# **REGISTERED COMPANY NUMBER: 09760575 (England and Wales) REGISTERED CHARITY NUMBER: 1165153**
## **REPORT OF THE TRUSTEES AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025 FOR**
## **ROYAL NAVY RUGBY UNION**
Gibson Whitter Chartered Accountants and Tax Advisers Larch House Parklands Business Park Denmead Hampshire PO7 6XP
**ROYAL NAVY RUGBY UNION**
## **CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025**
||Page|
|---|---|
|Report of the Trustees|1 to 14|
|Independent Auditors Report|15 to 17|
|Statement of Financial Activities|18|
|Balance Sheet|19-20|
|Cash Flow Statement|21|
|Notes to the Cash Flow Statement|22|
|Notes to the Financial Statements|23-35|
**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 30 September 2025. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).
## **CHAIR’S OVERVIEW**
The year to 30 September 2025 marked a period of strong progress and continued development across the Royal Navy Rugby Union’s Representative programme, with teams achieving notable milestones both domestically and overseas. The U23s set the standard with an exemplary campaign, securing the Inter-Service Championship following a composed and well-executed victory over the Army. The Senior Men mirrored this success with two outstanding performances against the RAF and the Army, earning the Inter-Service title and demonstrating the increasing strength, discipline and cohesion within the squad. The Mariners continued to demonstrate commitment and resilience throughout their campaign, building further experience across the squad as they look ahead to future seasons. The Senior Women also showed determination and competitive spirit in challenging fixtures, with valuable game time gained against teams featuring several international-standard players. The Sharks maintained their important role within the player-development pathway, representing the Royal Navy at major domestic tournaments, and the season concluded with a significant milestone as the Senior Men undertook their first overseas tour since 2018, travelling to the United States to face the US Naval Academy and the US Marine Corps, an experience that further enhanced the profile and progression of Navy rugby.
The 2025 season reflected both growth and ongoing development needs within Community rugby. Strong progress was evident across the Women’s Development Squad, the Academy Team and 7’s programmes, all of which continued to expand participation and strengthen player pathways. In addition, the efforts of the Rugby Development Officer since 2024 have yielded significant returns, with 49 new England Rugby Coaching Award (ERCA) qualified coaches now supporting delivery across the Royal Navy rugby community.
At the same time, challenges persisted around player availability, declining unit and regional engagement, and the lack of clear accountability for forming unit teams and establishing Regional Training Support Groups. While the Royal Marines and Fleet Air Arm consistently fulfilled their fixtures, other regions found it more difficult to field competitive sides, resulting in a reduced number of entries into the Navy Cup and a scaled-down Inverdale Challenge. Addressing these structural issues remains a priority, and work will continue into 2026 to refine competition formats, clarify responsibilities and strengthen local engagement to ensure a sustainable and accessible community rugby offer.
Financial stability for the RNRU was sustained through prudent management and disciplined oversight, supported by the continued strength of our flagship Army v Navy event and a renewed uplift in sponsorship. Consolidated income increased to £1.42m with expenditure of £1.28m, delivering a surplus of £143k and marking a fourth consecutive year of building reserves. Matchday attendance at Twickenham improved to 49,000, and our trading subsidiary’s profits rose, enabling increased distributions to the charity. We continued to prioritise investment in rugby delivery across both Representative and Community programmes while maintaining a resilient balance sheet, with net assets rising to £1.12m and unrestricted reserves strengthening. Looking
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
ahead, we remain committed to careful cost control, deepening commercial partnerships, and progressing towards our long-term ambition of a full-capacity Allianz stadium, underpinned by a sustainable financial model.
Trustee succession planning remains a vital component of good governance, ensuring the Board retains the breadth of skills, experience and perspectives required to guide the charity effectively. During the year, the Chair of the Executive Committee stepped down and the Vice-Chair was nominated to take on the role, resulting in the appointment of a new Vice-Chair who, as a serving member of the Royal Navy, joins the Board as a Trustee by virtue of their position. We were also pleased to welcome an additional new Trustee into a vacant role, a former senior officer who retired after 35 years of distinguished service in the Royal Navy. Their combined expertise has already strengthened the Board’s capability and enhanced the diversity of thought essential for robust and effective decision-making.
We also undertook a comprehensive governance review to ensure the charity continues to operate effectively, in line with its purpose, and with structures suited to the growth and change experienced across the Union, particularly in relation to the evolving demands of the Inter-Service competition. The recommendations from this review have been translated into a formal action plan, now a standing agenda item for the Board, and we look forward to implementing and monitoring progress against these actions. Through continued diligence, oversight and commitment to strong governance, the Trustees remain confident in the charity’s ability to respond appropriately to future challenges while maintaining a firm foundation for sustained success.
## **OBJECTIVES AND ACTIVITIES**
## **Objectives and Aims**
The explicit objectives endorsed by the RNRU support the over-riding aim to 'promote and foster' the game within the Royal Navy, and its local communities, as follows:
- Promoting the physical efficiency of members of the Naval Service by providing facilities and other encouragement for all ranks thereof to participate in the game of rugby football;
- Making grants for charitable purposes that benefit either directly or indirectly members both past and present of the Naval Service;
- Promoting amateur sport for the benefit of the public in particular by encouraging the participation of young people in the game of rugby football.
## **Achievements and Performance Against Objectives**
A summary of the RNRU's achievements against our objectives and future plans as outlined in last year's Report and Accounts can be found in the table below.
**We said that we would do** Maintain strong governance: Undertake a governance review to ensure continued compliance with all relevant laws and regulations. Renew the 5-year strategy in alignment with the RFU’s overarching game development strategy to ensure the charity
## **We achieved**
- We undertook a comprehensive governance review to ensure that the Union’s organisational structure remains relevant, compliant and fit for purpose following a period of significant growth and increased operational demands, particularly
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## **ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
|remains fit for purpose and appropriately
structured for future growth.|around the Inter-Service competition.
• A detailed, step-by-step action plan
has been created to implement the
review’s recommendations, and this is
now a standing agenda item for the
Board to ensure structured oversight,
clear accountability and timely delivery.
• Work to renew the Union’s 5-year
strategy is ongoing, as we have
intentionally aligned this process with
the RFU’s own governance and
game-development strategy review
cycle, which has been evolving in
recent years to strengthen compliance
expectations, reshape community
game priorities and re-emphasise
accountability and safeguarding across
all Constituent Bodies.
• Aligning with the RFU’s revised
strategic framework ensures our future
direction reflects national standards,
supports best practice, and places the
RNRU in a strong position to respond to
future changes in the regulatory and
competitive landscape.|
|---|---|
|Develop Structures and Facilities: Prioritise the
refurbishment and maintenance of key facilities
such as clubhouses and training grounds and
produce a comprehensive infrastructure plan
outlining required upgrades, timelines and
fundingstrategies.|•
We are working with key stakeholders
at Military establishments to try and
advance planned works in their estates
including improvements to washing
facilities, storage and re-surfacing of 3G
pitches.|
|Strengthen competitive performance across
Representative Rugby:
Implement targeted training programmes,
coaching clinics and enhanced support
structures to improve senior team
performance, with the aim of regaining the
Inter-Service Championship title for the Senior
Men and increasing the competitiveness of the
Senior Women as part of a five-year ambition
to secure their first Inter-Service Championship
win.|•
Senior Men's Team: Delivered two high
quality Inter-Service wins to claim the
Championship.
•
U23 Team: Secured the Inter-Service
Championship following a composed
victory over the Army after a draw with
the RAF, evidencing the strength of the
development pathway.
•
Mariners (Over 35s): Built further
squad experience across the season,
consolidating depth and leadership
following last year’s title win.
•
Sharks 7s: Continued to showcase
Service rugby at high-level domestic
tournaments, broadening competitive
opportunities and the development
environment.
•
Women’s Senior Team: Maintained
commitment and resilience through|
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## **ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
||challenging fixtures, gaining experience
against squads containing multiple
international players and sustaining the
long-term objective of increased
competitiveness.|
|---|---|
|Enhance Women's Player Pathway: Expand
player pathway programmes and provide
additional coaching and financial support to
develop depth across all levels of the women’s
game.|•
Continued with Support for Top Tier
Players in Premiership Women’s Rugby
by providing bursaries and contracts.
•
Consolidated the Women’s
Development Squad increasing
pathway clarity and alignment with
representative selection and
strengthening links to the Senior
Women.
•
Invested in coaching and support
resources across the women’s
programme, with continued emphasis
on player welfare, retention and
progression into higher-level
competition.
•
Maintained visibility through
high-profile fixtures, including AvN
match at Allianz Stadium, underpinning
long-term ambitions for
competitiveness and championship
contention within fiveyears.|
|Promote Rugby Participation and Enjoyment:
Continue expanding grassroots rugby
programmes and revising community
competition formats to make them more
accessible, engaging and aligned with
operational constraints.|•
Expanded activity across community
programmes, with revised competition
formats piloted to improve accessibility
and alignment with Naval Service
operational constraints.
•
Strengthened delivery capacity through
the appointment of a Rugby
Development Officer (full-year impact)
and the qualification of 49 new
ERCA-accredited coaches since 2024,
increasing the quality and reach of
grassroots provision.
•
Sustained engagement through
festivals and outreach initiatives, with
targeted support for Stingrays and
Makos (7’s), both of which recorded
notable growth and improved pathway
connections into representative
squads.
•
Continued emphasis on volunteer
support and recognition, underpinning
local delivery and safeguarding
standards.|
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025 Purpose of the RNRU**
The Royal Navy Rugby Union has a long and distinguished history dating back to 1906. On its formation rugby was fairly embryonic, with ratings and other ranks not eligible to play. However, the Officers saw the game’s value to Naval Service ethos and after the RN were able to select from all their personnel in 1920 there was a burgeoning of service rugby clubs, including Devonport Services and United Services Portsmouth, formed to provide playing opportunities in RFU league structures. Whilst in the early years these clubs were restricted to the use of service personnel approximately 30 years ago membership was opened to the local civilian community, who now form a significant element of the clubs, providing a valuable opportunity for outreach to the local community through sport.
The adult section of the clubs supports 3 senior male teams (DSRFC) and 2 senior male teams (USPRFC), one Colts team plus a vibrant youth section from U7 to U16. In addition, Devonport Services maintain a women’s team and a female youth team. RN ships and units are also active and engage in matches around the globe whilst the Union supports five representative teams (Senior Men, Senior Women, U23, Veterans and Sevens) to provide the pinnacle of Navy sport. In the modern day the Union remains relevant, upholds the values of the Royal Navy in building partnerships with other navies around the world in support of RFU initiatives.
As both a registered charity and National Constituent Body of the Rugby Football Union, we are committed to promoting participation and enjoyment of rugby at all levels within the Naval Service. We are consolidating our position, having professionalised much of what we do, with success in the long running Inter Service Championship particularly at the annual fixture against the Army at Allianz Stadium, Twickenham, which now incorporates both Men’s and Women’s Senior Teams, remaining a central pillar of our strategy. At the same time, we are developing our structures and facilities and investing in grass roots and community rugby, as this will provide the foundation upon which we can grow our representative teams. The provision of a Women’s Development side is providing increased opportunities for emerging players who otherwise would not be sufficiently proficient to break into the hitherto single female representative side. Elsewhere, the provision of coaching and refereeing courses is resulting in greater exposure to sport for all age groups.
## **Public Benefit**
The charity exists to support the military efficiency of the Naval Service as a key component of the nation's Armed Forces and thereby to the defence of the nation. The Trustees have complied with the duty in Section 17 of the Charities Act 2011 and given due regard to the Charity Commission guidance on public benefit. In addition, the RNRU provides public benefit by enhancing and promoting military efficiency, strengthening the moral component of the Royal Navy's and Royal Marines' esprit de corps, which in turn brings tangible benefit to the public:
- the maintenance of maritime security with regard to the UK home bases and their people;
- the Naval Service's global commitment to the furtherance of world peace and stability;
- the protection of lawful maritime trade and the prevention of unlawful acts upon the high seas;
- the contribution to enhanced morale and retention of Naval Service personnel.
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025 FINANCIAL REVIEW**
## **Financial Position**
The charitable activities are overseen by the Royal Navy Rugby Union (RNRU). Navy Rugby Ltd (NRL), a wholly owned subsidiary of the RNRU, manages the trading activities. These accounts cover the 12month period ending on 30 September 2025. This is the fourth full year of operations and rugby since the pandemic, and the accounts continue to reflect the charity’s primary objective of facilitating rugby while building a reserve for any future destabilising events.
## **Statement of Financial Activities (SOFA)**
The Consolidated SOFA for the 12-month period ended on 30 September 2025, with the main fundraising activity remaining the Army v Navy matches at Allianz Stadium, Twickenham. The income for 2025 was £1,420k, an increase of £232k from the £1,188k generated in 2024. Expenditure also increased by £229k to £1,277k compared to £1,048k in 2024. Both changes were predominantly linked to the Army vs. Navy match but there has also been an increase of sponsorship. Overall, annual income exceeded expenditure by £143k (£141k in 2024), marking the fourth consecutive year of income growth for the RNRU rather than consuming reserves.
The financial activities of the charity, as detailed in Note 2 to the Consolidated Financial Statements, show a significant increase in income of £647k for 2025 compared with £499k for 2024. Income is primarily derived from distributions from NRL trading activities, which saw an increase in profit to £519k from £360k the previous year. Expenditure, which included an overseas tour, stood at £504k, an increase over the previous year (£359k), with 95.4% of that expenditure attributable to charitable activities (Royal Navy Rugby and Community Rugby), which is similar to prior years. Overall, net income was £143k, like the previous year's £141k.
## **Balance Sheet**
The consolidated group's net assets increased by £143k, rising from £973k on 30 September 2024 to £1,116k at 30 September 2025. This change is reflected in the net current assets, with debtors increasing by £155k mainly due to sponsorship (received since year end) and prepaid tour expenses. Cash also increased due to the surplus for year although offset by a decrease in funds held as custodian of £98k. Creditors increase by £37k due deferred income and VAT on new sponsorship income less the decrease in funds held as custodian.
The increase in debtors on the charity’s standalone balance sheet is due to the increase in distribution. Creditors have increased due to funds held as custodian noted for group above and tour cost creditors.
As of 30 September 2025, net assets of £1,116k comprise general unrestricted funds of £706k (compared to £585k on 30 September 2024) and designated funds of £409k (compared to £387k on 30 September 2024) (see note 21 for details).
## **Review of the Year**
This was the fourth full rugby season since the pandemic when no rugby was played, including the show-case event, the Army Navy Matches at Allianz Stadium, Twickenham. It is now established (4th year) that the Women play immediately after the Men on the Allianz pitch. The event at Twickenham
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
remains the most significant occasion and the primary source of income for the Charity. Although ticket sales fell in 2024, ticket sales picked up in 2025 to approximately 44,000 (paying) and 49,000 attendees (including complimentary tickets).
The charity no longer has any support for personnel costs previously covered by the Naval Service Sports Charity (NSSC) or Royal Navy. The RFU Constituent Body grant and Regional Development Officer funding continue to provide guaranteed income. Overall, donations, legacies, and other trading income (excluding Inter Service match income and international ticket sales) were lower than in 2024 linked directly to the end of support for personnel costs. All sponsors returned to support the Charity, and new sponsors were found, resulting in an income increase to £227k from £178k. Patron income remained constant at £19k, though it is relatively small compared to other sources.
For direct costs of charitable activities (Note 9), Community Rugby and Representative Rugby expenditure was higher this year by £131k (71%) to £316k, although like-for-like rugby expenditure (excluding foreign tours) was higher by £49k (32%) to £243k (£185k in 24/25), aligning with budget expectations. The representative RNRU rugby teams played the French Marine Nationale matches in the UK this year. Community Rugby expenditure increased again by 22% to £47k, partly due to employing a new Rugby Development Officer for the entire year with no wage support from NSSC.
Overall, cash reserves have been refreshed for the fourth year, specifically due to a successful AvN Match Day and increased sponsorship. The RNRU has sufficient cash funds to support the 2025/26 rugby season without requiring additional grants or loans. The outstanding Sports Lottery loan was again partially repaid (£5k) and is budgeted for full repayment over the next six years although this might now be reduced to two years.
## **Going concern**
The budget for 2025/26 was approved in September 2025 at the Trustees’ Board Meeting. The RNRU budget was later adjusted in Jan 2026 once the NRL distribution became clearer. It was revised as follows:
Income: £617k (£470k in FY 23/24)
Expenditure: £573k (£444k in FY 23/24)
Surplus: £44k
The RNRU is also looking to recruit a new employee as an events coordinator which will be a cost of up to £36k pa (less this FY). The RNRU will still run a surplus budget without relying on reserves, grants, or loans. Additionally, the budget includes a loan repayment of £5k (leaving a balance of £25k) and designates further funds of £50k for reserves and £30k for tours. This means that the total cash resources of the charity at 30 Sep 26 are forecast to be approximately £130k in cash, a designated Tour fund of £62k, and a designated reserve of £422k.
The Trustee Board anticipates that the Army Navy match will continue to be played again this year and future years at Allianz Stadium, Twickenham as a new four-year contract is being negotiated. An inter-services committee, manager and new marketing team are now in place to plan this event. Based on the experience of the last few years, the ticket plan is to sell 50,000 tickets in 2-tiers of the stadium (with a capacity of 60,000 rather than open the whole of the stadium of 78,000). At this stage, this is considered a realistic forecast of attendance, and using just 2-tiers of the stadium helps control costs; the long-term goal is to see the match return to full stadium capacity. If successful in 2026, an
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
estimated £500k will be received as a distribution that will allow rugby to continue fully next year and provide surplus funds for designated reserves and future tours.
Based on cash flow forecasts over the next two years, both entities are expected to be able to meet their current ongoing financial commitments until at least September 2027. The Trustee Board, based on the above information, has concluded that it remains appropriate to prepare these financial statements on the going concern basis.
## **Governance and Administration**
The Trustee Board, guided by the Investment Finance and Audit Committee (IFAC), approves the annual budget set by the Executive Committee. The accounting services for the RNRU and NRL (excluding payroll and pensions) are managed in-house at HMS TEMERAIRE using our finance officer and Xero accountancy software.
## **Risk**
Financial risks are assessed by the Executive Committee, the IFAC, and the Trustee Board. A primary risk relates to the ability to successful hold the Army v Navy match at Allianz Stadium, as it is the main source of income. The cancellation of this match in 2020 and 2021 had a substantial impact on the RNRU's income. During this period, the Charity relied heavily on its reserves and received significant support from sponsors, the RN & RM Sports Lottery for salaries, and the Naval Service Sports Charity, which provided both a grant and a loan (now being repaid). This is why the RNRU has been building a new designated reserve since and we will continue to strengthen this reserve over the next few years.
Since 2022, the Army v Navy match has been successfully held at Allianz Stadium, Twickenham, although attendance has not yet reached pre-pandemic levels. Over the past few years, attendance has fallen to a low of 46k in 2024; we believe that it has however turned the tide and 2025 saw 49k attendance. Efforts continue to increase ticket sales especially with better advertising and seeking a wider audience. The Trustee Board, IFAC, and Executive Committee will closely monitor this risk and adapt operating plans as necessary.
## **Investments**
The RNRU currently has a single investment of £100k in the trading subsidiary NRL. A long-term investment policy is reviewed periodically and may be re-established in the future if sufficient excess funds are generated. At present, the focus is on building a reserve, which currently stands at £425k.
Due to the financial and operational impacts experienced by NRL in recent years, the Trustee Board has annually evaluated whether the charity’s £100k investment in NRL should be impaired as of 30 September 2025. The trustees have reviewed NRL's forecasts and anticipate that the Army Navy match will take place at Twickenham in 2026, with ticket sales expected to cover costs and generate an operating profit for the financial year 26/27.
## **Investment Restrictions**
The Trustee Board does not consider ethical investment restrictions necessary or conflicting with RNRU's objectives. They believe this aligns with the updated guidance to CC14 provided by the Charity Commission.
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **Reserves Policy**
The Trustee Board maintains a reserves policy to allocate adequate free reserves for the needs of current beneficiaries, specifically the RNRU charity budget, while ensuring sustainability for future generations. These designated funds are "cash reserves" specifically earmarked to cover anticipated tour costs in future years and to fund a complete rugby season should the AvN match not occur. Free reserves of £500k are necessary to manage cash flows throughout the year, as income is primarily derived from a single source – the distribution from NRL in arrears. This approach provides sufficient assurance that the charity can achieve its objectives and mitigate any unexpected fluctuations in charitable expenditure or income shortfalls.
The Trustee Board initially agreed upon the current reserves policy in April 2018, based on free reserves that would cover the costs of a basic rugby season. The policy was revised in 2019 to establish a minimum free reserves level of £300k and a maximum of £500k. The policy is reviewed at least annually. A separate account for reserves has been established for several years now and at 30 Sep 25 the balance was £373k. An additional £50k will be added in Jan 2026 in the new financial year.
The charity’s free reserves are calculated by taking total unrestricted funds and deducting designated reserves, designated funds, long-term investments, and operational tangible fixed assets. The calculation of free reserves as of 30 September 2025 is shown in the table below:
||**30 Sep 21**|**30 Sep 22**|**30 Sep 23**|**30 Sep 24**|**30 Sep 25**|
|---|---|---|---|---|---|
||**£'000**|**£'000**|**£'000**|**£'000**|**£'000**|
|Total unrestricted funds|298|548|832|973|**1,116**|
|Less: Designated fund for tours|0|(20)|(50)|(77)|**(37)**|
|Less: Designated reserves|0|(60)|(111)|(275)|**(343)**|
|Less: Loan (Designated reserves)|||(40)|(35)|**(30)**|
|Less:
Long
term
investments
(NRL)|(100)|(100)|(100)|(100)|**(100)**|
|Less: Operational tangible fixed
assets|(5)|(3)|(2)|(1)|**(1)**|
|**Free Reserves**|**193**|**365**|**529**|**485**|**605**|
With adequate income once again flowing into the RNRU, the Trustee Board will continue to build designated reserves while ensuring that the charity meets its charitable objectives. The Trustee Board acknowledges that one year of designated reserves may be insufficient and is committed to prudently increasing the reserve levels in the future to mitigate identified risks. They are reviewing the reserves policy in the year ahead to ensure it remains appropriate to meet the needs of the Charity.
## **PLANS FOR THE FUTURE**
The Royal Navy Rugby Union will continue to focus on strengthening performance, governance, participation, and financial sustainability across the 2025/26 season. Our priorities reflect the direction set at the 2025 AGM and build on the progress made across Representative and Community rugby this year.
We will deepen our investment in Representative Rugby by supporting the Senior Men, U23s, Mariners, and Senior Women with enhanced training environments, improved coaching structures and more robust performance support. A priority remains the retention of the U23 Championship,
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
securing back-to-back Inter-Service victories for the Senior Men, and delivering year-on-year progress for the Senior Women as part of the long-term strategy to achieve an Inter-Service win within five years.
Community rugby development will remain central to our mission. Efforts will focus on increasing participation, clarifying accountability for regional and unit-level sport, and strengthening the Women’s Development Squad, Academy, Stingrays and Makos programmes. We will continue to build community coaching capacity following the successful qualification of 49 ERCA coaches this year, while reviewing and refining competition formats to ensure they remain accessible and deliverable within operational constraints.
Financial resilience and growth remain key. We will build on improved Allianz Stadium, Twickenham attendance, strengthen commercial partnerships, and diversify revenue streams through Navy Rugby Ltd. The onboarding of new sponsors such as Vodafone, along with the continued development of the Inter-Service competition, will support long-term financial sustainability.
Facility development will focus on supporting upgrades across RNRU-affiliated sites, and working closely with partner clubs and establishments to ensure pitches, training environments and clubhouses remain safe, functional and fit for purpose.
Governance and structural resilience will continue to be strengthened through the implementation of the governance review action plan and the renewal of the RNRU’s 5-year strategy. This work will align with the RFU’s new England Rugby Strategy to ensure the charity remains compliant, well-structured and strategically aligned with the wider game.
We will also focus on communications and volunteer support by expanding the communications team, improving grassroots coverage, and strengthening the volunteer base through targeted recruitment, succession planning, and continued recognition programmes.
Together, these priorities aim to secure the RNRU’s long-term success, enhance the player and supporter experience, and ensure rugby continues to thrive across the Naval Service.
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **Organisational Structure**
The RNRU is a regulatory body, which on behalf of the President, directs, controls, administers and promotes the sport of Rugby Football Union within the Royal Navy. The objectives of the RNRU are reviewed by the Trustees and specific targets and objectives, which are compatible with those laid down by the Rugby Football Union (RFU) as the governing body for the sport, are set. The aim of the RNRU is to promote and foster the game of Rugby Union in the Royal Navy and its local communities in accordance with the Laws of the Game promulgated by World Rugby and the rules, regulations and bye laws issued by the RFU. The governing body of the RNRU is the Board of Trustees, which comprises up to 8 members and meets twice a year to review charitable objectives, strategy, risk register and performance. Trustees are elected or appointed for a three-year term, and may, subject to Board approval, serve for further three-year terms. New appointees’ induction training is personalised to meet the requirements of the appointee. The President is invited to attend, and the Company Secretary has attended all Board of Trustees meetings.
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
The Board is supported by an Investment, Finance and Audit Committee (IFAC) sub-committee, with specific terms of reference and functions delegated by the Board and with a Trustee as Chair, appointed by the Board. An independent member (qualified accountant) attends all meetings together with the Executive Committee Vice Chair.
The Board decide on the strategy of the Union, with implementation of strategy and day-to-day operational management of activity in support of its objectives delegated by the Board to the Executive Committee. The Executive separately, and independently, act as the delivery arm of NRL.
The Executive Committee consist of the following appointments:
Chair Company Secretary Vice Chair Treasurer RFU Council Member Commercial Director Director of Rugby Director of Communications Director of Community Rugby Volunteers Manager (non-voting)
The majority of RNRU officials are serving Royal Navy/Royal Marines personnel, who undertake the roles on a voluntary basis on top of their high-pressure military appointments. The exception is the RNRU Secretariat and Community Rugby team which are operated by 4 permanent paid members of staff; the Company Secretary, Business Manager, Finance Officer and Rugby Development Officer who are funded by the charity. The RNRU Sports Development Officer, a full-time MOD Civil Servant, retired during the year. A replacement has not been appointed due to the ongoing moratorium on civil service recruitment. All vacancies within the RNRU are advertised on the RNRU website inviting volunteers, both serving and civilians, to be considered for selection; all Executive Committee appointments are re-appointed at the AGM.
## **Management and Administration**
The day-to-day control and administration of the RNRU is delegated to the Chair of the Executive Committee. The Executive Committee are tasked with achieving the objectives set by the trustees in their strategic plans.
## **Volunteers and Related Parties**
The Trustees all gave their services voluntarily and received no remuneration for their activities, other than travel and incidental expenses. The serving members of the Board undertake their RNRU duties as volunteers in addition to their normal line duties.
## **Navy Rugby Limited**
Navy Rugby Limited (NRL) operates as a separate but wholly owned subsidiary of the Royal Navy Rugby Union (RNRU). It is a VAT registered company whose objective is to generate income for the RNRU through trading activities including, but not limited to, receipts from ticket sales to Navy Rugby games, the sale of merchandise associated with Navy Rugby and the support of RNRU sponsors. NRL has three
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**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
directors: the shareholding director (a member of the Trustee Board of the RNRU), a managing director (the member of the RNRU Executive Committee responsible for Commercial matters) and an independent Chair. The RNRU Company Secretary and Treasurer also perform the appropriate professional duties for NRL, which has a separate bank account and operates as a separate entity in legal and financial terms from the RNRU. Established with a £100,000 share issue from which all trading activity is resourced, all its operating profits are donated to the RNRU on completion of its annual audit. The NRL Board of Directors meet at least twice a year, and oversight is maintained on the RNRU Board of Trustees by inviting the Chair to report its activities at Trustee Board meetings. In addition, the managing director of NRL reports to the RNRU Trustee Board’s Investment, Finance and Audit sub-committee.
## **Governing Document**
The RNRU is controlled by its governing document, its Memorandum and Articles of Association dated 3 September 2015, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.
## **REFERENCE AND ADMINISTRATIVE DETAILS**
## **Registered Company Number**
09760575 (England and Wales) **Registered Charity Number** 1165153
## **Registered Office**
HMS Temeraire Burnaby Road Portsmouth Hampshire PO1 2HB
## **Patron**
The Royal Navy Rugby Union does not currently have a patron.
## **President**
Vice Admiral Andrew Burns CB OBE Resigned 5 September 2025 Vice Admiral Steve Moorhouse CBE From 5 September 2025 **Trustees**
The Trustees in this period were: Rear Admiral M J Parr CB (Chair) Mr A Bujalski Rear Admiral S M Moorhouse CBE Resigned 25 June 2025 Commander K Marlor Commodore S E Oakley Mr W Reid Mrs E Sinden Rear Admiral J Higham CB OBE From 1 February 2025 Captain A Riley Royal Navy From 21 August 2025
12
**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **REFERENCE AND ADMINISTRATIVE DETAILS (continued)**
## **Auditors**
Gibson Whitter Chartered Accountants And Chartered Tax Advisers Larch House Parklands Business Park Denmead Hampshire PO7 6XP
## **Legal Advisors**
Wilsons Solicitors LLP Alexandra House St Johns Street Salisbury SP1 2SB
## **Bankers**
National Westminster Bank PLC 130 Commercial Road Portsmouth Hampshire PO1 2EJ
## ACKNOWLEDGEMENTS
The Board wish to place on record their gratitude to all those who have contributed to the on-going success of the RNRU. These are too numerous to mention in full and the list that follows is just a representative sample of our growing band of supporters.
|Activision|Babcock International Group PLC|
|---|---|
|BMT|ESS (part of the Compass Group UK)|
|MBDA|Peter Cooper Motor Group|
|Qinetiq|Rohde and Schwarz|
|Rolls Royce|SA Group|
|SAAB|Thales|
|ThinkLogical|Ultra Maritime|
|Vodafone|VX3|
13
**ROYAL NAVAL RUGBY UNION**
## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
STATEMENT OF TRUSTEES' RESPONSIBILITIES
The trustees (who are also the directors of Royal Navy Rugby Union for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charity SORP;
- make judgements and estimates that are reasonable and prudent;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
- there is no relevant audit information of which the charitable company's auditors are unaware; and
- the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
## **AUDITORS**
The auditors, Gibson Whitter Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.
Approved by order of the board of trustees on 26 March 2026 and signed on its behalf by:
Rear Admiral M J Parr CB - Trustee
14
## **REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES OF**
## **ROYAL NAVY RUGBY UNION**
## **Opinion**
We have audited the financial statements of Royal Navy Rugby Union (the 'parent charitable company') and its subsidiary (the 'group') for the year ended 30 September 2025 which comprise the Consolidated Statement of Financial Activities, the consolidated Balance Sheet, the consolidated Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the group's and the parent charitable company's affairs as at 30 September 2025 and the group's incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and parent charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
Page 15
**REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES OF**
**ROYAL NAVY RUGBY UNION**
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Report of the Trustees has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
- the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees.
## **Responsibilities of trustees**
As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Our responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
Page 16
## **REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES OF**
## **ROYAL NAVY RUGBY UNION**
- We obtained an understanding of the legal and regulatory framework in which the company operates. The key laws considered included the Companies Act 2006. We have corroborated our enquiries through review of Board minutes.
- We have evaluated management incentives and opportunities for fraudulent manipulation of the financial statements including management override of controls and the application of revenue recognition at cut-off and considered that the principal risk was related to the posting of inappropriate journal entries to improve the result before the year end. We have addressed this by assessing journal entries as part of our planning audit approach.
- We have enquired of management and those charge with governance in respect of known or suspected instances of non-compliance with laws and regulations.
- We have also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.
Gavin Whitter (Senior Statutory Auditor)
for and on behalf of Gibson Whitter Limited
Statutory Auditors Larch House Parklands Business Park Denmead Hampshire PO7 6XP
Date: 23 April 2026
Page 17
## **ROYAL NAVY RUGBY UNION**
## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 SEPTEMBER 2025**
|Year
ended
30.9.25
Unrestricted
funds
Notes
£
**INCOME AND ENDOWMENTS FROM**
Donations and legacies
3
34,495
**Charitable activities**
6
Royal Navy Rugby
36,100
Community Rugby
7,000
Other trading activities
4
1,328,880
Investment income
5
13,492
**Total**
1,419,967
**EXPENDITURE ON**
Raising funds
7
796,066
**Charitable activities**
8
Royal Navy Rugby
344,857
Community Rugby
135,592
**Total**
1,276,515
**NET INCOME/(EXPENDITURE)**
143,452
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
972,576
**TOTAL FUNDS CARRIED FORWARD**
1,116,028|Year
ended
30.9.24
Total
funds
£
57,790
22,550
7,685
1,090,294
10,074|
|---|---|
||1,188,393
711,325
244,592
91,909|
||1,047,826|
||140,567
832,009|
||972,576|
## **CONTINUING OPERATIONS**
All income and expenditure has arisen from continuing activities.
The notes form part of the financial statements
Page 18
## **ROYAL NAVY RUGBY UNION**
## **CONSOLIDATED BALANCE SHEET AT 30 SEPTEMBER 2025**
|Notes
**FIXED ASSETS**
Intangible assets
15
Tangible assets
16
Investments
17
**CURRENT ASSETS**
Debtors
18
Cash at bank
**CREDITORS**
Amounts falling due within one year
19
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**CREDITORS**
Amounts falling due after more than one year
20
**NET ASSETS**
**FUNDS**
21
Unrestricted funds
**TOTAL FUNDS**|Group
30.9.25
£
-
1,318
-
1,318
240,499
1,208,471
1,448,970
(304,260)
1,144,710
1,146,028
(30,000)
1,116,028
1,116,028
1,116,028|Group
30.9.24
£
-
1,942
-|Charity
30.9.25
£
-
1,040
100,000
101,040
569,965
602,987
1,172,952
(127,965)
1,044,987
1,146,027
(30,000)
1,116,027
1,116,027
1,116,027|Charity
30.9.24
£
-
1,387
100,000|
|---|---|---|---|---|
|||1,942
85,143
1,187,706||101,387
392,249
592,276|
|||1,272,849
(267,215)||984,525
(78,337)|
|||1,005,634
1,007,576
(35,000)
972,576||906,188
1,007,575
(35,000)
972,575|
|||972,576||972,575|
|||972,576||972,575|
The notes form part of the financial statements
Page 19
## **ROYAL NAVY RUGBY UNION**
## **BALANCE SHEET - CONTINUED AT 30 SEPTEMBER 2025**
These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.
The financial statements were approved and authorised for issue by the Board of Trustees and authorised for issue on 26 March 2026 and were signed on its behalf by:
Rear Admiral M J Parr CB- Trustee
The notes form part of the financial statements Page 20
## **ROYAL NAVY RUGBY UNION**
## **CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2025**
|Notes
**Cash flows from operating activities:**
1
**Net cash provided by (used in) operating activities**
**Cash flows from investing activities:**
Purchase of tangible fixed assets
Interest received
**Net cash provided by (used in) investing activities**
**Cash flows from financing activities:**
Movement in cash held as custodian
Loan repaid in year
**Net cash provided by (used in) financing activities**
**Cash and cash equivalents at the beginning of the reporting**
**period**
Cash generated from operations
**Change in cash and cash equivalents in the reporting period**
**Cash and cash equivalents at the end of the reporting period**|Year
ended
30.9.25
£
110,091
110,091
-
13,492
13,492
(97,818)
(5,000)
(102,818)
-
20,765
1,187,706
1,208,471|Year
ended
30.9.24
£
119,851|
|---|---|---|
|||119,851|
|||(834)
10,074|
|||9,240|
|||152,517
(5,000)|
|||147,517
-|
|||276,608
911,098|
|||1,187,706|
The notes form part of the financial statements
Page 21
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES**
|**Adjustments for:**
Depreciation and amortisation charges
Interest received
(Increase) in debtors
Increase in creditors
**Net cash provided by operating activities**
**2.**
At 1.10.24
**Net cash**
Cash at bank and in hand
1,187,706
**Debt**
Debts falling due within one year
-
Debts falling due after one year
(35,000)
(35,000)
**Total**
1,152,706
**ANALYSIS OF CHANGES IN NET DEBT**
**Net income/ (expenditure) for the reporting period (as per**
**the statement of financial activities)**|Year
ended
30.9.25
£
143,452
624
(13,492)
(155,356)
134,863|Other
non-cash
changes
-
-
-
-
-|Year
ended
30.9.24
£
140,567
4,662
(10,074)
(50,449)
35,145|
|---|---|---|---|
||110,091||119,851|
||Cash flow
20,765||At 30.9.25
1,208,471|
||-
5,000||-
(30,000)|
||5,000||(30,000)|
||25,765||1,178,471|
Page 22
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **1. ACCOUNTING POLICIES**
## **Basis of preparing the financial statements**
The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention with the exception of investments which are included at market value.
## **Basis of consolidation**
The consolidated financial statements incorporate the financial statements of the charitable company and its subsidiary.
The financial statements of the subsidiary undertaking included within the consolidated figures are adjusted where appropriate, the conform to Group accounting policies.
A separate Statement of Financial Activities and Income and Expenditure Account are not presented for the Charity itself as the Charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006.
## **Significant judgements and estimates**
In preparing these financial statements, the trustee directors have made the following judgements:
- Determine whether financial instruments such as intra-group loans are basic or complex. These decisions depend on an assessment of the terms of the financial instrument.
## **Income**
Voluntary income including donations, gifts and legacies and grants that provide core funding or are of a general nature are recognised where there is entitlement, the receipt is probable and the amount can be measured with sufficient reliability. Such income is only deferred when:
- the donor specifies that the grant or donation must only be used in future accounting periods; or
- the donor has imposed conditions which must be met before the charity has unconditional entitlement.
Income from activities to generate funds, such as sponsorship, merchandise sales, patrons scheme, Army v Navy match, Navy v RAF match and investment income are recognised on a receivable basis.
Income from charitable activities relates to Community Rugby grants and courses. Such income is only deferred when:
- the donor specifies that the grant must only be used in future accounting periods; or
- - the donor has imposed conditions which must be met before the charity has unconditional entitlement.
Page 23
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **1. ACCOUNTING POLICIES- continued**
## **Volunteers and donated services**
The value of services provided by volunteers is not incorporated into these financial statements. Where goods or services are provided to the charity as a donation that would normally be purchased from suppliers, this contributions is included in the financial statements at an estimate based on the value of the contribution to the charity.
## **Expenditure**
Expenditure is recognised when a liability is incurred. Contractual arrangements are recognised as goods or services are supplied.
- Raising fund costs are those costs incurred in attracting voluntary income.
- Charitable activities include expenditure associated with the Royal Navy's rugby union teams (first XV, under 23s, women's, veterans and sevens teams) and community rugby activities and include both the direct costs and support costs relating to those activities.
- - Support costs and governance costs include central functions and have been allocated to activities on a basis consistent with the use of resources.
## **Irrecoverable VAT**
All resources expended are classified under activity headings that aggregate all costs related to the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred.
Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure.
## **Intangible fixed asset**
Intangible fixed assets includes websites and databases. Websites have been capitalised where they are capable of directly generating income. Websites and databases are amortised, using the straight line basis, over their estimated useful lives of three and five years respectively.
## **Tangible fixed assets**
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.
Player training equipment - 20% on cost Motor vehicles - 25% on reducing balance Medical Equipment - 20% on cost Computer Equipment - 33% on cost Individual fixed assets costing £500 or more are capitalised at cost.
## **Taxation**
The charity is exempt from corporation tax on its charitable activities.
Page 24
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **1. ACCOUNTING POLICIES - continued**
## **Fund accounting**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
Restricted funds can only be used for particular restricted purposes within the objects of the charity.
Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
## **Pension costs and other post-retirement benefits**
The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
## **2. FINANCIAL ACTIVITIES OF THE CHARITY**
The financial activities shown in the consolidated statement includes those of the Royal Navy Rugby Union and its wholly owed trading subsidiary Navy Rugby Limited.
A summary of the financial activities undertaken by the Royal Navy Rugby Union, is set out below:
|**Total income**
**Expenditure**
Raising funds
Charitable - Royal Navy Rugby
Charitable - Community Rugby
Net income
Total funds brought forward
**Total funds carried forward**|Year ended
30.9.25
£
647,121
(23,220)
(353,381)
(127,068)
143,452
972,575
1,116,027|Year ended
30.9.24
£
499,071
(22,003)
(244,592)
(91,909)|
|---|---|---|
|||140,567
832,008|
|||972,575|
Page 25
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **3. DONATIONS AND LEGACIES**
|RFU Constituent Body income
RN Sports Lottery - salary contributions
Donated goods and services
Donations|Year ended
30.9.25
£
15,495
-
18,000
1,000
34,495|Year ended
30.9.24
£
14,086
34,704
9,000
-|
|---|---|---|
|||57,790|
Donated goods and services represent kit given to the charity by the kit supplier. The costs of which is included in team costs.
## **4. OTHER TRADING ACTIVITIES**
|Army v Navy match income
Navy v RAF match income
Kit sales commission
Sponsorship
International ticket sales
Patrons scheme income
Bank interest
**INVESTMENT INCOME**|Year ended
30.9.25
£
974,994
25,473
18,000
226,850
64,977
18,586
1,328,880
Year ended
30.9.25
£
13,492|Year ended
30.9.24
£
845,403
7,835
22,000
178,000
18,386
18,670|
|---|---|---|
|||1,090,294|
|||Year ended
30.9.24
£
10,074|
## **5. INVESTMENT INCOME**
Page 26
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **6. INCOME FROM CHARITABLE ACTIVITIES**
|Year ended
30.9.25
Royal Navy
Rugby
£
Grants
19,100
Personal contributions
14,000
RFU - RDO contribution
-
RFU - Targeted delivery
3,000
36,100
The Nuffield Trust for the Forces of the Crown
RNRMC
RN RM Sports Lottery
**7.**
Army v Navy match expenditure
Navy v RAF match expenditure
Marketing and hospitality
Patrons scheme costs
International ticket costs
Website and other trading costs
Support costs (see note 10)
Grants received, included in the above, are as follows:
**RAISING FUNDS**
**Other trading activities**|Year ended
30.9.25
Community
Rugby
£
-
-
7,000
-|Year ended
30.9.25
Total
activities
£
19,100
14,000
7,000
3,000
43,100|Year ended
30.9.24
Total
activities
£
19,087
-
7,000
4,148|
|---|---|---|---|
||7,000||30,235|
||Year ended
30.9.25
£
-
-
19,100||Year ended
30.9.24
£
3,402
10,000
5,685|
||19,100||19,087|
||Year ended
30.9.25
£
579,186
28,304
71,861
4,967
79,076
14,419
18,253||Year ended
30.9.24
£
550,885
9,053
51,855
5,160
31,719
45,810
16,843|
||796,066||711,325|
Page 27
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **8. CHARITABLE ACTIVITIES COSTS**
|Direct costs
(see note 9)
(see note 10)
£
£
Royal Navy Rugby
235,337
109,520
Community Rugby
80,831
54,761
316,168
164,281
**DIRECT COSTS OF CHARITABLE ACTIVITIES**
Year ended
30.9.25
£
Staff costs (see note 13)
33,852
Senior Men's team costs
93,801
Mariners team costs
6,054
Women's team costs
21,927
Under 23 team costs
9,663
Sevens team costs
8,984
Refereeing costs
2,962
Marine Nationale
19,266
Foreign tours
72,680
Community Rugby expenditure
46,979
316,168
**SUPPORT COSTS**
Governance
Management
costs
£
£
Other trading activities
16,775
1,478
Royal Navy Rugby
100,647
8,873
Community Rugby
50,323
4,438
167,745
14,789
Support
costs|Totals
£
344,857
135,592|
|---|---|
||480,449|
||Year ended
30.9.24
£
2,740
88,255
7,577
19,659
2,906
5,351
2,918
16,868
-
38,639|
||184,913|
||Totals
£
18,253
109,520
54,761|
||182,534|
## **9. DIRECT COSTS OF CHARITABLE ACTIVITIES**
## **10. SUPPORT COSTS**
|**Activity**|**Basis of allocation**|
|---|---|
|Management|Staff hours|
|Governance costs|Staff hours|
|Support costs, included in the above, are as follows:||
Page 28
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **10. SUPPORT COSTS- CONTINUED**
## **Management**
|Wages (see note 13)
Pensions (see note 13)
General insurance
Staff healthcare
Executive expenses
Director of Rugby expenses
Bank charges
Communications
Depreciation
Auditors remuneration
Other governance costs
Postage, stationery and other
costs
Social security (see note 13)
**Governance costs**|Other
trading
activities
£
12,985
700
909
27
133
245
86
325
289
1,041
35
16,775
Other
trading
activities
£
564
914
1,478|Royal
Navy
Rugby
£
77,908
4,197
5,454
164
796
1,474
516
1,950
1,735
6,245
208
100,647
Royal
Navy
Rugby
£
3,384
5,489
8,873|Community
Rugby
£
38,954
2,099
2,727
82
397
738
258
975
868
3,122
104
50,323
Community
Rugby
£
1,692
2,746
4,438|Total
activities
£
129,847
6,995
9,090
273
1,326
2,457
860
3,250
2,892
10,408
347
167,745
Total
activities
£
5,640
9,149
14,789
Year
ended
30.9.25
Year
ended
30.9.25|Total
activities
£
125,954
7,361
8,019
1,447
-
1,675
1,267
4,776
2,742
8,901
904
Year
ended
30.9.24|
|---|---|---|---|---|---|
||||||163,046|
||||||Total
activities
£
5,280
105
Year
ended
30.9.24|
||||||5,385|
Page 29
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **11. NET INCOME/(EXPENDITURE)**
|Auditors remuneration - RNRU
Depreciation - owned assets
Amortisation intangible assets|5,640
624
-
Year
ended
30.9.25|5,280
1,181
3,481
Year
ended
30.9.24|
|---|---|---|
## **12. TRUSTEES' REMUNERATION AND BENEFITS**
There were no trustees' remuneration or other benefits for the year ended 30 September 2025 nor for the period ended 30 September 2024.
## **Trustees' expenses**
During the year no trustees were reimbursed expenses by the charity for travel, subsistence and training totalling £nil (30.9.24: one trustee £nil).
## **13. STAFF COSTS**
|Social security costs
Other pension costs
Wages and salaries|£
161,347
7,510
10,927
179,784
Year
ended
30.9.25|£
128,454
7,601
8,019
Year
ended
30.9.24|
|---|---|---|
|||144,074|
The average monthly number of employees during the year was as follows:
|Charitable staff
Support staff|2.5
2.0
4.5
Year
ended
30.9.25|2.0
2.0
Year
ended
30.9.24|
|---|---|---|
|||4.0|
No employees received emoluments in excess of £60,000.
Page 30
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **14. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES**
|||Unrestricted|
|---|---|---|
|||funds|
|||£|
||**INCOME AND ENDOWMENTS FROM**||
||Donations and legacies|57,790|
||**Charitable activities**||
||Royal Navy Rugby|22,550|
||Community Rugby|7,685|
||Other trading activities|1,090,294|
||Investment income|10,074|
||**Total**|1,188,393|
||**EXPENDITURE ON**||
||Raising funds|711,325|
||**Charitable activities**||
||Royal Navy Rugby|244,592|
||Community Rugby|91,909|
||**Total**|1,047,826|
||**NET INCOME/(EXPENDITURE)**|140,567|
||**Total funds brought forward**|832,009|
||**TOTAL FUNDS CARRIED FORWARD**|972,576|
|**15.**|**INTANGIBLE FIXED ASSETS - GROUP AND CHARITY**||
|||Website|
|||and database|
|||£|
||**COST**||
||At 1 October 2024|27,080|
||Additions|-|
||At 30 September 2025|27,080|
||**AMORTISATION**||
||At 1 October 2024|23,599|
||Charge for year|-|
||At 30 September 2025|23,599|
||**NET BOOK VALUE**||
||At 30 September 2025|-|
||At 30 September 2024|3,481|
Page 31
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **16. TANGIBLE FIXED ASSETS - GROUP**
|Computer
equipment
£
**COST**
At 1 October 2024
832
Additions
-
Disposals
-
At 30 September 2025
832
**DEPRECIATION**
At 1 October 2024
277
Charge for year
277
Eliminated on disposal
-
At 30 September 2025
277
**NET BOOK VALUE**
At 30 September 2025
555
At 30 September 2024
-
**TANGIBLE FIXED ASSETS - CHARITY**
**COST**
At 1 October 2024
Additions
Disposals
At 30 September 2025
**DEPRECIATION**
At 1 October 2024
Charge for year
Eliminated on disposal
At 30 September 2025
**NET BOOK VALUE**
At 30 September 2025
At 30 September 2024|Player
training
equipment
£
14,974
-
-
14,974
14,974
-
-
14,974
-
-
Player
training
equipment
£
14,974
-
-
14,974
14,974
-
-
14,974
-
-|Motor
vehicles
and cycles
£
14,895
-
-
14,895
13,508
347
-
13,855
1,040
1,387
Motor
vehicles
and cycles
£
14,895
-
-
14,895
13,508
347
-
13,855
1,040
1,387|Medical
equipment
£
3,584
-
-
3,584
3,584
-
-
3,584
-
-
Medical
equipment
£
3,584
-
-
3,584
3,584
-
-
3,584
-
-|Totals
£
34,285
-
-|
|---|---|---|---|---|
|||||34,285|
|||||32,343
624
-|
|||||32,967|
|||||1,318|
|||||1,942|
|||||Totals
£
33,453
-
-|
|||||33,453|
|||||32,066
347
-|
|||||32,413|
|||||1,040|
|||||1,387|
Page 32
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **17. FIXED ASSET INVESTMENTS - CHARITY ONLY**
|**FIXED ASSET INVESTMENTS - CHARITY ONLY**|||
|---|---|---|
|||Share|
|||in Group|
||undertakings||
||£||
|**MARKET VALUE**|||
|At 1 October 2024 and 30 September 2025||100,000|
|**NET BOOK VALUE**|||
|At 30 September 2025||100,000|
|At 30 September 2024||-|
This represents 100,000 £1 shares in the charity's wholly owned subsidiary, Navy Rugby Limited (Company number: 10259113).
## **18. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|**18.**
**DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**|||
|---|---|---|
|Group
Group
30.9.25
30.9.24
£
£
Trade debtors
142,426
7,616
Other debtors
98,073
77,527
240,499
85,143
**19.**
**CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**|Charity
30.9.25
£
-
569,965
569,965|Charity
30.9.24
£
727
391,522|
|||392,249|
||||
|Trade creditors
PAYE and national insurance
VAT
Other creditors
Funds held as custodian
Deferred income (see below)|Group
30.9.25
£
13,986
6,301
32,411
37,040
92,122
122,400
304,260|Group
30.9.24
£
4,707
7,792
-
12,735
189,940
52,041
267,215|Charity
30.9.25
£
13,459
6,301
-
33,515
60,662
14,028
127,965|Charity
30.9.24
£
285
7,792
-
9,075
38,690
22,495|
|---|---|---|---|---|
|||||78,337|
Funds held as custodian for HMS Temeraire Sports Development Fund of £60,662 (30.09.24: £38,690) and for Army V Navy Matchday Committee of £31,460 (30.09.24: £151,250). These are represented by cash at bank.
Page 33
**ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR- Continued Deferred income**
Deferred income relates to sale of international tickets, sponsorship agreements and grants relating to a future financial period.
|Group
Group
30.9.25
30.9.24
£
£
52,041
21,086
Amount released to incoming resources
(52,041)
(21,086)
Amount deferred in the period
122,400
52,041
Balance carried forward
122,400
52,041
**CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
Group
Group
30.9.25
30.9.24
£
£
30,000
35,000
Balance brought forward
Other loans|Charity
30.9.25
£
22,495
(22,495)
14,028
14,028
Charity
30.9.25
£
30,000|Charity
30.9.24
£
21,086
(21,086)
22,495|
|---|---|---|
|||22,495|
|||Charity
30.9.24
£
35,000|
## **20. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
Other loans above is in respect of a loan from RN Sports Lottery which will only become repayable when the charity has sufficient cashflow to do so.
## **21. MOVEMENT IN FUNDS CHARITY ONLY**
|**Unrestricted funds**
General fund
CNRC and Tours fund
Reserves build up
**TOTAL FUNDS**|At 1.10.24
£
585,295
77,241
310,039
972,575
972,575|Net
movement
in funds
£
143,452
-
-
143,452
143,452|Transfer
between
funds
£
(22,022)
(40,530)
62,552
-
-|At 30.9.25
£
706,725
36,711
372,591|
|---|---|---|---|---|
|||||1,116,027
1,116,027|
## **TOTAL FUNDS**
Net movement in funds, included in the above are as follows:
|**Unrestricted funds**
General fund
**TOTAL FUNDS**
Page 34|Incoming
resources
£
647,121
647,121
647,121|Resources
expended
£
(503,669)
(503,669)
(503,669)|Movement
in funds
£
143,452|
|---|---|---|---|
||||143,452|
||||143,452|
|||||
## **ROYAL NAVY RUGBY UNION**
## **NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUTED FOR THE YEAR ENDED 30 SEPTEMBER 2025**
## **22. RELATED PARTY DISCLOSURES**
There were no related party transactions for the period ended 30 September 2025 (30.09.24: None).
## **23. ULTIMATE CONTROLLING PARTY**
The charity is controlled by its board of trustees acting in concert.
## **24. SHARE CAPITAL AND LIABILITY OF MEMBERS**
The charitable company is a company limited by guarantee and its members have undertaken to contribute to the assets of the company in the event of it being wound up such amounts as may be required not exceeding £1.
Page 35