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2023-09-30-accounts

2023

Annual Report and Accounts Year ended 30 September

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The Pedal to Paris
fundraising event
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Contents

Foreword 4 Trustees’ report 7 Independent auditor’s report 54 Statements of financial activities 56 Balance sheets 58 Cash flow statements 59 Notes to the accounts 60

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FOREWORD

Annual Report 2023

Foreword

Jason Coward Mark Atkinson National Chair Director General

“We saw a 35% increase in the number of beneficiaries and households that we supported. Key to this was our Cost of Living Grants programme. We are proud to say our response was quick and effective”

The world continues to change

at pace, with global conflict and economic instability leading to very real hardship for families in the UK, not least the most vulnerable in our Armed Forces community. As ever, the Royal British Legion strives to rise to those challenges, and despite difficult circumstances, we found new and effective ways to help our beneficiaries in 2023.

The cost-of-living crisis, fuelled by high inflation and energy costs, has had an undeniable impact on UK society. Yet just when our help has been needed most, the RBL – and the rest of the charity sector – has seen a drop in fundraising revenue. Budgets are tight and the public are understandably watching their spending.

However, healthy financial reserves have enabled us to continue to meet the needs of the Armed Forces community, and in 2023, we saw a 35% increase in the number of beneficiaries and households that we supported. Key to this was our Cost of Living Grants programme to help people with the increasing cost of bills. We are proud to say that our response was quick and effective, helping people of all ages across the length and breadth of the UK.

It is not lost on us that in 1921, we provided bread and coal to help those struggling in the aftermath of the First World War, and in 2023, we provided fuel and food vouchers, following the effects of the conflict in Ukraine. The basic need for food and warmth does not change, but we continue to work to make sure that our delivery evolves to meet the demands of modern life.

Last year, we spoke of the strategic planning needed to transform how we provide support. Work had begun on mapping out our Improving Beneficiary Journeys programme, and this year, that planning turned into practice, with investment in resourcing and the launch of a full training programme for staff to ensure better beneficiary experiences.

We also continued to invest in providing the best possible recovery for anyone in the Armed Forces community who has undergone life-changing injuries in military service. And this year, our support reached a new high as we sponsored, funded and managed Invictus Team UK for the first time, which culminated in September at the Games in Düsseldorf, Germany.

Through this programme, we were able to help young people and their families on their recovery journey. The year-long selection and training process was not so much about winning medals but about the path participants took to get there. And if it turns out that Invictus isn’t right for someone, then we find them a recovery programme that is. No one is left behind.

We saw some important events in 2023, none more so than the Coronation of Their Majesties King Charles III and Queen Camilla on 6th May, in which we were honoured to participate. Also in May, it was the 60th anniversary of the last National Serviceman to be demobbed, and the participation of families at an event at the National Memorial Arboretum saw new people introduced to the RBL and what we do.

The anniversaries continued in June, when we marked 75 years since HMT Empire Windrush docked at Tilbury Docks in Essex, and in July, when we held events to raise public awareness of 70 years since the end of the ‘forgotten’ Korean War.

Another proud moment in 2023 was the launch of our plastic-free poppy. It was the result of years of collaborative working and shows our determination to reduce single-use plastic, be more economical and lessen our impact on the environment. We hope you like it as much as we do.

Our campaigning work continues to bear fruit, particularly our Count Them In campaign for a question on veterans to be included in the 2021 Census. The Office for National Statistics has now published the information it has collected, and for the first time we have access to data that is critical in developing our understanding of veterans’ needs. This is information that is useful not only to us as a charity, but also to the whole sector, including government. It reframes current decision-making and is crucial in informing future strategy, too.

We are also proud to have contributed to the creation of the Etherton report, which was published in July. This is the independent review into the military’s pre-2000 ban on LGBT personnel, which ruined many people’s lives. The RBL encouraged LGBT veterans to contribute to the review, and we submitted our own evidence of the appalling treatment of many service people, whose lives were shattered. We will make sure that those

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FOREWORD

TRUSTEES’ REPORT

affected by the ban are supported to apply for the compensation scheme.

Greater diversity and inclusion across the RBL itself is an objective that underpins all our work, and 2023 has seen us make great progress towards this goal. We look forward to building on it in the year to come.

As ever, our network of members continues to contribute incredible work in terms of Remembrance, local events and awareness, fundraising and looking after the local veteran community. They are passionate

and operate all over the world, which is what helps maintain our strength as an organisation. Unfortunately, our member numbers are still declining, so our Future of Membership programme continues to commit time and energy to increasing and revitalising our base for the future.

We have seen changes in our leadership over the past year, including a new National President, Vice Admiral Sir Clive Johnstone KBE CB. He replaced Lieutenant General James Bashall CB CBE, who had served his term in the role. Our Director General, Charles Byrne,

also stepped down in November 2023. And our Chief Operating Officer, Daniel Oppenheimer, left the RBL in October 2023. We are grateful for their dedication and hard work in making the RBL what it is today.

In a turbulent year for the UK, we are proud to say that we have seen a huge commitment from our staff, members, volunteers and supporters, who continue to help us change lives for the better. Our thanks and appreciation is heartfelt, and we look forward to making more progress in the years to come.

Trustees’ report

The Trustees present their report, including strategic review, and the audited financial statements of the Royal British Legion group and parent charity for the year ended 30th September, 2023. Details of the group structure can be found in the financial review on page 46 and in note 14 to the accounts.

Financial overview

“As ever, our network of members continue to contribute incredible work in terms of Remembrance, local events and awareness, fundraising and looking after the local veteran community. They are passionate and operate all over the world, which is what helps maintain our strength as an organisation”

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||||||| |---|---|---|---|---|---| |Where the money comes from|8| |£ million|%| |7| |1|The Poppy Appeal|39.3|26.7|6| |5| |2|Donations, legacies and events|47.7|32.5|1| |4| |3|Lotteries and trading|21.2|14.4| |4|Fees charged to care home residents|21.6|14.7|Total| |5|Grants for welfare services and Remembrance|4.9|3.3|£147.1m| |6|Membership subscriptions|4.0|2.7| |3| |7|Investment income|7.8|5.3| |8|Other|0.6|0.4|2| |TOTAL INCOME|147.1|100.0| |Where the money goes| |Operational costs| |£ million|%|9|1| |1|The Poppy Appeal|15.9|8.8|8| |2| |2|Donations, legacies and events|15.9|8.8| |3|Lotteries and trading|14.7|8.1| |Total|3| |4|Remembrance|7.8|4.3|£180.6m| |5|Comradeship|0.4|0.2|7|4| |5| |6|Care homes|48.0|26.6| |7|Welfare services|53.2|29.5| |6| |8|Membership|10.7|5.9| |9|Communication and campaigns|14.0|7.8| |TOTAL OPERATIONAL COSTS|180.6|100.0|

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|||||||| |---|---|---|---|---|---|---| |Where the money goes| |Capital costs|7| |£ million|%| |1|Care homes|2.0|41.6| |2|Improving IT infrastructure|0.2|4.2|6|Total|1| |3|Invictus Games equipment|0.1|2.1| |£4.8m| |4|Festival of Remembrance set|0.2|4.2| |5|Lady Haig Poppy Factory|0.7|14.6| |6|Poppy machines|1.0|20.8|5| |2| |7|National Memorial Arboretum development|0.6|12.5|4| |TOTAL CAPITAL COSTS|4.8|100.0|3|

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TRUSTEES’ REPORT

TRUSTEES’ REPORT

Funds and Reserves

The total funds of the RBL group are broken down into three categories: Not available to spend, Membership and Restricted Funds, and Available Unrestricted Funds. Our Reserves policy can be found on page 48. Full details of each type of fund can be found on pages 88-91.

Services and support

Not available to spend

Buildings such as care homes £78.7m

Branch properties occupied £65.6m by RBL clubs

Interest-free loans to beneficiaries £4.9m

Subtotal of funds not available to spend: £149.2m

Membership and Restricted Funds

Membership funds, including money £38.9m held by branches Money that can only be used in a specific geographical area

Money given to us for a £20.6m specific purpose

£53.3m

Subtotal of Membership and Restricted Funds: £112.8m

Available Unrestricted Funds

Money set aside for emergencies Money we have available to spend

£28.5m

£60.0m

Subtotal of Available Unrestricted Funds: £88.5m

Total Funds held by the RBL group

£350.5m

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Richard Davies,
Caption tbcInvictus competitor at
the Invictus Games,
Düsseldorf, 2023
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TRUSTEES’ REPORT

The act of defending and protecting the nation’s democratic freedoms and way of life is rarely without cost to those who serve. Which is why we, the Royal British Legion, need to be there for them, particularly when times get tough.

high-quality care for the residents in our homes and for their families. We have made good progress in improving occupancy levels, seeing a rise to 81% (from 75% in 2022), while satisfaction levels were recorded at 97% for relatives and 98% for residents in our 2022 annual satisfaction survey.

This year, with the cost-of-living crisis, our Armed Forces community has seen some particularly challenging times. In response, our welfare services have been even more committed to providing life-changing support for the UK Armed Forces community at their time of need, with many staff going above and beyond their normal duties to make sure our beneficiaries get the best service.

Other highlights include Lister House gaining the Gold Standards Framework for end-of-life care for the first time, while Dunkirk Memorial House was re-accredited. All our homes have been involved in collaborative initiatives and research with local colleges, universities and NHS trusts, which were looking at areas such as veterans living with dementia, accessing social care for the LGBTQ community, and loneliness and isolation.

Care services

Our six care homes continue to provide 24-hour residential, nursing, respite and day care for hundreds of elderly and very frail veterans and their dependants, as well as specialist support for individuals with dementia. We provide a unique environment that recognises and celebrates our residents’ service to the country.

Our Admiral Nurse Service continues to provide personalised and holistic support to families of people living with dementia, helping 1,736 people on average per month. The service is expanding, using a blended approach of face-to-face and remote support. This, along with the eight new nurses who have been recruited over the past 12 months, enables us to reach more beneficiaries in need.

Despite the well-reported staffing and funding issues faced by the social-care sector in the UK, we continued to provide

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Jenny Hartley, Invictus
competitor at the
Invictus Games,
Düsseldorf, 2023
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The Admiral Nurse Service has also supported development within our care homes by delivering dementia training and assistance with the roll-out of dementiacare mapping, which helps us to measure and learn from the experience of people with dementia.

Helping the Armed Forces community cope with the cost-of-living crisis

Last year, the rising cost of living, and particularly energy costs, saw parts of the Armed Forces community in extreme need. In response, we launched our Cost of Living Grants programme in October 2022, which allowed new beneficiaries to apply online for RBL funding assistance. Demand was extremely high, due in large part to a successful awareness-raising campaign. We provided grants of more than £5.1 million to more than 7,000 households, with applicants ranging in age from 19 to 90 years old. Feedback was very positive, with satisfaction scores at more than 95% and hundreds of heartfelt thank-you messages.

While the focus of the programme was help with energy costs, applicants with simple requests for clothing, food and household goods were also supported. The perceived anonymity of the online approach also enabled us to reach audiences who had never asked for help before – for example, we saw double the normal number of applicants from Northern Ireland.

Regional casework and specialist advice

The RBL’s casework is at the heart of our welfare services. We provide expert multi-need, multi-solution support on a case-by-case basis to meet individual circumstances. During 2023, we supported almost 27,000 people in need of help in the UK and 59 countries across the world. We awarded more than £18 million in grants to individuals (2022: more than £10 million), far exceeding previous years, which provided practical solutions for mobility, housing, household items and debt.

Of the beneficiaries who have been supported during 2023 by our Caseworking and Specialist teams, 87% state that we fully met their welfare needs, an increase of 4% from the previous year.

Our Outreach Service supported 1,080 beneficiaries during 2023, an increase of 33% from the previous year. We continue

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Samantha Norris, Wellbeing Assistant at
Dunkirk Memorial House, and Ron
Winterbottom, resident of Dunkirk Memorial
House and Royal Air Force veteran
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to help beneficiaries with complex and often multiple needs, together with support from our expert partners. Our help in accessing this support is a lifeline to beneficiaries, who can find the process confusing and overwhelming to navigate.

The Veterans Hearing Fund assistance that we committed to in 2022 is now complete, and 567 people were provided with high-quality hearing aids. We are continuing to gather and analyse evidence to support our ongoing campaign to HM Government to establish a permanent fund to support veterans with poor hearing health.

“During 2023, we supported almost 27,000 people in need of help in the UK and 59 countries across the world and awarded more than £18 million in grants to individuals”

Throughout the year, the RBL has continued to lead the group of Armed Forces charities that provide support to Afghan nationals who worked alongside the UK Armed Forces and have since resettled in the UK, following the withdrawal of HM Armed Forces from Afghanistan (May to August 2021). We arranged support for more than 1,200 families, assessing their most urgent needs and then referring them to Help for Heroes, the Forces Employment Charity and/or our own individual needs grants

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TRUSTEES’ REPORT

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Below: Brian Garner
with Admiral Nurse
Claire Moorhouse
Opposite: Liz Davies, RBL
helpline staff member
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programme. More than 1,500 grants were awarded in 2023, and the programme will continue until October 2024 at least.

Our Benefits, Debt and Money Advice specialists supported more than 1,700 beneficiaries this year, helping them to access benefits, deal with debt and apply for RBL grants. Our now fully staffed team addressed more than £7 million of debt via insolvency applications and successfully worked with creditors to write off £370,000 of debt.

During 2023, our War Pensions service represented veterans at 1,354 tribunals, helping those who received compensation for an injury or illness due to their service to appeal, overturning previous decisions and increasing their award at tribunal. As a result, the financial awards for this year totalled £39 million, an increase of 37% from 2022. This includes 12 beneficiaries who have received awards that, over an anticipated lifetime, will pay more than £1 million, one beneficiary who received an award of more than £2 million, and another who received an award of more than £5 million.

Progress against aims set out in our 2022 report

Last year, we aimed to increase capacity in our Caseworking and Specialist teams, with a goal to support 10% more people than in 2022. To help meet this goal and to successfully support our One Legion strategy, we reviewed and restructured services, matching staff resources to case numbers to ensure good service levels.

The Outreach team, with the recruitment of more staff, exceeded our goal by supporting 33% more people. The Independent Living Service, which provides advice, support and advocacy to enable people to live independently, safely and well in their homes, or to transition to a more supported environment such as residential care, saw 25% more beneficiaries being supported. The Benefits, Debt and Money Advice team saw an increase of 12%, and they were finalists in the Institute of Money Advisers’ Debt Team of the Year. Together, these services increased beneficiary reach by 20% against the previous year.

Overall, we have seen a 35% increase in the number of beneficiaries/households supported during the year, rising from approximately 20,000 to 27,000. Last year’s pledge to provide financial help for the hardest-hit members of the UK Armed Forces, making support available

in person and online, was fulfilled not only by the expansion of our area Caseworking and Specialist teams, but also by the launch of our Cost of Living Grants programme. In recognition of the success of the scheme, we were finalists for Most Impactful Grant in the 2023 Association of Charitable Organisations awards. Our nomination was a testament to the RBL’s One Legion approach in action – it would not have been possible without the support from departments across the whole organisation.

competing at the Games. Their individual and collective confidence and resilience grew throughout, which also had a positive impact on their family and friends.

While delivering a highly successful Games, the RBL Recovery team continuously looked for ways in which we can improve both the operational delivery and the beneficiary experience. We look forward to implementing improvements for Team UK on the road to Canada 2025.

This year, we successfully completed the discovery and design phases of our programme to improve beneficiary journeys, to make it easier for people to reach out for help. Whatever route our beneficiaries take to get to our support, obtaining assistance from us will be more straightforward and centred around them. This does not mean the welfare services on offer will change, but the way beneficiaries access and experience them will.

Elsewhere in our work to support wounded, injured and sick serving personnel and veterans, the Battle Back Centre continued to deliver best-in-class recovery courses, with 34 taking place in 2023, reaching 611 beneficiaries. We are looking forward to expanding the number of courses during 2024 and piloting new programmes.

In our care homes, we aimed to introduce electronic care planning, new electronic medication-management systems and nurse call systems. The first phase, introducing electronic care planning and digital reception systems, has been successfully implemented at all our care homes, with the second phase well underway.

For the first time, the RBL took full responsibility for the selection, training and support of Team UK, as well as their families and friends, for the Invictus Games, which took place in Düsseldorf in September 2023. We worked with 59 competitors on their recovery pathways to help them thrive while

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TRUSTEES’ REPORT

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100
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Standard Bearers lined the procession route for the coronation of Their Majesties King Charles III and Queen Camilla, and we helped 1,000 veterans and their families attend the event

£39.3 million was raised through the 2022 Poppy Appeal

More than 430,000 pupils

430,000 pupils engaged with our Remembrance learning programme through physical and online events and downloadable materials 2023

in numbers

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We helped 7,621
beneficiaries with
Cost of Living
Grants totalling
£5.1
million
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We arranged support MPs voted the for more than RBL’s charity 1,200 campaigning as families the third most of Afghan military personnel who have effective in resettled in the UK, Westminster awarding them more than 1,500 grants

611

beneficiaries undertook our recovery courses at the Battle Back Centre, and we also supported the 59 Invictus Games Team UK competitors

700 guests attended our Korea 70 event

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TRUSTEES’ REPORT

TRUSTEES’ REPORT

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Ambassador
£106.8 million
in total was
raised through stories
all fundraising
100,000
activities
new supporters engaged
with us through donating,
running, sponsoring
and purchasing
We represented
veterans at
Our new 100% paper
poppy has a
1,354
tribunals, resulting
in War Pensions
40%
awards of
smaller carbon
£39 million, an
footprint
increase of 37%
from last year
We supported almost
27,000
people in need through
our casework
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TRUSTEES’ REPORT

John Parkes “My partner immediately saw the (pictured on page 17) difference in me. I was positive and determined to make changes in my life. John is an Army veteran who served in 3 I can’t speak highly enough of my Staffordshire Regiment (Prince of Wales’s) experience there, and for this to be between 1991 and 1994. He loved his time available to all veterans is just amazing.”

being outside. Alison and Alan had been given some paving slabs to redo the garden, but they couldn’t afford the £1,500 cost to install them.

John is an Army veteran who served in 3 Staffordshire Regiment (Prince of Wales’s) between 1991 and 1994. He loved his time in service and worked as a Battalion Cook before being demobbed. He went on to have a career as a truck driver, and joined the Rugeley Branch of the RBL, becoming Welfare Officer and Chair.

Alison says, “Initially, we thought we didn’t need it. But the more I thought about it, the more I realised I was only going to get worse as I got older.” Alison was worried about falling over in the garden and seriously hurting herself. “So I rang the RBL, and they paid the £1,500 for us to redo our garden, which was just marvellous.”

John has now joined his local wheelchair rugby team, volunteers for the Help a Squaddie charity, conducts talks at an amputee support group and enjoys going to the gym and swimming. He is due to return to Battle Back in the coming months.

During the COVID-19 pandemic, John developed charcot foot syndrome – a deterioration of bones and soft tissue in the foot. Lockdowns made diagnosis slow, and in December 2021, his lower leg was amputated.

“If it wasn’t for the RBL, I genuinely don’t know how we would have coped. I was so reluctant to ask for help as a veteran, but that is what the RBL is there for.”

Alison also has trouble walking, and it was stopping her from leaving the house. She approached her doctor for a wheelchair, but although the NHS offered one to her, its limited battery pack meant it would still need to be pushed up hills.

Although it was a relief not to be in constant pain any more, John struggled with his mental health. His life had completely changed. “I couldn’t provide for my family, I couldn’t get upstairs in our home to shower or go to the toilet. I was having to be taken to the local leisure centre to use their disabled facilities. It was also a struggle to attend social events.”

Alison Jeatt

(pictured below)

“Where I live in Devon, it’s very hilly – our home is at the top of a hill, and Alan is 72 now, so he couldn’t push me,” she says. “I went to the RBL and they said they’d help.”

Alison’s husband, Alan, served in the Royal Navy for 25 years – she describes him as “a naval man through and through”. They met in Llandudno, Wales, while Alan’s ship was doing a home tour. Six months later, they were married.

In October 2022, with funding from the NHS, the RBL and the Royal Naval Benevolent Trust, Alison received a fully electric wheelchair, and it’s transformed her life. “Our youngest daughter bought us a National Trust membership, but we couldn’t use it because I couldn’t get around the grounds. But this has made such a massive difference,” she says.

However, his connections at the local RBL branch recommended that he contact the Welfare team in the West Midlands, who could provide support and advice.

Nowadays, Alison has a tough time with arthritis in her spine. She’s also had two knee replacements and suffers with diabetes, angina and fibromyalgia. She says, “A lot of days aren’t good and I’m regularly in pain.”

John says: “I was put in touch with a says, “A lot of days aren’t good and I’m case officer called Caroline, who was regularly in pain.” outstanding with her level of empathy and support. I talked through my worries and When Alison started to find her gravelled what I was struggling with. I didn’t have a garden tricky to walk on, her brother, also clue about what I was eligible for, as I had a Navy man, suggested that she call the never claimed any support before.” RBL. She couldn’t do basic things such as hanging out her washing – or even enjoy

“We’ve been for walks on the prom and had lunches out. I also did my Christmas shopping in town for the first time in three years, rather than ordering things online. It’s given me back my independence.”

The RBL was able to help John with heating bills, food shopping and a perching stool for the shower, and even supported him in his applications for a mobility car and his Personal Independence Payment (PIP). Caroline also stepped in to put John’s case to the council for moving the family to a suitable bungalow.

Then it was suggested that he apply to go on a veterans’ multi-activity course run by the RBL’s Battle Back Centre in Shropshire. John says: “I didn’t really know what to expect and was quite apprehensive, but as soon as we were thrown into wheelchair basketball, all my worries melted away. Being an amputee wasn’t going to hinder my experience there one bit!

“I threw myself into all the activities. The staff were great at ensuring I was feeling comfortable and were able to really boost my confidence. I came back just buzzing.

Tilly Fisher

She struggled with civilian life. Keeping appointments and arriving at job interviews on time were hard because of her PTSD symptoms. She managed to stay fit and that was what led her to look into the Invictus Games, for which Team UK selection and training is run by the RBL.

(pictured above)

Tilly officially joined the British Army in 2004, following a recruitment drive in her home country of Fiji. From 5,000 applicants, Tilly was one of only 50 – around 15 of them women – to get through the first round. After training, Tilly was posted out to Iraq for her first overseas tour. She says: “It was scary and dangerous, but being there with my comrades was unlike anything I had done before.”

She was invited to a pre-selection camp, and happily, was successful. She competed with Team UK in Düsseldorf in 2023, winning gold in powerlifting. “Being part of Team UK was the ultimate motivation on my recovery journey,” she says.

“Recovery through sports is certainly a game-changer, both physically and mentally, and to do it with Invictus Team UK is an honour”

Tilly also did two tours of Afghanistan. During her time out there with the 2 Rifles, her company suffered the loss of 11 of their own. “There is no time to grieve and no time to reflect – you just had to carry on with the job at hand, and your emotions went on to autopilot,” she says.

For Tilly, it’s the friendships and sense of belonging, rather than the medals, that will stay with her. “The camaraderie within Team UK and with the other nations was so inspirational,” she says. “Our days were filled with cheering, laughter and dancing – and tears of sadness and joy.”

The experience has also given her the confidence to pursue coaching opportunities in powerlifting and possibly apply for the Invictus Games another year. “Recovery through sports is certainly a game-changer, both physically and mentally, and to do it with Team UK Class of 2023 is an honour.”

Tilly was discharged from the Army with

a knee injury. She played in the women’s rugby union and league teams, which helped with her mental health but resulted in physical damage. She left in 2016, and one month later, she was also diagnosed with PTSD.

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TRUSTEES’ REPORT

Remembrance

The Festival of Remembrance on 12th November, 2022 at the Royal Albert Hall, London

This year, we reviewed our research into the connection that exists between the Armed Forces and the British public and considered how our Remembrance activities can strengthen this, so that the vital contribution of the Armed Forces community is never forgotten.

This review informed our new Remembrance strategy, which ensures that remembering those who served and continue to serve within the Armed Forces is at the heart of all our work. This is done through year-round engagement – daily at the National Memorial Arboretum and periodically through Remembrance events and programmes.

Ultimately, we want to make sure that remembering can take place at all times, within all spaces and by everyone: Remembrance for All.

Delivering on our 2022 aim and bringing Remembrance for All to life

It was clear that we needed not just to deepen our relationship with our heartland audience, but also widen it to include their families and communities, too.

On Tuesday 16th May, 2023, we held a Remembrance event at the National Memorial Arboretum to mark 60 years since the last National Serviceman was demobbed. In the spirit of our new approach, we asked the public to find out from their fathers, uncles, grandfathers and great-grandfathers if they had taken part in National Service, and to encourage them all to join us for afternoon tea. We welcomed more than 700 veterans, their families and invited guests, many of whom had never attended an RBL event before. The RBL Outreach team at the Arboretum had 153 meaningful welfare conversations with new beneficiaries at the event. The team reported that wider family attendance was key to facilitating this, which shows how Remembrance for All and its inclusive approach is key to locating new beneficiaries.

We took a slightly different approach as we marked 70 years since fighting in the Korean War came to an end with the signing of the armistice, but still had the aim of facilitating ‘all’ to remember. We worked closely with the Korean Embassy to hold an event for veterans and their families on Horse Guards Parade in London on Thursday 27th July, 2023. Aware of the power of veteran testimony, we encouraged members of the public to join us to watch the service and learn first-hand about the ‘Forgotten War’

from those who were there. It was a privilege to listen to veterans and hear the letters they wrote home to their loved ones. In attendance were 250 veterans and guests, 250 descendants, 70 bereaved family members and 170 invited guests. Their feedback afterwards told us that they felt recognised and remembered.

With accessibility and inclusivity in mind, we engaged new, more diverse audiences through our work with partners such as the National Windrush Museum. Together, we worked to honour the service and sacrifice of the Caribbean Second World War veterans who arrived at Tilbury Docks in Essex on HMT Empire Windrush to rebuild Britain 75 years ago, and the thousands more who followed.

We also worked with the Memorial Gates Council to mark Commonwealth Day at an event with a Windrush theme in London on Monday 13th March, 2023. The keynote speaker was well-known British journalist Clive Myrie, who told the audience of his heritage as a descendant of the Windrush generation, highlighting their service and sacrifice within the British Armed Forces. “Ultimately, we want to make sure that Our relationship with Black History Month also continued, as we worked together to tell stories of servicewomen of Black remembering can take heritage, one of whom recounted her place at all times, experience of being proud to serve, with LGBTQ also being part of her identity. within all spaces This year, we refocused our learning and by everyone – programme, teaching new generations about the importance of the Armed Remembrance for All”

This year, we refocused our learning programme, teaching new generations about the importance of the Armed Forces in terms of service and sacrifice.

The programme engaged with hundreds of schools and approximately 430,000 pupils across Key Stages 1, 2 and 3 through physical events, online events and downloadable materials. Our activities align closely with the National Curriculum and provide relevant, engaging and accessible resources to help children understand and take part in Remembrance.

Our 2023 online Remembrance Live assembly engaged more than 340,000 attendees from across the country, and our free Learning Days at the National Memorial Arboretum welcomed 1,500 children from 22 surrounding schools. For these, we offer travel bursaries to schools with a high percentage of children who qualify for the pupil premium.

The National Memorial Arboretum’s learning programme has similarly been

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TRUSTEES’ REPORT

“We continue to build on the successes of this year and engage our audiences in appropriate ways for us to move closer to them”

refocused, with core sessions updated to align with shifts in society, the National Curriculum and learning objectives. The programme reached 20,000 young people in 2023 and now includes interactive learning events coinciding with national commemorations such as Holocaust Day, World Book Day and International Women’s Day.

This approach not only attracts new schools but also broadens educational opportunities by incorporating arts and culture, and facilitating cross-curricular activities to deepen understanding. To eliminate travel barriers and extend our reach to priority areas, in 2023, we introduced in-school workshops for National Service 60, Windrush 75 and Remembrance, which reached more than 3,500 pupils.

Core Remembrance activity

Our core Remembrance events in November 2022, such as the Festival of Remembrance and veteran March Past the Cenotaph, had a strong presence and were at full capacity for the first time since the pandemic. At the Festival, we were joined by His Majesty King Charles III, and the event opened with a poignant tribute to Her late Majesty Queen Elizabeth II, which was a powerful moment shared by the British Royal Family and all in attendance at the Royal Albert Hall.

RBL Standard Bearers were on parade for the Coronation of Their Majesties King Charles III and Queen Camilla on Saturday 6th May, 2023 outside Westminster Abbey. They will receive a Coronation Medal for their participation in this significant historical moment. On the day, the RBL was represented by 19 veterans and RBL National President Lieutenant General James Bashall CB CBE in Westminster Abbey. We worked with the government to welcome nearly 1,000 veterans and their guests to watch the Coronation procession from grandstands located outside Buckingham Palace.

National Memorial Arboretum

The National Memorial Arboretum faced challenging operating circumstances, particularly in the latter part of the year, which had an impact on visitor numbers, and it ended the year having welcomed almost 278,000. Challenges were caused by adverse weather, particularly over the key summer holiday period, consumer

confidence due to the rise in the cost of living, and significant long-term traffic disruption in the vicinity of the Arboretum.

The biggest impact was felt in the dayvisitor operation, but the Arboretum’s group and hospitality business has continued to grow and has received several leisure and tourism awards over the year.

The Arboretum continues to develop its visitor programme, seeking new ways to engage people with Remembrance year-round and reflecting the themes of our wider Remembrance programming. This includes Windrush 75 and building partnerships with regional community groups, such as those that came together for Carnival Windrush in August.

The New World school-holiday activity also took inspiration from the experiences of the Windrush generation and National Servicemen, and successfully attracted first-time visitors. The popular Winter Light Trail illuminated Arboretum installations recalled the loss of British lives during the Falklands conflict and invited visitors to place a light to remember a loved one, alongside more uplifting, colourful displays.

The Duke and Duchess of Gloucester led the annual Armistice Day Service at the Armed Forces Memorial. Afterwards, they completed the planting of the Arboretum’s Queen’s Green Canopy project, an avenue of native trees on newly donated land that significantly enhances the approach to the Arboretum.

Alongside events, the daily on-site activities that capture visitors’ interest have been reviewed. Relevantly themed trails have successfully introduced visitors to different areas of the site and have enabled them to engage with corresponding daily activities. An extended dwell time not only increases our storytelling opportunities, but also leads to increased secondary spend in the coffee shop, restaurant and shop.

We continue to build on the successes of this year and engage our external audiences in appropriate ways for us to move closer to them. We endeavour to deliver important Remembrance messaging and events, and, through them, promote the RBL and all that it is able to offer.

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The March Past the Cenotaph
on Remembrance Sunday,
13th November, 2022
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The RBL marked 60 years since
the end of National Service at the
National Memorial Arboretum
on 16th May, 2023
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Introducing our plastic-free poppy

well as having the strength, fade resistance and colour fastness of the traditional poppy. Using this material also made the new poppy lighter and easier to store.

The 2023 Poppy Appeal , which launched after the year-end in October 2023, saw the successful introduction of the Royal British Legion’s fi rst-ever plastic-free poppy, made entirely from paper and recyclable through normal household collections. It has been the biggest redesign of the iconic poppy in 28 years.

it could be made more sustainable. We looked at its carbon footprint and factors such as how much water and resources go into making it. By replacing the single-use plastic with a paper-based construction and increasing the amount of recycled paper used, UCL found that the new poppy design has a 40% smaller carbon footprint and a similar reduction in its overall impact on the environment.”

Experts tested the colourfastness of the plastic-free poppy by placing samples on a range of materials, simulating a rain shower and drying them at 60°C, to check the poppy did not ‘bleed’. The durability of the new poppy was also verifi ed, with testers submerging it in water to simulate it falling into a puddle, and wearing it during a range of everyday activities, including dog walking, mowing the lawn, cooking and jogging.

The damaging impact of plastic pollution has become more widely recognised: in the EU, up to 85% of marine litter is believed to be plastic, with single-use items representing half of that total. The RBL decided to address its own plastic usage and make a positive impact by creating a more sustainable poppy.

Even though the new paper poppy was launched at the 2023 Poppy Appeal, stocks of the traditional poppy were not wasted, and both were available to the public. The RBL also scrapped the use of plastic in other poppy products where possible.

It’s a project that could not have happened without working in collaboration with others. Expertise from diff erent parts of the RBL and its partners – including Poppyscotland, the Lady Haig Poppy Factory and the Poppy Factory in Richmond – was combined to brilliant eff ect in one of the biggest projects worked on together to date.

And the work doesn’t stop there. The RBL hopes to make its poppy wreath plastic free, too. So far, there has been a 10% reduction in plastic by using a thinner base and paper petals.

As with many signifi cant new initiatives, the journey to plastic free was not without its challenges. The initial process was interrupted by the COVID-19 lockdowns in 2020, and once the fi rst poppy designs were in, they looked nothing like the traditional one, so the designers went back to the drawing board. The fi nal poppy retains the familiar two-petal shape and embossed letters at the centre, but it was made entirely without plastic.

For the teams involved, seeing the new design come to fruition has been exciting and humbling in equal measure. The RBL is proud to have developed a plastic-free poppy that will serve as a more sustainable symbol of Remembrance for the service and sacrifi ce of the Armed Forces community. We are listening to feedback and will respond with design updates where feasible.

The RBL also collaborated with external partners, including researchers from University College London (UCL). Professor Paola Lettieri (FREng), from UCL’s Department of Chemical Engineering, conducted a lifecycle assessment on the new poppy to understand the environmental impacts of the change in materials.

To make the poppy more sustainable, a bespoke paper was developed using a combination of 50% renewable wood fi bre (from sustainable forestry) and 50% recycled material (off cuts from the production of disposable coff ee cups).

We want to encourage more engagement with Remembrance among audiences who are interested in sustainability issues, and we hope this will open up new strands of support for the charity.

She explains: “We were delighted to be invited to assess the plastic-free poppy’s environmental impact and to suggest how

The new paper was found to be the best at holding the green and red colours, as

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TRUSTEES’ REPORT

Campaigns, policy and research

“This year, we have contributed to major government reviews, providing expert input towards improving the services our community receives”

Opposite: Veteran Anthony Cooper MBE

The Royal British Legion has a strong campaigning heritage, and 2023 is a year to be proud of. Our campaign work results in positive outcomes for the Armed Forces community, making sure their voices are heard in discussion and debates with politicians and policymakers across the country.

the Defence Select Committee in May 2023 showed. In submissions to the MOD and the Defence Secretary, the RBL has continued to call for the extension of the Covenant Duty to all areas of policy and national and devolved governments.

Supporting the Etherton report

In 2023, the Campaigns, Policy and Research (CPR) team has attended and held events in Westminster, the Scottish Parliament and at the main political-party conferences. We represent the RBL in many Ministry of Defence (MOD) and Cobseo (The Confederation of Service Charities) working groups, to make sure our beneficiaries feature at the heart of decision-making. We also nurture relationships, maintaining close contact with all UK administrations, as well as making sure that more than 450 councillors regularly hear about our work through our Councillor Network. Our efforts are noted, and this year, MPs voted the RBL’s charity campaigning the third most effective in Westminster.

The Etherton report, published in July 2023, detailed the terrible prejudice and mistreatment that many LGBTQ veterans faced during a ban on homosexuals in the Armed Forces between 1967 and 2000. To give the review our full support, we collected and submitted evidence, as well as encouraging our community to submit their own.

relationships, maintaining close contact Welcoming the publication of the report, with all UK administrations, as well as the RBL’s then-Director General, making sure that more than 450 councillors Charles Byrne, said, “We condemn the regularly hear about our work through mistreatment the LGBTQ community our Councillor Network. Our efforts are experienced and are urging the government noted, and this year, MPs voted the RBL’s to accept the recommendations of the charity campaigning the third most report in full. We welcome the Prime effective in Westminster. Minister’s landmark apology. We believe the service and sacrifice of the LGBTQ This year, we have delivered consultation Armed Forces community should be responses and evidence submissions to rightfully recognised and honoured. government departments, parliamentary committees, the devolved administrations “The Royal British Legion will play its and local government, providing insight role in supporting veterans affected into the lives of current and ex-service by the ban. We want members of the personnel and their families. This has led to community to know they are a vital part practical changes, including several councils of our Armed Forces and our organisation, altering their policies to make sure that and we are here to provide support to military compensation does not count as anyone who needs it.” income in means tests for local benefits.

We are actively working to improve the RBL’s provision for the LGBTQ Armed Forces community through a range of development and communication activities with staff, trustees and volunteers, to ensure our working culture and services are fully inclusive. A key part of our work will be to build on our engagement with our staff and branch LGBTQ networks in these activities.

We have also contributed to major government reviews, including the Armed Forces Compensation Scheme Quinquennial Review, and a review of Veterans’ Welfare Services, providing expert input towards improving the services our community receives.

The Armed Forces Covenant

The Armed Forces Covenant is a promise by the nation that the Armed Forces community should be treated fairly and face no disadvantage when accessing public and commercial services, with special provision made in appropriate cases for those who have sacrificed most. It is the foundation of the RBL’s campaigning and influencing activity.

Hearing loss

This year, we began a new research project with the University of Chester Westminster Centre for Research in Veterans to understand more about hearing loss in veterans, how common it is and how it affects work, wellbeing and families. The project will be steered by a group of people with wide-ranging professional and lived experience, including the NHS, Royal College of General Practitioners, law, military psychiatry, charities, academia and the MOD, as well as veterans with hearing difficulties. It will report late in 2024.

In November 2022, local health, education and housing services were given a legal duty to take the promise of the Covenant into account. That greater awareness has led to early signs of positive change, as evidence presented by the RBL to

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Credit their Service The project will tackle loneliness and The cost of living has affected us all; isolation, and deliver improved health and however, some in the Armed Forces wellbeing for more than 25,000 veterans community with low incomes face an extra who live in care homes across the country.

The cost of living has affected us all; however, some in the Armed Forces community with low incomes face an extra pressure on their finances. If you receive military compensation, it can be included in benefit means tests, causing veterans and their families to miss out on thousands of pounds of support every year.

The VFF is a two-year collaboration, with funding support from the Armed Forces Covenant Fund Trust, and follows on from the veteran-friendly accredited GP practice scheme and the VCHA NHS accreditation scheme. It aims to better support the practical, emotional and social needs of the Armed Forces community in residential care homes, providing them with training and resources to assess and improve their offer. Care providers will need to meet eight standards to complete their accreditation. These include being able to identify veterans’ and their partners’ wellbeing needs by ensuring that Armed Forces status is included in care planning, signing up to the Armed Forces Covenant and providing signposting to local statutory and charitable-support services.

In a bid to challenge this unfair treatment, the RBL launched a new campaign, Credit their Service, in 2023. It aims to help the cause of 100,000 veterans and their families who receive compensation awarded by the government for the pain and loss they endured in service to HM Armed Forces. This compensation is considered income when determining eligibility for many benefits, while civil compensation awarded by courts, such as personal injury or medical-negligence compensation, is exempt.

The treatment of military compensation within means tests varies widely: Universal Credit fully disregards all military compensation, while Pension Credit, Employment and Support Allowance (ESA) and Disabled Facilities Grants all consider military compensation as income.

Only around 20 of the 15,000 care homes in the UK offer specific support to those who have served in the Armed Forces. Most veterans are cared for in civilian homes that, in some cases, may not fully understand their social, emotional or physical needs.

Pension Credit offers a lifeline for those over State Pension age whose income is below the minimum amount the UK government says you need to live on. When military compensation awards are treated as income, some of our poorest veterans and their families are pushed beyond the threshold for Pension Credit, missing out on thousands of pounds of support that civilians can access.

The exciting potential of this project is to raise the standards of care received by all members of the Armed Forces community living in all care homes. We want to showcase the thought and creativity that goes into care for veterans in veteranspecific care homes, such as the RBL’s own homes, so it can be shared across the wider sector.

Local council support, such as Housing Benefit, Council Tax Support, Discretionary Housing Payments and Disabled Facilities Grants can also be affected. At the time of our initial Freedom of Information request, four in five (80%) of British councils treated military compensation as income.

Progress against aims set out in our 2022 report

The Census gives us a clearer picture of need

Through our campaign, 12 local authorities have so far agreed to change their policies to ensure that they fully disregard military compensation as income within means tests. We will continue to campaign to reverse these unfair policies.

Veteran Friendly Framework for care homes

In May 2023, we established a project to develop a Veteran Friendly Framework (VFF) for care homes, in partnership with Royal Star & Garter and the Veterans Covenant Healthcare Alliance (VCHA).

We now have density maps of veteran and family locations across England and Wales; an understanding of veteran age, gender and ethnicity; the number and location of veterans who live in care homes; the (higher

than average) proportion of veterans who are carers; and the number of veterans who live with a disability and whose children or spouses/partners have disabilities.

This information has helped us to see where our community needs help. Additional needs, such as an increased risk of musculoskeletal issues and hearing impairment, alcohol misuse, anxiety and depression, and experience of partner violence and abuse, are clear.

These findings will allow the RBL to better plan its services to meet the needs of the Armed Forces community where support is needed. We have also shared information across the military charity sector and with the Office for Veterans’ Affairs and the MOD, to enable us all to reflect on how we can better serve those who served us.

Supporting those who serve us – general election manifesto 2024 We also promised to build a general election manifesto that makes the case for a better deal for our Armed Forces community. Following extensive research and consultation, our 2024 general election manifesto presents a series of practical ideas to significantly improve the lives of the Armed Forces community as they face increased living costs and difficulties accessing public services.

The RBL’s priorities for the next government are as follows:

  1. Extend the Armed Forces Covenant Duty to UK and devolved governments, covering all policy areas.

  2. Encourage public bodies to identify veterans and family members when delivering services, to provide tailored support.

  3. Make sure military compensation is never considered as income for welfare-benefit means tests.

  4. Introduce a national protocol for consistent access to services, and increase special educational needs and disability support funding for Armed Forces families.

  5. Remove barriers for families of non-UK service personnel, waiving fees for Leave to Remain and the Minimum Income Requirement.

We have engaged with politicians of all parties to ensure they understand why these measures would transform the lives of the Armed Forces community, and we look forward to working with the next UK government to deliver these policy changes.

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Adam Sefton,
Regimental Engagement
Mentoring Support
Officer for the British
Yeomanry, with his
sons, Lennon and Mac
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Membership

Membership exists so our Armed Forces family have friends and allies standing by them in every community. Alongside offering that comradeship, our members actively take part in Remembrance, fundraising, local welfare and campaigns.

We have just under 195,000 members, 2,260 branches and 374 clubs. Over the past year, one of our areas of focus has been to build on all the good work delivered through our branches and to make the overall membership experience better.

“Over the past year, one of our areas of focus has been to build on all the good work delivered through our branches and to make the overall membership experience better”

We began by bringing our Membership Engagement team and the Central Services team together into a reorganised membership directorate with a new senior management team in place. We now have specialist teams in place to support the wider membership as well as the Membership Council and its various subcommittees and working groups. They also help to deliver events, training, compliance and communications, as well as the membership helpline, to members, branches and clubs.

On a local level, there are now five teams, which each have a regional Membership Engagement Manager, Membership Engagement Officers and a Membership Engagement Administrator. We also have a team that covers Northern Ireland, the

Republic of Ireland, Wales, the Women’s Section and national branches.

Together, these groups make up our Membership Engagement team, there to support our county and branch networks as they organise local events and activities. The team is also there to encourage members to resolve issues locally and advise on other branch matters, as set out in the Membership Management Handbook.

Progress against aims set out in 2022

We said there would be a particular focus on improving branch compliance, and now the new team is in place, we are able to provide dedicated support and advice to counties, branches and RBL teams. As a result, we have already seen a 3% improvement in branch compliance (Annual Returns), achieving 86%. There is more work to do, and we look forward to updating the membership on more initiatives planned in this area.

Other highlights brought about by these changes include:

We also said we would build on our support for successful branches with a focus on Branch Community Support (BCS). Our BCS programme transferred to the Membership Directorate in March and has been simplified into three areas: telephone calls, home visits and hospital visits. We would like to extend our thanks to our Branch Community Supporters for their understanding when we paused the BCS programme from May to August while we reviewed the training in terms of approach and content. We now have a much-improved offer in place, with a standardised training programme and a suite of materials available for Branch Community Supporters.

As a result of these developments, we improved our BCS service by:

The BCS developments have been led by the BCS working group, who ensure that a clear picture of need is viewed and the best possible service delivered.

As included in our 2022 aims, we also continued to explore what membership means, both to improve the experience and attract younger and more diverse members.

In August, we developed new recruitment materials, enabling branches to capture members’ interest early on before taking them through the joining process. This material will be available in January 2024.

That said, we know there is more work to do. Our anniversary renewal rates are much lower than group renewals, which continues to highlight the challenges in retaining our newer and younger members, so our overall membership numbers are still in decline.

We are continuing to develop a more sustainable membership model that will attract a new audience. Priorities include offering individual membership (not just branch) and a more interactive digital experience that builds on and complements our established branches and clubs.

We were pleased to secure Membership Council support for our approach in August, followed by positive feedback at the September County Chairs seminar. This has now enabled us to push forwards with a more detailed design phase as we continue to engage with membership through a series of online regional roadshows.

Annual Conference 2023 was held in May in Torquay, and was an in-person and online event. There were 443 branch delegates, 42 county delegates and 459 visitors, along with 104 VIPs, Standard Bearers, Parade Marshals and RBL staff. This totals 782 in-person and 266 virtual attendees.

Tony Pronger, Riders Branch member

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Volunteers and staff

Volunteers at a Poppy Walk

This year has seen a significant step forward in our efforts to evolve our culture, to ensure we achieve our strategic goals and progress the ways we work to meet the needs of our customers and colleagues.

Progress against our 2022 aims

Following an independent review of the current culture across all aspects of the Royal British Legion, we received some strong insights on our strengths and areas for development. Since then, we have begun work on a programme that aims to remove silos and create more collaborative working practices.

To reduce conflict and build stronger relationships right across the RBL, we are working to upskill colleagues and members in early resolution and intervention. We are also creating a set of behavioural principles that show our commitment to colleagues, members and partners, and our expectations of how we will work together. We will also build stronger alignment between our senior leaders and Trustees.

This work and more will follow over the coming months and years. Our staff survey provided strong insights too on how engaged our staff and volunteers are with the RBL, with an overall engagement score of 72%.

In what is also a key aim for this year, we have made great progress towards making the RBL more inclusive and diverse than it has ever been. We are proud of what we have achieved, and of course, the work continues.

speaker, who talked about the barriers disabled people face in customer services.

Learning and development

Our newly developed Learning and Development (L&D) function has enabled us to make real progress in this area over the past 12 months.

Staff training for colleagues right across the RBL has been significantly enhanced to ensure we take a proactive approach to development for staff. For example, 556 colleagues have attended 48 courses during 2023, 52 colleagues are currently undertaking apprenticeship qualifications, 41 colleagues were approved to undertake external professional qualifications and 20 colleagues are having professional coaching.

Staff involved in our Improving Beneficiary Journeys programme have been supported with timely and appropriate training, including approximately 220 colleagues each attending a four-day training programme between June and October 2023.

Membership training has now moved under the central L&D team, which has enabled us to focus on Branch Community Support and their learning needs. By September 2023, 160 members had been trained or were signed up for training. The L&D team has also reviewed all training packages, developed a new learning strategy and policy, completed a training-needs analysis and developed a membership learning plan for 2024.

completed as part of induction or refresher training.

We have started to digitalise much of our learning content to allow easy access to colleagues working remotely or hybrid, thereby cutting costs and increasing uptake. This means we are developing our own e-learning courses, with eight having been created this year.

Resourcing

This year has also seen improvement in our resourcing function. Capability and capacity were increased so the candidate experience was better. Our time to recruit dropped and our success rate in filling vacancies increased.

For the first time, we ran recruitment open days in two care homes, and we were able to make job offers to nine of the 24 candidates who attended, which proved that it was a successful initiative. We plan to run two recruitment open days in each care home in 2024.

To build on our recruitment successes, we have sourced a new Applicant Tracking System that will provide the step change needed to meet our resourcing requirement now and in the future, for both staff and volunteers. This will help us to be more efficient and reduce costs, and will be implemented in 2024.

Volunteers

Early in 2023, we delivered a joint People Survey of staff and volunteers. All volunteers across the RBL, Poppyscotland and the National Memorial Arboretum were given the opportunity to contribute, and the results show that they have a positive experience when supporting us:

The results also showed that there were two areas we can focus on improving in 2024:

To address this, we launched an improved Volunteer Newsletter, reaching more people than ever, and more than 400 volunteers are now regularly engaging with our communications. The Volunteer Voice Group has been expanded, with more representation from all our key volunteer

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TRUSTEES’ REPORT
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Volunteer at a Poppy Walk
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Pay review – cost-of-living payments

roles, to give them an opportunity to offer their perspective and get more involved in strategic projects.

April 2020 saw the launch of our new pay framework, designed to ensure salaries are benchmarked against the charity/job sector and to provide transparency to staff on their pay and future progression. Significant investment was made in this scheme, resulting in a strong offering for both current and new staff.

“Our Volunteer Induction will ensure volunteers receive a consistent experience and gain a better understanding of the charity’s vision”

We have also launched a new Volunteer Induction. Delivered by local managers, it will ensure volunteers joining the RBL receive a consistent experience and gain a better understanding of the charity’s vision and strategy.

Care homes were a particular concern, with high turnover rates, alongside high social-care vacancies more broadly. The need to remain competitive in the care labour market meant that we took a targeted approach to pay that would allow us to secure and retain capable and committed staff.

We launched new recruitment pages on the RBL website to deliver a consistent and professional experience for those applying for volunteer roles. Delivered in time for our 2023 Poppy Appeal, this new process allows the public to find specific vacancies in their local area and apply directly.

Alongside the pay review, we were also very mindful of the cost-of-living crisis that has hit so many of our staff. The RBL was keen to support as many employees as possible, with a one-off payment for those in lower-paid roles in the winter of 2022.

We also launched a new recruitment portal to enable RBL employees to volunteer during the Poppy Appeal and Remembrance. The portal allows staff to volunteer for multiple roles, increasing the impact of their contribution.

Poppy Appeal Collector at Birmingham City Poppy Day on 8th November, 2022

Fundraising

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The Pedal to Paris fundraising event

“We receive incredible support from the great British public. Our volunteers, fundraisers and supporters are at the heart of our work”

At the Royal British Legion, we

receive incredible support from the great British public, with hundreds of thousands of people giving millions of pounds to help support the Armed Forces family. Our volunteers, fundraisers and supporters are at the heart of our work. Over the past year, we have begun to implement our new strategy to drive long-term, sustainable fundraising, with a great supporter experience in everything that we do.

The Three Giants

Our strategy, the ‘Three Giants’, runs throughout our fundraising activity, straddling the Poppy Appeal, Individual Giving and Legacies. This year, we have made great progress in identifying the right resources for the right places and have worked through this period of change to deliver business as usual.

Work has started on developing an enhanced culture of collaboration and top performance, as well as addressing ways of working to support efficiency across our fundraising. Evolving and embedding this new culture will be a key deliverable for 2024.

While the ‘Three Giants’ strategy identifies the Poppy Appeal, Individual Giving and Legacies as the biggest opportunity for significant long-term growth, it’s important to recognise that every gift or income fundraised from a supporter is essential and needs to be valued and appreciated as such.

To support this, we have been working on our processes, looking to make sure that every fundraising query is answered properly and that every donation is processed, with heartfelt thanks given, as quickly and efficiently as possible.

The heart of the Poppy Appeal

The November 2022 Poppy Appeal raised £39.3 million in public donations and £3.2 million from the sale of wreaths, broadly in line with the previous year’s total of £42.2 million. This was achieved through a combination of our extraordinary volunteer collectors, members, supporters and staff. At its core, the Poppy Appeal has always been a volunteer-led campaign centred around Remembrance, and it was great to see many volunteers return to collecting, following the pandemic limitations of recent years.

Importantly, £19 million of that total was raised by more than 1,000 volunteer Poppy Appeal Organisers who are also Royal British Legion members, with many

affiliated to local branches. This membership support accounts for 43% of our vital volunteer Poppy Appeal Organisers across England, Wales, Northern Ireland and in overseas branches as well. This demonstrates the ongoing commitment and time members put towards the Poppy Appeal each year, for which we are extremely grateful.

Production of the new plastic-free poppy was also ramped up at our Aylesford site this year, ready for its planned introduction at the 2023 Poppy Appeal. The announcement of our new plastic-free poppy design in the spring was very well received in the media and by our supporters. Find out more on page 24.

More than £1 million in a single day’s collection

Our 2022 London Poppy Day smashed through the £1 million-in-a-day target this year, raising £1.137 million. It saw hundreds of Armed Forces personnel in uniform, veterans and volunteers once again collecting for us across transport hubs and promoting the cause of the Royal British Legion. We sincerely thank Network Rail, Transport for London

and the many companies, volunteers and, of course, Armed Forces personnel for their continued support of our biggest fundraising day of the Poppy Appeal.

Following the 2022 Poppy Appeal, we took a fresh approach to our other City Poppy Day collections, and we will be trialling a pilot in Manchester in 2023 to provide a more engaging opportunity for the charity to raise awareness of our support work and the funds needed.

Plans were also developed this year to test the promotion of Gifts in Wills during the Poppy Appeal period. Staff and volunteer teams across the North-west of England and Northern Ireland have been provided with training and materials to encourage conversations with the public. These very significant bequests are an essential part of our current and future fundraising for the charity, and we will carefully monitor how these promotions occur during the Poppy Appeal period.

Cashless donations

More than £6.2 million was raised via our 5,000 contactless terminals in the 2022 Poppy Appeal, up from £3.8 million in 2021. This further signalled a change in the use of cash. We have taken the learning from this growing donation route and will be using more terminals and testing more cashless enhancements in 2023, including

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Maya Renard and
D-Day veteran
Bernard Morgan at
the launch of the
annual Poppy Appeal
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the use of local QR codes and unattended devices with corporate partners. Public cash donations still account for the significant majority of the Poppy Appeal, so we need to continue to encourage those, while also investing in and evolving the cashless donations routes to match a changing society.

Support from across society Alongside the amazing support of the Poppy Appeal, the British public have shown wonderful generosity to the RBL throughout the year. Here, we raised £39.3 million. This was below our £50 million target, but within this were some great successes. More than 100,000 new supporters kindly engaged with us, donating, running, sponsoring and purchasing to support our vital work.

In this year, we recruited 35,000 new regular givers to support us for the future, with a lower cost per supporter than in previous years. We now have more than 61,000 supporters interested in leaving, or having already left, a Gift in their Will to the RBL. This incredible generosity is enormously appreciated and will make a significant difference to our work to support the Armed Forces community for the long term.

However, income from Gifts in Wills was significantly down, with a smaller average per estate and a notable delay in some estates owing to delays in the probate service. The overall impact of this was income of £23.3 million, £1.1 million down on budget and £7 million down on the previous exceptional year.

Our fundraising events saw more than 4,600 people run, cycle or walk to raise money for our Armed Forces community. This was a great number, with particularly good support for some key events, such as Pedal to Paris and the London Marathon. However, other events did less well, and the overall impact was income of £1.6 million, £1.1 million lower than expected. In the next year, we are reviewing our events portfolio and implementing evolved ways of working that should lead us back to a better position.

In corporate partnerships and our trading activities, we were broadly on track. We saw the end of some significant partnerships, such as our multi-year relationship with Coventry Building Society, as well as great ongoing relationships with key partners, including the Premier League, Pets at Home, The Westminster Collection and Golden Charter. Our Poppy

“More than 100,000 new supporters kindly engaged with us, donating, running, sponsoring and purchasing to support our vital work”

need to boost staff and volunteer vacancies going into the next appeal. We also failed to raise more than £1 million of all-yearround income that was planned outside of the Poppy Appeal, but can improve this with a more targeted plan of events throughout the year.

Shop was successful, with web sales of more than £4.6 million. We intend to keep working to offer these supporters greater options to engage with the RBL and ensure we have the right products to make the most of this area.

Progress against aims set out in the 2022 report

Within the Poppy Appeal, we have established a pilot programme to promote Gifts in Wills in two key regions, before learning from that experience at the next appeal and rolling out a refined programme across all regions. We have also established a new Poppy Appeal Organiser Insight Panel to encourage and improve our fundraising engagement opportunities, as well as piloting a new Poppy Appeal volunteering opportunity in some areas with no central role.

We said we would complete the implementation of the new ‘Three Giants’ fundraising strategy and team structure to provide a longer-term view of sustainable income to meet the needs of the RBL.

Within the Poppy Appeal this year, we have established a new strategy and leadership to support the overarching ‘Three Giants’ fundraising strategy. We have also embedded a dedicated Poppy Appeal Directorate and Team structure, while refining our longer-term plans to fix, protect and strengthen the Poppy Appeal for the future.

We said we would promote the value of our Gift in Wills and Legacy donations across the RBL and establish more fundraising volunteering engagement opportunities, to include Business Ambassadors.

We said we would improve our ability to contact more of our new supporters by establishing clearer communication permissions, to help grow our number of overall fundraising supporters to more than 607,000.

Within the year, we have looked at our Business Ambassadors work and decided that a different approach would most support income growth from corporate partnerships. While this is still an opportunity, we have first focused on our new-business pipeline and the opportunity of restricted funding for some of our welfare work. This new approach is still being developed but, at the end of the year, it is bearing fruit, with our corporate new-business opportunities looking significant. Over the course of the next year, we hope to be able to turn a number of these opportunities into additional income to support the Armed Forces community.

We have done this by developing new techniques to ask individual supporters of the 2023 Poppy Appeal to give their permission for further communication. This will also include development across our cashless technology to test engagement and help grow our regular supporter numbers.

We said we would raise £50 million in the 2022 Poppy Appeal and £50 million from the broader fundraising activity across the year.

Responsible fundraising

We raised £42.5 million in the 2022 Poppy Appeal, including wreath sales, falling short of our £50 million aim. To improve this, we

We want to ensure that all fundraising activities for the Royal British Legion are carried out to high standards and

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TRUSTEES’ REPORT

in full compliance with all regulations. Our approach to fundraising is driven by three key principles:

“Generous donations from companies, trusts and individuals enabled us to continue providing support for the Armed Forces community”

Our approach to complaints is that they are an opportunity to better understand our supporters, with any expression of dissatisfaction by a supporter recorded as a complaint and featured in our annual complaints returns to the Fundraising Regulator and Gambling Commission. In 2023, the number of complaints relating to fundraising activity was 811. This number has increased from 2022, in which 670 were recorded. The main area of complaints was for Addressed Direct Mail (312), and we are reviewing our contact strategy to ensure we are talking to the right people at the right time. We also had some issues related to fulfilment of items to supporters, our Poppy Supporter Pins, thank-you letters and our little Remembrance crosses. We are working to make sure we can provide what supporters need in a reasonable timeframe, particularly during our busiest period around the Poppy Appeal. Our complaint ratios for our fundraising areas also remain

consistent with what other charities of our size see across the charity sector.

We recognise that we have an obligation to protect those who may be in vulnerable circumstances. We do this in a way that strikes a balance – setting out to protect potential donors while also being respectful of any desire they express to support us. The RBL is committed to protecting children and vulnerable adults from being harmed by gambling. Therefore, our ‘Supporters in a Vulnerable Circumstance’ policy is regularly reviewed and updated to reflect changes in legislation/best practice, and we continued to advertise Gambling Support resources on all our Lottery and Raffle marketing materials.

The RBL is registered with the Fundraising Regulator and is a member of the Chartered Institute of Fundraising. We always aim to comply with the Fundraising Code of Practice, and we make appropriate use of the Fundraising Regulator logo on our fundraising materials. Our Fundraising Promise is published on our website, and we continue to utilise our ‘Fundraising Compliance’ e-learning module as part of our inductions for new fundraising staff. We fundraise in accordance with all relevant schemes and standards, and within the last year have not reported any breaches of the Fundraising Code of Conduct. We work to comply with UK data-protection legislation.

Some of our fundraising activity is carried out by our own staff, some by volunteers, and a small proportion is delivered by professional fundraising agencies. All commercial third-party fundraisers are contractually obligated to be registered with the Fundraising Regulator. The RBL conducts its own Mystery Shopping exercises for all face-to-face agencies that partner with us. The RBL listens to a proportion of all the fundraising calls made on our behalf by third-party fundraising agencies. We work in partnership with the professional fundraising agencies that we employ. We visit their premises regularly to provide training on our standards as well as ‘train the trainer’ to ensure our standards can be made clear to new fundraisers and refreshed with existing fundraisers who are representing us.

Above: A participant in one of the 2022 Poppy Run fundraising events

Thank you to our major supporters

The generous donations we have received over the past year from companies, trusts and individuals have enabled us to continue providing life-changing support for the Armed Forces community. The funds raised also help us campaign for that community and make sure the whole nation remembers their unique contribution.

In particular, we would like to thank the following organisations and individuals, who have contributed £20,000 or more in financial or in-kind support during 2023:

288 Group Ltd (The Westminster Collection)

AmazonSmile

Mrs G M Bramall

Britvic PLC

Cash4Coins Centrica

Chapel Down Group PLC Coventry Building Society Dartmouth Brands Garfield Weston Foundation Girlguiding

Golden Charter Ltd Greenwich Hospital Greggs PLC Howmet Aerospace Insignia 16 Ltd (Poppies4Kits) J D Wetherspoon

Marks & Spencer Morrisons

PayPal Giving UK Pets at Home

The Premier League and its member clubs

Revolut Sainsbury’s PLC

Sky

Sir Howard and Lady Stringer Tesco

Transport for London Dorothy Mary Twiggins Charitable Trust

The Michael Uren Foundation Viking Cruises

Every year, our branches and clubs undertake their own fundraising in support of the Royal British Legion. We continue to be hugely grateful for their generosity, passion and commitment. Thank you.

Aims for 2024

Services and support

Membership

Staff and volunteers

Remembrance

Fundraising

Campaigns, policy and research

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TRUSTEES’ REPORT

National President and Trustees

Vice Admiral Jason Coward Lynda Atkins DL Paul Astruc FCCA MBA John Boisson Sir Clive Johnstone National Chair National Vice Chair Paul was appointed to the John was elected to the (Retd) KBE CB Jason was elected National Lynda was elected National Board of Trustees in May Board of Trustees in May National President Chair in May 2022, but has Vice Chair in May 2022, 2023. Paul qualified as an 2022 after serving on the Clive assumed his role as been on the RBL Board of having previously served accountant with Shell Membership Council. As National President of the Trustees since May 2014. as a Trustee between May International and has more a civil servant, he currently Royal British Legion in He has a commercial 2019 and March 2022. than 30 years’ experience commands RAF Holbeach May 2023. He retired as background in marketing She served in the Royal in banking and commerce, and RAF Donna Nook, a Vice Admiral in 2019 and communications. His Air Force and the Royal including nine years as a both Air Weapons Ranges and his last role was as the RBL experience includes Electrical and Mechanical Finance Executive at Lloyds on the Lincolnshire coast. Commander of NATO’s three years as Chair of the Engineers TA. She served Banking Group and, more John is also serving in the Allied Maritime Command Membership Council, as as an independent County recently, as CFO of Army and has completed (MARCOM). During his well as serving as Chair Councillor before being Nottingham Building 37 years’ service in the career, Clive has deployed of Poppyscotland and appointed Deputy Society, where he remains Guards Division – 34 years to most points on the on the Governance & Lieutenant in 2019. on the Board. Paul chairs full time and three years as compass and has served Nominations Committee. Lynda chairs the the Finance Committee a reservist. During the year on ships ranging from Membership Council. and its Investments ended 30th September, minesweepers to Sub-committee. 2023, John served as Chair aircraft carriers. of the Membership Council.

Steven Lee

Phil Davies

Paul Harris QGM

Jan Buxton

James Lambert

Steven was elected to the Jan joined the Board of Phil was elected to the Paul was co-opted as a James was elected to the Board of Trustees in May Trustees in January 2024 Board in May 2023 after Trustee in February 2018, Board of Trustees in May 2023. He is a former in her capacity as Chair of serving on the Membership elected in May 2019 and 2023. He was previously Royal Marine. During his the Women’s Section. Jan Council. He joined the re-elected in May 2022. He Vice-Chair of the National career, Steven served joined the RBL Women’s Royal Navy as an Electrical served in the Army for 32 Branches District in 42 Commando, 43 Section in 1994 and Mechanic before years, retiring as Lieutenant Committee. James is Commando, RMR City of has served as a Branch transferring to the aircrew Colonel in 2006. He was a Head of Economics and London, the Royal Navy and County Treasurer and branch to become a Search Director of an international Regulation at London headquarters, the Ministry County Committee and Rescue Diver. After company, then owned a Gatwick Airport. He of Defence, and with the member, as well as leaving the Navy, he ran management consultancy, served in the RAF United Nations, NATO National Vice Chair of the his own business and is from which he has retired. Volunteer Reserve and and the US Marine Corps. Women’s Section for the now Managing Director of He is a member of the is a Fellow of the Royal Steven is a member of the past three years. Before her a local business. Phil is a Audit & Risk Committee and Aeronautical Society and of Finance Committee and the retirement, Jan worked for member of the Finance Governance & Nominations the Society of Professional Branch Property Trusts 26 years in the NHS. Jan Committee, its Investments Committee, a Trustee of Economists. James is a Trustee Committee. is a member of the Care Sub-committee and the Poppyscotland, and chairs member of the Audit & Services Committee. Branch Property Trusts the Royal British Legion Risk Committee and the Trustee Committee. Republic of Ireland and Care Services Committee. the Irish Ex-Service Trust.

Anny Reid OBE

Monica Risam

Helen Owen

Elizabeth Butler FCA

Anny was elected as a Trustee in May 2016. She served in the Princess Mary’s Royal Air Force Nursing Service for 30 years, the last four as Chair of its trust. Anny chairs the Conference Committee, is Chair of the Board of Trustees for the National Memorial Arboretum and is a member of the Care Services Committee.

Monica was appointed to the Board in October 2020. She is a dual-qualified US and UK lawyer and is the Group General Counsel of the Lombard International Group. Monica is also a non-executive member of The Elton John AIDS Foundation’s Finance and Investment Committee. Monica is a member of the Governance & Nominations Committee.

Liz was appointed to the Board in Helen was elected to the Board in May 2018. In addition to being a May 2020, and re-elected for a chartered accountant, Liz has a second term in May 2023. She is portfolio of non-executive roles, the Director of Transformation including Board member and Chair at the charity GambleAware and of the Audit & Risk Committees of has held non-executive roles, the Regulator of Social Housing and including Governor at the Kent & Medway Integrated Care University of Westminster. Helen Board. Liz chairs the Audit & Risk is Chair of the Board of Trustees Committee and is a member of of Poppyscotland. the Finance Committee.

Debbie Sorkin

Patsy Wilkinson CB

Lieutenant General (Retd) James Bashall CB CBE

Rodney Bedford

Patsy was appointed to the Board Rod served for 19 years in the in December 2021, following a James retired from the Regular Grenadier Guards and then for senior government career in Army in 2018, following 34 years’ 18 years in the Kent Police. Rod national security. She is also a service, including tours in Germany, was previously elected to the Non-Executive Director and adviser, Afghanistan, Iraq, Libya and South Membership Council, on which he and an Honorary Fellow at Murray Armagh. He later held the posts served two terms of three years. Edwards College, Cambridge. of Chief of Staff at Permanent He was elected to the Board of Patsy chairs the Governance & Joint Headquarters, Director of Trustees in May 2017 and his term Nominations Committee, is Vice Personnel at Army Headquarters of office ended in May 2023. Chair of the Membership Council and Commander Home and a Trustee of the National Command. His term as National Memorial Arboretum. President ended in May 2023.

Debbie was appointed to the Board in June 2018. She is National Director of Systems Leadership at the Leadership Centre, a charity working to strengthen leadership across public services. Debbie has experience of working in the NHS and in social care. Debbie leads for the Board on care and safeguarding, chairs the Care Services Committee and is a member of the Audit & Risk Committee.

Philip Moore TD

Tony Goodwin BEM

Heather Spence

Garry Mills

Garry was elected to the Board in Philip was appointed as a Trustee in Heather served in the Royal Army April 2022. He served in the Ulster 2014 and re-appointed in 2017 and Medical Corps TA for 11 years. Defence Regiment, the Corps 2020. He was a Finance Director She joined the RBL Women’s of Royal Military Police and the for nearly 20 years, as well as a Section at the age of 17. Heather Royal Ulster Constabulary GC. Non-Executive Director at Bank was the Eastern Regional Standard Following a career in management of Ireland (UK) plc, Wesleyan Bearer for 20 years and won consultancy, Garry moved to the Assurance Society, Skipton Building Deputy National Standard Bearer third sector, specialising in welfare Society and Connells Ltd, and a ten times. Heather served on rights, benefits and money advice. Governor of North Hertfordshire the Board of Trustees as Chair Garry’s term of office ended in College. Philip’s term of office of the Women’s Section until May 2023. ended in May 2023. January 2024.

Tony was elected to the Board of Trustees in 2020. He served in the Royal Air Force for almost 40 years. Tony was previously elected to and served for three years on the Membership Council. Tony stepped down from the Board in February 2023.

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TRUSTEES’ REPORT

Board of Trustees

Co-opted Members

The Trustees would like to recognise the support given by the following co-opted members, who bring their special expertise to the boards and committees on which they sit:

Vanessa Donegan Antony Macaulay Jenny Rowe Dr Jonathan Wittmann Naim Moukarzel

National President

Sir Clive Johnstone KBE CB (from May 2023) Lieutenant General James Bashall CB CBE (until May 2023)

National Chair

Jason Coward

National Vice Chair Lynda Atkins

Key Committees of the Board of

Trustees and Current Membership Audit & Risk Committee

Elizabeth Butler (Chair) Paul Harris James Lambert Debbie Sorkin

Finance Committee

Paul Astruc (Chair) (from May 2023) Philip Moore (Chair) (until May 2023) Elizabeth Butler Phil Davies Steven Lee Vanessa Donegan Dr Jonathan Wittmann

Investments Sub-Committee

(formed January 2024)

Paul Astruc (Chair) Phil Davies Vanessa Donegan Dr Jonathan Wittmann

Governance & Nominations Committee

Patsy Wilkinson (Chair) (from January 2024) Jason Coward (Chair) (until December 2023) Paul Harris Monica Risam

Conference Committee

Anny Reid (Chair) John Gilmore Andrew Huggins Grant Parrott Kenneth Terry

Branch Property Trusts

Trustee Committee

Jenny Rowe (Chair) Phil Davies Steven Lee Antony Macaulay

Care Services Committee

Debbie Sorkin (Chair) Jan Buxton James Lambert Anny Reid

Membership Council

Lynda Atkins (Chair) (from January 2024) John Boisson (Chair) (until January 2024) Patsy Wilkinson (Vice Chair) Hugh Ashton-Moore Gordon Barker Albert Bell Michael Challinor Bob Chambers Emma Cox Dilys Hooper Bob Howard Steve Lewis Gerry Nunn Marc Reynolds Kelly Slark Kenneth Terry Philip Walden Adrian Wright

Executive Board

Director General

Mark Atkinson (from January 2024) Charles Byrne (until November 2023)

Chief Financial Officer

Christopher Tingle (from December 2023)

Chief Operating Officer Daniel Oppenheimer (until October 2023)

Executive Director:

Corporate Services

Zein Virani (from December 2023)

Executive Director: Services

Antony Baines

Executive Director: Marketing, Fundraising and Remembrance

Gary Ryan Executive Director: People and Organisational Development Karen Gill

Executive Director: Membership

Janet Talman

Consultants and Advisors

Bankers

Lloyds Bank Charities 4th Floor 25 Gresham Street London EC2V 7HN

Independent Auditors

Women’s Section

Chair

Jan Buxton (from January 2024) Heather Spence (until January 2024)

Vice Chair

Laura Hayworth (from January 2024) Jan Buxton (until January 2024)

Chair of Finance

Sandra Fishlock

Central Committee

Diane Boisson Pat Holden Roz Kane Sandra Saban Kay Scase Heather Spence Alyson Wilson

Life Vice Presidents

Dame Mary Bridges DBE Doris Ingham OBE Maureen Lodder OBE Patricia Valler OBE Wendy Bromwich JP Marilyn Humphry Pat Chrimes OBE

Vice Presidents and Patronesses

Joanne Andrew-Steer MBE Auriol, Marchioness of Linlithgow The Right Honourable the Countess Bathhurst The Lady Grey of Codnor Diana Hill

Sara Jones CBE OStJ DL JP Janie Martin DL

Charity Registration number: 219279

Principal Office:

The Royal British Legion Haig House 199 Borough High Street London SE1 1AA

Deloitte LLP 1 New Street Square London EC4A 3HQ

Investment Managers

Cazenove Capital Management Limited 12 Moorgate London EC2R 6DA

Legal Advisors

Withers 20 Old Bailey London EC4M 7AN

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FINANCIALS

Financial review

In 2023, our total income reduced by £6.4 million (4%) to £147.1 million (2022: £153.5 million) as donations were impacted by the weak economic outlook and high inflation. At £180.6 million, total expenditure increased by £28.7 million (19%) as we used some of our surplus reserves to expand our welfare services.

review to identify options for reducing the care homes deficit in the future.

2023 was a challenging year for fundraising across the charity sector, and the Royal British Legion was no exception. The November 2022 Poppy Appeal raised £39.3 million in public donations and £3.2 million from the sale of wreaths (included within Income from Commercial Activities), a small increase on the previous year’s total of £42.2 million. However, income from other sources of fundraising declined as the cost-of-living crisis impacted charitable giving. Total fundraising income (including donations and legacies, income from fundraising events, lotteries and trading) fell by 9% to £108.2 million (2022: £118.7 million). At the same time, the cost of generating funds increased, driven by high inflation. The overall return from our fundraising activities (before allocated support costs) reduced by £15.6 million to £66.0 million (2022: £81.6 million). As set out in the fundraising section of this report, we are addressing this through our ‘Three Giants’ fundraising strategy, focusing our efforts on those areas with the highest return and growth potential, streamlining how we work to improve the experience of our supporters and promoting collaboration across the different areas of fundraising in order to maximise income.

We spent an additional £10 million on grants to individuals, following the launch of the Cost of Living Grants programme to help those in our community struggling to cope with the rising cost of food and fuel. Through this programme, we provided grants of £5.1 million to 7,000 households and reached many new beneficiaries who had not contacted us before. This led to an increase in other types of grant expenditure as our caseworkers worked with these individuals to identify and address broader areas of need. We also invested in our Admiral Nurse Service, Caseworking and Specialist teams, and doubled our expenditure on Recovery, taking the lead role in supporting Invictus Team UK for the first time. Overall, our charitable expenditure increased by £24.6 million (22%) to £133.7 million (2022: £109.1 million), and we spent 74p in every pound on our charitable activities (2022: 72p in every pound), with the remainder spent on raising the funds needed to deliver the RBL’s mission.

needed to deliver the RBL’s mission. Overall, the RBL generated a deficit before gains and losses of £33.6 million The cost of delivering quality care in our (2022: £1.7 million surplus). After net care homes increased by 18% to £42.7 gains on our financial and property million (2022: £36.3 million), primarily investments of £6.6 million (2022: driven by increases in staffing costs as £5.4 million loss) and a £0.6 million we sought to attract and retain highreduction in the value of our pension quality care staff in an increasingly funds (2022: £2.0 million increase), competitive environment. Inflationary group funds reduced by £27.6 million pressures also played a part, reflected (2022: £1.7 million reduction). in the increased cost of food, energy and consumables. The additional cost The value of restricted funds reduced of running our homes was partly offset by £4.0 million to £164.9 million by a £4.4 million increase in fee income, (2022: £169.0 million) and the value resulting from increases in both fee rates of unrestricted funds reduced by £23.5 and occupancy levels. Before allocated million to £185.6 million (2022: 209.1 support costs of £8.4 million, our six million). During the year, we continued care homes required a subsidy from our our work to reduce the restrictions on free reserves of £12.8 million (2022: £11.4 disposal proceeds arising from the sale million subsidy). In view of the rising cost of properties held in Branch Property of care and the wider challenges facing the Trusts, moving £3.1 million (2022: care sector, we have launched an internal £3.3 million) from restricted Branch

The value of restricted funds reduced by £4.0 million to £164.9 million (2022: £169.0 million) and the value of unrestricted funds reduced by £23.5 million to £185.6 million (2022: 209.1 million). During the year, we continued our work to reduce the restrictions on disposal proceeds arising from the sale of properties held in Branch Property Trusts, moving £3.1 million (2022: £3.3 million) from restricted Branch

Property Trust funds into less restricted and designated Area Trust Funds. Area Trust Funds are now being used as an important source of funding for welfare services in the area where the branch property was originally located. These services include our Admiral Nurses, who support those caring for loved ones with dementia; casework; advice; and grants.

As well as ensuring that we make the best use of our available reserves, we are rebalancing our budgets and reducing our expenditure, to ensure that our finances are sustainable for the long term. This will become increasingly important as we spend our remaining surplus reserves, which stood at £28.5 million at 30th September, 2023 (2022: £49 million).

Financial investments

At the year end, the total value of the group’s investment portfolio was £172.9 million (2022: £172.3 million). The portfolio is managed through three main investment managers: Cazenove Capital manages the charity’s main investment portfolio (£151.9 million), Sarasin & Partners manages Poppyscotland’s investments (£3.3 million) and Churches, Charities and Local Authorities (CCLA) manages branch-related investments (£7.0 million), including those held in legacy and property trusts. The remaining investments are held overseas. Although 2023 was a volatile year in the investment markets, the RBL’s financial investment portfolio ended the year at a similar level to 2022.

The mandates agreed with all three investment managers specify the level of risk that can be undertaken by defining asset classes and ranges, benchmarks and acceptable volatility. All investments must comply with the RBL’s Responsible Investment Policy, which aligns the charity’s investment strategy with its aims, which are to safeguard the welfare, interests and memory of those who are serving or who have served in the Armed Forces.

The RBL restricts investment in areas that may directly conflict with its aims, including alcohol, gambling, tobacco and high-interest-rate lending. Accordingly, it

will not invest directly in companies that generate more than 10% of revenues from these areas. As it is more difficult to apply these restrictions to pooled funds, indirect exposure to these areas is closely monitored and a review triggered if this exceeds 1% of the total investment portfolio or 10% of an individual fund holding.

The RBL recognises that companies do not operate in a vacuum, and that non-financial issues such as human rights and corruption can have very real financial implications over the medium to long term. As such, the investment strategy integrates environmental, social and governance (ESG) factors, meaning that each investment’s impact on the environment and society is considered as part of the investment decision. The RBL expects its investment managers to be active owners of its capital and engage with the companies and managers in which it invests to improve its ESG attributes.

The RBL also recognises that it needs to respond to the key challenge of climate change and that limiting global temperature rises will require significant changes in business, investment, technology development and fossil-fuel use. The RBL monitors the carbon emissions of its equity investment portfolio and seeks to reduce these emissions over time through investment selection and through the engagement of its appointed investment managers with companies in order to drive positive change.

The RBL’s main investment manager, Cazenove Capital, has been practising sustainable investing since 2002. As part of the Schroders Group, it has been awarded the highest possible rating of A+ by the UN Principles for Responsible Investment (UNPRI) for its approach to responsible investment. It is a special adviser to the Carbon Disclosure Project; a founding member of the Institutional Investors Group on Climate Change; a member of the UK Sustainable Investment and Finance Association; and a member of the European Sustainable Investment Forum. It has also been included in ShareAction’s top 10 Global Asset Managers for Responsible Investment; and

is ranked in the top five of the AODP Global Climate Index for Asset Managers. Cazenove Capital’s objective is that all discretionary assets under management will be net zero-aligned by 2050.

Main investment portfolio

The main investment portfolio is managed by Cazenove Capital. The mandate agreed with Cazenove Capital is to achieve a rate of return in excess of CPI+3% over the medium term. The portfolio delivered returns of 3% for the year ended 30th September, 2023, falling short of its target. The current period of high inflation is impacting the benchmark, and the Trustees expect the portfolio to achieve its target over the medium term once inflation has been brought back under control. The value of the portfolio increased to £151.9 million (2022: £147.5 million) over the year and generated £3.1 million (2022: £2.7 million) of investment income.

Poppyscotland portfolio

The Poppyscotland portfolio is managed by Sarasin & Partners. During the year to 30th September, 2023, the Poppyscotland portfolio reduced its value from £6.3 million to £3.3 million and generated £0.2 million (2022: £0.3 million) of investment income. The Poppyscotland portfolio is being drawn down to finance Poppyscotland’s deficits over the medium term, as part of an agreed strategy for Poppyscotland to spend the funds previously used as reserves. After this point, the RBL will provide financial support to enable Poppyscotland to continue to operate as a going concern and meet its liabilities as they fall due. In this context, the mandate agreed with the investment manager is to preserve capital values and achieve a return in line with inflation.

Branch investments

Branch and county investments of £7.0 million (2022: £6.9 million) are primarily managed by CCLA and held in a mix of listed investments and unit trusts.

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FINANCIALS

Pension

The group pension deficit in these accounts now relates solely to the Earl Haig Fund (Poppyscotland). The deficit on the Poppyscotland pension fund increased from £1.1 million to £1.4 million, primarily due to a reduction in the value of the pension-fund assets, which are held in an investment portfolio. We do not expect the deficit to materially affect the group’s ability to meet its charitable objectives in the future.

The RBL pension fund was in surplus by £4.4 million (2022: £4.4 million) as at 30th September, 2023. Under the pension-scheme rules, the employers are unable to utilise this surplus, as once contributions are paid into the scheme, they cannot be withdrawn. Accordingly, the surplus on the RBL scheme is not recognised in these accounts.

Funds

The RBL’s total funds of £350.5 million (2022: £378.1 million) represent the value of all the assets used by the charity to deliver its charitable objectives, including its properties. The charity’s funds are explained in more detail on page 8. They include £164.9 million (2022: £169.0 million) of restricted reserves, which comprise property and other assets given to the RBL for a specific purpose and unavailable for general use.

Within unrestricted funds of £185.6 million (2022: £209.1 million) are designated funds representing the value of the RBL’s functional fixed assets (£58.3 million, 2022: £58.0 million); funds held by RBL branches, counties and districts (£30.3 million, 2022: £32.0 million); the value of programme-related investments (£4.9 million, 2022: £5.5 million); and the General Fund (£3.3 million, 2022: £4.5 million), which is used to support the central administration of the membership of the RBL. These funds are not immediately and freely available for general use.

Reserves

In addition to the funds described above, at 30th September, 2023, the RBL was holding £88.5 million (2022: £109.1 million) in liquid and immediately available unrestricted funds (‘free reserves’). In common with other charities, the RBL holds free reserves to ensure that our services can continue during a period of unforeseen reduced income or increased expenditure. Our reserves policy is set

with reference to the financial risks facing the charity. The RBL is heavily dependent on volunteer support and donations from the public to enable it to carry out its work. Our biggest risk is that our income suddenly drops because of unforeseen factors beyond our control. In these circumstances, reserves may need to fund operating expenditure while the organisation is put back onto a stable footing.

Our care homes represent an area of financial risk due to the heavily regulated nature of the industry and the ongoing challenges related to staff recruitment and retention. Our reserves may be needed to mitigate against reduced fee income due to lower occupancy and unexpected and unavoidable increases in expenditure.

Our reserves also mitigate against fluctuations in the value of our investments; in particular, the risk that a significant reduction in income coincides with a drop in investment values. Having reserves means that we would not need to sell our investments when it is not advantageous to do so. Finally, high inflation represents a further financial risk due to our reliance on contracts with key suppliers to deliver our charitable activities.

Taking all these risks into consideration, the Trustees have resolved that the RBL should hold minimum free reserves of £60 million. As noted above, at 30th September, 2023, the RBL was holding free reserves of £88.5 million (2022: £109.1 million), which is above the minimum target we have set. During the year, we started to use our surplus reserves to expand our welfare provision, providing emergency support for those in our community who have been hit hardest by the cost-of-living crisis, and expanding our Admiral Nurse and Recovery Services. We plan to spend our remaining surplus reserves over the next two to three years, while ensuring that our financial commitments are closely managed to make sure the RBL’s finances are sustainable in the long term.

Investment properties

Investment properties primarily comprise 259 properties (2022: 275) held by the RBL as Trustee (predominantly under Branch Property Trusts) and let to independent commercial operations, primarily affiliated social clubs. The local RBL branches also have part-time use of the property under the terms of the lease.

The RBL’s methodology with regard to the valuation of investment properties is to revalue one-fifth of the properties each year and to carry out a review of the remainder to identify any event that would impair the valuation. Investment property revaluations and impairment reviews are carried out by an internal team of qualified surveyors. For the year ended 30th September, 2023, 66 properties were revalued (2022: 57) and a revaluation gain of £4.3 million (2022: £2.7 million) was recorded in the accounts. The remaining 80% of investment properties were reviewed and no valuation gains or losses were recorded (2022: £0). During the year, the RBL disposed of 6 (2022: 12) investment properties, realising gains on disposal of £0.8 million (2022: £2.8 million).

Branch Property Trusts

A Branch Property Trust is a property or the proceeds of its sale that is held in a separate charitable trust in connection with an RBL branch. Its charitable purposes are usually restricted to a specific geographical area.

At 30th September, 2023, the RBL held £65.6 million (2022: £62.4 million) (see note 29) in the restricted investment property reserve, representing the market value of 259 (2022: 278) properties, predominantly held under Branch Property Trusts. In addition, £40.8 million (2022: £42.1 million) was held in restricted Branch Property and Area Trust funds, comprising sale proceeds, interest and other income.

The RBL continues to remove or widen the restrictions on Branch Property Trusts that have served their purpose so that these funds can be used more effectively and across the broader range of services needed by those we support today. During the year, decisions were made on 12 Branch Property Trusts (2022: 10), resulting in £3.1 million (2022: £3.3 million) being moved into less restricted and designated Area Trust funds. These funds can now be used to provide welfare support to people in a wider geographical area.

Programme-related investments

Programme-related investments mainly consist of property-repair loans that are interest-free secured loans to beneficiaries living in their own home to provide housing improvements, together

with a loan to Royal British Legion Industries Limited (RBLI) to help finance the construction of facilities for beneficiaries at the charity’s site in Aylesford, Kent. Programme-related investments totalled £4.9 million at the year-end (2022: £5.5 million).

Grant making

Included in our welfare-service expenditure are grants made to individuals in immediate need after an assessment of the person’s financial situation. The RBL also awards grants to households whose case is managed by partner agencies, including the Soldiers, Sailors, Airmen and Families Association (SSAFA) or the Royal Air Forces Association.

In 2023, the RBL spent £20.9 million on individual grants (2022: £10.9 million), and more than 29,000 grants were issued (2022: more than 13,000). The significant increase on the previous year resulted from the launch of our Cost of Living Grants programme, which represented a quarter of annual individual grant expenditure. Other high-value grant categories included mobility-related grants (such as riser-recliner chairs and mobility scooters), household furniture, food and clothing.

Grants are also made to organisations, where a third party has skills, facilities or expertise that are unavailable within the RBL’s own resources. The RBL invites organisations to submit formal applications, which are then evaluated by the Grants Department, local welfare teams and any subject-matter experts relevant to the application. This information is then reviewed by a Grants Panel, which issues awards to those organisations best able to show that their project will address an unmet need for RBL beneficiaries.

In 2023, grants were awarded to 21 organisations, totalling £4.2 million (2022: 22 organisations, £5.7 million).

Going concern

The Trustees have considered the ability of the group to continue as a going concern for a period of at least 12 months from the date of signing the accounts. We have forecast our income, expenditure, cash and reserves for the financial years ending 30th September, 2024 and 2025. These forecasts show a planned reduction in our free reserves.

However, we will continue to hold sufficient reserves, cash and liquid investments to meet our liabilities as they fall due. Furthermore, the RBL has high levels of discretionary expenditure and the experience of the pandemic has shown that we can reduce expenditure relatively quickly if fundraising income is lower than expected.

The Trustees have therefore concluded that it remains appropriate to prepare these accounts on a going concern basis.

Risk management and internal control

The Board of Trustees has responsibility for the oversight of risk management. There has been no change to the risk

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Risks Mitigations
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Risks Mitigations
Governance
Inability to deliver our
strategic objectives due
to inefective leadership
and governance		 Regular, independent review of governance arrangements and
implementing the fndings of that review to include:
• Regular training for Trustees
• Performance monitoring of Trustees and Executive Board
• Implementation of defned Terms of Reference for Board of
Trustees, Executive Board and all Board Committees
• Regular reviews of the Royal Charter
• General Counsel supported by a qualifed team to ensure
governance arrangements function and are ft for purpose
• Trustees are appointed to fll specifc skills gaps
Financial Sustainability
Inability to deliver our
mission and look after
those we support because
of the fnancial position of
the RBL		 • Annual budget process
• Financial forecasting for short and medium term
• Prudent reserves policy
• Fundraising strategy
• Fundraising income and expenditure reviewed monthly
and corrective action taken if there are signifcant
variances to the budget
• Sound basis for grant-funding decision-making
Safeguarding
A benefciary, care home
resident, volunteer or
employee sufers harm,
abuse or neglect		 • Trustee-chaired Safeguarding Committee meets
regularly through the year to receive and act on
management information
• Appointment of a designated safeguarding lead
• Multi-level, mandatory training programme
• Regular reporting of safeguarding data and risk exposures
External Economic
Environment
The risk of benefciary
need being higher than
expected, the risk of
energy and other costs
rising faster than budgeted,
leading to cost overruns		 • Regular review by Executive Board
• Benefciary needs are closely monitored and appropriate
tactical solutions deployed in response
• Regular forecasts of income, expenditure, cashfow and
capital commitments
Cyber Attack
A malicious attack on our
IT infrastructure causes
material business
interruption and/or
fnancial loss, or a
signifcant data breach		 A range of defensive controls, including but not limited to:
• Appropriate IT security policy, procedures and accreditations
• User awareness and education
• Support contracts with external experts
• Threat monitoring, detection and response

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model operated by the RBL this year. The risk framework includes a riskmanagement policy and requires that risks are identified and managed appropriately. This is achieved as follows:

Risks are owned by a senior executive, usually an Executive Director; Risks are required to have controls in place to provide effective mitigation; Risk owners ensure that controls are present and effective;

Risk exposures are known and understood by risk owners and are reported formally to the Executive Board and the Audit and Risk Committee each quarter; and There is a strong link between risk management and internal audit so that auditing is used as a tool to check the presence and effectiveness of controls.

The Head of Risk Management oversees and coordinates the risk framework. Regular reports are made to the Executive Board, the Audit & Risk Committee and the Board of Trustees. The Audit & Risk Committee is chaired by a Trustee. The Audit & Risk Committee receives copies of all audit reports. Group entities, such as the National Memorial Arboretum and Poppyscotland, are included in the above risk framework and a consistent risk model is used.

At their last review, the Trustees were satisfied that appropriate and effective controls were in place to mitigate risk exposures. The most significant inherent risks are set out in the table on page 49, together with selected controls from our risk register.

Public benefit

The Trustees have given due regard to the public-benefit guidance published by the Charity Commission. They believe that the extensive welfare support provided to our beneficiaries, along with the other charitable activities undertaken, satisfies the public-benefit requirements of the Charities Act 2011.

Safeguarding

The RBL delivers regulated activities through our care homes and a wide range of non-regulated welfare, fundraising and membership activities that involve interaction with vulnerable adults at risk and can often involve children. Our staff, volunteers and members have a moral and legal responsibility to ensure the safety of

the people we work with. Recognising our commitment to ensure that those engaged with the RBL can live free from harm, abuse or neglect, the charity implements a range of policies and procedures, including a Safeguarding Policy, Code of Conduct, Welfare Practice Guide and robust recruitment procedures for staff and volunteers.

The RBL deploys a network of trained designated safeguarding leads, who are responsible for reporting safeguarding concerns to statutory agencies and recording all safeguarding incidents on our Legion Assure reporting system. In order to embed a culture of safeguarding awareness, the RBL delivers safeguarding training to all staff and volunteers at the appropriate level.

The Board of Trustees and Executive Board receive appropriate safeguarding training in compliance with the expectations of the UK Charity Regulators.

Modern Slavery Act 2015

The RBL is committed to ensuring that slavery and human trafficking do not occur in our operations or supply chain. We continue to work with new and existing suppliers to minimise the risk of modern slavery and human trafficking and to ensure compliance with the Modern Slavery Act 2015. Our anti-slavery and human trafficking statement is published on our website.

Streamlined Energy and Carbon Reporting (SECR)

The RBL monitors its greenhouse gas emissions and reports in line with the Streamlined Energy and Carbon Reporting regulations (SECR). The scope of this report includes emissions from Scope 1 and 2 Electricity, Gas and Transport and Scope 3 emissions from staff, Trustee and volunteer business travel for the RBL group. Please see table on page 51 for statistics.

This information has been compiled in line with March 2019 HM Government ‘Environmental Reporting Guidelines: Including Streamlined Energy and Carbon Reporting Guidance’. The carbon figures have been calculated using the HM Government Greenhouse Gas (GHG) conversion factors for Company Reporting for the relevant years.

Gas and Electricity consumption data (Scope 1 and 2) has been taken from verified billing and invoices supplied by the RBL’s energy broker.

Transport data has been taken from RBL internal claimed mileage and expenses tracking. This includes Scope 1 emissions from Company fleet and Scope 3 emissions from Grey fleet, rail and air travel. Gas Oil data has been taken from invoices for delivery of fuel onto our sites throughout the year.

In the year ended 30th September, 2023, the RBL continued to monitor and manage its energy usage and delivered a number of energy-efficiency projects, including:

Commissioning and installing solar panels on the roof of the National Memorial Arboretum, which are expected to provide approximately 10% of the site’s electrical demand across the year; Appointing an Energy Manager to lead on energy management and carbon reporting;

Installing two new, energy-efficient poppy-making machines at our factory in Aylesford;

Retrofitting energy-efficient boilers at two of our care homes; and Carrying out various works at our Head Office in Haig House to reduce our carbon footprint and make better use of the available space.

As a result of these efforts, in the year ended 30th September, 2023, our underlying energy use and associated Scope 1 and 2 emissions fell for the second year running. However, at the same time, our Scope 3 emissions associated with Grey fleet and business travel increased by 63%. While this increase is not unexpected as face-to-face activities continue to increase towards pre-pandemic levels, we are actively seeking ways to reduce our carbon footprint and improve our sustainability.

Structure, governance and management

The RBL has a head office in London, where the Director General and the supporting Board of six Executive Directors are based. There are offices in England, Northern Ireland, Scotland and Wales, which provide facilities for beneficiaries, members, volunteers and staff. Care home services are delivered through the RBL’s premises around the country. The National Memorial

SECR statistics

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2023 2022
Scope Description
(KwH) tCO2e (KwH) tCO2e
Scope 1 Combustion of fuel on site & transportation
Natural Gas 9,367 1,714 9,954 1,817
Gas Oil 42 11 45 12
Fleet Travel 247 62 228 58
Total 9,656 1,787 10,227 1,887
Scope 2 Purchased Energy
Electricity 4,805 995 5,224 1,103
Total 4,805 995 5,224 1,103
Scope 3 Business Travel
Grey Fleet 1,786 433 1,093 207
Train Travel - 63 - 40
Air Travel - 192 - 141
Electricity T&D Losses - 86 - 91
Total 1,786 774 1,093 542
Grand Total 16,247 3,556 16,544 3,532
Intensity Ratio / £1m Turnover 24.2 22.9
Turnover (£1m) 147 154
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Notes

The 2022 figures have been updated to include electricity transmission and distribution losses.

Nominations Committee, comprised of Trustees, which reviews the annual pay award and agrees the remuneration for the Director General.

Arboretum, the home of the Armed Forces Memorial, is situated in Alrewas, Staffordshire, and the RBL’s Contact Centre is based in Cardiff. The headquarters for Poppyscotland are located in Edinburgh. The charity’s branches are located throughout England, Wales, Northern Ireland, the Republic of Ireland, the Channel Islands, the Isle of Man and overseas.

Board of Trustees. Invitation is by open advertisement and selection takes place through the Governance & Nominations Committee; and the Chair of the Women’s Section is elected by the members of the Women’s Section at the Women’s Section National Conference.

Board of Trustees

The Board of Trustees is responsible for the overall governance, policy and work of the RBL. All substantive decisions are made by the Board of Trustees within the bounds of the Royal Charter and the RBL’s vision, mission and charitable objectives. The Board of Trustees provides overall strategic direction, while administration of the charity is delegated to the Director General and, through him, to the Board of Executive Directors.

Trustees are elected or appointed for an initial three-year period and are eligible for a further two terms of three years. The Chair and Vice Chair may only serve one term of three years; however, the Vice Chair may also serve one term of three years as National Chair if so elected by voting branches. Newly elected Trustees are given induction training on their duties and responsibilities as members of the Board of Trustees. Training needs are reviewed on an annual basis and specific training is given to Trustees as required.

The RBL’s governing document is its Royal Charter of Incorporation and Schedules, which was first granted in 1925. The Board of Trustees has the responsibility for its implementation and review, but charter amendments require a special resolution at the Annual Conference before they can be subsequently ratified by a special resolution of the Board of Trustees and allowed by HM The King in council.

The Board of Trustees meets eight times per year and comprises 16 Trustees: the National Chair and National Vice Chair are elected by voting branches; seven Trustees are elected by voting branches; six Trustees are appointed by the

Directors’ roles are evaluated using the Hay job-evaluation system, and this supports a process of pay benchmarking. There is an independent Governance &

Trustees receive no remuneration but are reimbursed for the cost of attending

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Corporate structure

meetings and other official functions. Trustees may be invited to attend and officiate at Remembrance events and the costs involved in that duty, where relevant, are included in the declared figure for Trustee expenses (Note 15).

The RBL has an extensive corporate structure, comprising: the charity;

11 wholly owned subsidiaries, five of which are active and six of which are dormant; and

the Irish ex-Service Trust, for which it acts on behalf of His Majesty’s Government as the distributary agent.

Committees of the Board

The Board of Trustees has seven committees that report to it, all of which have written terms of reference.

committees that report to it, all of On 30th September, 2023, the activities, which have written terms of reference. assets and liabilities of Lady Haig Poppy Factory Limited were transferred to the Two of the committees facilitate Earl Haig Fund Scotland (Poppyscotland), membership matters: its parent charity, in order to further Membership Council – has responsibility streamline the RBL group structure. for the direction and implementation of membership issues; and On 13th March, 2024, the directors of the

Two of the committees facilitate membership matters:

On 13th March, 2024, the directors of the dormant subsidiary Remembrance Travel voted to submit a voluntary action to strike off the company with Companies House.

Five committees form an integral part of the governance of the charity and oversee the charity’s resources: Governance & Nominations

Further details of the activities and performance of subsidiaries are given in Note 14 to the accounts.

Committee – makes recommendations on Trustee appointments and staffing arrangements, including pay; and monitors the effectiveness of RBL governance, overseeing improvements where required;

In addition, there are four active organisations that share part of our name:

Royal British Legion Industries Limited (RBLI), which provides employment, training and support for people, including those with disabilities, plus care and support for ex-serving personnel and families;

Royal British Legion Poppy Factory Limited in Richmond (the Poppy Factory), which creates paid meaningful employment opportunities for wounded, injured and sick ex-serving personnel;

Care Services Committee – oversees the delivery of the RBL’s care services, including our Admiral Nurse Service and six care homes;

The Royal British Legion Attendants Company Trust, which promotes the rehabilitation and resettlement of men and women of His Majesty’s Armed Forces who are in need of assistance in civilian life; and

Finance Committee and its Investments Sub-committee – reviews, recommends and monitors compliance with the reserves and investment policies and provides oversight of corporate property and IT. It reviews the annual budget, oversees and monitors the investment portfolio and addresses any other financial matters referred to it by the Board of Trustees; and Branch Property Trusts Trustee Committee – recommends strategy and monitors compliance in relation to the management of properties, income and assets held by the Branch Property Trusts, and approves property disposals.

Royal British Legion Scotland, which helps Scottish ex-serving personnel of all ages to adapt to civilian life.

These four companies are separate charitable trusts with no common shareholding and no other form of control by the RBL. The results of these companies are therefore not included in the consolidated accounts of the RBL.

Connections to a non-charity The Trustees have applied the Charity Commission guidance regarding connections to a non-charity and confirm

The day-to-day management of the charity is delegated to the Director General and, through him, to the Board of Executive Directors.

that they have addressed the risks of any connections. They regularly monitor the connections to non-charities to ensure that the charity’s resources are not applied to advance any noncharitable interest.

Role of the membership and volunteers

The RBL is a charitable organisation with members. Membership matters are overseen by the Membership Council. Around 195,000 members are organised through approximately 2,260 branches operating across England, Wales, Northern Ireland and the Isle of Man, with a further 81 branches overseas and nine national branches.

Branches:

undertake local welfare activities as part of the Branch Community Support scheme;

undertake fundraising, with central support, for the Poppy Appeal; ensure that Remembrance is undertaken locally;

recruit and retain members; and act as RBL representatives in their local community.

Branches report into 52 Section, County and District committees, which consist entirely of volunteers. The RBL provides operational and administrative support to the membership structure delivered by the staff of the Membership Directorate, including the Membership Engagement Team, which is located across England, Wales and Northern Ireland.

The Women’s Section provides care and support for the ex-service community through its own welfare schemes, such as financial support to ex-serving women, wives, widows and widowers of ex-serving personnel and their children.

Many members of the RBL belong to one of the 374 clubs (2022: 376) that use the RBL’s name under licence but are independent entities; therefore, their financial results are not included in these accounts. There are 209 clubs (2022: 208) that occupy premises owned by the RBL and leased to the club. The RBL depends on the dedication and commitment of thousands of volunteers who give their time and energy in supporting our charitable objectives. Volunteers add value to almost every area of RBL activities, from casework

and fundraising to improving the quality of life of our care home residents. The RBL has in excess of 55,000 volunteers, with more than half of our volunteers undertaking more than one volunteer role in the RBL.

Guidance and advice on volunteer management and support is provided by the centrally based Volunteering Support and Development team. The team focuses on creating a fl exible framework to develop volunteer opportunities and on improving the experience of our volunteers. Through our volunteering strategy, we are looking to build a two-way relationship with our volunteers, where how we support them is just as important as how they support us.

Statement of Trustees’ responsibilities

The Trustees are responsible for preparing the Trustees’ Annual Report and the fi nancial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland'. The law applicable to charities in England and Wales requires the Trustees to prepare fi nancial statements for each fi nancial year which give a true and fair view of the state of aff airs of the charity, and of the incoming resources and application of resources of the charity for that period.

In preparing these fi nancial statements, the Trustees are required to:

select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP;

make judgements and estimates that are reasonable and prudent; state whether applicable accounting standards have been followed; and prepare the fi nancial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the fi nancial position of the charity and enable them to ensure that the fi nancial statements comply with the Charities Act 2011 and the Charity (Accounts and Reports) Regulations 2008. They are also responsible for safeguarding the assets of the charity 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 charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of fi nancial statements may diff er from legislation in other jurisdictions.

The Trustees’ Report (pages 7 to 41) was approved by the Board of Trustees and signed on their behalf.

Jason Coward, National Chair 18th April, 2024

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Independent Auditor’s Report to the Trustees of the Royal British Legion

Report on the audit of the financial statements

Opinion

In our opinion, the financial statements of the Royal British Legion (the ‘charity’) and its subsidiaries (the ‘group’):

give a true and fair view of the state of the group’s and the parent charity’s affairs as at 30th September, 2023 and of the group’s incoming resources and application of resources for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”; and have been prepared in accordance with the Charities Act 2011.

We have audited the financial statements, which comprise:

the consolidated and parent charity statements of financial activities; the consolidated and parent charity balance sheets;

the consolidated and parent charity cash flow statements; and the related notes 1 to 33.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

Basis for opinion

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

We are independent of the group and of the parent charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting

Council’s (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’s and parent charity’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.

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

Other information

The other information comprises the information included in the Annual Report, other than the financial statements and our Auditor’s Report thereon. The Trustees are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and 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 course of 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.

Responsibilities of Trustees

As explained more fully in the Statement of Trustees’ responsibilities, the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as 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 group’s and the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the group or the parent charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 151 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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.

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

We considered the nature of the group’s industry and its control environment, and reviewed the group’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management and the Trustees about their own identification and assessment of the risks of irregularities, including those that are specific to the group’s business sector.

We obtained an understanding of the legal and regulatory frameworks that the group operates in, and identified the key laws and regulations that:

We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.

As a result of performing the above, we identified the greatest potential for

fraud in the following areas, and our procedures performed to address them are described below:

revenue recognition, which is related to the accuracy and completeness of legacy income, as this can often include significant judgement over whether conditions have been met for recognition and the amount to recognise: we performed detailed substantive tests on legacy income including on information from third-party legacy notifications, on a sample basis, to verify that they are accurate and complete; and branch cash, which is related to the completeness and accuracy of branch cash, as this includes branch data, which can be incomplete and inaccurate: we performed substantive tests on branch cash on a sample basis, to verify that it is complete and accurate.

In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business.

In addition to the above, our procedures to respond to the risks identified included the following:

reading minutes of meetings of those charged with governance, and reviewing internal audit reports.

Report on other legal and regulatory requirements

Matters on which we are required

to report by exception

Under the Charities (Accounts and Reports) Regulations 2008, we are required to report in respect of the following matters if, in our opinion: the information given in the financial statements is inconsistent in any material respect with the Trustees’ report; or

sufficient accounting records have not been kept by the parent charity; or the parent charity financial statements are not in agreement with the accounting records and returns; or we have not received all the information and explanations we require for our audit.

We have nothing to report in respect of these matters.

Use of our report

This report is made solely to the charity’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s Trustees those matters we are required to state to them in an Auditor’s Report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Deloitte LLP

Statutory Auditor

Newcastle upon Tyne, United Kingdom 22nd April 2024

Deloitte LLP is eligible for appointment as auditor for the charity by virtue of its eligibility for appointment as audit of a company under section 1212 of the Companies Act 2006.

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Royal British Legion

Consolidated Statement of Financial Activities for the year ended 30 September 2023

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Note Unrestricted Restricted Total Total
funds funds
2023 2023 2023 2022
£’000 £’000 £’000 £’000
Income and endowments from
Donations and legacies 4 76,715 6,503 83,218 96,076
Charitable activities 5 25,977 5,588 31,565 27,519
Other trading activities 6 20,936 2,989 23,925 21,779
Investments 7 4,356 3,407 7,763 6,361
Other 586 4 590 1,792
Total income 128,570 18,491 147,061 153,527
Expenditure on
Raising funds 8 38,817 8,083 46,900 42,738
Charitable activities
Care 9 42,102 628 42,730 36,368
Recovery 9 4,608 246 4,854 2,354
Community Welfare 9 39,874 13,403 53,277 42,507
Membership 9 9,518 1,171 10,689 8,032
Comradeship 9 350 - 350 399
Communications and campaigning 9 13,990 - 13,990 12,484
Remembrance and ceremonial 9 2,953 4,885 7,838 6,972
Total charitable activities 9 113,395 20,333 133,728 109,116
Total expenditure 152,212 28,416 180,628 151,854
Net (expenditure)/income before investment gains (23,642) (9,925) (33,567) 1,673
Net (losses)/gains on disposal of investments (3,939) 4,468 529 2,813
Unrealised gains/(losses) on revaluation of investments 5,761 330 6,091 (8,228)
Net expenditure before tax (21,820) (5,127) (26,947) (3,742)
Taxation charge 11 - - - -
Net expenditure for the year (21,820) (5,127) (26,947) (3,742)
Transfers between funds 30 (1,277) 1,277 - -
Other recognised (losses)/gains
Actuarial (losses)/gains on defined benefit pension scheme 16a (442) (204) (646) 2,053
Net movement in funds (23,539) (4,054) (27,593) (1,689)
Fund balances brought forward at 1 October 209,117 168,990 378,107 379,796
Fund balances carried forward at 30 September 185,578 164,936 350,514 378,107
----- End of picture text -----

Royal British Legion

Charity Statement of Financial Activities for the year ended 30 September 2023

----- Start of picture text -----
Note Unrestricted Restricted Total Total
funds funds
2023 2023 2023 2022
£’000 £’000 £’000 £’000
Income and endowments from
Donations and legacies 4 78,799 1,467 80,266 94,409
Charitable activities 5 25,977 3,886 29,863 25,902
Other trading activities 6 10,985 18 11,003 10,924
Investments 7 4,322 3,039 7,361 6,023
Other 586 4 590 1,708
Total income 120,669 8,414 129,083 138,966
Expenditure on
Raising funds 8 32,233 129 32,362 29,789
Charitable activities
Care 9 42,102 628 42,730 36,368
Recovery 9 4,608 246 4,854 2,354
Community Welfare 9 42,900 9,661 52,561 42,229
Membership 9 9,518 1,144 10,662 7,999
Comradeship 9 350 - 350 399
Communications and campaigning 9 13,990 - 13,990 12,484
Remembrance and ceremonial 9 2,953 629 3,582 3,374
Total charitable activities 9 116,421 12,308 128,729 105,207
Total expenditure 148,654 12,437 161,091 134,996
Net (expenditure)/income before investment gains (27,985) (4,023) (32,008) 3,970
Net (losses)/gains on disposal of investments (3,939) 5,079 1,140 2,979
Unrealised gains/(losses) on revaluation of investments 5,761 (469) 5,292 (6,466)
Net expenditure for the year (26,163) 587 (25,576) 483
Transfers between funds 30 1,749 (1,749) - -
Other recognised (losses)/gains
Actuarial (losses)/gains on defined benefit pension scheme 16a (442) - (442) 1,466
Net movement in funds (24,856) (1,162) (26,018) 1,949
Fund balances brought forward at 1 October 207,053 132,182 339,235 337,286
Fund balances carried forward at 30 September 182,197 131,020 313,217 339,235
----- End of picture text -----

The notes on pages 60 to 93 form part of the financial statements.

All amounts relate to continuing operations, and all gains and losses recognised in the year are included in the Statement of Financial Activities.

The notes on pages 60 to 93 form part of the financial statements.

All amounts relate to continuing operations, and all gains and losses recognised in the year are included in the Statement of Financial Activities.

56

57

FINANCIALS

Royal British Legion

Consolidated and Charity Balance Sheets as at 30 September 2023

----- Start of picture text -----
Note Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Fixed assets
Intangible assets 17 679 1,202 622 1,120
Tangible assets 18 82,914 81,573 57,677 56,848
Investments 19 172,944 172,317 167,313 164,143
Investment properties 20 65,556 62,421 65,556 62,421
Programme-related investments 21 4,928 5,529 4,928 5,529
Total fi xed assets 327,021 323,042 296,096 290,061
Current assets
Stocks 2,366 2,489 - -
Debtors 22 9,404 10,908 8,081 10,082
Cash at hand and in bank 23 43,775 72,413 38,611 66,473
Total current assets 55,545 85,810 46,692 76,555
Current liabilities
Creditors: Amounts falling due within one year 24 (24,549) (21,616) (24,017) (19,927)
Net current assets 30,996 64,194 22,675 56,628
Total assets less current liabilities 358,017 387,236 318,771 346,689
Creditors: Amounts falling due after more than one year 24 (4,276) (5,891) (4,276) (5,876)
Provisions for liabilities 26 (1,866) (2,166) (1,278) (1,578)
Net assets excluding pension liability 351,875 379,179 313,217 339,235
Defi ned benefi t pension liability 16b (1,361) (1,072) - -
Net assets 350,514 378,107 313,217 339,235
Funds
Total unrestricted funds 28 185,578 209,117 182,197 207,053
Total restricted funds 29 164,936 168,990 131,020 132,182
Total funds 350,514 378,107 313,217 339,235
----- End of picture text -----

Royal British Legion

Consolidated and Charity Cash Flow Statement for the year ended 30 September 2023

----- Start of picture text -----
Note Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Net cash flow from operating activities A (34,716) (3,817) (31,498) (2,739)
Cash flows from investing activities
Dividends, interest and rents from investments 7,763 6,361 7,361 6,023
Purchase of tangible fixed assets (4,707) (3,659) (3,466) (2,378)
Proceeds from sale of investment properties 1,944 8,630 1,944 8,630
Sale/(Purchase) of investments 1,078 (1,086) (2,203) (2,313)
Net cash provided by investing activities 6,078 10,246 3,636 9,962
Change in cash and cash equivalents in the year (28,638) 6,428 (27,862) 7,222
Cash and cash equivalents at the beginning of the year 72,413 65,985 66,473 59,251
Cash and cash equivalents at the end of the year 23 43,775 72,413 38,611 66,473
2023 2022 2023 2022
Group Group Charity Charity
A. Reconciliation of net income to net cash flow from operating activities £’000 £’000 £’000 £’000
Net (Expenditure)/income for the year (as per the Statement of Financial Activities) (26,947) (3,742) (25,576) 483
Adjustments for:
Depreciation, amortisation and impairment charges 3,889 4,071 3,135 3,322
(Losses)/gains on investments (6,784) 5,465 (6,046) 3,613
Dividends, interest and rents from investments (7,763) (6,361) (7,361) (6,023)
Loss on disposal of tangible and intangible fixed assets - 119 - -
Decrease in stock 123 212 - -
Decrease/(increase) in programme-related investments 601 (1,520) 601 (1,520)
Decrease in debtors 1,504 861 2,001 322
Increase/(decrease) in creditors 1,318 (2,851) 2,490 (2,305)
(Decrease)/increase in provisions (300) 367 (300) (177)
Adjustment in respect of pension funding (357) (438) (442) (454)
Net cash flow from operating activities (34,716) (3,817) (31,498) (2,739)
----- End of picture text -----

The notes on pages 60 to 93 form part of the fi nancial statements.

The fi nancial statements of the Royal British Legion, registered charity no. 219279, were approved by the Board of Trustees and authorised for issue on 18th April, 2024.

These were signed on its behalf by:

Jason Coward National Chairman

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FINANCIALS

Notes to the Accounts for the year ended 30 September 2023

Notes to the Accounts for the year ended 30 September 2023

Royal British Legion

1 Principal accounting policies

Royal British Legion

Expenditure

Accounting convention

Expenditure is accounted for on an accruals basis. Irrecoverable VAT is included with the expense items to which it relates. Expenditure comprises:

The financial statements have been prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including the ‘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) (SORP 2019)’, and applicable UK law. The financial statements are prepared on an accruals basis except that the results from branches have been extracted from returns submitted on a receipts and payments basis. The branch financial year runs from 1 July to 30 June. The branch results included in these accounts are for the year to 30 June 2023 with prior year comparatives (2022) for the year to 30 June 2022.

The group meets the definition of a public benefit entity under FRS 102 and the financial statements have been prepared under the historical cost convention, unless otherwise stated in the relevant accounting policy note.

Group financial statements

These financial statements comprise the central General and Benevolent funds vested in the Board of Trustees in accordance with the Royal British Legion’s (“the RBL”) Royal Charter. As agreed with the Charity Commission and in accordance with FRS 102, they include the results, assets and liabilities of the RBL’s counties, districts, branches and Women’s Section. The RBL’s policy is to consolidate results of all branches, counties and districts based upon receipt of individual returns. Where returns are not received, assets are included at the previously reported value adjusted for known transactions. The subsidiaries and organisations listed in note 14 have been consolidated on a line-byline basis.

Four organisations that carry the RBL’s name but are not controlled by the RBL have not been included in these financial statements; namely, Royal British Legion Industries, The Royal British Legion Poppy Factory Limited, The Royal British Legion Attendants Company Trust and Royal British Legion Scotland. The accounts do not include the results of affiliated social clubs, which are not controlled by the charity but are separately registered organisations licensed to use the RBL’s name.

Fund accounting

Unrestricted funds are expendable at the discretion of the Trustees in furtherance of the objects of the charity.

Restricted funds represent grants, donations, legacies and property that are given by the donor for specific purposes and that must be used for that purpose. All restricted funds are held within the Benevolent fund unless otherwise stated. Restricted funds include permanent endowment funds, which are not material and are not therefore shown separately on the face of the balance sheet. The funds of The National Memorial Arboretum Company Limited and its subsidiary (NMA (Enterprises) Limited), the Earl Haig Fund Scotland and the Lady Haig Poppy Factory (Poppyscotland Group), and the Royal British Legion Republic of Ireland are held within restricted funds since their objects are narrower than those of the Royal British Legion group.

Grants payable are recognised in the Statement of Financial Activities when awarded and the recipient has a valid expectation of receipt, thus creating a constructive or legal obligation.

Future grant expenditure commitments are included within creditors on the balance sheet at their net present value, using a discount rate equivalent to the yield on Treasury Gilts over the period of the grant.

Allocation of costs

Where possible, the RBL’s operating costs, which include staff costs, are allocated directly to the various categories of charitable expenditure or cost of raising funds. Where costs are not directly attributable to any category, they have been apportioned on an appropriate basis to reflect, in each case, an estimate of the efforts and resources devoted to each category of activity – see note 13. Activities that are predominantly outsourced bear no allocation of support costs.

Stocks, poppies and wreaths

The majority of stock relates to Poppy Shop products held for resale by Royal British Legion Trading Ltd. Stock also includes poppies and wreaths produced at the Lady Haig Poppy Factory, which are manufactured for external resale. Stocks are valued at the lower of cost and net realisable value and include direct costs of labour and materials plus allocation of general overheads. Poppies and wreaths produced for distribution during the Poppy Appeal are expensed immediately.

Income

Income is recognised in the year in which the RBL is entitled to receipt of that income and when the amount can be measured with reasonable accuracy. In accordance with this policy:

● Legacies are included as follows: Pecuniary legacies are recognised when the legacy has been received or if, before receipt, there is sufficient evidence to provide the necessary certainty that the legacy will be received. Residual legacies are recognised on receipt of Estate Accounts. Legacies subject to a life interest held by another party are not recognised.

● Fundraising lottery income is recognised when the lottery draw has taken place. Income received in advance for future lottery draws is deferred until the lottery draw takes place.

Staff pension schemes

There are three staff pension schemes, which are accounted for in accordance with FRS 102 section 28. There are two defined benefit schemes closed to future accrual: the Royal British Legion Staff Pension Fund and the Earl Haig Defined Benefit Scheme. The remaining one is a current, defined contribution scheme: the Group Flexible Retirement Plan. Further details are included in note 16 to the accounts.

For the defined benefit schemes, valuations are undertaken by an independent actuary. The current service costs of the Earl Haig Defined Benefit Scheme are charged to employee costs over the anticipated period of employment. Net pension finance income or costs are included immediately in other income or employee costs as appropriate. Actuarial gains and losses are recognised immediately on the face of the Statement of Financial Activities. The RBL’s share of the scheme deficits is included as a liability on the balance sheet when in deficit; however, share of the scheme assets when in surplus is not recognised in accordance with scheme rules as employer contributions cannot be withdrawn once they are paid into the scheme.

For the defined contribution scheme, the amount charged to the Statement of Financial Activities represents the employer contributions payable for the year.

● Investment income from the centrally held investment portfolio is accounted for on an accruals basis and includes dividends declared but not yet received. Investment income includes rental income earned by branches.

The economic value of time given by volunteers is not included in these financial statements as it cannot be reasonably and accurately calculated.

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FINANCIALS

Notes to the Accounts for the year ended 30 September 2023

Notes to the Accounts for the year ended 30 September 2023

Royal British Legion

Investments and bank deposits

Fixed asset investments are stated at market value, normally using prices obtained from an independent pricing source. Funds and unit trusts are generally priced on a net asset value basis. Structured products are valued on a market to market basis. Unquoted investments are valued in accordance with the International Private Equity and Venture Capital valuation guidelines or held at cost. Investments where a price is not readily available, that are held in an execution-only portfolio, will be valued at the last publicly available price. Gains and losses arising from either the change in market value or on sale are included in the Statement of Financial Activities. Income from listed investments is accrued when due for payment. Interest on deposits is accrued on a daily basis.

Properties not used for charitable purposes are classified as investment properties and are included in investments at market value. Investment properties are revalued on a rolling five-year basis, with 20% of properties being revalued each year internally by qualified surveyors in our Estates team. The remaining 80% of properties are reviewed for material changes.

Royal British Legion

Taxation

The activities of the RBL and its charitable subsidiaries are exempt from corporation tax under Chapter 3 of Part 11 to the Corporation Tax Act 2010 to the extent that they are applied to the organisation’s charitable objects. The trading subsidiaries do not generally pay UK corporation tax because their policy is to pay their taxable profits as Gift Aid to the RBL.

Foreign exchange

The RBL has no significant exposure to foreign exchange gains or losses. Foreign branches and districts make returns once a year and their results, along with those of the Royal British Legion Republic of Ireland, are included in these accounts converted to Sterling at the exchange rate as at 30 September 2022.

Programme-related investments are held at the amount invested less any impairment. These are reviewed on an annual basis and any impairment is immediately recognised in the Statement of Financial Activities.

Financial instruments

Tangible and intangible fixed assets

Purchases of individual tangible and intangible fixed assets costing more than £50,000, or purchases related to capital projects costing more than £50,000 in total, are capitalised.

Functional properties (freehold and leasehold) used by the charity are included at cost, where known, or valuation at date of acquisition. Branch properties acquired or gifted before 1 October 1995 where the original cost cannot be established are included at a nominal value of £1 each. Depreciation on functional properties is provided on the cost of buildings on a straight line basis over 50 years or the term of the lease if less. Leasehold improvements are depreciated over the term of the lease. The head office building, Haig House, is depreciated over its expected useful life of 33 years.

Plant, machinery and equipment where capitalised is included at cost. Depreciation is calculated over 3–12 years from the month of first use.

Software, databases and licences where capitalised are included at cost, which includes the cost of internal development where applicable. Amortisation is provided over 5 years from the month of first use where no distinct life of the asset can be identified at the point of capitalisation; where the life is known – for example, licences – amortisation is provided over the life of the asset.

Tangible and intangible fixed assets that are under construction are classified as Assets Under Construction and are transferred into the appropriate category on project completion, when depreciation then commences.

Financial assets and financial liabilities are recognised when the group becomes a party to the contractual provisions of the instrument. The group only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction price (including transaction costs) and subsequently measured at their settlement value.

Trade and other debtors are recognised at the settlement amount due after any discount offered and net of any bad debt provision. Prepayments are valued at the amount prepaid net of any trade discounts due. Creditors and provisions are recognised where the group has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party, and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

2 Critical accounting judgements and key sources of estimation uncertainty

2.1 Critical accounting judgements

In application of the accounting policies, which are described in note 1, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources, and to disclose material judgements here. The Trustees consider that no material judgements have been made during the production of the financial statements.

2.2 Key sources of estimation uncertainty

The useful economic lives and residual lives of fixed assets are reviewed at the end of each accounting year to consider whether there has been an impairment. Impairments are charged to the Statement of Financial Activities.

Heritage assets

The Armed Forces Memorial (AFM) is included as a heritage asset in the accounts of The National Memorial Arboretum Company Limited at a nominal value of £1. The Trustees consider that the cost of ascertaining a definite value through a surveyor’s valuation significantly outweighs the benefit gained from such a valuation.

Other heritage assets (being trees at the National Memorial Arboretum) are included within plant and machinery in tangible fixed assets and are not depreciated (as they are deemed to have indeterminable lives).

Finance and Operating Leases

Instalments payable under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease. Any lease incentives (such as rent-free periods) are spread over the life of the lease. The group does not have any material finance leases.

The following are assumptions about the future and other major sources of estimation uncertainty that have a significant risk of resulting in a material adjustment to the carrying amounts of assets and liabilities within the next financial year:

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 year in which the estimate is revised if the revision affects only that year, or in the year of the revision and future years if the revision affects both current and future years.

Investment property valuation

The fair value of investment properties is measured using valuation techniques (e.g. completed sales values from transactions that concluded after the valuation date, details of offers produced as the outcome of marketing programmes, Charities Act compliant valuation reports and marketing agent’s commentary).

Where possible, the inputs to these valuation techniques are based on observable data, but where this is not possible, judgement is required in establishing fair values. These judgements typically include considerations such as uncertainty and risk. However, changes in assumptions used could affect the fair value of the Group’s assets.

Significant unobservable inputs used in the fair value measurement include management assumptions; for example, regarding the potential to redevelop.

Significant changes in any of the unobservable inputs would result in a significantly lower or higher fair value measurement for the investment properties.

Retirement benefit liabilities

As disclosed in note 16, the Group has defined benefit schemes. Year-end recognition of the liabilities under this scheme and the valuation of assets held to fund these liabilities require a number of significant assumptions and complex judgements to be made, relating to levels of scheme membership, changes in retirement ages, mortality rates, key financial market indicators such as inflation and expectations on future salary growth and asset returns.

These assumptions are made by the Group in conjunction with the schemes’ actuaries engaged to provide expert advice about the assumptions to be applied.

62

63

FINANCIALS

3 Consolidated Comparative Statement of Financial Activities

3 Consolidated Comparative Statement of Financial Activities
Unrestricted
funds
2022
£'000
Restricted
funds
2022
£'000
Total
2022
£'000
Income and endowments from
Donations and legacies
Charitable activities
Other trading activities
Investments
Other
Total income		 89,337
6,739
96,076
24,369
3,150
27,519
18,644
3,135
21,779
2,915
3,446
6,361
348
1,444
1,792
135,613 17,914 153,527
Expenditure on
Raising funds
Charitable activities
Care
Personnel Recovery Centres
Community Welfare
Membership
Comradeship
Communications and campaigning
Remembrance and ceremonial
Total charitable activities
Total expenditure
Net income/(expenditure) before investment gains
Net (losses)/gains on disposal of investments
Unrealised losses on revaluation of investments
Net expenditure before tax
Taxation charge
Net expenditure for the year
Transfers between funds		 35,348 7,390 42,738
35,624
744
36,368
2,327
27
2,354
31,939
10,568
42,507
7,556
476
8,032
399
-
399
12,458
26
12,484
2,942
4,030
6,972
93,245 15,871 109,116
128,593 23,261 151,854
7,020
(5,347)
1,673
(2,539)
5,352
2,813
(5,393)
(2,835)
(8,228)
(912) (2,830) (3,742)
-
-
-
(912) (2,830) (3,742)
373
(373)
-
Other recognised (losses)/gains
Actuarial gains on defned beneft pension scheme
Net movement in funds
Fund balances brought forward at 1 October
Fund balances carried forward at 30 September		 1,466
587
2,053
927
(2,616)
(1,689)
208,190
171,606
379,796
209,117 168,990 378,107

----- Start of picture text -----
3a Charity Comparative Statement of Financial Activities
Unrestricted Restricted Total
funds funds
2022 2022 2022
£'000 £'000 £'000
Income and endowments from
Donations and legacies 93,133 1,276 94,409
Charitable activities 24,369 1,533 25,902
Other trading activities 10,910 14 10,924
Investments 2,915 3,108 6,023
Other 348 1,360 1,708
Total income 131,675 7,291 138,966
Expenditure on
Raising funds 29,696 93 29,789
Charitable activities
Care 35,624 744 36,368
Personnel Recovery Centres 2,327 27 2,354
Community Welfare 34,899 7,330 42,229
Membership 7,556 443 7,999
Comradeship 399 - 399
Communications and campaigning 12,458 26 12,484
Remembrance and ceremonial 2,942 432 3,374
Total charitable activities 96,205 9,002 105,207
Total expenditure 125,901 9,095 134,996
Net income/(expenditure) before investment gains 5,774 (1,804) 3,970
Net (losses)/gains on disposal of investments (2,539) 5,518 2,979
Unrealised losses on revaluation of investments (5,393) (1,073) (6,466)
Net (expenditure)/income for the year (2,158) 2,641 483
Transfers between funds 3,333 (3,333) -
Other recognised gains
Actuarial gains on defined benefit pension scheme 1,466 - 1,466
Net movement in funds 2,641 (692) 1,949
Fund balances brought forward at 1 October 204,412 132,874 337,286
Fund balances carried forward at 30 September 207,053 132,182 339,235
----- End of picture text -----

64

65

FINANCIALS

----- Start of picture text -----
4 Donations and legacies
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Voluntary income
Donations 20,561 25,723 20,573 26,812
Legacies 23,344 28,108 22,475 27,536
The Poppy Appeal 39,313 42,245 37,218 40,061
Total donations and legacies 83,218 96,076 80,266 94,409
----- End of picture text -----

The total of the Poppy Appeal launched in October 2022 in England, Wales and Northern Ireland was £39.313 million (2021: £42.245 million). This includes donations collected of £39.133 million (2022: £41.504 million) and legacies of £180,000 (2022: £741,000).

At 30 September 2023, the RBL had been advised of its interest in residuary and pecuniary legacies with estimated values of £1.870 million (2022: £3.412 million) and these are included in the accounts. Not included in the accounts are interests in life interest legacies with a value of £157,000 (2022: £141,000) where the conditions for acceptance had not been met. The RBL has also been notified of legacies estimated at a potential value of £24.438 million (2022: £21.865 million). These are a mixture of residuary legacies that are not recognised in these accounts as confirmation of entitlement has not been received and the value cannot be confirmed at the balance sheet date, and pecuniary legacies where the executor has not confirmed sufficient funds will exist in the estate once realised.

Included in donations above is pro bono legal support of £146,000 (2022: £204,000) from J A Kemp, Mayer Brown LLP and Withers LLP. Also included are other benefits-in-kind valued at £595,000 (2022: £200,000).

5 Charitable activities

Grants for Welfare Services and Remembrance
Ex-service charities and other organisations (almonisation)
Contributions for Remembrance activities
Other grants and contributions
Total grants for Welfare Services and Remembrance
Fees from residential care homes
Membership fees
Income from charitable services
Total other income from charitable activities
Total income from charitable activities		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,246
2,950
3,183
2,835
320
554
-
-
1,356
1,788
745
1,543
4,922
5,292
3,928
4,378		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,246
2,950
3,183
2,835
320
554
-
-
1,356
1,788
745
1,543
4,922
5,292
3,928
4,378		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,246
2,950
3,183
2,835
320
554
-
-
1,356
1,788
745
1,543
4,922
5,292
3,928
4,378		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,246
2,950
3,183
2,835
320
554
-
-
1,356
1,788
745
1,543
4,922
5,292
3,928
4,378
21,558
17,143
21,558
17,143
4,017
4,179
4,014
4,177
1,068
905
363
204
26,643 22,227 25,935 21,524
31,565 27,519 29,863 25,902

----- Start of picture text -----
6 Other trading activities
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Fundraising events income 2,681 2,355 2,680 2,354
Fundraising lotteries 7,945 8,371 7,945 8,371
Income from commercial activities 12,926 10,887 5 33
Licence fees and royalties 96 53 96 53
Advertising in the Legion magazine 277 113 277 113
Total income from other trading activities 23,925 21,779 11,003 10,924
----- End of picture text -----

----- Start of picture text -----
7 Investment income
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Dividends and interest on listed investments 3,398 3,085 3,121 2,764
Investment income on funds held by branches 409 514 409 514
Rentals from investment properties 2,633 2,725 2,633 2,725
Bank deposit interest 1,323 37 1,198 20
Total investment income 7,763 6,361 7,361 6,023
----- End of picture text -----

Rentals from investment properties with a market value of £65.556 million (note 20) at 30 September 2023 (2022: £62.421 million) are in most cases received in relation to the rental of properties by RBL clubs. The clubs are independent entities that use the RBL’s name under licence and promote the work of the RBL in return for discounted rentals, which in many cases are lower than could be obtained in a commercial environment.

Almonisation income is the contribution from other charities towards grants paid by the RBL to individuals when the recipient of assistance is also a beneficiary of these other charities.

Income from other grants and contributions includes non-performance-related grants of which £nil are government grants (2022: £0.5 million). In 2022, this related to income from the Infection Control Grant. There were no unfulfilled conditions or other contingencies relating to government grant income recognised in either year.

66

67

FINANCIALS

----- Start of picture text -----
8 Cost of raising funds
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Donations costs 9,933 8,595 8,290 6,750
Legacies costs 2,330 2,089 1,799 1,695
Poppy Appeal costs 15,859 15,443 14,233 13,681
Cost of raising voluntary income 28,122 26,127 24,322 22,126
Fundraising events costs 3,661 3,829 3,661 3,829
Fundraising lotteries costs 3,909 3,356 3,909 3,356
Commercial activities (trading) 10,761 8,941 33 4
Cost of activities to raise funds 18,331 16,126 7,603 7,189
Investment management 447 485 437 474
Total cost of raising funds 46,900 42,738 32,362 29,789
----- End of picture text -----

The total cost of raising funds for the group of £46.900 million (2022: £42.738 million) includes direct costs of £40.805 million (2022: £36.078 million) and allocated support costs of £6.095 million (2022: £6.660 million). Allocated support costs are described in further detail at note 13.

Certain direct costs of campaigns have a parallel purpose of increasing public awareness and fundraising, and as a result, these costs have been allocated between the cost of raising funds in note 8 and charitable activities in note 9 on the basis of the percentages of space within the literature relating to fundraising and raising awareness respectively. The total expenditure of this nature is £15.030 million (2022: £13.279 million), of which £11.507 million (2022: £10.227 million) remains within cost of raising funds representing the fundraising element of the literature, and £3.523 million (2022: £3.052 million) has been reallocated into charitable activities representing the raising awareness element.

----- Start of picture text -----
9 Analysis of charitable activities
Note Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Residential care homes 42,730 36,018 42,730 36,018
Welfare break centres - 350 - 350
Total care 42,730 36,368 42,730 36,368
Recovery 4,854 2,354 4,854 2,354
Welfare grants to individuals 20,856 10,850 19,777 9,963
Grants to other organisations 10 4,236 5,711 6,180 7,820
Information, advice and support 23,583 20,351 22,002 18,851
Welfare cost in branches, counties and districts 4,602 5,595 4,602 5,595
Total community welfare 53,277 42,507 52,561 42,229
Central membership support 5,314 3,971 5,287 3,938
Recruitment, development, training 370 538 370 538
Support to branches with clubs 249 239 249 239
The Legion magazine 715 681 715 681
Membership costs in branches, counties and districts 4,041 2,603 4,041 2,603
Total membership 10,689 8,032 10,662 7,999
Comradeship 350 399 350 399
Direct cost of communication and campaigning 10,467 9,432 10,467 9,432
Allocated cost of communication and campaigning 3,523 3,052 3,523 3,052
Total communication and campaigning 13,990 12,484 13,990 12,484
Festival of Remembrance 1,064 1,120 1,064 1,120
Ceremonial and commemorative events 2,633 2,325 2,518 2,254
National Memorial Arboretum operating costs 4,141 3,527 - -
Total Remembrance and ceremonial 7,838 6,972 3,582 3,374
Total cost of charitable activities 133,728 109,116 128,729 105,207
----- End of picture text -----

The total cost of charitable activities for the group of £133.728 million (2022: £109.11 million) includes direct costs of £111.475 million (2022: £89.772 million) and allocated support costs of £22.253 million (2022: £19.344 million). Allocated support costs are described in further detail at note 13.

As stated in note 8, the cost of charitable activities includes an allocation of £3.523 million (2022: £3.052 million) relating to costs associated with space within campaign literature relating to raising awareness.

68

69

FINANCIALS

----- Start of picture text -----
10 Grants awarded to other organisations
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Grants awarded by the Charity
Army Families Federation - 8 - 8
Combat Stress 2,053 2,300 2,053 2,300
The Matthew Project 6 11 6 11
National Memorial Arboretum - - 2,500 2,300
Never Such Innocence 4 - 4 -
Poppyscotland - - 526 660
RFEA The Forces Employment Charity 20 2,108 20 2,108
Royal Commonwealth Ex-Services League 55 14 55 14
Shelter - 14 - 14
Voices of Armed Forces Children - 300 - 300
X-Forces 191 2 191 2
- -
Cancellation of grant commitment – nil (2022: nil) (20) (20)
Grants to 7 other charities and voluntary organisations (2022: 7) 845 103 845 103
Grants awarded by Poppyscotland
Citizens Advice Scotland 487 393 - -
NHS Highland 325 164 - -
Grants to 6 other charities and voluntary organisations (2022: 5) 270 294 - -
Total grants to other organisations 4,236 5,711 6,180 7,820
----- End of picture text -----

Grants awarded may relate to commitments for multiple future years. For more information on grant commitments, see note 25.

11 Taxation
Current tax credit:
UK corporation tax (see below)
Adjustment to deferred tax
Total tax charge/(credit) on income
The taxation credits and charges above arise in the trading subsidiary operations.
The diferences between the total tax charge shown above and the amount calculated by applying the standard rate of UK corporation tax to
subsidiary operations are as follows:
Surplus on ordinary activities before tax
Surplus on ordinary activities multiplied by applicable rate of corporation tax of 19% (2022: 19%)
Unutilised losses
Efects of:
Post-balance sheet event: efect of Gift Aid donations (see note 33)		 Group
2023
£’000
Group
2022
£’000
-
-
-
-
- -
the surplus before tax in the trading
Group
2023
£’000
Group
2022
£’000
3,468
2,501
659
476
-
-
(659) (476)
Tax credit not recognised due to uncertainty over future profts - -
UK corporation tax charge/(credit) for the year
- -
12 Net incoming resources for the year is stated after charging:
Group
2023
£’000
Group
2022
£’000
Fees payable to the charity’s auditor for the audit of the charity’s annual accounts
274
178
Fees payable to the charity’s auditor for the audit of the subsidiaries’ annual accounts
172
139
Fees payable to the charity’s auditor for other services:
Assurance services other than audit or independent examination
3
1
Tax advisory services
11
10
Branch, county and district audit and examination fees
37
26
Depreciation, amortisation and impairment charges
3,889
4,071
Rentals under operating leases
1,505
1,590		 Charity
2023
£’000
Charity
2022
£’000
274
178
-
-
3
1
5
3
37
26
3,135
3,322
1,482
1,491

70

71

FINANCIALS

----- Start of picture text -----
13 Support costs
Head Office Facilities Human Finance Governance Total Subsidiaries Total
Central Management Resources and IT Charity Group
2023 2023 2023 2023 2023 2023 2023 2023
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Donations costs 139 175 203 718 32 1,267 397 1,664
Legacies costs 33 42 49 172 8 304 143 447
Poppy Appeal costs - 419 485 1,716 76 2,696 482 3,178
Fundraising events costs 49 62 72 255 11 449 1 450
Fundraising lotteries costs 39 49 57 202 9 356 - 356
Cost of raising funds 260 747 866 3,063 136 5,072 1,023 6,095
Care homes - 2,348 2,721 2,880 426 8,375 - 8,375
Personnel Recovery Centres - 28 32 34 5 99 - 99
Information, advice and support 761 958 1,112 3,930 174 6,936 829 7,765
Welfare cost in branches, 28 35 41 144 6 254 - 254
counties and districts
Community welfare 789 993 1,153 4,074 180 7,190 829 8,019
Central membership support 150 190 220 777 34 1,371 27 1,398
Recruitment, development, 11 14 16 57 3 101 - 101
training
Support to branches with clubs 9 11 13 45 2 80 - 80
Membership costs in branches, - - - - - - - -
counties and districts
Membership 170 215 249 879 39 1,552 27 1,579
Comradeship - - - - - - - -
Direct cost of communications 199 251 291 1,028 45 1,814 - 1,814
and campaigning
Communications and
199 251 291 1,028 45 1,814 - 1,814
campaigning
Ceremonial and commemorative 20 25 29 104 5 183 109 292
events
Remembrance tours - - - - - - - -
National Memorial Arboretum - - - - - - 2,075 2,075
operating costs
Remembrance and ceremonial 20 25 29 104 5 183 2,184 2,367
Charitable activities 1,178 3,860 4,476 8,999 700 19,213 3,040 22,253
Total support costs 1,438 4,607 5,342 12,062 836 24,285 4,063 28,348
----- End of picture text -----

Support costs are allocated on the basis of FTE staff numbers. Support costs associated with the awarding of grants to individuals and organisations are included within information, advice and support above.

----- Start of picture text -----
13 Support costs continued
Head Office Facilities Human Finance Governance Total Subsidiaries Total
Central Management Resources and IT Charity Group
2022 2022 2022 2022 2022 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Donations costs 116 200 185 610 63 1,174 394 1,568
Legacies costs 30 51 48 157 16 302 94 396
Poppy Appeal costs - 482 448 1,472 152 2,554 465 3,019
Fundraising events costs 139 239 222 730 76 1,406 - 1,406
Fundraising lotteries costs 27 46 43 140 15 271 - 271
Cost of raising funds 312 1,018 946 3,109 322 5,707 953 6,660
Residential care homes - 2,377 2,206 2,146 751 7,480 - 7,480
Welfare break centres - - - - - - - -
Care - 2,377 2,206 2,146 751 7,480 - 7,480
Personnel Recovery Centres - 11 10 10 3 34 - 34
Information, advice and support 586 1,008 936 3,077 319 5,926 709 6,635
Welfare cost in branches, 29 49 46 150 16 290 - 290
counties and districts
Community welfare 615 1,057 982 3,227 335 6,216 709 6,925
Central membership support 104 180 167 548 57 1,056 33 1,089
Recruitment, development, 11 20 18 60 6 115 - 115
training
Support to branches with clubs 7 13 12 39 4 75 - 75
Membership costs in branches, - - - - - - - -
counties and districts
Membership 122 213 197 647 67 1,246 33 1,279
Comradeship 3 5 5 16 2 31 - 31
Direct cost of communications 151 260 242 795 82 1,530 - 1,530
and campaigning
Communications and
151 260 242 795 82 1,530 - 1,530
campaigning
Ceremonial and commemorative 18 32 29 97 10 186 49 235
events
Remembrance tours - - - - - - - -
National Memorial Arboretum - - - - - - 1,830 1,830
operating costs
Remembrance and ceremonial 18 32 29 97 10 186 1,879 2,065
Charitable activities 909 3,955 3,671 6,938 1,250 16,723 2,621 19,344
Total support costs 1,221 4,973 4,617 10,047 1,572 22,430 3,574 26,004
----- End of picture text -----

Support costs are allocated on the basis of FTE staff numbers. Support costs associated with the awarding of grants to individuals and organisations are included within information, advice and support above.

72

73

FINANCIALS

14 Activities of consolidated subsidiaries and organisations

The RBL has 11 wholly owned subsidiaries, nine of which are consolidated into these accounts as described below. There are a further two subsidiaries, which are dormant with no assets so have no figures to consolidate.

The results of the subsidiary entities are shown in the table below. All subsidiaries have 30 September year ends and are registered in the UK, with the exception of Royal British Legion Republic of Ireland (registered in the Republic of Ireland).

Turnover/incoming resources
(Expenditure) (including gains/(losses))
Net incoming/(outgoing) resources
Assets
Liabilities
Net assets/(liabilities)
Turnover/incoming resources
Expenditure
Net incoming/(outgoing) resources
Assets
Liabilities
Net assets/(liabilities)		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-		 The
National
Memorial
Arboretum
Company
2023
£’000
NMA
(Enterprises)
2023
£’000
Poppyscotland
Group
2023
£’000
Royal
British
Legion
Republic of
Ireland
2023
£’000
Royal
British
Legion
Trading
2023
£’000
Royal
British
Legion
Poppy
Lottery
2023
£’000
Royal
British
Legion
Developments
2023
£’000
Remembrance
Travel
2023
£’000
5,071
2,927
5,105
250
9,985
-
-
-
(4,928)
(3,111)
(8,163)
(43)
(8,668)
-
-
-
143 (184) (3,058) 207 1,317 - - -
24,528
687
8,954
2,655
4,126
-
7
47
(457)
(667)
(1,749)
(35)
(725)
-
(34)
(40)
24,071
20
7,205
2,620
3,401
-
(27)
7
The
National
Memorial
Arboretum
Company
2022
£’000
NMA
(Enterprises)
2022
£’000
Poppyscotland
Group
2022
£’000
Royal
British
Legion
Republic of
Ireland
2022
£’000
Royal
British
Legion
Trading
2022
£’000
Royal
British
Legion
Poppy
Lottery
2022
£’000
Royal
British
Legion
Developments
2022
£’000
Remembrance
Travel
2022
£’000
5,151
3,046
5,745
259
7,734
-
-
-
(4,191)
(2,717)
(8,127)
(562)
(9,446)
-
(2)
-
960 329 (2,382) (303) (1,712) - (2) -
24,618
1,176
12,717
2,448
2,825
-
7
47
(690)
(972)
(2,454)
(35)
(741)
-
(34)
(40)
23,928 204 10,263 2,413 2,084 - (27) 7

The principal activities of the subsidiaries are as follows:

The National Memorial Arboretum Company Limited (Company number: 09297443, Charity number: 1043992) – a charitable company operating an arboretum with memorial plots dedicated to those who suffered or lost their lives in the service of their country.

NMA (Enterprises) Limited (Company number: 04259701) – a trading company providing services to visitors to The National Memorial Arboretum Company Limited and providing services to NMA visitors. Its expenditure includes prior year profits paid under the Gift Aid scheme to The National Memorial Arboretum Company Limited of £250,000 (2022: £90,000).

Poppyscotland (Earl Haig Fund Scotland) (Company number: SC194893, Charity number SC014096) – a charitable company that supports those in need who have served in the Armed Forces and their dependants in Scotland. The charitable company has one subsidiary, Lady Haig Poppy Factory Limited, whose principal activity is the employment of disabled ex-service personnel to manufacture poppies and wreaths and to provide framing and printing services. The results above are those of the consolidated Poppyscotland Group. Lady Haig Poppy Factory Limited’s trade and assets transferred to its parent Poppyscotland on 30 September 2023 and became dormant at that time.

Royal British Legion Republic of Ireland (Company number: 585272, Charity number: CHY 7564) – a charitable company that supports those in need who have served in the Armed Forces and their dependants in the Republic of Ireland.

Royal British Legion Trading Limited (Company number: 04783730) – a trading company that markets a range of goods and services to members and supporters of the RBL, and generates income from third parties through the use of corporate partnerships. Its expenditure includes prior year profits paid under the Gift Aid scheme to the RBL of £2.084 million (2022: £3.796 million).

Royal British Legion Poppy Lottery Limited (Company number: 02522956, Charity number: 1145007) – a charitable company that undertook the marketing and provision of a weekly lottery to members and supporters of the RBL until 31 March 2020 and is now dormant.

Royal British Legion Developments Limited (Company number: 02906738) – a trading company that develops or improves properties, principally those owned by the RBL and is currently inactive. There were no profits to pay to the RBL in 2023 or 2022.

Remembrance Travel Limited (Company number: 04272358) – a subsidary that previously operated as a travel company delivering pilgrimages and associated travel activity until 1 October 2018 and is now dormant. On 13 March 2024, the directors of the dormant subsidiary Remembrance Travel voted to submit a voluntary action to strike off the company with Companies House.

The Royal British Legion Family and Support Lottery Limited (Company number: 07758114) and Poppy Travel Limited (Company number: 07937118) – dormant subsidiaries with no assets.

74

75

FINANCIALS

----- Start of picture text -----
15 Information regarding employees and Trustees
Total Total
2023 2022
Average number of employees (full-time equivalent) during the year No. No.
Raising funds 203 238
Charitable activities
Care services and Personnel Recovery Centres 644 558
Community welfare services 270 247
Membership services 58 50
Comradeship - 1
Communication and campaigning 68 61
Remembrance and ceremonial 7 7
Total charitable activities 1,047 924
Support and governance 191 177
Total charity full-time equivalent staff 1,441 1,369
Subsidiaries average number of employees (full-time equivalent) during the year
Poppyscotland Group 88 98
National Memorial Arboretum Group 103 91
Royal British Legion Trading 17 16
Total group full-time equivalent staff 1,649 1,544
----- End of picture text -----

The group incurred costs of £5.1 million (2022: £3.56 million) on agency staff, which are not included in the staff costs below.

Staf costs comprise:
Wages and salaries
National Insurance contributions
Pension costs
Total staf costs		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
54,507
47,268
49,123
42,566
5,454
4,765
4,981
4,362
6,162
5,358
5,489
4,747		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
54,507
47,268
49,123
42,566
5,454
4,765
4,981
4,362
6,162
5,358
5,489
4,747		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
54,507
47,268
49,123
42,566
5,454
4,765
4,981
4,362
6,162
5,358
5,489
4,747		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
54,507
47,268
49,123
42,566
5,454
4,765
4,981
4,362
6,162
5,358
5,489
4,747
66,123 57,391 59,593 51,675

The number of staff paid more than £60,000 during the year (salary plus taxable benefits excluding pension contributions) was:

Group Group Charity Charity
2023 2022 2023 2022
No. No. No. No.
£60,000 - £69,999 32 26 30 25
£70,000 - £79,999 11 15 11 13
£80,000 - £89,999 11 7 10 6
£90,000 - £99,999 2 4 2 4
£100,000 - £109,999 1 2 1 2
£110,000 - £119,999 2 - 2 -
£120,000 - £129,999 2 1 2 1
£130,000 - £139,999 1 1 1 1
£140,000 - £149,999 - - - -
£150,000 - £159,999 1 1 1 1

The key management personnel of the group comprise the members of the parent charity's Executive Board. The total remuneration (including pension contributions and employer's National Insurance contributions) paid in respect of key management personnel for the year was £1.01 million (2022: £0.938 million).

The RBL operates a transparent Pay Policy, which is communicated to all staff. Salary levels are regularly benchmarked against other comparable organisations across the private, public and third sectors. The compensation of RBL Directors is subject to annual review by a Governance Committee comprising five Trustees including the Chair and Vice Chair.

During the year, redundancy payments of £145,000 (2022: £451,000) and termination payments of £209,000 (2022: £83,000) were made across the group to 32 (2022: 49) individuals, which are included in the staff costs figures above.

During the year, the total expenses paid in respect of 20 (2022: 15) Board of Trustee members amounted to £66,000 (2022: £21,400). This principally represents travelling expenses for attending meetings and official engagements, and includes the costs of Trustees officiating at Remembrance tours. The RBL has purchased insurance to protect the charity from loss arising from neglect or default of its Trustees, and to indemnify the Trustees against the consequences of neglect or default on their part. No Trustee or person related or connected by business to them has received any remuneration from the RBL, nor have they entered into any other transaction or contract with the RBL during the year.

16 Staff pension funds

The Royal British Legion group pension arrangements comprise those of the RBL and its subsidiaries. The pension schemes are as follows:

1. Group Flexible Retirement Plan (GFRP)

  1. The Earl Haig Fund Scotland – Stakeholder Scheme (EH Scheme)

  2. The Lady Haig Poppy Factory – Stakeholder Scheme (LHPF Scheme)

  3. The Royal British Legion Staff Pension Fund (DB Fund)

5. Stanplan F (Earl Haig Fund, ‘EH Fund’)

GFRP: This is the scheme available to all RBL group employees (including Poppyscotland from 1 October 2022) that is provided by Aviva. The GFRP scheme was introduced on 1 April 2010 and is a defined contribution scheme. The liability of the employer is limited to the contributions it makes, which amounted to £6.163 million (2022: £5.221 million) for the year, of which £548,081 (2022: £457,000) remained payable at the year end.

DB Fund: This is a multi-employer defined benefit scheme. The other employers participating in the scheme are Royal British Legion Industries and the Royal British Legion Poppy Factory. The DB Fund was closed to new members on 31 October 2002, and on 1 April 2010 was closed to accrual from the remaining members. The most recent formal actuarial valuation was carried out as at 1 April 2023 and showed the fund to be in surplus by £3.0 million. The results of the last valuation were updated to 30 September 2023 by a qualified actuary, and showed a surplus of £4.4 million. This surplus has not been recognised in these accounts as under the pension fund rules, there is no mechanism to refund employer contributions once they are paid in. In the year ended 30 September 2023, deficit contributions of £768,000 were paid into the fund, together with contributions of £222,000 related to administrative costs.

EH Fund: This is a defined benefit pension scheme available only to employees of Poppyscotland. The EH Fund was closed to new members on 31 October 2002 and on 31 March 2018 was closed to accrual from the remaining members.The last full actuarial valuation of the EH Fund was carried out as at 31 March 2022. As a result of the 2022 triennial valuation, the employer agreed to pay monthly installments of an annual deficit contribution of £124,000 per year from 1 October 2023 until 31 July 2035, increasing by 3% annually. The Poppyscotland pension scheme is included in restricted funds.

The RBL accounts for defined benefit schemes in accordance with section 28 of FRS 102 (Employee Benefits) and identifies each entity’s share of the pension scheme assets and liabilities. A summary of the movement in pension assets and liabilities for the group’s defined benefit pension funds is shown overleaf.

76

77

FINANCIALS

----- Start of picture text -----
16a Amounts recognised in the Statement of Financial Activities
EH Fund DB Fund Total EH Fund DB Fund Total
2023 2023 2023 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000
Current service cost - - - - - -
Administration expenses (163) (560) (723) (119) (504) (623)
Net interest (59) 12 (47) (31) (32) (63)
Amount charged to net incoming resources (222) (548) (770) (150) (536) (686)
Actuarial gains/(losses) 54 4,548 4,602 1,864 20,450 22,314
Return on assets excluding amount included in net interest (258) (5,256) (5,514) (1,277) (14,590) (15,867)
Limit on recognition of assets less interest - 266 266 - (4,394) (4,394)
Amount recognised in other comprehensive income (204) (442) (646) 587 1,466 2,053
Total (decrease)/increase in net funds (426) (990) (1,416) 437 930 1,367
16b Reconciliation to the Balance Sheet
EH Fund DB Fund Total EH Fund DB Fund Total
2023 2023 2023 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000
Market value of assets 2,944 50,017 52,961 3,380 55,155 58,535
Present value of defined benefit obligation (4,305) (45,652) (49,957) (4,452) (50,761) (55,213)
Irrecoverable surplus - (4,365) (4,365) - (4,394) (4,394)
Pension liability recognised in the Balance Sheet (1,361) - (1,361) (1,072) - (1,072)
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16c Analysis of changes in the value of the fund liabilities over the year
EH Fund DB Fund Total EH Fund DB Fund Total
2023 2023 2023 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000
Value of liabilities at start of year (4,452) (50,761) (55,213) (6,520) (73,006) (79,526)
Interest cost (232) (2,655) (2,887) (121) (1,357) (1,478)
Benefits paid 325 3,216 3,541 325 3,152 3,477
Actuarial gains/(losses) 54 4,548 4,602 1,864 20,450 22,314
Value of liabilities at end of year (4,305) (45,652) (49,957) (4,452) (50,761) (55,213)
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16e Asset classes
DB Fund 2023 DB Fund 2022
Market % of total Market % of total
Value fund Value fund
£’000 assets £’000 assets
Equities 4,744 9% 15,959 29%
Bonds 14,422 29% 7,475 14%
LDI 15,161 30% 10,126 18%
Cash 775 2% 658 1%
Annuities 991 2% 1,561 3%
Other assets 13,924 28% 19,376 34%
Total fund assets 50,017 55,155
The actual return on assets over the year was (2,352) (12,818)
EH Fund 2023 EH Fund 2022
Market % of total Market % of total
Value fund Value fund
£’000 assets £’000 assets
Equities 614 21% 1,570 46%
Cash 139 5% 174 5%
Annuities 216 7% 266 8%
Other assets 1,975 67% 1,370 41%
Total fund assets 2,944 3,380
The actual return on assets over the year was (85) (1,187)
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The RBL’s assets have been taken as the proportion of the total fund assets that the RBL’s liability valuation bears to the total fund’s liability valuation.

The assets are invested in a diversified portfolio.

During 2024, contributions of £174,004 are expected to be paid into the EH Fund, inclusive of deficit reduction payments. Given the surplus position on the DB Fund, no further payments into the fund will be required at this time.

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16d Analysis of changes in the value of the fund assets over the year
EH Fund DB Fund Total EH Fund DB Fund Total
2023 2023 2023 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000
Market value of assets at start of year 3,380 55,155 58,535 4,877 71,086 75,963
Return on assets excluding amount included in net interest (258) (5,256) (5,514) (1,277) (14,590) (15,867)
Administration expenses (163) (560) (723) (119) (504) (623)
Employer contributions 137 990 1,127 134 990 1,124
Interest income 173 2,904 3,077 90 1,325 1,415
Benefits paid (325) (3,216) (3,541) (325) (3,152) (3,477)
Market value of assets at end of year 2,944 50,017 52,961 3,380 55,155 58,535
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FINANCIALS

16f Actuarial assumptions
2023 2022
% p.a. % p.a.
Financial assumptions
EH Fund DB Fund EH Fund DB Fund
Discount rate 5.5 5.5 5.4 5.4
Retail price index infation 3.55 3.55 3.7 3.7
Consumer price index infation 3.2 2.9 3.3 3.0
Salary increases - 3.9 4.0 4.0
Rate of increases of pensions in payment:
Capped at 5% or RPI if less - 3.4 - 3.6
Capped at 5% or CPI if less 3.6 - 3.6 3.6
Capped at 3% or CPI if less 2.4 2.4 2.6 2.4
Capped at 2.5% or CPI if less 2.1 - 2.3 2.3
Rate of increase for deferred pensioners 2.5 2.9 2.5 3.0
Mortality assumptions – EH Fund
2023
Life expectancies at age 60
Males
Fem
Current pensioner now aged 60
24.4 years
27.2
Future pensioner now aged 40
25.9 years
28.7
Mortality assumptions – DB Fund
2023
Life expectancies at age 60
Males
Fem
Current pensioner now aged 60
25.3 years
28.1
Future pensioner now aged 40
26.8 years
29.6		 2022
ales
Males
Females
years
24.9 years
27.7 years
years
26.4 years
29.2 years
2022
ales
Males
Females
years
25.9 years
28.6 years
years
27.4 years
30.1 years		 2022
ales
Males
Females
years
24.9 years
27.7 years
years
26.4 years
29.2 years
2022
ales
Males
Females
years
25.9 years
28.6 years
years
27.4 years
30.1 years		 2022
ales
Males
Females
years
24.9 years
27.7 years
years
26.4 years
29.2 years
2022
ales
Males
Females
years
25.9 years
28.6 years
years
27.4 years
30.1 years
17 Group intangible fxed assets
At cost or valuation
At 1 October 2022
At 30 September 2023
Accumulated amortisation
At 1 October 2022
Charge for the year
At 30 September 2023
Net book value at 30 September 2023
Net book value at 30 September 2022		 Software,
Databases
and Licences
£’000
Assets under
construction
£’000
Total
Group
£’000
5,493
-
5,493
5,493
-
5,493
(4,291)
-
(4,291)
(523)
-
(523)
(4,814)
-
(4,814)
679 - 679
1,202 - 1,202

17a Charity intangible fixed assets

At cost or valuation
At 1 October 2022
At 30 September 2023
Accumulated amortisation
At 1 October 2022
Charge for the year
At 30 September 2023
Net book value at 30 September 2023
Net book value at 30 September 2022		 Software,
Databases
and Licences
£’000
Assets under
construction
£’000
Total
Charity
£’000
5,367
-
5,367
5,367
5,367
(4,247)
-
(4,247)
(498)
-
(498)
(4,745)
-
(4,745)
-
622
-
622
1,120
-
1,120

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18 Group tangible fixed assets including functional property
Freehold Other Leasehold Plant, Assets under Total
homes freehold property and machinery and construction Group
leasehold equipment
improvements
£’000 £’000 £’000 £’000 £’000 £’000
At cost or valuation
At 1 October 2022 45,172 34,483 30,749 8,695 2,442 121,541
Additions - - 213 707 3,787 4,707
Transfers 967 - 228 4,314 (5,509) -
Disposals - - (13) (1,399) - (1,412)
At 30 September 2023 46,139 34,483 31,177 12,317 720 124,836
Accumulated depreciation
At 1 October 2022 (14,236) (8,492) (10,624) (6,616) - (39,968)
Charge for the year (823) (748) (770) (1,025) - (3,366)
Disposals - - 13 1,399 - 1,412
At 30 September 2023 (15,059) (9,240) (11,381) (6,242) - (41,922)
Net book value at 30 September 2023 31,080 25,243 19,796 6,075 720 82,914
Net book value at 30 September 2022 30,936 25,991 20,125 2,079 2,442 81,573
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80

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FINANCIALS

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18a Charity tangible fixed assets including functional property
Freehold Other Leasehold Plant, Assets under Total
homes freehold property and machinery and construction Charity
leasehold equipment
improvements
£’000 £’000 £’000 £’000 £’000 £’000
At cost or valuation
At 1 October 2022 45,172 29,622 6,485 7,776 2,106 91,161
Additions - - - - 3,466 3,466
Transfers 967 - - 4,314 (5,281) -
Disposals - - - (1,399) - (1,399)
At 30 September 2023 46,139 29,622 6,485 10.691 291 93,228
Accumulated depreciation
At 1 October 2022 (14,236) (7,917) (6,044) (6,116) - (34,313)
Charge for the year (823) (655) (241) (918) - (2,637)
Disposals - - - 1,399 - 1,399
At 30 September 2023 (15,059) (8,572) (6,285) (5,635) - (35,551)
Net book value at 30 September 2023 31,080 21,050 200 5,056 291 57,677
Net book value at 30 September 2022 30,936 21,705 441 1,660 2,106 56,848
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19 Investments
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Market value at 1 October 172,317 182,213 164,143 170,960
Net (disposals)/additions (1,078) 1,086 2,203 2,313
Investment gain/(loss) on revaluation 1,705 (10,982) 967 (9,131)
Market value at 30 September 172,944 172,317 167,313 164,143
The asset distribution of the investment portfolio at 30 September is presented below.
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Equities:
UK 7,637 14,468 6,877 13,461
Overseas 85,763 72,575 84,071 70,719
Total equities 93,400 87,043 90,948 84,180
Bonds:
UK 16,776 14,302 14,553 10,906
Overseas 5,624 5,683 5,331 5,327
Total bonds 22,400 19,985 19,884 16,233
Cash:
UK 1,924 3,483 1,689 3,035
Overseas - - - -
Total cash 1,924 3,483 1,689 3,035
Hedge funds – UK 2,329 2,522 2,329 2,383
Property 10,113 12,443 10,041 12,352
Private equity 10,412 7,153 10,412 7,153
Commodities 9,532 9,970 9,432 9,781
Portfolio funds:
UK 7,465 11,707 7,291 11,707
Overseas - - - -
Total portfolio funds 7,465 11,707 7,291 11,707
Other:
UK 8,173 8,959 8,155 8,789
Overseas 7,196 9,052 7,132 8,530
Total other 15,369 18,011 15,287 17,319
Total investments 172,944 172,317 167,313 164,143
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£151.877 million of the investments are managed by Cazenove Capital Management Limited (2022: £147.525 million). The strategy is to maintain the real value of assets and target an investment return of CPI plus 3%. The investments are held at market value, normally using prices obtained from an independent pricing source. Funds and unit trusts are generally priced on a net asset value basis. Structured products are valued on a market to market basis. Unquoted investments are valued in accordance with the International Private Equity and Venture Capital valuation guidelines or held at cost impairment. Investments where a price is not readily available, that are held in an execution-only portfolio, will be valued at the last publically available price.

Other investments includes investments held by branches, and balances relating to the Arthur Atock Memorial Trust and Devon Community Trust.

82

83

FINANCIALS

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20 Group & Charity investment properties
Group Group
2023 2022
£’000 £’000
Market value at 1 October 62,421 65,533
Disposal proceeds (1,944) (8,630)
Net gain on disposal from opening market value 754 2,816
Net gain on revaluation of investment properties 4,325 2,702
Market value at 30 September 65,556 62,421
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21a Programme-related investments movement during the year
Sir Oswald RBL PRL Total
Stoll Industries loans Group &
Foundation Limited Charity
£’000 £’000 £’000 £’000
Opening balance at 1 October 245 2,022 3,262 5,529
Interest 7 88 - 95
Repayments and security deposits (151) (270) (275) (696)
Closing balance at 30 September 101 1,840 2,987 4,928
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The RBL has provided a number of loans in furtherance of its charitable objectives as follows:

Investment properties primarily comprise 259 properties (2022: 275 properties), which are owned by the RBL but are let to independent commercial operations, primarily affiliated social clubs. The RBL’s valuation methodology is to revalue its investment properties on a five-year rolling basis, with 20% being revalued each year. For the year ended 30 September 2023, 66 properties were revalued (2022: 57 properties) and a revaluation gain of £4.3 million (2022: £2.70 million) was recognised in the accounts. This revaluation was completed by qualified surveyors in our internal Estates team, on the basis of open market value for existing use. The remaining 80% of investment properties are reviewed internally by a qualified surveyor for any material changes on an annual basis, and as a result of this exercise, further revaluation losses totalling £nil (2022: £nil) have been recognised.

In 2017, following receipt of legal advice, a revaluation loss of £3.240 million was recognised on the basis of uncertainty about whether the RBL had a beneficial interest in a number of properties. During 2023, none of these properties (2022: nil) have transferred to the full corporate trusteeship of the RBL, and as a result, a revaluation gain of £nil (2022: £nil) has been recognised in respect of these properties.

Sir Oswald Stoll Foundation – secured loan repayable over 10 years issued towards the development costs of a veterans’ housing centre. An interest rate of 4% is applied to the principal issued on the anniversary of the loan agreement (17 September 2013).

RBL Industries Limited – a secured loan repayable over 10 years issued towards the development of Phase 2B of the RBLI Centenary Village. An interest rate of 0.5% above the Bank of England base rate is applied on the daily outstanding balance.

Property Repair Loans – interest-free secured loans to beneficiaries living in their own homes to provide housing improvements. The majority are lifetime loans as they are repayable on the sale of property. The minimum amount for a loan is £2,000 and the maximum allowed is £25,000. The RBL ceased issuing new loans in 2013.

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22 Debtors
21 Programme-related investments
Group Group Charity Charity
Group & Group & 2023 2022 2023 2022
Charity Charity £’000 £’000 £’000 £’000
2023 2022
£’000 £’000
Trade debtors 1,717 2,084 1,460 1,911
Amounts due from consolidated entities - - 89 783
Loans to external organisations
Other debtors 1,733 2,202 1,486 1,250
Sir Oswald Stoll Foundation 101 245
RBL Industries Limited 1,840 2,022 Prepayments and accrued income 5,954 6,622 5,046 6,138
Other schemes unrestricted Total debtors 9,404 10,908 8,081 10,082
Loans for property repairs (PRL) 2,987 3,262
Total programme-related investments 4,928 5,529
23 Cash at hand and in bank and short-term deposits
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Cash held centrally
Short-term deposits 20,241 7,261 18,474 5,976
Cash at hand and in bank 14,080 54,847 10,683 50,192
34,321 62,108 29,157 56,168
Cash held by branches 9,454 10,305 9,454 10,305
Total cash 43,775 72,413 38,611 66,473
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84

85

FINANCIALS

24 Creditors

Creditors falling due within one year
Trade creditors
Amounts due to consolidated entities
Grant commitments (see note 25)
Accruals
Deferred income (see note 24a)
Other creditors
Hire Purchase commitments due within one year
Total creditors falling due within one year
Creditors falling due after more than one year
External grant commitments (see note 25):
Due within two to fve years
Hire Purchase commitments
Due within two to fve years
Total creditors falling due after more than one year		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,182
2,363
2,682
1,809
-
-
1,300
68
8,650
6,040
8,650
6,040
7,800
8,369
7,166
7,596
2,379
2,698
2,164
2,499
2,523
2,125
2,055
1,915
15
21
-
-
24,549
21,616
24,017
19,927		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,182
2,363
2,682
1,809
-
-
1,300
68
8,650
6,040
8,650
6,040
7,800
8,369
7,166
7,596
2,379
2,698
2,164
2,499
2,523
2,125
2,055
1,915
15
21
-
-
24,549
21,616
24,017
19,927		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,182
2,363
2,682
1,809
-
-
1,300
68
8,650
6,040
8,650
6,040
7,800
8,369
7,166
7,596
2,379
2,698
2,164
2,499
2,523
2,125
2,055
1,915
15
21
-
-
24,549
21,616
24,017
19,927		 Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
3,182
2,363
2,682
1,809
-
-
1,300
68
8,650
6,040
8,650
6,040
7,800
8,369
7,166
7,596
2,379
2,698
2,164
2,499
2,523
2,125
2,055
1,915
15
21
-
-
24,549
21,616
24,017
19,927
Group
2023
£’000
Group
2022
£’000
Charity
2023
£’000
Charity
2022
£’000
4,276
5,876
4,276
5,876
-
15
-
-
4,276 5,891 4,276 5,876

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24a Deferred income movement during the year
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Opening balance at 1 October 2,698 3,288 2,499 3,021
Deferred income released in the year (2,698) (3,288) (2,499) (3,021)
Income deferred in the year 2,379 2,698 2,164 2,499
Closing balance at 30 September 2,379 2,698 2,164 2,499
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Deferred income primarily represents membership income received before the year end, in advance of renewals starting on or after 1 October 2023, as well as Poppy Lottery and Raffle entries received in advance of the draw date, and care home fees paid in advance of the dates of the care provision it relates to.

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26 Provisions for liabilities
Group Group Charity Charity
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Opening balance at 1 October 2,166 1,799 1,578 1,755
Provisions made in the year 50 740 50 152
Provisions released in the year (350) (373) (350) (329)
Closing balance at 30 September 1,866 2,166 1,278 1,578
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Charity provisions for liabilities includes estimated future costs of dilapidations obligations arising from land and building operating lease contracts where the RBL is the lessee and the contract requires the RBL to pay such costs at the end of the lease period. Current lease obligations expire no later than 2025.

Group provisions for liabilities also includes a provision for VAT payable to HMRC of £588,000 to cover any potential liability relating to the VAT status of the refurbishment of the Lady Haig Poppy Factory that was funded by Earl Haig Fund Scotland. Further details are provided in the 2021 Earl Haig Fund Scotland statutory annual accounts.

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27 Group operating lease commitments
Land and Vehicles and Land and Vehicles and
buildings equipment buildings equipment
2023 2023 2022 2022
£’000 £’000 £’000 £’000
At 30 September, the group had annual commitments under non-cancellable operating leases as follows:
Within one year 697 - 1,132 121
Within one to five years 593 - 1,322 53
Over five years 756 - 1,333 -
Total 2,046 - 3,787 174
27a Charity operating lease commitments
Land and Vehicles and Land and Vehicles and
buildings equipment buildings equipment
2023 2023 2022 2022
£’000 £’000 £’000 £’000
At 30 September, the charity had annual commitments under non-cancellable operating leases as follows:
Within one year 677 - 1,132 96
Within one to five years 523 - 1,322 45
Over five years 756 - 1,333 -
Total 1,956 - 3,787 141
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25 Group & Charity grant commitments
Personnel Combat Other Group &
Recovery Stress Charity
Centres Total
2023 2023 2023 2023
£’000 £’000 £’000 £’000
Opening balance at 1 October 2022 963 6,151 4,802 11,916
Grants awarded - 2,000 2,904 4,904
Unwinding of discount - 53 35 88
Payments during the year - (2,000) (1,982) (3,982)
Closing balance at 30 September 2023 963 6,204 5,759 12,926
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86

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FINANCIALS

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28 Group unrestricted funds
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2022 30 Sept 2023
£’000 £’000 £’000 £’000 £’000 £’000
Central benevolent fund 90,932 109,521 (120,993) 1,747 (2,482) 78,725
Area trust funds 16,110 - (11,482) - 1,810 6,438
Pension reserve - - (548) (442) 990 -
Subsidiaries’ funds 2,064 9,985 (6,584) - (2,084) 3,381
Available reserves 109,106 119,506 (139, 607) 1,305 (1,766) 88,544
General fund 4,483 4,149 (5,296) - - 3,336
Branch, county, district and Women’s Section funds 32,031 4,820 (4,043) 75 (2,531) 30,352
WS Invictus Games - - (131) - 250 119
Functional fixed asset reserve 57,968 - (3,135) - 3,466 58,299
Programme-related investment reserve 5,529 95 - - (696) 4,928
Total group unrestricted funds 209,117 128,570 (152,212) 1,380 (1,277) 185,578
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2021 30 Sept 2022
£’000 £’000 £’000 £’000 £’000 £’000
Central benevolent fund 85,467 116,806 (104,026) (7,695) 380 90,932
Area trust funds 20,085 - (5,297) - 1,322 16,110
Pension reserve (1,920) - (536) 1,466 990 -
Subsidiaries’ funds 3,778 7,734 (5,652) - (3,796) 2,064
Available reserves 107,410 124,540 (115,511) (6,229) (1,104) 109,106
General fund 4,841 4,077 (4,435) - - 4,483
Branch, county, district and Women’s Section funds 32,293 6,961 (5,325) (237) (1,661) 32,031
Functional fixed asset reserve 59,637 - (3,322) - 1,653 57,968
Programme-related investment reserve 4,009 35 - - 1,485 5,529
Total group unrestricted funds 208,190 135,613 (128,593) (6,466) 373 209,117
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28a Charity unrestricted funds
Opening Incoming Resources Gains / Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2022 30 Sept 2023
£’000 £’000 £’000 £’000 £’000 £’000
Central benevolent fund 90,932 111,605 (124,019) 1,747 (1,540) 78,725
Area trust funds 16,110 - (11,482) - 1,810 6,438
Pension reserve - - (548) (442) 990 -
Available reserves 107,042 111,605 (136,049) 1,305 1,260 85,163
General fund 4,483 4,149 (5,296) - - 3,336
Branch, county, district and Women’s Section funds 32,031 4,820 (4,043) 75 (2,531) 30,352
WS Invictus Games - - (131) - 250 119
Functional fixed asset reserve 57,968 - (3,135) - 3,466 58,299
Programme-related investment reserve 5,529 95 - - (696) 4,928
Total charity unrestricted funds 207,053 120,669 (148,654) 1,380 1,749 182,197
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2021 30 Sept 2022
£’000 £’000 £’000 £’000 £’000 £’000
Central benevolent fund 85,467 120,602 (106,986) (7,695) (456) 90,932
Area trust funds 20,085 - (5,297) - 1,322 16,110
Pension reserve (1,920) - (536) 1,466 990 -
Available reserves 103,632 120,602 (112,819) (6,229) 1,856 107,042
General fund 4,841 4,077 (4,435) - - 4,483
Branch, county, district and Women’s Section funds 32,293 6,961 (5,325) (237) (1,661) 32,031
Functional fixed asset reserve 59,637 - (3,322) - 1,653 57,968
Programme-related investment reserve 4,009 35 - - 1,485 5,529
Total charity unrestricted funds 204,412 131,675 (125,901) (6,466) 3,333 207,053
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The Central benevolent fund incorporates the core activities of the RBL, such as operating residential care homes, giving grants, providing resettlement training, giving pension claims advice, and acting as the custodian of Remembrance. The proceeds from the annual Poppy Appeal collection are allocated to this fund.

The Area trust funds are benevolent funds that have been designated for use in a particular geographical area.

The Pension reserve is a specific allocation of unrestricted funds in relation to the Royal British Legion Staff Pension Fund.

Subsidiaries' funds represents unrestricted funds held in subsidiaries.

Taken together, the above four lines represent the total unrestricted reserves of the RBL, which are available for immediate use at the discretion of the Trustees.

The General fund is used to support the central administration of the membership of the RBL.

Branch, county, district and Women's Section funds represent those funds held by, or on behalf of, the various RBL membership formations.

The Functional fixed asset reserve represents the value of the RBL's functional fixed asset portfolio (such as residential care homes), used by the charity in the delivery of its charitable objectives.

The Programme-related investment reserve represents the value of the programme-related investments used by the charity in the delivery of its charitable objectives.

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29 Group restricted funds
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2022 30 Sept 2023
£’000 £’000 £’000 £’000 £’000 £’000
Investment property reserve 62,421 - - 5,079 (1,944) 65,556
Income and sales proceeds from property held in corporate 42,078 2,578 (4,863) 73 958 40,824
trusteeship
Grants for specific purposes 2,642 3,702 (4,517) - (530) 1,297
Donor-restricted legacies and donations 11,305 1,316 (1,015) 22 (214) 11,414
Branch and county funds 6,713 449 (1,290) (757) - 5,115
Charity Commission schemes 2,361 50 - 22 - 2,433
Homes’ residents’ amenity funds 1,814 261 (628) - (19) 1,428
The Arthur Atock Memorial Trust 1,480 47 (124) 149 - 1,552
British Korean Veterans (1981) Relief Fund 132 2 - 1 - 135
Samsung British Korean Veterans Scholarship Fund 303 8 - (82) - 229
Permanent endowments 933 1 - 103 - 1,037
Total charity restricted funds 132,182 8.414 (12,437) 4,610 (1,749) 131,020
Poppyscotland Group 11,335 4,579 (7,734) (3) 389 8,566
Poppyscotland pension provision (1,072) - (222) (204) 137 (1,361)
National Memorial Arboretum Group 24,132 5,248 (7,789) - 2,500 24,091
Royal British Legion Republic of Ireland 2,413 250 (234) 191 - 2,620
Total group restricted funds 168,990 18,491 (28,416) 4,594 1,277 164,936
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2021 30 Sept 2022
£’000 £’000 £’000 £’000 £’000 £’000
Investment property reserve 65,533 - - 5,518 (8,630) 62,421
Income and sales proceeds from property held in corporate 39,679 2,634 (6,043) (87) 5,895 42,078
trusteeship
Grants for specific purposes 2,610 1,332 (1,300) - - 2,642
Donor-restricted legacies and donations 11,728 1,150 (799) (79) (695) 11,305
Branch and county funds 5,999 1,831 (451) (666) - 6,713
Charity Commission schemes 2,421 49 - (109) - 2,361
Homes’ residents’ amenity funds 1,925 201 (409) - 97 1,814
The Arthur Atock Memorial Trust 1,523 86 (92) (37) - 1,480
British Korean Veterans (1981) Relief Fund 142 1 (1) (10) - 132
Samsung British Korean Veterans Scholarship Fund 339 7 - (43) - 303
Permanent endowments 975 - - (42) - 933
Total charity restricted funds 132,874 7,291 (9,095) 4,445 (3,333) 132,182
Poppyscotland Group 14,288 5,085 (6,985) (1,579) 526 11,335
Poppyscotland pension provision (1,643) - (150) 587 134 (1,072)
National Memorial Arboretum Group 23,371 5,279 (6,818) - 2,300 24,132
Royal British Legion Republic of Ireland 2,716 259 (213) (349) - 2,413
Total group restricted funds 171,606 17,914 (23,261) 3,104 (373) 168,990
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Restricted funds represent grants, donations, legacies and property that are given by the donor for specific purposes and that must be used for that purpose. All restricted funds are held within the Benevolent fund. Restricted funds include permanent endowment funds that are not material and are not therefore shown separately on the face of the Balance Sheet.

The investment property reserve represents the estimated market value of £65.556 million (2022: £62.421 million), representing a portfolio of 259 properties (2022: 275 properties) owned by the RBL and, in most cases, occupied by social clubs licensed by the RBL to use its name. Many of these properties are held under trust deeds, which provide that, if they are sold, the proceeds must be applied in accordance with the terms of the original trust deeds. In most cases, the beneficiaries of such deeds will also be the beneficiaries of the Royal British Legion, but in some cases the relevant deed may limit support in the first instance to ex-serving personnel in a defined geographical area.

As a result, income from these properties is held as restricted funds pending agreement with the Charity Commission on how the restrictions contained within the trust deeds can be widened to best serve the RBL’s beneficiaries, at which point the funds are transferred to other reserves as appropriate. The value of these reserves at 30 September 2023 was £41.226 million (2022: £42.078 million), which includes both investment income and sales proceeds.

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29a Charity restricted funds
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2022 30 Sept 2023
£’000 £’000 £’000 £’000 £’000 £’000
Investment property reserve 62,421 - - 5,079 (1,944) 65,556
Income and sales proceeds from property held in corporate 42,078 2,578 (4,863) 73 958 40,824
trusteeship
Grants for specific purposes 2,642 3,702 (4,517) - (530) 1,297
Donor-restricted legacies and donations 11,305 1,316 (1,015) 22 (214) 11,414
Branch and county funds 6,713 449 (1,290) (757) - 5,115
Charity Commission schemes 2,361 50 - 22 - 2,433
Homes’ residents’ amenity funds 1,814 261 (628) - (19) 1,428
The Arthur Atock Memorial Trust 1,480 47 (124) 149 - 1,552
British Korean Veterans (1981) Relief Fund 132 2 - 1 - 135
Samsung British Korean Veterans Scholarship Fund 303 8 - (82) - 229
Permanent endowments 933 1 - 103 - 1,037
Total charity restricted funds 132,182 8,414 (12,437) 4,610 (1,749) 131,020
Opening Incoming Resources Gains/ Transfers Closing
Balance resources expended (losses) Balance
1 Oct 2021 30 Sept 2022
£’000 £’000 £’000 £’000 £’000 £’000
Investment property reserve 65,533 - - 5,518 (8,630) 62,421
Income and sales proceeds from property held in corporate 39,679 2,634 (6,043) (87) 5,895 42,078
trusteeship
Grants for specific purposes 2,610 1,332 (1,300) - - 2,642
Donor-restricted legacies and donations 11,728 1,150 (799) (79) (695) 11,305
Branch and county funds 5,999 1,831 (451) (666) - 6,713
Charity Commission schemes 2,421 49 - (109) - 2,361
Homes’ residents’ amenity funds 1,925 201 (409) - 97 1,814
The Arthur Atock Memorial Trust 1,523 86 (92) (37) - 1,480
British Korean Veterans (1981) Relief Fund 142 1 (1) (10) - 132
Samsung British Korean Veterans Scholarship Fund 399 7 - (43) - 303
Permanent endowments 975 - - (42) - 933
Total charity restricted funds 132,874 7,291 (9,095) 4,445 (3,333) 132,182
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30 Transfers between restricted and unrestricted funds

During the year, the group made net transfers of £1.277 million from unrestricted to restricted reserves (2022: £0.333 million transferred from restricted to unrestricted reserves). The most significant transfers are described below.

The RBL carried out further work in respect of the income and sale proceeds held from properties in corporate trusteeship. In its role as corporate trustee, the RBL made use of provisos on 8 trusts (2022: 6 trusts), resulting in the release of £1.8 million (2022: £1.322 million) from restricted into unrestricted funds. The RBL has opted to designate these funds for welfare activity, and they are included within Area trust funds at note 28 above.

An amount of £2.5 million (2022: £2.3 million) was transferred from unrestricted to restricted funds in respect of grant funding provided by the charity to the National Memorial Arboretum. Similarly, a transfer of £526,000 (2022: £660,000) was made from unrestricted to restricted funds in respect of funding provided by the charity to Poppyscotland.

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31 Analysis of group net assets between funds
Unrestricted Restricted Total Unrestricted Restricted Total
2023 2023 2023 2022 2022 2022
£’000 £’000 £’000 £’000 £’000 £’000
Fund balances are represented by:
Intangible and tangible assets 58,299 25,294 83,593 57,968 24,807 82,775
Investments 115,945 127,483 243,428 115,886 124,381 240,267
Current assets 40,115 15,430 55,545 62,449 23,361 85,810
Current and non-current liabilities (28,781) (1,910) (30,691) (27,186) (2,487) (29,673)
Defined benefit pension liability - (1,361) (1,361) - (1,072) (1,072)
Total funds 185,578 164,936 350,514 209,117 168,990 378,107
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32 Events after the reporting period

On 4 January 2024, Gift Aid totalling £3.402 million relating to the 2023 profits of Royal British Legion Trading was paid to the charity; consequently, no tax is payable by this subsidiary in respect of the year ended 30 September 2023.

On 20 December 2023, Gift Aid totalling £20,000 relating to the 2023 profits of NMA (Enterprises) was paid to the National Memorial Arboretum Company; consequently, no tax is payable by this subsidiary in respect of the year ended 30 September 2023.

On 13 March 2024, the directors of the dormant subsidiary Remembrance Travel voted to submit a voluntary action to strike off the company with Companies House. Prior to doing so, Shareholder Resolutions were passed by the RBL on 14 December 2023 and 6 February 2024, to redesignate the Redeemable Preference shares to Ordinary share capital and undertake a Capital Reduction of Ordinary share capital respectively. This was followed by Remembrance Travel declaring a dividend to the RBL on 21 February 2024 in order to reduce the assets held in Remembrance Travel at application to strike off to £1 share capital only.

33 Related party transactions

During the year ended 30 September 2023, the following transactions have taken place between the charity and other members of the RBL group:

In addition, the following balances were outstanding between the charity and other members of the RBL group at 30 September 2023:

Amounts receivable from consolidated entities
The National Memorial Arboretum Company
Royal British Legion Developments
Royal British Legion Trading
Royal British Legion Republic of Ireland
Poppyscotland Group
Total amounts receivable from consolidated entities
Amounts payable to consolidated entities
Royal British Legion Trading
NMA (Enterprises)
Total amounts payable to consolidated entities		 Charity
2023
£’000
Charity
2022
£’000
2
12
32
32
24
332
8
-
23
407		 Charity
2023
£’000
Charity
2022
£’000
2
12
32
32
24
332
8
-
23
407
89 783
Charity
2023
£’000
Charity
2022
£’000
1,237
-
63
68
1,300
68

The Royal British Legion is a member organisation of the Royal Commonwealth Ex-Services League (RCEL). One of the RBL’s Trustees holds a position within the RCEL as detailed below. The RCEL shares office space and certain services with the RBL, which had an estimated value of £48,000 during the year (2022: £46,000). The RCEL does not make payments to the RBL for these services.

A grant of £480,000 for a two-year period was awarded on 24 September 2021 as an extension of a prior five-year grant. The charity recognised a discount credit to grant expenditure of £7,000 during 2023 (2022: £14,000) and holds a grant creditor of £240,000 owed to RCEL at 30 September 2023 (2022: £473,000) in respect of this funding.

Organisation Related party Position at the RBL Position at related party organisation
Royal Commonwealth Ex-Services League Jason Coward National Chair Trustee

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Registered address: Royal British Legion, Haig House, 199 Borough High Street, London SE1 1AA Registered Charity Number: 219279