolio. This pilot will serve as a stepping stone to understanding if a more fully developed police programme that funds evaluation, dissemination activities and operational pilots would be an appropriate way forward. 


**----- Start of picture text -----**<br>
MET<br>**----- End of picture text -----**<br>


This programme will also enable the Trust to trial processes (including decision making and selection processes) and support for applicants, that may be beneficial for a range of different organisations which have been less represented in the grants programme, such as smaller charities 

As part of the Trust’s ongoing efforts around programme development, this year we were pleased to launch a new two-year 

## **Collaborate with grantees to ensure dissemination that maximises the opportunity to reach target audiences and achieve impact** 

This year fifteen projects have completed with a range of practical results as well as new research and policy insights. These results are supported to reach target audiences and achieve impact through a collaboratively agreed and produced Knowledge Sharing Plan. Completed projects this year include a website with consumer information on cycle helmet safety, informed by world class research carried out by Imperial College London, and a Mature Driver Assessment trialled by Leeds Older People Forum. 

Social media, especially LinkedIn, has become a key channel for dissemination and engagement. Our LinkedIn followers increased by 37%, and Trust content featuring grantee projects saw strong engagement, including a fourfold increase in impressions and a sixfold increase in shares compared to the previous year. Our quarterly newsletter, Talk of the Trust, was redesigned to improve content flow and increase engagement, with greater focus on dissemination of grantee projects. 

To maximise the reach and influence of project outcomes, we continued to grow our communications infrastructure and proactively use our owned and earned channels. In 2024/25, we published several new project case studies and reports on our website, supported by spotlight articles and social media promotion. Website visits increased by 45% compared to the previous year – and by 161% against 2022/23 – with Knowledge Centre content among the most visited pages. 

## **The Trust’s impact and difference made through its funded projects is gathered and articulated on a regular basis** 

out by Systra. The 2025 report will look in depth MET at the difference that our funding has made and suggest how we can further refine our frameworks for articulating the difference we are making. 

The Trust gathers all information for projects annually and produces an at-a-glance overview. We have commissioned a second Impact report, following a previous report produced in 2021, and this work is being carried 

12 

13 



**5** 

## **Work in partnership with others to achieve greater impact** 

## **Identify advocacy opportunities for completed and ongoing projects** 

fund a dedicated Advocacy Officer post. The role of the postholder encompasses a number of activities including producing policy briefings, conferences, convening events, responding to consultations and providing expert advice to government committees. 

The Trust works in partnership with PACTS (Parliamentary Advisory Council for Transport Safety) to advocate on key road safety policy issues with a particular focus on those that are included in recommendations in RST funded projects. 

This year there was a shift in focus of the funding to concentrate more on overall delivery of advocacy and promotion of the findings of RST-funded projects. 

This year the Advocacy Officer post holder left in December and a new postholder started in January. We renewed a two-year grant to PACTS to 

Key areas of focus have been providing support for the re-establishment of the All Party Parliamentary 

Group for Walking and Cycling after the creation of the new parliament and following through on the sector’s Road Safety Manifesto commitment priorities. 

Forming strong partnerships remains a cornerstone of The Road Safety Trust’s strategy to amplify our impact and extend the reach of our work. 

Our long-standing advocacy partnership with PACTS continued to be a key part of our influencing activity, helping us champion evidence-led road safety policy, during a crucial year which saw the General Election in July 2024. We were a proud signatory of the PACTS-led Road Safety Manifesto, which was shared with all political parties during the election campaign period. 

Alongside this, we maintained a collaborative ethos with all grant-funded organisations, working closely to co-design knowledge sharing plans and support dissemination of research and innovation. 

Over the past year, we have deepened our engagement with key national partners. This includes ongoing collaboration with National Highways, Road Safety GB, the NPCC Roads Policing Board, the Department for Transport, NRPOII, Brake, and the devolved administrations 

of Scotland, Wales and Northern Ireland. These partnerships help ensure our work is embedded in the broader policy and practice landscape. 

behavioural deterrence, and to broaden the types of organisations we fund. 

Internationally, we have sustained our engagement with the European Transport Safety Council (ETSC), providing a platform to share UK-based research and to learn from wider European practice, and attending their Council of Members events in person wherever possible. 

We also continued to provide support to potential and current grant recipients through a series of thematic webinars, targeted workshops, and individual advisory sessions to improve the quality and strategic fit of applications and maximise impact. 

With the appointment and maximise impact. of a new Director of This year saw the Communications and development of new Engagement in July 2024, relationships that will shape we began proactively our future direction. We extending our partnership commissioned stakeholder footprint, not only with research from insight organisations in the agency Magpie, engaging road safety sector but over 200 stakeholders and also with adjacent fields generating key insights to such as public health, inform our future strategy. research, and social We also appointed Systra equity. This shift marks to deliver our landmark a growing ambition to 10-Year Impact Study, build alliances that unlock bringing an external wider societal impact. evidence-led perspective to our grant-making legacy. 

In operational terms, we initiated a pilot programme to explore funding models for roads policing interventions. This work is designed to test new mechanisms for supporting activity aligned with enforcement and 

MET 

14 

15 



**Large Grants - Open Application - 2024-25** 

**Pedestrian Interactions With Connected And Autonomous Vehicles (PedICAV)** Amount Awarded: £384,231 Lead Organisation: Imperial College London **1** 

**Data Sustains Life (DSL), Linking Healthcare And Road Safety Data To Evidence Preventative Strategies Towards Vision Zero** Amount Awarded: £406,888 Lead Organisation: University Hospital Southampton **2** 

## **Themed Grants 2024-25 - Inequalities in Road Safety** 

**Motorised Mobility Understanding Vehicle Safety Devices: Incidents, Near Inequalities In Great Britain Misses And Safety** Amount Awarded: £110,000 Amount Awarded: £207,923 Lead Organisation: Lead Organisation: RAC Foundation Nottingham Trent University **3 4 Mapping Road Safety Challenges To Independent Mobility For Children With SEND (Safe-SEND)** Amount Awarded: £238,399 ‘ty "A A\. Lead Organisation: University of Oxford **5** 


**----- Start of picture text -----**<br>
16<br>**----- End of picture text -----**<br>


17 



**Small Grants 2024-25 Roads Policing Road Safety Grants** , A pb rt **HIOW Hotspot: The Tractor Driver Training: Development And Trial Of A Creating A Virtual Reality The Community Radio** wien _ ia **Hot Spot Policing Approach Hazard Perception Course** — **Road Safety Project** “ te lheAl i **To Reduce Road Casualties For Agricultural Colleges And Traffic Offences** Amount Awarded: £39,725.00 Amount Awarded: £185,798 Amount Awarded: £25,000 Lead Organisation: BCfm Radio Lead Organisation: Nottingham Trent University **Follow-on Grants** Lead Organisation: Hampshire & IOW Constabulary **9 6 Dissemination Funding - The Rider Resilience Autistic Children Matter: Fasten Up for Your future Programme – Establish Responsible Driving Addressing Road And Nudge Project A Motorcycle Training And The Fatal Five Crossing Challenges From Syllabus Based On Common** Amount Awarded:£5,569.00 **Multiple Perspectives** Amount Awarded: £50,000.00 **Motorcycle Collision Causes** Lead Organisation: SoMoCo Amount Awarded: £282,639 Lead Organisation: Business in Amount Awarded: £28,000 the Community Northern Ireland Lead Organisation: Lead Organisation: Sussex Police University of Leeds **13[16] 17 7 10 Promoting Intelligent Evaluating The Effectiveness Speed Assistance In Car In The Driving Cessation Of Operation Virage, An Showrooms: Preparation e-SAFE (Equity, Social Decision Seat: Feasibility Intelligence-Led Approach To For A Randomised Determinants, Anti-Social And Acceptability Of A UK Targeting Impaired Driving Controlled Trial Behaviour, Future E-Mobility) Driving Aid For Older Adults Within Dementia Services** Amount Awarded: £25,000 Amount Awarded: 49,999.00 Amount Awarded: £142,957 Amount Awarded: £49,093.00 Lead Organisation: Lead Organisation: Lead Organisation: Lancashire Constabulary University of Sheffield University of Leeds Lead Organisation: **14** University of Surrey **18 8 11 Discretionary Funding** * 2 a on Aa Ww sa | iL wal = =a. **Assessing The Impact** ' x an el **Of Community Speed Bereavement Booklets** 4 **Young Riders Matter Watch Letters For Young People, Children** AN i” A : | Amount Awarded: £46,063.00 I3 **And Vulnerable Adults** Amount Awarded: £9,716.00 i Saary? t a= —_-_ y 4* Lead Organisation: National “{ sa Lead Organisation: Amount Awarded: £7,500 Young Riders Forum Staffordshire University Lead Organisation: Brake **12 15 19** 

18 

19 



## **Number of Grants awarded by Road User** 

since 2014 

**68** 

**3** «> **Scotland 52 20 15 10 10 9 2** ae ~~:~~ oe © All Road Drivers Pedestrians Pedal MotorOther Users cyclists cyclists **N. Ireland** Bus passengers (1) **65 Number of Grants awarded** E-Mobility (1) - © Horses (2) **3** Mobility Scooters (2) **by Organisation Type** Tractor Drivers (1) Pedestrians and since 2014 é5 S) Cyclists (2) **Wales England** Fi us **50 40 7 England + Wales** = **14** - ~~|[[~]]~~ **11 9** fa **8** bed 

**Number of Grants awarded by Organisation Type** since 2014 

Fi us **50 40** = **14** - ~~|[[~]]~~ **11 9** fa **8** University Charity Local Other public Company Police Force authority sector 

20 



## **Number of Grants by the different areas of England** 

## **Number of Grants by The Road Safety Trust Grant Programmes** 


**----- Start of picture text -----**<br>
RST Open Grants Programme 46<br>RST Small Grants Programme 34<br>THE<br>RST Thematic Grants Programme 24<br>SAFETY<br>TRUST<br>Follow-on Funding 13<br>ee8@ eei<br>a i i nN<br>Strategic Priority Grant Programme 11<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
North<br>East<br>1<br>4<br>(| ) THE<br>North<br>West Yorkshire  SAFETY<br>TRUST<br>and the<br>Humber<br>ee8@<br>6 a i i nN<br>6<br>East<br>West  Midlands 4<br>Midlands<br>East of<br>Discretionary Funding<br>9<br>England<br>8<br>South  ©<br>Wales 6 London<br>@<br>South East<br>13 South West<br>i<br>is = =<br>7 #- :<br>=. = $ = -<br>8 All England<br>**----- End of picture text -----**<br>


> **Police Grants Programme 3** 

> **Discretionary Funding 1** 

22 

23 



which may occur separately or at the same time. The Trust will therefore aim to hold reserves between £2 million and £5 million. 

research needs and priorities, as well as changes affecting NDORS. 

## **Reserves Policy** 

The Reserves Policy demonstrates the compliance of The Road Safety Trust with its legal duties to act in the interests 

The Trust keeps a level of reserves that is sufficient to: 

As at 31st March 2025, the free reserves held by the charity amounted to £2,214,499 (2024 £3,695,053). The consolidated reserves of the group are £2,214,499 (2024 £3,695,053). 

- Meet a minimum of one year of operating expenditure in case of unplanned closure of the Trust; 

of the charity and its beneficiaries, to protect and safeguard the assets of the charity, to act with reasonable care and skill and to ensure that the charity is accountable. The Policy is designed to: 

- Mitigate the financial aspects of risk in the activities of NDORS; and, 

Trustees consider that the level of reserves remains satisfactory and is compliant with the Reserves Policy. 

- Justify and clearly explain the keeping or not keeping of reserves; 

   - Commit to large road safety projects of long duration. 

- Identify and plan for the maintenance of grants for beneficiaries; 

   - Reserves are unrestricted **Investment** and are not formally **Policy and** 

   - designated for a specific purpose. **Performance** 

- Reflect the risks of specific purpose. 

- unplanned closure associated with the • One year of operating business model, expenditure in case of 

- spending commitments, unplanned closure of potential liabilities and the Trust £0.6 million; financial forecasts of the Trust and of its • Mitigating the financial trading subsidiary, which aspects of risk in the operates NDORS; and, activities of NDORS £2 million; and, 

The secondary income source to the Trust was dividends and interest from investments which totalled £258,725 (202324 £242,326). The Trust confirmed an unsecured loan of £500,000 to its trading subsidiary on 7th February 2024 at an interest rate of 6% as an investment within its portfolio which was outstanding at the end of the year. £4,000,000 (2024 £5,400,000) was held in interest bearing deposit accounts with National Westminster Bank plc. 

- Help to address the risks of unplanned closure on projects we fund, staff and suppliers. 

- Commit to large road safety projects of long duration £2 million. 

The targeted range of reserves in the policy reflects the fact that the contingencies identified refer to circumstances 

The Reserves Policy is monitored annually to review its effectiveness and application in light of changing road safety 

24 

25 



The Trust’s Investment Policy states that the long-term investment objective is to generate a total return in excess of inflation (as measured by CPI), while generating an income to support the ongoing activities of the Trust, the level of which will be determined by Trustees from time to time, subject to acceptable levels of risk. The Trust also can invest in its trading subsidiary in order to provide sufficient funds for its continued operation of the NDORS scheme. 

Trustees place a high priority on maintaining the real value of capital funds and of income returns over the long term, subject to acceptable levels of risk. They accept that at times this will mean accepting short or medium-term fluctuations in capital value. The key risk to the longterm reserves is inflation, and surplus assets should be invested to mitigate this risk over the long term. 

A review of the Trust’s Investment Policy sets out investment time horizons 

over which funds may be required.  The policy sets out events which require a review of time horizons and allocation of funds.  Funds held to meet short-term (within one year) needs are held in bank current accounts and short-term deposits.  Funds held to meet medium-term (between one and five years) are held in bank deposit accounts with up to three years’ notice. Long-term funds, which are needed after more than five years, may be invested in financially regulated assets which may be subject to risk in their capital value. 

Investment in the Trust’s trading subsidiary is in the form of a loan. The Trustees considered the risks associated with the loan facility of £500,000 confirmed in February 2024, determined the appropriateness of advancing loans under the facility and set the terms of repayment and interest accordingly.  A loan of £500,000 was advanced confirmed on 7th February 2024 and was outstanding at the year-end. The loan 

bears interest at 6% and the facility expires on 31 October 2025. 

Short term cash reserves are held to provide financial security and may be required at short notice. As such, capital volatility is avoided by choosing instant access and shortterm bank deposits. The balance of funds in pooled investments, term bank deposits and instant access bank deposits are reviewed periodically. The overall return on invested assets (i.e. capital gains and dividends from investments, deposit accounts and instant access accounts) was 4.5% (3.9% in 202324). Prevalent economic conditions enabled the policy objectives to be met during the year, as riskfree interest rates were in excess of 4%, while inflation as measured by the CPI index reduced to 2.6% by March 2025. The Trustees continue to monitor the most prudent way to meet the policy objectives with regard to balancing risks and returns. 

26 

27 



Chief Constable Jo Shiner, KPM, who is the NPCC Lead for Roads Policing portfolio, continues to ensure that the police force membership is represented on the Trust board. The Trust employs a skills-led approach to recruitment and this supports a key objective under Diversity, Equality and Inclusion. This is monitored as part of the Trust’s commitment to the Charity Governance Code. 

On 31 March 2025, the Board’s minimum requirement of a number of Trustees with skills and experience was exceeded in all 24 areas identified as necessary for an effective Board. 

The charity recognises the importance of a comprehensive induction for new Trustees and learning and development for existing Trustees. This enables them to discharge their duties and 

fulfil their roles properly. 

To support this approach there is an Induction, Training & Development Procedure in place. This outlines how individual Trustees will be supported in their development during their term of office. 

Part of this involves a number of subscriptions and memberships that benefit Trustees’ learning and development. Examples include Association of Charitable Foundations (ACF), Civil Society Governance & Leadership magazine and online access, and the Association of Chairs for the Chair and Vice Chair, as well as a number of road safety specific subscriptions. 

Opportunities for Trustee learning and development are circulated to the Board by the Chief Executive as they arise. This includes 

an insight into courses developed by UKROEd for the NDORS. 

## **Board Governance** 

The Board meets quarterly, balancing logistical and resource demands of faceto-face meetings with virtual calls. The Chair and Trustees have managed to run and hold effective meetings virtually and the in-person meeting helps the board to build cohesiveness and improve communication. Having fielded Trustee opinions and preferences through a survey, a blended approach seems to be the most popular going forward and the Trust will continue to hold face-to-face Board and virtual Board meetings. 

Trustees are encouraged to be members of at least one committee. The Audit & Risk 

and Road Safety Initiatives Committees meet three or four times per year. The Remuneration Committee meets annually unless otherwise required. In accordance with its terms of reference, the Remuneration Committee ensures that Trust staff are remunerated in line with the Remuneration Policy. The Nominations Committee meets at least twice a year or more often as necessary. 

A new committee, the Communications and Engagement Committee provides strategic oversight of the Trust’s communication strategies and public engagement efforts, ensuring they align with its mission to reduce deaths and injuries on UK roads and ensuring consistency with the Trust’s overall objectives, 

working to enhance its visibility, reputation, and stakeholder relationships. 

A symposium was held in September 2024, celebrating the work of the Trust over the previous 10 years and also looking forward to the next five years. The symposium launched and helped to inform our strategic review taking place during 202526, including an in-depth impact study and extensive surveys of stakeholders. 

There is also an established feedback system following the charity’s and UKROEd’s Board meetings. The Trustee representative, together with the Joint CEO, play a crucial role in this flow of information and communications, supported by the Head of Finance. 

In the charity, senior management members report to the committees that relate to their areas of responsibility. The CEO and Head of Finance report to the Audit & Risk Committee and Remuneration Committee. The Grants & Impact Director reports to the Road Safety Initiatives Committee. RST team members also provide updates to the full Trustee Board agenda. The Director of Communications and Engagement reports to the Communications and Engagement Committee. 

In this way, Trustees are kept updated on the practical and pertinent issues affecting the Trust directly by staff other than the Chief Executive and can make decisions on an informed basis. 

28 

29 



Minutes from committee meetings are issued to schedule and posted on the online Trustees’ document management system for the quarterly Board meetings. Each of the committees have reviewed their terms of reference within the period, with changes brought to the full Board for approval. 

The directors and officers insurance and third-party indemnity insurance for Trustees remains in place 

**Board and Committee** 

and was renewed on 29 July 2024. The nature and scale of the indemnity will continue to be kept under review. The cost of the insurance for the year was £3,100 (£3,095 in 2024). 

The charity continues to be supported by a small team consisting of seven, mostly part-time, employees. 

Current staff include Louise Palomino (Grants & Impact Director), Tanya Qadir (Grants Programme 

Manager), Victoria Sinclair (Governance & Compliance Officer), Dr Lindsay Eckley (Grants Officer) Angharad Williams (Grants Officer) and Christine Wooldridge (Administration and Information Officer). Hugh Sutherland is Head of 

Finance and also Finance Director for UKROEd, where most of his time is allocated. Paul Steinberg joined the Trust in July 2024 as Director of Communications and Engagement. 

## **Individual attendance records 2024-25** 

## **Tony Fuller** 

## **Kathy Webster** 

## **Heather Ward** 

UKROEd Rep, Chair RemCom, Chair NomCom 

Chair RSIC 

Chair Board ...... **75%** NomCom **100%** 

Board ..... **100%** UKROEd Board ..... **100%** A&RC ..... **100%** RemCom **100%** NomCom **100%** 

Board ..... **100%** RSIC ....... **100%** RemCom **100%** 

## **CC Jo Shiner KPM** 

## **Neil Hoose** 

## **Anthony Blackman** 

Board ..... **100%** Board ..... **100%** RSIC ....... **100%** A&RC ..... **100%** 

Board ..... **100%** A&RC ..... **100%** 

## **Attendance Records** 

for the period 1st April 2024 to 31st March 2025 

## **Victoria Coker** 

Board .... **100%** A&RC ...... **66%** 

## **Dr Nick Reed** 

## **Deirdre O’Reilly** 

## **Tanya Fosdick** 

Board ...... **75%** Board ...... **75%** RSIC ........ **83%** RSIC ...... **100%** C&EC .... **100%** 

## **Peter Williams** 

## **Emma Kelly** 

Chair C&EC 

Board .... **100%** Board ...... **75%** RSIC ........ **83%** A&RC .... **100%** C&EC .... **100%** 

Board ..... **100%** NomCom **100%** C&EC ..... **100%** 

30 

31 




**----- Start of picture text -----**<br>
Gender Age Disability<br>80%<br>36-50<br>53% years  53%<br>47%<br>51-65  7%<br>years 13%<br>33%<br>Yes No<br>Os Female Male &_E 66+<br>years Prefer not to answer 13%<br>Ethnic Origin Sector Background<br>**----- End of picture text -----**<br>



**----- Start of picture text -----**<br>
88%<br>40%<br>33%<br>White<br>British<br>°<br>6% 6% 13%<br>7% 7%<br>White  Black<br>Irish African Mostly  Mixed Third  Mostly  Mostly<br>private  sector  Civil  wider<br>sector (incl Uni)  Service public<br>service<br>**----- End of picture text -----**<br>


## **Skills** 


**----- Start of picture text -----**<br>
Type of Road User Skills<br>87% 100% 53%<br>i2 =® «9° =O<br>Pedestrian Car Cyclist<br>(The RST Board Skills Matrix<br>identifies 24 skill areas e.g. Financial<br>Control, Business Planning etc)<br>13% 13%<br>MET<br>Required minimum number<br>Horse HGV<br>**----- End of picture text -----**<br>


**Required minimum number of Trustees have these skills in all 24 areas identified** 

33 



The findings were clear: the Trust is highly respected, but we are not widely known beyond our immediate circle of stakeholders and grantees. Similarly, our grantmaking is hugely valued, but our voice and our funding could go further, reaching new grantees and impacting positively on new and more diverse communities. The insights from this landmark piece of work will directly shape our new 2025–28 strategy, supporting a renewed focus on openness, agility, and long-term impact. 

In recognition of the growing importance of this area of work, we established a new Communications and Engagement Committee (C&EC), chaired by our Trustee Emma Kelly, who brings deep expertise in communications, marketing, and public engagement. This Committee was created 

to ensure that our communications and public-facing work are not just operational, but strategic, and aligned with our mission to prevent serious injuries and deaths on the UK’s roads. 

The C&EC provides critical oversight across a range of areas: stakeholder engagement, press and media, advocacy and reputation management. It supports stronger relationships with grantees, partners, policymakers, the public and the police, and ensures that we are listening actively and responding thoughtfully to the everchanging dynamics of the road safety sector. 

As it develops further, the C&EC will play a vital role in supporting innovation and continuous improvement. It will also oversee the Trust’s first ever Communications and Engagement 

Strategy, which will form a core component of the new organisational strategy, and is due for publication next year. The committee’s membership includes Trustees with relevant expertise, and senior staff from across the Trust, to ensure a joined-up approach to how we communicate, convene and engage. 

Our quarterly newsletter, Talk of the Trust, also evolved significantly in the past twelve months. Now featuring more sector insights, project updates and learning resources, it is reaching a wider audience and offering more detail about what we’re doing inside the organisation and via our grant funded projects. The Christmas 2024 edition, for example, saw a 581% increase in click-through rate compared to the previous issue. This was a major breakthrough in ensuring deeper 

35 



audience engagement, which was achieved as a result of broader content, improved digital design and strategic promotion. 

Our approach to knowledge sharing and dissemination has also developed further, as a joint approach across our Grants and Communications Teams, and in partnership with our contracted provider, Stennik. Our Knowledge Sharing Toolkit was significantly updated to ensure that the outcomes of the projects we fund reach as wide an audience as possible. 

To complement those efforts, we have also worked more directly with grantees and, where 

relevant, their own inhouse communications teams in order to support the amplification and dissemination of their funded projects. This work will continue to evolve through new arrangements and a further investment in knowledge sharing in the future. 

In terms of our media and public relations activity, we have seen a steady stream of press coverage and wider media interest, and we supported important national campaigns such as Road Safety Week with coordinated media and social media activity which further increased our earned media footprint. During 2024-25, we have generated 211 pieces of media coverage, and 

over 50 further inbound media requests - a notable increase in our profile and influence on previous years. 

Our digital channels continue to grow in reach and relevance, with a 45% increase in visits to our website compared to the previous year, and a 161% increase compared to 2022-23. On social media, LinkedIn has emerged as a key strategic channel, where we have seen particularly strong growth. Together, these developments represent a new phase in how the Trust engages publicly - becoming more coordinated, confident and aligned with our strategic goals. 

All of these efforts have enabled the Trust to further its objectives to: 

- All of these efforts have We know that strong enabled the Trust to communications and further its objectives to: engagement are essential to achieving our mission. 

- • Raise the profile By investing in this area - 

- of the Trust and by listening, learning and evolving - we aim to 

- • Highlight the difference become a more visible, 

- we are making to accessible and influential 

- achieving safer roads organisation, working in 

- • Increase the interest partnership with our key partners and stakeholders 

- and engagement in order to improve road 

- with potential grant safety across the UK. 

- applicants with a view to receiving high quality grant applications that promote road safety 

36 

37 



We also look forward to the publication of our independent Impact Report, which will reflect on the first 10 years of the Trust’s grantgiving. Its findings will help shape our future direction and provide an evidence base for long-term planning. 

Our staff team will continue to be supported and developed, with a renewed focus on wellbeing and stronger connections with our trading subsidiary, UKROEd. We are also preparing to recruit new Trustees, who will bring additional expertise in governance, road safety, and investment – 

including support for the RSIC’s important remit. 

We will continue to encourage the submission of high-quality, practically focused and potentially transformative grant applications, with a strong emphasis on outcomes and impact. Through this, the Trust will continue to fulfil its charitable purpose. 

## UKROEd will further 

strengthen its position as the governing body of the NDORS. In 2025–26, significant investment will go into reviewing and implementing new NDORS courses, alongside 

a governance review to support UKROEd’s new legal status under the Police, Crime, Sentencing and Courts Act 2022. A parallel review of core information processing systems will also take place. 

Taken together, these developments will require careful planning and significant investment in people, procurement and systems over the next three to five years. 

39 



high a level, given RST’s charitable purpose. Income has risen over the last ten years and organisational viability has been tested by events, such as the Covid pandemic, in recent years. 

UKROEd course data is still showing strong performance, and the anticipated surplus position is strong for the coming year. 

## **Compliance** 

The Road Safety Trust or its trading subsidiary could inadvertently become non-compliant by not identifying, planning for or accommodating regulatory or legislative requirements, current or future. 

Mitigation and assurances for this risk include: a comprehensive suite of organisational policies with regular clear review process; a Data Governance review by the external DPO service; a Data Protection audit this year; a new Data Governance Group set up for the SMT, Information Governance Officer and Governance & Compliance Officer to focus on data governance risk; Data Governance reporting to A&RC; a GDPR rolling staff training programme; a health and safety staff training programme and risk assessments; a Governance Programme Review including assessing the impact of 

the new PCSC Act 2022; a Grants Programme Review including grant terms and conditions legal evaluation and due diligence operations; and management training for line managers. 

A Risk Management Audit is planned for the coming year, and the Governance Programme Review is ongoing. 

## **Purpose and Impact** 

If projects funded by the Trust do not achieve their objectives, this could impact on our charitable purpose. If there are issues with the way funds are 

41 



awarded and managed, we could be unable to evidence impact of our core activity. 

Mitigation and assurances for this risk include the development of a new RST Strategy for 2026 onwards via consultation with staff and Trustees and informed by our recent Stakeholder Survey and our first Symposium event, which was held this year to celebrate the impact of our work; grant management framework of policies, procedures and documentation. Also included are: a grant management software package to assist in monitoring projects; close liaison with grantees and regular interim reporting during grant award period so we remain informed and can facilitate adjustments if appropriate; and two grant programme audits, which took place this year and feed into the Grant Programme Review currently underway. Our 

communications and engagement framework includes policies and procedures relating to communications and crisis communications, while the Communications and Engagement Committee was set up this year and our first Director of Communications and Engagement was appointed. 

A new Communications and Engagement Strategy is in development and a new Impact Report has been commissioned for publication in 2026. The Grants Programme Review is ongoing. 

## **Reputation** 

There is the potential for negative perception of The Road Safety Trust by others e.g. negative media coverage, unreasonably high reserve levels, jeopardised core NDORS relationship, conflicts of interest. 

Mitigation and assurances for this risk include all those applied to other risk areas e.g. Grant Management, Audit Programme, Governance Programme Review and Crisis Management to minimise any potential reputational damage. The Governance & Delegated Authorities Policy and framework is under review subject to the provisions of the PCSC Act 2022. 

Two grant programme audits were carried out this year including assessing implications of the higher value Large Grants awards. Our new Strategy for 2026 onwards is currently in development. A Risk Management Audit is planned for the coming year. 

## **Governance** 

Ineffective governance could impact RST’s ability to meet its charitable purpose, sustainability 

and reputation. In addition to governing the charity, RST Trustees need to have oversight of the charity’s trading subsidiary, UKROEd, and be assured of its good governance and management. 

Mitigation and assurances 

for this risk include a clear governance and financial structure and relationship between the two companies and clear delegation of authorities and controls. We have also implemented effective performance reporting processes across both organisations, one Trustee holds a dual role as Trustee and UKROEd non-executive director, while we also conduct audit programmes and provide a Trustee. governance training offer. This year we embarked on a Governance Programme Review and review of Governance & Delegated Authorities Policy; the Trustee induction 

programme was revamped, and a Succession Plan has been developed. 

## The Governance 

Programme Review is ongoing and includes assessing the impact of the new PCSC Act 2022, which presents new opportunities and risks in terms of legal compliance alongside scope for wider activity and involvement in the road safety sector. The Grant Programme Review is underway and includes key governance aspects of the programme. 

## **People and Resources: Staff Resilience** 

RST core operations could be adversely impacted by the loss of key staff or reduced staff capacity to implement the Delivery Plan and meet its charitable objectives. Lengthy or unexpected abstraction of a key role could have 

significant impact on oversight of UKROEd and the successful implementation, monitoring, and dissemination of the Grant Programme and RST’s profile in the road safety landscape and with key stakeholders. This could also impact on staff wellbeing and motivation. 

Mitigation and assurances 

for this risk include the risk management framework; HR framework; appraisal and personal development annual and interim reviews; access to an Employee Assistance Programme (EAP) service for staff; health and safety training and annual assessment. This year a succession plan has been developed; and a pension provision review has taken place resulting in increased benefit to staff with financial advice made available. We have recruited to two new roles to support the resilience of the team – a Director of Communications 

42 

43 



& Engagement and an Administration & Information Officer and there has been significant development of our shared service approach - in particular for communications, data governance, HR and finance, which supports capacity and resilience. Our Diversity, Equality & Inclusion Policy has been reviewed and antiracism statement added. Development activities have taken place with independent facilitators including a ‘Your Voice Counts’ session, strategy development session and team building days incorporating new staff members and reflecting the shared service approach. 

## The Succession Plan 

implementation is ongoing; well-being activities for staff are planned throughout the year as well as further team building days for the developing team to support effective 

communication and this year and our GDPR collaboration across service framework has been areas. Staff involvement in reviewed, and an audit strategy development and was carried out. An IT implementation is ongoing Acceptable Use Policy and a review of our suite of is signed by each staff HR policies is underway. member and RST achieved CSE+ accreditation this **Fraud** year. A Fraud Audit took place for both organisations, Financial loss due to with key actions including fraud has the potential fraud training to be for significant impact on implemented for staff and operations, compliance, fraud risk assessments reputation and staff and on relevant policies. Grant could result in the Trust’s Terms and Conditions have inability to carry out its been reviewed, two Grant core function and meet Audits took place and there its charitable objectives. is a full Grant Programme Review underway, including Mitigation and assurances reviewing due diligence for this risk include the assessments for grantees. financial management All finance policies have and controls frameworks, been reviewed as well as fraud risk management the Conflict-of-Interest framework, GDPR Policy and declarations framework and grants are signed off by the management framework. A&RC Chair annually. RST has now moved to The GDPR training the invoicing software programme which includes system for improved modules on phishing processing of payments. 

communication and 

collaboration across service areas. Staff involvement in strategy development and implementation is ongoing and a review of our suite of HR policies is underway. 

programme which includes modules on phishing activities, spam email etc was completed by staff 

44 

45 



## **Auditors** 

A resolution to re-appoint Crowe U.K. LLP will be put to the members at the forthcoming Annual General Meeting. 

## **Statement as to disclosure of information to the auditor** 

The Trustees who were in office on the date of approval of these financial statements have confirmed, as far as they are aware, that there is no relevant audit information of which the auditor is unaware. Each of the Trustees has confirmed that they have taken all the steps that they ought to have taken as Trustees in order to make themselves aware of any relevant audit information and to establish that it has been communicated to the auditor. 

The Trustees’ Report, which contains the Directors’ Report required by company law, and the incorporated Strategic Report, were approved by the Trustees on 5th September 2025 and are signed on their behalf by: 

**Tony Fuller** Chair 

47 



## **Statement of Trustees’ Responsibilities** 

The Trustees (which comprises the directors for the purpose of company law) are responsible for preparing the Trustees’ Report (incorporating the Strategic Report) and the financial statements in accordance with applicable law and regulations. 

Company and charity law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). 

Under company and charity 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 affairs of the group and the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the 

group and the charitable company for that period. 

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

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities Statement of Recommended Practice (SORP); 

- make judgements and accounting 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 group and the charitable company will continue in business. 

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the group’s and the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the group and 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 group and the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on The Road Safety Trust website. 

Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 

48 



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

## **Other information** 

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

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our 

knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

## **Opinion on other matters prescribed by the Companies Act 2006** 

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

- the information given in the Trustees’ report, 

which includes the directors’ report and the strategic report prepared 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 strategic report and the directors’ report included within the Trustees’ report have been prepared in accordance with applicable legal requirements. 

## **Matters on** 

## **which we are** 

## **required to report by exception** 

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in 

- the strategic report or the statement set out on page **Auditor’s** directors’ report included 21, the Trustees (who are within the Trustees’ report. also the directors of the **responsibilities** charitable company for **for the audit of** 

- We have nothing to report the purposes of company in respect of the following law) are responsible for **the financial** matters in relation to which the preparation of the **statements** the Companies Act 2006 financial statements and requires us to report to for being satisfied that Our objectives are to obtain you if, in our opinion: they give a true and fair reasonable assurance view, and for such internal about whether the financial 

- • adequate and proper control as the Trustees statements as a whole 

- accounting records determine is necessary are free from material 

- have not been kept; or to enable the preparation misstatement, whether 

- of financial statements 

- • the financial statements due to fraud or error, and that are free from material 

- are not in agreement to issue an auditor’s report misstatement, whether 

- with the accounting that includes our opinion. due to fraud or error. 

- records and returns; or Reasonable assurance is 

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. 

- In preparing the financial 

- • certain disclosures of statements, the Trustees are 

- Trustees’ remuneration responsible for assessing 

- specified by law the charitable company’s 

- are not made; or ability to continue as a 

- • we have not received going concern, disclosing, as applicable, matters 

- all the information related to going concern 

- and explanations we and using the going 

- require for our audit. concern basis of accounting unless the Trustees either 

- **Responsibilities** intend to liquidate the 

- **of Trustees** charitable company or to cease operations, 

- As explained more fully in or have no realistic the Trustees’ responsibilities alternative but to do so. 

50 

51 



Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below. 

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

**Extent to which the audit was considered capable of detecting irregularities, including fraud** 

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and 

performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. 

## We obtained an 

understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 and the Charities SORP (FRS102) 2019. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items. 

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group’s ability to operate or to avoid 

a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context for the UK operations were taxation legislation, employment legislation, health and safety legislation and General Data Protection Legislation (GDPR). 

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. 

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant expenditure and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit and the Audit & Risk Committee about their own identification and assessment of the risks of irregularities, sample testing 

on the posting of journals, reviewing accounting estimates for biases, sample testing of grant expenditure and specific testing around timing of recognition, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance. 

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would 

identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations. 

other than the charitable company and the charitable company’s members as a body and the charitable company’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed. 

**Vincent Marke** 

## **Use of our report** 

**Use of our report** Senior Statutory Auditor for and on behalf of This report is made solely Crowe U.K. LLP to the charitable company’s Statutory Auditor members, as a body, in 55 Ludgate Hill accordance with Chapter 3 London of Part 16 of the Companies EC4M 7JW Act 2006. Our audit work has been undertaken so Date: 22nd September 2025 that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone 

Date: 22nd September 2025 

52 

53 



## **Consolidated Statement** 

## **Of Financial Activities** 

(Incorporating Income And Expenditure Account) For The Year Ended 31 March 2025 

|||**Total**|_Total_|
|---|---|---|---|
|||**Funds**|_Funds_|
|||**2025**|_2024_|
||Notes|**£**|_£_|
|**Income from:**||||
|Other trading activities|11|102,117,204|_94,580,412_|
|Investments|4|343,817|_291,341_|
|**Total income**||102,461,021|_94,871,753_|
|**Expenditure on:**||||
|Raising funds||||
|Other trading activities|11|101,029,273|_92,973,259_|
|Charitable activities|5|2,912,302|_3,494,105_|
|**Total expenditure**||103,941,575|_96,467,364_|
|**Net income/ (expenditure) before gains**||||
|**on investments**||(1,480,554)|_(1,595,611)_|
|Net gains on investments||-|_-_|
|**Net movement in funds**||(1,480,554)|_(1,595,611)_|
|**Reconciliation of funds:**||||
|Total funds brought forward||3,695,053|_5,290,664_|
|Net movement in funds||(1,480,554)|_(1,595,611)_|
|**Total funds carried forward**||2,214,499|_3,695,053_|



The Charity Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 58 to 67 form part of these Financial Statements. 

## **Consolidated Balance Sheet** 

|||**2025**|||_2024_|
|---|---|---|---|---|---|
||Notes|**£**|**£**|_£_|_£_|
|**Current assets**||||||
|Debtors|12|16,365,473||_14,739,350_||
|Cash at bank and in hand||10,642,285||_9,136,476_||
|||27,007,758||_23,875,826_||
|**Current liabilities**||||||
|Creditors: amounts falling due|13|||||
|within one year||(22,406,207)||_(17,760,361)_||
|**Net current assets**|||4,601,551||_6,115,465_|
|Creditors: amounts falling due|14|||||
|after more than one year|||(2,387,052)||_(2,420,412)_|
|**Total net assets**|||2,214,499||_3,695,053_|
|**Charity funds**||||||
|**Unrestricted funds**|||2,214,499||_3,695,053_|
|**Total funds**|||2,214,499||_3,695,053_|



The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements. 

The net income/(expenditure) in the charitable entity for 2025 was a deficit of £1,480,554 (2024 

deficit: £1,595,611). 

The financial statements were approved and authorised for issue by the Trustees on 5th September 2025 and signed on their behalf by: 

**Tony Fuller** Chair 

The notes on pages  58 to 67 form part of these Financial Statements. 

54 

55 



## **Charity Balance Sheet** 

||||**2025**|||_2024_|
|---|---|---|---|---|---|---|
||**Notes**|**£**|**£**||_£_|_£_|
|**Current assets**|||||||
|Debtors|12|1,796,065||_2,312,138_|||
|Cash at bank and in hand||5,585,664||_5,590,939_|||
|||7,381,729||_7,903,077_|||
|**Current liabilities**|||||||
|Creditors: amounts falling due|13||||||
|within one year||(2,780,178)||_(1,787,612)_|||
|**Net current assets**|||4,601,551|||_6,115,465_|
|Creditors: amounts falling due|14||||||
|after more than one year|||(2,387,052)|||_(2,420,412)_|
|**Total net assets**|||2,214,499|||_3,695,053_|
|**Charity funds**|||||||
|**Unrestricted funds**|||2,214,499|||_3,695,053_|
|**Total funds**|||2,214,499|||_3,695,053_|



## **Consolidated Statement of Cash Flows** 

|||**2025**|_2024_|
|---|---|---|---|
||**Notes**|**£**|_£_|
|Cash flows from operation activities||||
|Net cash used in operating activities|18|1,161,992|_(2,457,538)_|
|Cash flows from investing activities||||
|Interest received||343,817|_291,341_|
|Disposal of investments||-|_-_|
|Net cash provided by investing activities||343,817|_291,341_|
|Change in cash and cash equivalents||||
|in the year||1,505,809|_(2,166,197)_|
|Cash and cash equivalents at the beginning||||
|of the year||9,136,476|_11,302,673_|
|Cash and cash equivalents at the end||||
|of the year||10,642,285|_9,136,476_|



The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements. 

The financial statements were approved and authorised for issue by the Trustees on 5th September 2025 and signed on their behalf by: 

The notes on pages  58 to 67 form part of these Financial Statements. 

**Tony Fuller** Chair 

The notes on pages  58 to 67 form part of these Financial Statements. 

56 

57 



## **Notes to the Financial Statements** 

## **2.3 Income** 

Income from commercial trading activities consists of the income generated by the trading subsidiary UKROEd Limited. The income received for the management and operation of the National Driver Offender Retraining Scheme (NDORS), consisting of the collection of the Scheme Participation Charge, is recognised when the course occurs. 

## **2.4 Investment income** 

## **1. General Information** 

The Road Safety Trust is a private limited company limited by guarantee, and is registered, domiciled and incorporated in England. The registered address is Colwyn Chambers, York Street, Manchester, M2 3BA. 

## **2. Accounting policies** 

## **2.1 Basis of preparation of financial statements** 

The financial statements have been prepared in accordance with the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (second edition - October 2019) (effective 1 January 2019), FRS 102 and the Companies Act 2006. 

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

The accounts are prepared under the historical cost convention, modified to include certain financial instruments at fair value. 

The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest £1. 

The financial statements consolidate the results of the charitable company and its wholly controlled subsidiary, UKROEd Limited, on a line-by-line basis. The Road Safety Trust is the sole member of UKROEd Limited and by virtue of this wholly controls UKROEd Limited. In accordance with section 408 of Companies Act 2006, no separate Statement of Financial Activities has been presented for The Road Safety Trust. 

## **2.2 Going concern** 

At the time of approving the financial statements the Trustees have a reasonable expectation that the charity and the group have adequate resources to continue in operational existence for the foreseeable future based on forecasts which have been stress tested in relation to the key uncertainties and assumptions. UKROEd has overseen an increase in the capacity of the Scheme to service moderate growth in demand for courses, leading to strong and stable revenues for the company. The costs of administering the Scheme are well controlled, based on a fully articulated strategy, with flexible scheduling of developments alongside robust management of risk. The Trustees therefore have assurance that its primary income stream is sustainable and reliable. The Trust has managed its affairs to increase grant making activity to reduce the level of its substantial reserves to within the target range set out in its policy. The Trustees therefore continue to adopt the going concern basis of accounting in preparing the financial statements. 

Income from investments consists of interest earned on bank deposits and current accounts and distributions made by the subsidiary undertaking under gift aid and loans to the subsidiary undertaking. Income from fixed asset investments consists of dividend income. The charity recognises all investment income on an accruals basis. 

## **2.5 Expenditure** 

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. 

All expenditure is accounted for on an accruals basis and allocated according to the nature of the expense. 

Costs of charitable activities include grants made, governance costs and support costs as shown in note 5. 

Costs of the commercial trading activities include the costs of the subsidiary’s operations and are shown in note 11. The element of the Scheme Participation Charge recovered by police forces is shown as cost of sales. The running costs of UKROEd Limited are shown as administrative expenses. The interest payable on the inter-company loan is shown as interest payable. 

Expenditure on items of office equipment and computers whose cost is less than the threshold amount of £2,000 is charged as an expense. Items costing more than the threshold amount are capitalised as tangible fixed assets. 

## **2.6 Grants** 

Grants payable are payments made to UK based organisations, registered charities and university departments in the furtherance of the charitable objectives of the charitable company. Grant commitments are recognised once an application for a grant has been approved, the recipient notified of the grant and a legal or constructive obligation thereby created. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the Trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and any condition attaching to the grant is outside the control of the charitable company. 

## **2.7 Allocation of support and governance costs** 

Support costs are those functions that assist the work of the group but do not directly undertake charitable activities. 

Governance costs are costs associated with the governance arrangements of the group. Included within this category are costs associated with the strategic as opposed to day to day management of the group’s activities. 

58 

59 



## **2.8 Funds** 

Unrestricted funds are income receivable or generated for the objects of the group without further specified purpose. 

## **2.9 Fixed asset investments** 

Investments are a basic financial instrument and are included in the balance sheet initially at transaction value and subsequently recognised at their fair value at the end of the financial period which is the bid price quoted on a recognised stock exchange. Realised and unrealised gains and losses are credited or debited to the Statement of Financial Activities in the year in which they arise. 

## **2.10 Financial instruments** 

Financial instruments are classified and accounted for according to the substance of the contractual arrangement as financial assets or financial liabilities. 

Basic financial assets, which include trade debtors, accrued income and amounts owed by group undertakings, are initially measured at the transaction price and are subsequently measured at amortised cost, being the transaction price less any amounts settled and any impairment losses. 

Loans to the subsidiary undertaking are initially measured at transaction price and subsequently 

measured at amortised cost using the effective interest rate. 

Basic financial liabilities, which include trade creditors, grants payable, other creditors and accruals, are initially measured at the transaction price and are subsequently measured at amortised cost, being the transaction price less any amounts settled. 

## **2.11 Cash at bank and in hand** 

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

In determining whether the subsidiary undertaking is acting as agent or principal with regard to an element of the ‘Scheme Participation Charge’ income, the Trustees have assessed whether it is the subsidiary undertaking or the relevant police force that has exposure to the significant risks and rewards associated with the provision of the NDORS scheme. The Trustees have determined that the subsidiary undertaking is acting as principal based on this assessment. 

The element of the ‘Scheme Participation Charge’ income recovered by the police forces during the year was £93,959,242 (2024: £86,830,353). 

## **4.  Investment income** 

|Bank interest<br>Interest on loan to group undertaking<br>Dividends|**Group**<br>**2025**<br>Group<br>2024<br>**Charity**<br>**2025**<br>Charity<br>2024<br>**£**<br>£<br>**£**<br>£<br>**343,817**<br>291,341<br>**228,725**<br>212,326<br>**-**<br>-<br>**30,000**<br>30,000<br>**-**<br>-<br>**-**<br>-|
|---|---|
||**343,817**<br>291,341<br>**258,725**<br>242,326|



## **5. Expenditure on charitable activities** 

|Grants (see note 6)<br>Direct costs<br>Support costs|**Group**<br>**2025**<br>Group<br>2024<br>**Charity**<br>**2025**<br>Charity<br>2024<br>**£**<br>£<br>**£**<br>£<br>**2,282,037**<br>3,099,907<br>**2,282,037**<br>3,099,907<br>**287,548**<br>226,736<br>**287,548**<br>226,736<br>**342,717**<br>167,462<br>**342,717**<br>167,462|
|---|---|
||**2,912,302**<br>3,494,105<br>**2,912,302**<br>3,494,105|



## **2.12 Retirement benefits** 

For defined contribution schemes the amount charged to profit or loss are the contributions payable in the year. Differences between contributions payable in the year and contributions actually paid are shown as either accruals or prepayments. 

## **3. Critical accounting estimates and areas of judgment** 

In the application of the charitable group’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised. 

Support costs include the following: 

|Offce costs<br>Other costs<br>Governance costs including legal and<br>professional fees|**Group**<br>**2025**<br>Group<br>2024<br>**Charity**<br>**2025**<br>Charity<br>2024<br>**£**<br>£<br>**£**<br>£<br>**91,792**<br>26,188<br>**91,792**<br>26,188<br>**193,441**<br>77,072<br>**193,441**<br>77,072<br>**57,484**<br>64,202<br>**57,484**<br>64,202|
|---|---|
||**342,717**<br>167,462<br>**342,717**<br>167,462|



Support costs and governance costs have been allocated against the charitable activity. 

60 

61 



## **6. Grants – Group and charity** 

|BCfm Radio<br>Brake<br>Business in the Community Northern Ireland<br>Coventry University<br>Derby City Council<br>Devon Air Ambulance<br>Dryman Community Development Trust<br>Foresight<br>Hampshire & IOW Constabulary<br>Imperial College London<br>Kent Fire and Rescue Service*<br>Lancashire Constabulary<br>Leeds Older People’s Forum<br>Lincolnshire Police*<br>Loughborough University Enterprise Limited<br>Loughborough University, Transport Safety<br>Research Group<br>National Young Rider Forum<br>Norfolk County Council*<br>Nottingham Trent University<br>Parliamentary Advisory Council for Transport<br>Safety (PACTS)<br>RAC Foundation<br>Road Safety Foundation*<br>Road Safety GB<br>So Mo<br>Staffordshire University<br>Sussex Police<br>The Bikeability Trust<br>The British Horse Society<br>The Kier Foundation<br>University College London<br>University of East Anglia<br>University Hospital Southampton<br>University of Leeds<br>University of Oxford<br>University of Sheffeld<br>University of Southampton*<br>University of Surrey<br>Wilsden Parish Council<br>**Grants awarded recognised as**<br>**expenditure**<br>Grants payable at 1 April<br>Grants paid during the year<br>Grants payable at 31 March|**Grants**<br>**awarded**<br>**2025**<br>No. of<br>grants<br>2025<br>**£**<br>£<br>**39,725**<br>**1**<br>**7,500**<br>**1**<br>**50,000**<br>**1**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**(9,857)**<br>**-**<br>**-**<br>**-**<br>**25,000**<br>**1**<br>**407,429**<br>**3**<br>**-**<br>**-**<br>**25,000**<br>**1**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**42,500**<br>**1**<br>**46,063**<br>**1**<br>**-**<br>**-**<br>**393,721**<br>**2**<br>**-**<br>**-**<br>**110,000**<br>**1**<br>**-**<br>**-**<br>**-**<br>**-**<br>**5,569**<br>**1**<br>**9,716**<br>**1**<br>**28,000**<br>**1**<br>**(2,453)**<br>**-**<br>**-**<br>**-**<br>**-**<br>**-**<br>**(65,851)**<br>**-**<br>**-**<br>**-**<br>**406,888**<br>**1**<br>**425,596**<br>**2**<br>**238,399**<br>**1**<br>**49,999**<br>**1**<br>**-**<br>**-**<br>**49,093**<br>**1**<br>**-**<br>**-**|<br> <br>_Grants_<br>_awarded_<br>_2024_<br>_No. of_<br>_grants_<br>_2024_<br>_£_<br>_£_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_409,319_<br>_1_<br>_10,000_<br>_1_<br>_492,058_<br>_1_<br>_-_<br>_-_<br>_36,540_<br>_1_<br>_-_<br>_-_<br>_524,369_<br>_3_<br>_(4,394)_<br>_-_<br>_-_<br>_49,371_<br>_1_<br>_(1,264)_<br>_-_<br>_22,358_<br>_1_<br>_-_<br>_-_<br>_51,594_<br>_1_<br>_(14,582)_<br>_-_<br>_99,464_<br>_2_<br>_231,650_<br>_2_<br>_-_<br>_-_<br>_50,000_<br>_1_<br>_46,000_<br>_1_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_213,325_<br>_1_<br>_5,049_<br>_1_<br>_313,300_<br>_1_<br>_249,635_<br>_1_<br>_-_<br>_-_<br>_(5,249)_<br>_-_<br>_-_<br>_-_<br>_-_<br>_-_<br>_268,617_<br>_1_<br>_-_<br>_-_<br>_52,747_<br>_1_|
|---|---|---|
||**2,282,037**<br>22<br>**4,169,719**<br>**(1,310,163)**<br>**5,141,593**|<br>_3,099,907_<br>_22_<br>_2,028,106_<br>_(958,294)_<br>_4,169,719_|



## **6.  Grants – Group and charity (continued)** 

*Grants paid from the Impact Fund represent a small number of additional grants paid for existing recipients to help enhance the impact of their projects. 

**Grant commitments may be amended as the requirements of the project change, with the approval of the Road Safety Initiatives Committee. 

Grants payable is the amount provided in respect of grants committed to recipients which had not yet been paid by the end of the year. The projects which are funded by the grants made are typically carried out over a period of more than one year and occasionally more than two years, with grant instalments payable in arrears when the projects reach agreed milestones. The amount of grants payable therefore reflects the grants committed in prior years, as well as the grants committed in the year. 

Information about the nature of the projects being supported can be found in the Trustees’ Report. 

## **7. Net income** 

|**Net income is stated after charging:**<br>_Fees payable to the auditors as follows:_<br>Audit services<br>_Other services:_<br>Taxation compliance services<br>Other non-audit services<br>**8. Staff costs**<br>Salaries and wages<br>Social security costs<br>Pension costs|**Group**<br>**2025**<br>_Group_<br>_2024_<br>**Charity**<br>**2025**<br>_Charity_<br>_2024_<br>**£**<br>_£_<br>**£**<br>_£_<br>**35,375**<br>34,050<br>**14,875**<br>14,300<br>**2,480**<br>3,500<br>**-**<br>1,850<br>**9,570**<br>9,200<br>**6,135**<br>5,900|
|---|---|
||**47,425**<br>46,750<br>**21,010**<br>22,050|
||**Group**<br>**2025**<br>_Group_<br>_2024_<br>**Charity**<br>**2025**<br>_Charity_<br>_2024_<br>**£**<br>£<br>**£**<br>£<br>**2,144,151**<br>1,897,164<br>**286,535**<br>197,661<br>**237,963**<br>191,965<br>**24,943**<br>19,933<br>**190,703**<br>105,487<br>**21,630**<br>9,142|
||**2,572,817**<br>2,194,616<br>**333,108**<br>226,736|



## **8. Staff costs** 

62 

63 



## **8. Staff costs (continued)** 

||**Group**|_Group_|**Charity**|_Charity_|
|---|---|---|---|---|
||**2025**|_2024_|**2025**|_2024_|
|Average number of employees|**40**|35|**7**|5|



During the year, 5 (2024: 6) Trustees were reimbursed expenses of £1,680 (2024: £2,516). This related to travel and other out of pocket expenses. No Trustees were paid during the year (2024: £Nil) 

The key management personnel of the group comprise the directors of UKROEd Limited and the Chief Operating Officer and the Chief Information Officer, and the Director of Grants and Impact and the Director of Communications of the charity. The total employment benefits of the key management personnel including National Insurance of the group were £760,907 (2024: £560,519). 

The key management personnel of the charity comprise the Director of Grants and Impact and the Director of Communications and Engagement. The total employment benefits of the key management personnel of the charity including National Insurance were £135,608 (2024: £50,986). 

The number of employees whose total employee benefits exceeded £60,000 during the year for the charitable group was: 

|||
|---|---|
|£60,001 - £70,000<br>£70,001 - £80,000<br>£80,001 - £90,000<br>£90,001 - £100,000<br>£100,001 - £110,000<br>£110,001 - £120,000<br>£120,001 - £130,000<br>£130,001 - £140,000<br>£140,001 - £150,000<br>£150,001 - £160,000<br>£160,001 - £170,000|**2025**<br>2024<br>**3**<br>6<br>**4**<br>3<br>**-**<br>-<br>**1**<br>1<br>**1**<br>-<br>**1**<br>-<br>**-**<br>-<br>**-**<br>1<br>**-**<br>-<br>**-**<br>1<br>**1**<br>-|
||**11**<br>12|



## **9. Retirement benefit scheme** 

The group operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the group in an independently administered fund. 

The employer’s pension costs charged to the Statement of Financial Activities during the year amounted to £190,703 (2024: £105,487). 

## **10. Taxation** 

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. 

## **11. Subsidiary undertaking** 

The charity controls and is the sole member of UKROEd Limited, a company limited by. guarantee, incorporated in the United Kingdom (company number 08773977). Its registered office address is: Colwyn Chambers, York Street,  Manchester, England, M2 3BA. A summary of the trading results are shown below: 

||||**2025**||2024||
|---|---|---|---|---|---|---|
||||**£**||£||
|Aggregate assets||**21,317,717**||18,133,338|||
|Aggregate liabilities|||||||
|Net assets|||**-**||-||
|Income||||94,580,412|||
|Cost of sales|||||||
|Administrative expenses||**(7,070,031)**||(6,142,906)|||
|Interest receivable|||**115,092**||79,015||
|Interest payable|||**(30,000)**||(30,000)||
|Surplus for the year|||**1,173,023**|1,656,168|||
|The income and expenditure of UKROEd Limited are shown under the heading ‘Other tr|||||||
|activities’ in the consolidated statement of income and expenditure account.|||||The sub|sid|
|made a distribution of £1,173,023 during the year to the charitable parent||||under gift aid (|||
|£1,656,168).|||||||
|**12. Debtors**|||||||
||**Group**|_Group_|<br>**Charity**||_Charity_||
||**2025**|_2024_|**2025**||_2024_||
||**£**|£||**£**||£|
|**Due within one year**|||||||
|Trade debtors|**6,581,983**|7,291,852||**-**||-|
|Amounts owed by group undertakings|**-**|-|**1,673,023**||2,156,168||
|Other debtors|**-**|-||**-**||-|
|Prepayments and accrued income|**9,783,490**|7,447,498|**123,042**||155,970||
||**16,365,473**|14,739,350|**1,796,065**||2,312,138||



The income and expenditure of UKROEd Limited are shown under the heading ‘Other trading activities’ in the consolidated statement of income and expenditure account. The subsidiary made a distribution of £1,173,023 during the year to the charitable parent under gift aid (2024: £1,656,168). 

## **12. Debtors** 

64 

65 



## **13. Creditors: Amounts falling due within one year** 

|Trade creditors<br>Taxation and social security<br>Other creditors<br>Grants payable|**Group**<br>**2025**<br>_Group_<br>_2024_<br>**Charity**<br>**2025**<br>_Charity_<br>_2024_<br>**£**<br>£<br>**£**<br>£<br>**10,100,529**<br>8,879,032<br>**430**<br>25,929<br>**394,757**<br>380,458<br>**-**<br>3,685<br>**9,156,380**<br>6,751,564<br>**25,207**<br>8,691<br>**2,754,541**<br>1,749,307<br>**2,754,541**<br>1,749,307|
|---|---|
||**22,406,207**<br>17,760,361<br>**2,780,178**<br>1,787,612|



## **17. Related party transactions** 

During the year £1,173,027 was distributed under gift aid from UKROEd Limited, the wholly owned subsidiary (2024: £1,656,168). A total of £nil was paid during the year, leaving a sum of £1,173,027 due at 31 March 2025 and is included in amounts owed by group undertakings (2024: £1,656,168). 

The charity recharged £nil of bank charges to UKROEd Limited (2024: £nil). 

A loan of £500,000 was advanced to UKROEd in April 2021, repayable in October 2025, bearing interest annually at a rate of 6%.  The balance on the loan to UKROEd Limited was £500,000 at 31 March 2025 (2024: £500,000). 

Although not related parties as defined by FRS 102, in the interest of transparency the Trustees have the following other relationships; 

## **14. Creditors: Amounts falling due after more than one year** 

||**Group**|_Group_|**Charity**|_Charity_|
|---|---|---|---|---|
||**2025**|_2024_|**2025**|_2024_|
||**£**|£|**£**|£|
|Grants payable|**2,387,052**|2,420,412|**2,387,052**|2,420,412|



## **15. Operating lease commitments** 

At 31 March 2025 the group and the charity had commitments to make future minimum lease payments 

under non-cancellable operating leases as follows: 

|Not later than 1 year<br>Later than 1 year and not later than 5 years|**Group**<br>**2025**<br>**£**<br>Group<br>2024<br>£<br>**93,625**<br>67,439<br>**67,966**<br>161,591|
|---|---|
||**161,591**<br>229,030|



## **16. Limited liability** 

according to the Trust’s Articles of Association, the Police Force Trustee is the Chief Officer who is the National Lead for Roads Policing in England, Wales and Northern Ireland. The force which they lead will therefore be a recipient of income reflecting cost recovery arising from the NDORS Scheme payable by UKROEd Limited. 

the police forces overseen by the Police and Crime Commissioner appointed to the board of Trustees will also be a recipient of income reflecting cost recovery arising from the NDORS Scheme payable by UKROEd Limited. 

## **18. Reconciliation of net income to net cash flow from operating activities** 

|**operating activities**||
|---|---|
|Net income/ (expenditure)<br>Adjustments for:<br>Interest receivable<br>(Increase) /Decrease in debtors<br>Increase in creditors|**2025**<br>**£**<br>2024<br>£<br>**(1,480,554)**<br>**(343,817)**<br>(291,341)<br>**(1,626,123)**<br>**4,612,486**|
||**1,161,992**|



## **19. Control** 

At 31 March 2025 there was no one ultimate controlling party. 

The company is limited by guarantee and does not have share capital. Each member gives a guarantee to contribute a sum, not exceeding £1, to the company should it be wound up. At 31 March 2025 there were 43 members (2024: 43). 

66 

67 



THE
ROAD
SAFETY
TRUST
Making Roads Safer