## **RCGP Annual Report & Accounts 2024–2025**
Charity Registration Number 223106
Scottish Charity Registration Number SC040430
## Contents
|Introducton|1|
|---|---|
|Our vision, purpose and values|3|
|Strategic plan 2023–2026|5|
|Actvitesandachievements|6|
|Environmental Social Governance|19|
|Referenceandadministratvedetails|42|
|Financial review for the year|43|
|Independent auditor’s report|48|
|Consolidatedstatementoffnancialactvites|52|
|Financial report|52|
|Balance sheet|53|
|Consolidatedcashfowstatement|54|
**ii**
RCGP Accounts 2024–2025
## Introduction from the Chair of the Trustee Board, Chair of Council and the Chief Executive Officer
WearedelightedtopresenttheRoyalCollegeofGeneralPractitioners’(RCGP)annualreportandaccounts for 1 April 2024 to 31 March 2025.
AswetakethisopportunitytoreflectonwhathasbeenachievedbytheCollegethispastyear,aperiod thathasalsoseensubstantialchangeintheUKpoliticallandscape,thechallengesfacingtheprofession remainsubstantialandarenolessacutethaninrecentyears.PleaserestassuredthattheRCGPhasand continuestoworktirelesslytosupportourmembersandstafftodeliveragainstourcharitableobject– “ToencouragefosterandmaintainthehighestpossiblestandardsinGeneralMedicalPractice.”
TheRCGPundertookthedevelopmentofanewCorporatePlanthispastfinancialyear.Thethree-year plan,whichcameintoeffecton1April2025,isstructuredintofivethemesandplacesdeliveryofthefour Councilstrategicprioritiesatitscentre.ItaimstodefineanddirecttheworkoftheCollegetodeliverour charitablemission,tosupportourmembersandtoachieveCouncil’sstrategicpriorities.Alongsidethis, theCollegeExecutiveconsultedonarealignmentofourorganisationalstructure.Theprocessinvolvedno redundancies and sought to ensure the College’s readiness to deliver the Corporate Plan. Trustee Board approvedtheCorporatePlanatitsJanuarymeetingandwethankthemfortheirsupportandstewardship throughouttheplan’sdevelopment.OurthanksalsototheCollege’sExecutiveManagementteam(EMT) andstafffortheirengagementandinputastheplanwasdevelopedandthestructuralrealignmentwas implemented.
TrusteeBoardhascontinuedtosupportthedeliveryoftheCollege’sGovernanceReview.Thereview, whichbeganin2021,hasnowcompletedthemajorityofitsworkaheadofitsexpectedconclusion in 2025. An engagement programme has sought to clarify the work of the review and to build a sharedunderstandingofboththerationaleandrequirementforfuturechanges.Thishasincludedthe development of dedicated website pages on the Governance Review, a programme of member webinars andthecreationofananimationexplaininghowtheRCGP’sgovernanceworks.
Atthetimeoflastwriting,wewereanticipatingtheUKgeneralelectionbeingcalledandhadpublished theRCGP’smanifesto‘SevenStepstoSaveGeneralPracticeandSafeguardourNHS’.Wewelcomedanew LabourGovernmentinJulyandquicklysetaboutbuildingrelationshipswiththeSecretaryofStatefor HealthandSocialCare,WesStreetingMP,andMinisterforCare,StephenKinnockMP,toensurethatthe GPvoicewasheardatthehighestlevelsofGovernment.WewerepleasedthatWesStreetingaccepted ourinvitationtoaddressattendeesatour2024AnnualConference.OurcolleaguesintheDevolved Nationshavealsoseentheirownpoliticalleadershipchangesandhaveworkedhardtokeepgeneral practicetopoftheagendafortheirrespectiveGovernments.
RCGP Accounts 2024–2025
**1**
Introduction
Despitetherapidlychangingpoliticallandscape,therehasbeengoodprogressagainstCouncil’sstrategic priorities.WehavebeenpleasedwiththewaytheRCGPhasrespondedtosomedifficultissuesthisyear, mostnotablyPhysicianAssociates(PAs)workingingeneralpractice,AssistedDyingandTransgender Care,andourthanksgotoCouncilfortheircontinuedinsightandguidance.Theseissueshighlightedthe importanceofmemberengagementandourmembersurveysonPAsworkingingeneralpracticeandthe RCGP’spositiononAssistedDyingreceivedsomeofthehighestlevelsofsurveyresponsethattheCollege has ever seen.
ItisfantastictoseesomanymembersengagingwiththeRCGP,whetherthroughrespondingtopolicy surveys or by taking on one of the over 1,000 volunteer roles that are integral to College life. We are continuouslyworkingtounderstandhowbestwecansupporttheevolvingneedsofourmembersand developourmembershipoffering.Oneofthebestpartsofourrolesisgettingtoheardirectlyfromyou, ourmembers,atRCGPeventsthroughouttheyear,particularlythosethatcelebratethebestofthe profession such as our New Member Ceremonies and our Annual Conference.
TheCollegeisgratefulforthecontinuedpatronageoftheRoyalHousehold,andwewelcomednewsthat HisMajesty,KingCharlesIII,wouldbetheRCGP’snewpatroninMay.Wealsocontinuetofindnewways tomaketheCollege’sheadquartersinLondonmoreaccessibletomembersandatruerepresentation of‘YourProfessionalHome’.TherelocationoftheMembersLoungetothereceptionareaof30Euston Squareandrevitalisationoftheexhibitionspacesonthegroundfloorhavebeencentraltothis,andwe wouldencourageyoutocomeandusethesefacilitiesifyouarepassingthroughorbetweenmeetingsin London.
Noneofthepastyear’sachievementswouldhavebeenpossiblewithouttheunstintingandtirelesswork ofTrusteeBoard,Council,ExecutiveManagementTeam,andstaff.Weareimmenselygratefulforallyou dofortheorganisation.ParticularthankstothoseTrusteesandCouncilOfficerswhodemittedoffice,or changedleadershiproles,thispastfinancialyear,namelyCouncilTrustees,DrImranRafiandDrThomas Patel-Campbell,andHonoraryTreasurer,DrSteveMowle.
Inturn,wewelcomedDrHeatherRyanandDrOnyinyeOkonkwoasMemberTrustees.DrThomasPatelCampbellwaselectedbyCouncilasViceChairMemberValueandFinance(formerlyHonoraryTreasurer) alongsideProfessorMargaretIkpohwhowasre-electedasViceChairProfessionalDevelopment,Training andStandards.WealsowelcomedCalumMercertotheCollegeasExecutiveDirectorofCorporate Services in February.
Ourfinalthanksgotoyou,ourmembers,foryourongoingsupportoftheCollege.Itisourgreatprivilege torepresenttheRCGP.Wewillcontinuetoactonyourbehalftoaddressthechallengesfacingandto advocatefortheprofessionandbuildasustainablefutureforgeneralpractice.
Professor Mike Holmes Chair of Trustee Board
Mark Thomas Interim Chief Executive Officer
Professor Kamila Hawthorne MBE Chair of UK Council
24 July 2025
**2**
RCGP Accounts 2024–2025
## Our vision, purpose and values
TheRoyalCollegeofGeneralPractitionerswasfoundedin1952andgrantedaRoyalCharterin1972with theobjective:
_“To encourage, foster and maintain the highest possible standards in general medical practice and for that purpose to take or join with others in taking any steps consistent with the charitable nature of that object which may assist towards the same.”_
## Our vision
Excellenceingeneralpracticeforpatientsworldwide.
## Our purpose
Topromotethebestpossiblequalityofhealthandhealthcareforthepopulationby:
- settingthehigheststandardsforgeneralpractice
- ensuring that GPs have the best possible training
- supportingGPsthroughouttheirprofessionallivestodeliverthebestpossibleservice
- leadingtheprofessionanddemonstratingthevalueofgeneralpractice
- developinggeneralpracticeasthefoundationofeffectiveandsustainableprimarycareworldwide
- usingresourcesefficientlytosupportourmembersanddeveloptheCollegesustainably.
## Our values
Ourvaluesdescribetheprinciplesthatguideourwork.Westrivetodemonstrate:
**Compassion** –forourpatients,thepopulationsweserve,ourmembers,ourcolleaguesandourselves.
**Inclusivity** –wevaluediversityaspartofourcommunityandtreateachindividualwithequalrespect.
**Sustainability** –welooktothefutureandcareaboutthelong-termwellbeingofourmembers,our profession,ourpatientsandtheworldaroundus.
**Accountability** –wetakeresponsibilityfortheresultsofouractionsandcontinuouslystrivetobethe best that we can be.
**Integrity** –wearehonest,open,ethical,justandfair.
**3**
RCGP Accounts 2024–2025
Our vision, purpose and values
## Public benefit
TheCollegeprovidespublicbenefit,andtheadvancementofhealthandofeducation,through:
- developingprofessionalstandardswhichhelptoensurethatpatientsaretreatedbyfullytrained, competentgeneralpractitioners.
- encouragingprofessionaldevelopmentbydevelopingandprovidingeducationalresourcestoenable generalpractitionerstomaintainanddeveloptheirskills.
- supporttoindividualsasgeneralpractitioners;and
- promotionoftheprofessionasfundamentaltointegratedprimaryhealthcare.
TheTrusteeshavereferredtotheCharityCommission’sguidanceonpublicbenefitwhen reviewingitsaimsandobjectivesandinplanningitsfutureactivitiestoensurethattheactivitiesthe Collegeundertakesareinlinewithitscharitableobjectsandaims.
This Trustees Report also sets out how we have implemented the principles of good governance and ensuredsoundfinancialmanagementofourresources.
RCGP Accounts 2024–2025
**4**
## Strategic plan 2023–2026
In April 2023, our new strategy _Building a Sustainable Future for General Practice_ cameintoeffect.Itis rootedintheprioritiesofourhardworkingGPswhocontinuetomakeexceptionaleffortstogivethebest possiblestandardsofcaretopatientsdespitethepressuresofapersistentandgrowinggapbetween workforcecapacityandpatientneed,andpoliticalandeconomicuncertainty.Thenewstrategycontains thefollowingfourpriorities:
1. Tackle the workload and workforce crisis
2. EnsuretheCollegeistheProfessionalHomeofGeneralPractice
3. Reducetheincreasinggapinhealthinequalities
4. Respond to the climate emergency.
Following approval from Trustee Board in January 2025, the College has launched its Corporate Plan 2025–2028.Theplan,whichcameintoeffecton1April2025,supportsthedeliveryofCouncil’sfour prioritiesandcoversallareasoftheRCGP’soperationandimpact.Italsoprovidesassurancetothe College’sTrusteesonexecutiveactionsandorganisationalprogress.FutureRCGPAnnualReportswillbe structuredaroundthefivethemesoftheCorporatePlan:
1. Strengthen our membership
2. Transform our culture
3. Target our Resources
4. EnhancePatientCare
5. Shapethefutureofgeneralpractice.
RCGP Accounts 2024–2025
**5**
## Highlights of our activities and achievements during 2024–25
## 1. Tackling the workload and workforce crisis
Atthestartofthefinancialyear,wewereanticipatingthegeneralelectionbeingcalled.TheCollegehad begunitsplanningfortheelectionintheautumnof2023andkickedoffourinfluencingcampaignatthe 2023RCGPAnnualConferencewiththelaunchoftheRCGPGeneralElectionManifesto,‘SevenStepsto SaveGeneralPracticeandSafeguardtheNHS’.
Toensurethatgeneralpracticewasa‘bigticket’itemforallthemainpoliticalpartiesandthenext government, regardless of which party came into power, the College undertook an extensive programme ofpoliticalstakeholdermeetingsthroughtheendofthepreviousfinancialyearandin2024/25.Knowing that55,000GPvoiceswouldbehardtoignore,wealsodevelopeda‘GeneralElectionGuide’tosupport membersinengagingwiththeelectioncampaign,includinghowtocontacttheirlocalcandidatesand organisepracticevisits.Welandedseveralproactivestoriesinthelead-uptopollingday,emphasising the College’s wider manifesto asks and the growing volume and complexity of GP workload against the backdropofadiminishingworkforce,highlightingworkforceandworkloadissues.
ThegeneralelectionwasannouncedattheendofMayandsetforearlyJuly.Asthemajorpoliticalparties publishedtheirmanifestos,weassessedcommitmentsmadearoundgeneralpracticeworkforce,funding andoverallservicecapacity.Ourwidespreadcampaigningintherunuptotheelectionhadaclear,positive impactastheCollegeidentifiedthreepledgesaligningwithRCGPpolicy.TheseweretheLabourParty’s commitmenttoshiftresourcestoprimarycareandcommunityservicesovertime,theConservative Party’stoinvestproportionatelymoreinout-of-hospitalservicesovertime,andtheLiberalDemocrat Party’storetain4,000GPsthroughretentionschemes.
WiththeelectionofanewLabourGovernmentinJuly,theCollegeimmediatelyprioritisedbuilding relationshipswiththenewSecretaryofStateforHealthandSocialCare,WesStreetingMP,andStephen KinnockMP,theMinisterofStateforCarewithresponsibilityforprimarycare,andarrangedface-to-face meetingswithbothwithinthefirstfewmonthsofthemtakinguptheirrespectiveoffices.
Bothintroductorymeetingswerepositiveandconstructive,coveringawiderangeoftopicsincludingthe intensepressuresfacinggeneralpracticeandwhattheRCGPthinksneedstobedonetoaddressthese, GPretention,workforceplanning,sortingoutthevisasystem,addressingconcernsaroundPAs,and merging the specialist and GP registers.
Onthedayoftheelectionresults,welaunchedane-campaignaskingmemberstosignajointpublicletter totheSecretaryofStatecallingforareviewoftheNHSLongTermWorkforcePlantoreflecttheneed formoreconcertedactiontoboosttheGPworkforce.Wesawnearly10,000GPssignuptothis,arecord fortheCollege’scampaignactions.TheChairofCouncilhanddeliveredthelettertotheDepartmentof HealthandSocialCare(DHSC),andwesecurednationalcoverageintheGuardianontheletter.
RCGP Accounts 2024–2025
**6**
Highlightsofouractivitiesandachievements
Furthermore,theCollegeensuredthatthenewintakeofMPsreceivedabriefingonourkeyasksand metwithover40MPsandPeerssincethegeneralelection.Wealsolaunchedour‘guidetoinfluencing parliament’ontheRCGPwebsite,whichaimstoequipmemberswiththetoolstheyneedtoengagewith ourcampaigningefforts.
OneoftheSecretaryofState’sfirstactionswastoaskLordDarzitoundertakeareviewofNHSEngland. TheCollegesubmittedevidencetothereviewandtheChairofCouncilattendedanumberofreview arrangedstakeholderengagementevents.FollowingtheconclusionoftheDarziReview,theGovernment announcedthatitwoulddevelopaTenYearHealthPlan(TYP),launchingaconsultationontheplanand thethreeshiftsitwouldfocuson–analoguetodigital,sicknesstoprevention,andhospitaltocommunity.
WantingtoensuretheGPvoicewasheardloudandclearintheTYP’sdevelopment,theRCGPrapidly launched a new webpage outlining advice and guidance to members about how to respond individually to theconsultationwithkey‘asks’toinclude.Wealsoheldthreememberworkshopsonandissuedacallout toourmembersforbestpracticeexamplesacrossthethreeshiftsoftheTYP,usingtheinsightsgathered toshapeourorganisationalresponsetotheconsultationwhichwassubmittedaheadoftheDecember deadline.
TheCollegealsoarrangedaseniorstakeholderroundtableeventwithSallyWarren,DirectorGeneralfor theTYPattheDHSC.Theevent,whichwasheldinNovemberatavenueinWestminsteraheadofthe conclusionoftheplan’sconsultationperiod,exploredhowgeneralpracticecouldhelptotakeforwardthe findingsoftheDarziReview.
Alongsidethiswork,theCollegehascontinueditsregularprogrammeofstakeholderengagementon workforceandworkloadissues.Throughthejointeffortsofourpress,policy,research,andcampaigns teams,wehaverespondedtoconsultationswithrobustevidencetosupportfurtherinvestmentingeneral practiceandlobbiedGovernmentandtheNHSEnglandtoinfluencepolicy.Mostnotably:
- Securedanadditional£82millionoffundingforGPrecruitment–Followingourcallsforanurgent interventiontotackleGPunemployment,thenewGovernmentannouncedadditionalfundingviathe AdditionalRolesReimbursementScheme.Wewelcomedthisemergencymeasurebutcontinuetocall forasustainablesolutionthatmovesmorefundingintothecorecontract.
- Secured a refresh of the Long Term Workforce Plan to focus on addressing the GP workforce crisis–Followingoursignificantpolicyandlobbyingworkandanopenlettersignedbynearly10,000 members urging the Secretary of State to review the workforce plan, an overhaul of the plan has now been announced.
- ThenewSecretaryofStateforHealthandSocialCarespokeatthe2024RCGPannualconference– WeinvitedWesStreetingtoaddressconferencefollowinghisappointmentasSecretaryofState.In his speech, he announced a number of measures, and we secured a commitment to review red tape andreducebureaucracyingeneralpractice.
- Secured a commitment to merge the GP and specialist registers – Further to our statement on parity of professional esteem published in March 2024, in his speech to conference, the Secretary of State announced a commitment to merge the GMC registers to formally recognise GPs as Specialists in law.
- SentaclearmessageontheneedforCQCimprovement–FurthertothedecisiontakenbyUK CouncilinNovember,wecalledforapausetoCQCinspectionsandanendtoonewordratings, settingoutourpositioninalettertothePrimaryCareMinisterandcontinuingtolobbyfor improvementsinefficiency,proportionalityandfairnessofinspections.
- Respondedto19consultationsfromGovernmentandotherstakeholders–wesubmittedevidence andresponsestorepresentthevoiceofgeneralpracticeonissuesrangingfromtheDarziReviewto incentiveschemesingeneralpractice.
- HelpedsecureamendmentstotheNationalPlanningPolicyFramework(NPPF)–Followingour submissiontotheNPPFconsultation,wehelpedtosecureamendmentstothenewframeworkwhich willmeanlocalplanningauthoritiesandstatutorybodieswillberequiredtoplanforabroaderrange ofpublicservicehealthinfrastructure(whichwouldincludeGPsurgeries)needswhenconsidering proposals for new housing development.
RCGP Accounts 2024–2025
**7**
Highlightsofouractivitiesandachievements
- TheCollegewasreferencedinParliamentover90times–Thiswasacrossdebatesandcommittee workinbothhousesandsignificantlymorethananyothermedicalRoyalCollege.
- SurveyedST3GPRegistrarMembersforasnapshotintoGPjobsandvisaissues–Insummer,we undertookamembersurveyofnewlyqualifiedGPswhichallowedustorepresenttheconcernsof membersrelatingtofindingappropriaterolespost-qualificationanddifficultieswithvisasponsorship totheSecretaryofStateandNHSleaders.
TheCollege’spresswork,muchofitbasedaroundproactivemediawork,hasledtoarangeofhigh-profile articlesacrossnationalprinttitlesandbroadcastoutlets.Between1April2024and31March2025,we generated20,960mediamentions.15,401ofthosementionswereinonlinearticles,3,931inbroadcast coverageand1,628inprint.Thesestorieshavebeenusedtopromotethevoiceofmembers,particularly inlightofmajorpoliticalandhealthcareeventsthispastfinancialyear.
Monthly volume peaked in October 2024 with 2,935 hits across all media. One of our biggest stories of theyearcoincidedwiththeChairofCouncil’sRCGP2024AnnualConferencespeechonGPpatientratios indeprivedareasandsawwide-reaching,proactivecoverageinthenationalpress.Thisstorysatalongside considerablereactivemediawork–includingonBBCRadio4’sTodayProgramme–respondingtoWes Streeting’saddresstotheconference.
TheGovernment’sfirstBudgetinOctober,whichincludeda4%realtermsNHSbudgetgrowthrateover thenexttwoyearsandacapitalspendingincreaseforDHSCof£3.1billionin2025/26,wasamixedbag ofannouncementsforgeneralpractice.Theseincludedadedicatedfundtosupport200practicesto upgradetheirpremises,butothersignificantfundingannouncementswerelargelyfocusedonstabilising secondarycareservices.TheCollegecontinuestohighlightthatgeneralpracticeisseriouslyunder resourced and will be looking to the upcoming Spending Review in late Spring for detail on how GPs will besupportedtodelivertheGovernment’splanstoshiftresourcesintothecommunitytoensurepatients get the care they need.
TheannouncementofariseinNationalInsuranceemployercontributionsby1.2%causedmuchconcern amongstourmembersacrosstheUK.WewrotetotheSecretaryofStatesettingouttheimplicationsof thisriseforGPsandtocallforanurgentsolutiontoensurethatpracticeswouldbefundedtocoverthese additionalexpenses.AsindicatedbytheSecretaryofStateinParliamentandelsewhere,provisionfor thisrisewasmadeinthenewGPcontract.WhilethisisthelocusoftheBMA,theCollegewillcontinue tokeepthepressureforappropriatefinancialsupportforpracticeswithGovernmentsacrossthefour nations.
InOctober,wealsolaunchedournewpolicyreportonGPretention,whichbuildsontheposition approvedbyCouncilinMarch2024.Thisreportexplorestheworkforcechallengesfacinggeneralpractice in England and highlights the pressing need to address the reasons GPs are leaving the profession or reducing their contracted hours. The report was shared with all of our key stakeholders and accompanies ourongoingeffortstoraiseconcernsaroundGPemploymentopportunities.Alongsidethereportwe sentajointletterwithotherhealthcareorganisationstothenewChairofthePublicAccountsCommittee, callingontheCommitteetore-openitsinquiryintotheNHSEnglandLongTermWorkforcePlan.Oneof thereport’srecommendations,callingforarevisedLongTermWorkforcePlanhasbeenachieved,withthe GovernmentcommittingtopublishingarefreshedPlaninthesummerof2025.
ThepastfinancialyearhasseenextensiveworkonPhysicianAssociates(PAs)workingingeneralpractice. FollowingthevoteattheMarch2024meetingofUKCouncil,welaunchedamemberconsultationinApril tofeedintothedevelopmentofRCGPguidanceonscopeofpracticeandsupervisionofPAsingeneral practice.Thesurvey,whichreceivedoneofthehighestlevelsofmemberresponsetheCollegehadseen, closed in May and an update on next steps was presented to Council in June.
InSeptember,CouncilvotedtochangetheCollege’spositiononPAsworkingingeneralpracticetoone ofopposition.Theyalsoapprovedguidanceonsupervision,inductionandscopeofpracticetosupport GPpracticesalreadyemployingPAs.Thethreesetsofguidance,whichwereinformedbyandreflectthe resultsofthememberconsultationonPAs,andthe‘redlines’affirmedbyUKCouncilinMarch2024, were published in October. Following Council’s decision, the College informed key stakeholders ahead of thepublicresponsebeingissuedandrespondedtonumerousmemberemailsandlettersraisingconcerns abouttheRCGP’snewposition.
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RCGP Accounts 2024–2025
Highlightsofouractivitiesandachievements
Alongsidethiswork,theCollegerespondedtotheGMCconsultationonregulationofPAsand AnaesthetistAssociates(AAs),highlightingourpositionthatanotherregulatorybodywouldbemore appropriateand,thatifGMCregulationistoproceed,theremustbeclarityoverthedifferences between PAs and doctors at all points. The RCGP also welcomed the Government’s announcement of an independent review by Professor Gillian Leng into the safety of the roles of PAs and AAs, and their contributiontothemulti-disciplinaryteam.TheCollegehasrespondedtothereview’sconsultation, writtentwicetoTheLengReviewhighlightingourpositionandsharingoursurveyresults,andbeen invitedtojoinseveralrevieworganisedstakeholderengagementroundtables.
TheCollegecontinuestoexaminewaystosupportthewidergeneralpracticeteam.Aninternalworking groupontheMulti-DisciplinaryTeam(MDT)hasbeenestablishedtodiscusstheRCGP’sroleindeveloping inductionandsupervisorydocumentsfortheseroles.Wearealsocontinuingtocloselymonitorthe numbersofnon-GPdoctorsworkingingeneralpracticefollowingthechangestothePerformersList regulations.Thesechanges,whichwereimplementedduringthepandemic,allowedawiderrangeof doctorstoworkingeneralpracticeandweremadepermanentinMay.Wearenotawareofsignificant numbers being employed in this role. The College has shared and discussed our ‘red lines’ with all relevant stakeholders and is exploring whether there is need to develop further guidance as part of our broader workontheMDT.
Lookingahead,theCollegecontinuestoengagewithMinisters,theDHSCandNHSEnglandonthe developmentoftheTYPaheadofitspublicationinthenextfinancialyear.Furthertotheannouncement inMarch,theCollegeiscloselymonitoringwhattheGovernment’sdecisiontobringNHSEnglandback intotheDHSCwillmeanforgeneralpractice.TheRCGPhascommissionedresearchonGPworkload toidentifyandquantifytasksthatmaybeaddingtounmanageableworkloadsingeneralpractice.The resultsofthestudywillhelpusfurtherdevelopourpolicyrecommendationsonworkloadissues,which weareaimingtotaketoUKCouncilin2025/26.TheCollegeisalsodevelopingaPatientActionPlanand hascollaboratedwiththePatientsAssociationonaco-designedpatientcampaignwhichwilllaunchin 2025/26.
FollowingtherestorationoftheNorthernIrelandAssembly,wehavehadconsiderableandsustained engagementwiththefivemainpoliticalpartiesinNorthernIreland,MLAsandkeycivilservantson numerousDepartmentofHealthcommittees.KeywinsandsuccessesfortheCollegein2024/25have included:
- GivingevidencetwicetotheNorthernIrelandAssemblyHealthCommitteeandoncetotheNI AuditCommitteeinAprilandMaycallingforactiononavarietyofworkforceandworkloadissues includingpracticeinstability,retention,GPelectivecareservices,indemnity,andtheneedtoincrease theproportionoffundingtogeneralpracticebeyondthe5.4%ofthehealthbudget.
- TheestablishmentNorthernIrelandParliament’sfirstAllPartyGrouponGeneralPractice.
- Acall-to-actioncampaignaskingmemberstoemailtheirMLAonGPfundingand workforceretention.Over700emailsweresenttoMLAsbyourmembersandMLAsacknowledged theseissuesduringasubsequentdebateintheNIAssemblyduringamotiononExtremePressuresin Primary Care.
- ArrangingpracticevisitsforandsubsequentlyhostinginterviewswithfiveHealthCommitteeMLAs onsocialmediatodemonstratethesupportneededforgeneralpractice.
- TherestorationoftheGPelectivecareserviceinNorthernIrelandwithfundingmovedoutoftrust budgets on a permanent basis and transferred to primary care.
- InclusionintheGPcontractfor2024/25ofadditionalfundsforpracticestosupportthecostsof indemnity.
RCGP Wales brought together College members and Senedd members to discuss workload pressures and challenges.Inthispastyear,wehavegivenevidencetotheFutureofGeneralPracticeSeneddHealth CommitteeInquiryandtotheUKParliamentWelshAffairsCommitteeonCross-BorderHealth.The CollegeleadacampaigninWalescallingforimprovementstotechnologyingeneralpracticeandproduced
**9**
RCGP Accounts 2024–2025
Highlightsofouractivitiesandachievements
apaperconsideringthepreventivecarebenefitsofplanningpolicydecisionstoimprovepublichealthand ease workload on GPs.
InanticipationoftheWelshParliamentelectionnextyear,theRCGPhasbeenworkingcloselywithits memberstodevelopourmanifestoasksforthemainpoliticalpartiesinWales.Followingherre-electionin November,WelshChair,DrRowenaChristmas,hasnamedGPretentionasherpriorityandtheCollegeis developingapaperforWelshCouncilwhichwillbuildonthefindingsandrecommendationsofour2024 report.
InScotland,theRCGPreceivedfundingfromtheScottishGovernmenttodeliveraprogrammeofsupport formid-careerGPsinJune,recognisingthattheyarestrugglingtodealwiththestrainsofworkingin generalpracticeandareeitherdrasticallyreducingtheirhoursorleavingtheprofessionaltogether.MidCareerMattershasbeendevelopedbyRCGPScotlandClinicalLead,DrSigiJoseph,andconsistsoftwo half-dayonlineworkshopsprovidingpractical,job-focussedtoolsandideas,alongwithapeersupport network.Thefirstandsecondcohortswerebothover-subscribedandwerefollowedbyanin-person networkingeventforallparticipantstosupportfacilitatedpeerdiscussionandrelationshipforming, toreflectonthetoolsdiscussedintheworkshopsandtoexplorethenextstepsinbuildingresilience. Confirmationoffundingfor2025/26hasbeenreceivedfromtheScottishGovernmentandthereachof theprogrammewillbeexpandedtoprovidesupporttomoremid-careerGPs.
OtherRCGPScotlandhighlightsincludedtheScottishGovernmentpublishingtheirRecruitmentand RetentionActionPlaninDecember,whichsetsout20measuresandaddressessomeofourlong-standing policycalls.TheCollegehasbeenworkingconstructivelywiththeScottishGovernmenttorealisethis Plansinceearly2024,buildingonour2022paper‘RetainingtheScottishGPWorkforce’.ScottishChair, DrChrisProvan,alongwithotherScottishhealthcareleaders,metwithFirstMinisterJohnSwinneyto discussNHSreforminJanuary.WehavealsosecuredacommitmentfromtheFirstMinistertoincrease theproportiongeneralpracticereceivesfromtheScottishNHSbudget.
## 2. Ensure the College is the Professional Home of General Practice
TheRCGPhascontinuedtostrengthenitsmemberofferthisyearwithaviewtoimprovingmember retentionandcontinuingtogrowmembershipnumbers.Aspartofthis,weincreasedthevaluemembers receivebymakingbothOneDayEssentialsCPDandexamprepcoursesinclusiveofthemembershipfee. TheCollegehasdevelopedanadvocateprogrammetobetteralignitsworkwiththegoalsofournear 1,500membervolunteersacrossallpartsoftheCollege,includingCareerStagegroupsandFaculties.As partofthisprogramme,wehavesoughttorevitalisethenetworkofSpecialInterestGroups(SIGs)todrive morememberstojointhesegroupsandtoallowtheCollegetobetterutilisetheclinicalsubjectmatter expertisetheyoffer.Our2024/25MemberSurveyshowedpositivetrendswith47%ofrespondentsnow viewingusastheirProfessionalHome,upfrom39%in2023/24.
## Membership
Asof31March2025,membershipstandsat55,988comparedto55,737forthesameperiodlastyear.
Thetotalnumberofnewmembersjoiningsince1April2024is5,054comparedto5,130forthesame periodlastyear.Thenumberofleaversstandsat6,412,comparedto5,792forthesameperiodlastyear, andtheoverallretentionrateiscurrently91%.
## Fellowship
Therearenow3,724Fellowsupfrom3,629inthepreviousyear.
## GPTrainingandProfessionalDevelopment
ThenumberofGPregistrarscompletingtrainingbetween1April2024and31March2025was4,095 (3,792thepreviousyear),thefirsttimethisnumberhasreachedover4,000.
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RCGP Accounts 2024–2025
Highlightsofouractivitiesandachievements
CombinedTraining(registrarscombiningpreviousmedicaltrainingandexperiencewithGPtraining) applicationshavedecreased,with165applicationsreceivedfromAugust2024starters(205in2023).
PortfolioPathway(previouslyCertificateofEligibilityforGPRegistrations(CEGPR))applications(primarily fordoctorsfromabroadwishingtoworkintheUK)decreasedslightlyfrom21in2023to19in2024.
## MRCGP
TobecomelicensedtopractiseasaGPintheUK,doctorsmustpasstheCollege’sMRCGPexamination, comprising:
- TheAppliedKnowledgeTest(AKT).
- TheSimulatedConsultationAssessment(SCA).
- Workplace-BasedAssessment(WPBA).
In2024–2025,candidatenumberswere:
- AKT:6,144
- SCA:6,048
## MRCGP International
TheMRCGP[INT]accreditationprogrammecontinuestooperatepartnershipswithKuwait,Cyprus, Dubai,Kosovo,MaltaandtheentireSouthAsiaregion,coveringBangladesh,India,PakistanandSriLanka. Highlightsfromthepastfinancialyearhaveincluded:
- HostingajointwebinarwiththeWHO,inlinewithourMemorandumofUnderstanding,onhow primarycarecaninfluencegovernmentsandpoliticians.Over300participantsgloballyregistered fortheeventtohearpanellistsfromWHO,Australia,HongKongandtheUKtalkabouttheir experiences.
- Developinganddeliveringtwo,one-week‘TraintheTrainers’workshopsinSouthAfricatosupport localGPtrainers,educatorsandleadersinJanuaryandMarch2025.Theprojectwasfundedthrough agrantdonationfromtheUKForeign,CommonwealthandDevelopmentOffice(UKFCDO)andwas managedbytheBritishHighCommissioninPretoria.Itisenvisagedthataftertheworkshopsthe cohort will cascade down their new skills and competencies across their provinces, widening the reachoftheprojectandupskillingthelocalworkforce.
- ContinuingtosupportadedicatedgroupofRCGPmembervolunteerswhohavebeendelivering virtualsupporttoMyanmarGPsintheareasofmentoring,clinicalauditandqualityimprovement. TheprojectisfundedbytheUKFCDO’sMyanmarHealthFundandmanagedbyGlobalHealth Partnerships(formerlyTHET)tohelpMyanmarbuildstrongerandmoreresilienthealthsystem,and make progress towards universal health coverage.
- Deliveringfive,one-weektrainingworkshopsforKuwaitiexaminers,GPtrainersandleadersin additiontoexistingMRCGP[INT]accreditationsupport.
## Online Learning Environment
TheOnlineLearningEnvironment(OLE)hascontinuedtogrowandnowhasatotalof181,572registered users–anincreaseof12.8%fromthepreviousyear.
Thereare18LearningHubsandover440resourcesincludingeLearningcourses,bite-sizedscreencasts andpodcasts,EssentialKnowledgeUpdatesandChallenges,andHotTopics,whichenablemembersto update and test their knowledge of given topics.
The podcast channel had over 133,835 listens over the past year, averaging 365 per day down from the previous year average of 433 per day.
RCGP Accounts 2024–2025
**11**
Highlightsofouractivitiesandachievements
TheRCGPeLearningTeamhaverecentlymadeenhancementstotheEssentialKnowledgeUpdate(EKU) programme,toensurethatthelearningcontentweofferbettermeetsmembers’CPDneeds,supporting themtodeliverbetterpatientcare.Newresourcesarenowreleasedonarollingbasisratherthanthree fixedcalendarreleaseseachyear,meaningthattheprogrammeismoreresponsive.Thecontentcoversa widerselectionoftopics,drivenbymemberinput,andthelearningmodesarebeingexpandedtoinclude abroaderrangeofformats,suchaspodcasts,shortsummary‘NewUsefulBits’,‘whatyouneedtoknowin ten clicks’ modules, blog posts and more.
Neweditionstotheprogrammehavealreadybeenreleasedincludinganew15-minutemodulebased on the latest NICE Guidance on Asthma, a new blog post on the recent changes to guidance on smoking cessation,andtwobrandnewpodcasts.
## ProgrammeandProjectManagementOffice
TheRCGPwasappointedasoneoffivedeliverypartnersfortheNHSEnglandGeneralPractice ImprovementProgramme(GPIP),commencingdeliveryforthefirsttimein2024/25.TheRCGPprovided on-sitetailoredqualityimprovementsupportto114practicesacross12ICBregionsbetweenJuly2024 andMarch2025.Throughover1,500onsitevisitsbyourteamofexpertqualityimprovementfacilitators, theCollegehashelpedpracticesimplementchangestomovetowardsthemodelofmoderngeneral practice.Someexamplesoftheimpactthesupporthashadforpracticesare:
- Reducedavoidableappointmentsbyanaverageof5.1%
- Releasedoverninehoursofclinicaltimeperweek
- Releasedoverninehoursofadmintimeperweek
- Reducedcallwaittimesbyupto50%
- Increasedonlineconsultationusagebyupto61%
- Decreasedabandonedcallsbyupto52%
WithintheProjectManagementOffice(PMO),wehaveseenincreasesinengagementandcompletion ofourmanypracticeaccreditationprogrammes.TheseprogrammesaredesignedtoupskillGPsand practiceteamstoprovidetailoredsupporttotheirpatientsdependingontheirownspecificneedsand circumstances.Asof31March2025,over99%ofallPCNshadatleastoneVeteranFriendlyAccredited Practice,with69%ofallpracticesinEnglandbeingVeteranFriendlyaccredited.
ThePersonalisedCareInstitutehasnowtrainedover59,000healthandcareprofessionalsthroughits learninghub,aroundhalfofwhichworkingeneralpracticemultidisciplinaryteams.ThePCIhosteditsfirst in person conference in February 2025, adding to its annual virtual conference.
## Conferences and Events
Thisyearweorganisedover750MembereventsacrosstheUK,anincreaseof32%on2023/24member events.Overhalfwereheldonlineand38%wereeitherhybridorin-person.
TheseeventsconsistofamixofCPD,wellbeing,member,andstudentengagement,andMRCGP PreparationcoursesforourGPTrainees.Highlightshaveincluded:
## _All members_
- Hosted11NewMembersCeremoniesacrosstheUK.Atotalof3,434ticketsweresoldforthese events, of which over 1,000 were for members, fellows, honorary fellows and award winners.
- TheintroductionofIftarevents,whichwereheldinLondonandManchesterinMarch2025.Both eventssoldoutandreceivedpositivefeedbackfromattendeesonsocialmedia.
- Made21OneDayEssentialsclinicalconferencesfreetomembers.
**12**
RCGP Accounts 2024–2025
Highlightsofouractivitiesandachievements
- LaunchedanddeliveredaseriesoffreetomemberwebinarsonSCAexampreparationforGP registrars and GP trainers.
## _England_
- Held66LearnandConnecteventsacrossEngland,withtheeventsprovidingtheopportunityfor attendeestocombineCPDwithelementsofwellbeingornetworking.
## _Scotland_
- Heldthefirstin-personScottishGPRegistrarandFirst5conference‘Discoveringthepotentialof generalpractice’.
- InNorth-EastScotland,supportedthelaunchof‘DrFinlay,IPresume’,anexhibitiontracingthe substantialchangesintheprovisionofremoteandruralsingle-handedgeneralpracticeoverthepast 25 years.
- Deliveredsevenin-personMeetandConnecteventsacrossScotland,whichaimedtobringearly career GPs together from across the country.
## _Wales_
- Heldanall-WalesCancerStudyDay,inconjunctionwithVelindreCancerCentre,thespecialist oncologyfacilityinCardiff.
- DeliveredthreeFirst5supportgroupmeetingsacrossWales.
- RCGP Wales leadership programme, ‘Leaders for the Future’, completed its ninth cohort, again producingagroupofexceptionalleaderswhohavealreadybecomeinvolvedwiththeCollege.
## _Northern Ireland_
- HeldRCGPNI’sfirstin-personRuralHealthConference.Thisattracted90attendeeswhocame togethertohearfromtheHeathMinisteranddiscussavarietyofkeyissuesincludingteachingand traininginruralareasandGPrecruitmentandretention.
- Deliveredthesecond‘ThrivingasaGP’memberconferenceinMarchandtheWomen’sHealth LearningDayinNovember.
## Annual Conference
The 2024 RCGP Annual Conference took place in Liverpool on 3 and 4 October. Over 2,200 delegates attended,upfrom1,400thepreviousyear,90%ofwhomsaidthattheconferencemettheirobjectives. 40%(2024:33%)ofdelegateswereGPregistrars.
## 3. Reduce the increasing gap in health inequalities
Inthepastfinancialyear,theCollegehascontinueditsworktopositionitselfasakeyvoiceonhealth inequalities.TheRCGPpublishedits‘BreakingtheInverseCareLawinUKGeneralPractice’report, exploringtheimpactofthesocialdeterminantsofhealthonpatientsandidentifyingkeyrecommendations thatcouldbeactionedingeneralpracticetohelpreducehealthinequalities.
The report, which was based on and incorporated feedback from Council on an approved paper taken to theirMarch2024meeting,wasformallylaunchedatastakeholderroundtableeventinMay.Wewelcomed keystakeholdersacrossGovernment,healththinktanks,patientorganisationsandNHSEnglandfora thoughtfuldiscussionofthereport’srecommendationsandhowtheycouldbetakenforward.Thisevent wasaccompaniedbyjointlettercallingontheGovernmenttourgentlyaddresshealthinequalitiesby reforminggeneralpracticefundingwhichwascoveredasanexclusiveinTheGuardian.
**13**
RCGP Accounts 2024–2025
Highlightsofouractivitiesandachievements
ThelaunchofthereportcoincidedwiththeUKgeneralelectionbeingcalledattheendofMay.RCGP workedtoinfluencethepoliticalpartiesonhealthinequalitiesaspartofitswiderelectionstrategy,which includedsharingabriefingoutliningthekeyrecommendationsfromthereportwithkeyMPsandrelevant SpecialAdvisers.Addressinghealthinequalitieswasalsooneofthesevenasksofthenextgovernmentput forwardintheRCGPmanifesto,‘SevenStepstoSaveGeneralPracticeandSafeguardourNHS’,whichwas launchedinanticipationofthe2024generalelectioninlate2023.
TheCollegewelcomedtheninemeasuresannouncedacrossthethreemainpoliticalparties’manifestos tacklingthesocialdeterminantsofhealth.Wewerealsopleasedtoseeasignificantcommitmentfrom the Labour Party that they would tackle the social determinants of health, halving the gap in healthy life expectancy between the richest and poorest regions in England.
FollowingtheelectionofanewGovernmentinJuly,theCollegehassoughttobuildonthesuccessof theninemanifestocommitmentsonhealthinequalitiesandthesocialdeterminantsofhealththroughits ongoing stakeholder engagement plan. We were pleased to see the new Labour Government establish the missiondeliveryboardtheycommittedtointheirmanifesto.Theboard,whichisledbyseniorcivilservant ClaraSwinson,bringstogetherallgovernmentdepartmentswithinfluenceoverthesocialdeterminantsof health. The Government has also reiterated its commitment to halve the healthy life expectancy gap.
Inadditiontothecontinuingprogrammeofproactivestakeholdermeetings,keyactivityhighlightsfrom thepastyearhaveincluded:
- HostingourownandspeakingatsessionsonhealthinequalitiesattheLabourPartyandLiberal DemocratPartyconferencesinSeptember.
- HighlightingCollegeresearchonGPPatientratiosindeprivedareasofEnglandintheChairof Council’s address to RCGP 2024 Annual Conference and holding a concurrent session as part of the widerconferenceprogrammewhichlookedattheGProleinhealthinequalitiesreductionandthe nationalpolicychangesneededtosupportthis.
- FollowingtheCollege’ssubmissiontotheGovernment’sconsultationonthedevelopmentofTYP, beinginvitedtocontributetothefourthengagementworkstreamoftheTYPtitled‘Iamtreatedina fairandinclusiveway,irrespectiveofwhoIam’.
- SubmittingaresponsetotheGovernment’scallforevidenceaheadoftheAutumnBudgetthat includedourkeyrecommendationfortacklinghealthinequalitiesbyreviewingthegeneralpractice fundingformulasothatareasofsocioeconomicdeprivationreceiveresourcesthatmatchpatient need.
- CampaigningagainstthecuttingoftheTargetedEnhancedRecruitmentSchemethatsupported recruitment of GP trainees in socioeconomically deprived areas.
RCGPScotlandwerepleasedtoseethattheScottishGovernmenthasmadeeradicatingchildpovertythe firstoftheirfourprioritiesforthecurrentparliamentaryyear.InSeptember,theCollege,incollaboration withtheScottishDeepEndGroup,wrotetotheScottishCabinetSecretaryforHealthendorsingthe HealthFoundationreportontacklingtheInverseCareLaw.InOctober,welaunchedanewRCGP report,titled‘TheScottishGPWorkforceandSocioeconomicHealthInequalities’.Thereportmade recommendationstoenablegeneralpracticetoimprovehealthequityandachievedfrontpagecoverage inTheHeraldnewspaper.TheCollegehasalsobeenworkingonajointprojectwithScottishHealthAction onAlcoholProblems(SHAAP)toproduceeducationalmaterials.Theseresourceswillsupporthealthcare professionalsworkingingeneralpracticeinconversationsaroundreducingalcoholrelatedharmsand reducingstigma.
InNorthernIreland,theeradicationofhealthinequalitiescontinuestobeaclearfocusoftheCollege’s work.FollowingthecommitmentfromtheNorthernIrishHealthMinister,whohasmadetacklinghealth inequalitiesoneofthekeyprioritiesfortheirtenure,theRCGPcontinuestotakeadvantageofany meetingopportunitieswithGovernmentandDepartmentofHealthofficialstoraisetheissue.TheCollege hasgivenitssupporttothe‘LiveBetter’initiativefromtheDepartmentofHealth(DoH)andPublicHealth Agency(PHA)whichaimstoaddresshealthinequalitiesinthemostdeprivedcommunitiesofNorthern Ireland.Aspartofthisanditswiderinfluencingwork,theCollegearrangedaseriesofvisitstopractices operatinginareasofhighsocio-economicdeprivationforseniorcivilservantswithinthePHA.
RCGP Accounts 2024–2025
**14**
Highlightsofouractivitiesandachievements
InconjunctionwiththePHAandQueensUniversityBelfast,RCGPNorthernIrelandhostedaPrimary CareHealthInequalitiesSymposiuminMarch.Theevent,whichfeaturedakeynotespeechfromthe HealthMinister,broughttogetherover90delegatesfrompracticesinareasofhighdeprivationandsenior policymakerswithinGovernmenttounderstandthechallengesthatpracticesarefacingandtoexplore possiblesolutions.
WelcomingthecommitmentsfromWelshGovernmenttoreducehealthinequalities,byensuringequality ofaccesstothehealthandsocialcaresystemtoachieveequityofoutcomesandtoclosethegender healthgap,RCGPWalescontinuestodeveloptheroleofDeepEndCymruwhichsupportspractices workinginthemostdeprivedcommunitiesinWales.TheCollegeprovidessupportforDeepEndCymru’s events,mostnotablyitsadvocacyworkshop,andwasgratefultotheCabinetSecretaryforstatinghis support for the programme in the Senedd chamber.
TheCollegeactedasco-chairoftheNHSConfederationWalesHealthandWellbeingAlliancehealth inequalitysub-groupandsignedajointletterfromtheAlliancetotheWelshGovernmentinOctober callingforacross-departmentalapproachtotacklinghealthinequality.Inanticipationofthe2026Welsh Parliamentelection,theRCGPisdevelopingitmanifestoasksinconsultationwithitsmembers.Askson healthinequalitiesandsocialdeterminantsofhealthwillfeatureprominently.
Furthertothegapanalysisundertakenin2023/24,theProfessionalStandardsteam,incollaborationwith thee-Learningteam,setouttodevelopasmallnumberofveryspecificguidanceresourcestocomplement theCollege’scoreeLearningoffer,whichisbeingupdatedinaccordancewithitsreviewschedule.
Inthepastfinancialyear,threenewlearningresourceshavebeenproduced.The‘ReducingHealth InequalitiesinPrimaryCare’podcastandthe‘10in10’onreducinghealthinequalitieswerelaunchedin May.Tocomplimenttheredesignoftheformatandstructureofthee-learningHealthInequalitiesHub, newintroductorycontenthasalsobeenproducedandaddedtothehub.ViewsoftheHealthInequalities Hubhaveincreasedyearonyearandnearlyathirdofviewsareresultinginengagementwiththehub’s content.
TheCollegeisdevelopingfurtherresourceswhichincludee-learningmodulesoncancerdetectioninblack women,incollaborationwithBlackWomenRising,andontheuseofinterpretationservices.Utilisingthe expertiseamongsttheHealthEquitySpecialInterestGroup(HESIG),wearealsodevelopingthe‘Fairer PracticeToolkit’.AnexternalstakeholderworkshopwasheldinFebruarytoinformthecontentofthe toolkit,whichaimstoprovideGPsandpracticeswithpracticalandactionablestepstoaddresshealth inequalitiesintheirlocalcommunities.Furtherscopinganddevelopmentareongoing,andtheProfessional Standardsande-Learningteamsexpecttheresourcetobereadyinthenextfinancialyear.Itisanticipated thatthesenewresources,alongsidethescheduledreviewofexistinge-learningresources,willhelpdrive traffictotheHealthInequalitiesHubandincreasecoursecompletions.
WorkisongoingtopromotehowmemberscanengagewiththeCollege’sactivityonthispriorityarea. FollowingthecreationofthehealthinequalitiesareaontheMemberForum,therehasbeensteady growth in and engagement from new members. The launch of the advocate programme this past year has helpedhighlighttheworkofSpecialInterestGroups(SIGs),ofwhichHESIGisapart.Inturn,theSIGshave beenprovidedwithanopportunitytonetworkwitheachotherandtolookatpossibleopportunitiesfor collaboration.
## 4. Respond to the climate emergency
SustainabilityisbeingfurtherembeddedacrosstheorganisationandtheCollegecontinuestosupport GPsandpracticestoimprovetheirsustainabilityandreduceemissionswhilelobbyinggovernmentsand decision-makerstodeliverchange.
RCGP Accounts 2024–2025
**15**
Highlightsofouractivitiesandachievements
## NetZeroHub
TheRCGPNetZeroHub,akeysourceforlearningmaterialsandtoolkitstohelppracticesreducetheir emissions,continuestodrawengagement,with1,744hubviewsand480eLearningcoursecompletions throughoutthisfinancialyear.ThreeneweLearningmodulesarealsoindevelopmentinrelationto:climate changeandhealthequity,nature-basedinterventions,andplant-baseddiets.
TheNetZeroConsultancyServicedeliveredtailoredcarbonreductionplanstothreepracticesthatare partofStThomas’MedicalCentreinExeter.However,duetolimiteduptakeofthepeer-to-peersupport, alternativeoptionstotheservicehavebeenexploredandwearelookingtosupportGreenerPractice’s newpractical-focusedplatform.
## TheRCGP’sGreenImpactforHealth(GIFH)Toolkit&Awards
TheGIFHtoolkitprovidesadviceandpracticalstepsforpracticestoimprovetheirsustainability throughaseriesof125clinicalandnon-clinicalactionsincludingPrescribing,FoodandDrink,Learning, Communications,TravelandExercise,Energy,WasteandRecycling.ItisdeliveredbyStudentsOrganising forSustainability(SOS-UK)andgeneralpracticevolunteers,ledbyDrTerryKemple.1,427practiceteams registeredandusedthetoolkitin2024,whichisanadditional595practicesthanin2023.Thetoolkit enabled9,732sustainableactionstobecompletedin2024.Additionally,232practiceteamsreceivedan awardwhichisa120%increasecomparedto2023.
## PlanetaryHealthintheRCGPCurriculum
The revised curriculum was approved by GMC and announced to GP registrars and GP Educators in February 2025, six months in advance of the ‘go live’ date for the updated Curriculum in August 2025. The updated curriculum addresses climate change and environmental factors in greater detail than before, recognisingtheirimpactonhealthinsectionslikeAllergyandClinicalImmunology,aswellasinthe PopulationandPlanetaryHealthTopicGuide.A _‘Planetary Health and Sustainability in WPBA’_ webpage has been created to assist GP registrars and GP Educators, and a _‘Super Condensed Curriculum Guide’_ has beencreatedtosupportthePopulationandPlanetaryHealthTopicGuide.Supercondensedguidesare intendedasaresourceforsupportingeducationalconversationsintrainingandasameansofidentifying learning needs for professional development.
## Faculty Climate and Sustainability Leads
ThenetworkofvolunteerClimateandSustainabilityFacultyLeadsoffersaninvaluablewaytospread themessageandescalateactionaboutsustainablepracticeatlocal,regionalandnationallevels,whilst alsosupportingtheCollegewithourobjectives.Thenetworkcontinuestogrowwithanadditionalthree Facultiesnowrepresentedinthisareathanlastyear,with25outof31Facultieshavingleadsinpost.To facilitatetheironboarding,aninductionpackhasbeencreated,andthiscomplementsthenewdedicated webpageandseriesofvideos(featuringtheClimateLeads)whichwerecreatedaspartofarecruitment drive.Thefollowingkeyactivitieshavetakenplace:
- Sixsustainability-focusedeventsweredeliveredbyEnglishFacultiesin2024/25with85attendees altogether.SevernFacultyhasinparticularhadafocusonsustainabilitythisyear,includingaFaculty SustainabilityandWellbeingDay,alongsideaLearnandConnecteventwhichfeaturedtopicson greenerpractice,lifestyleandrespiratoryhealth.
- Threeclimate-relatedblogsweresharedin2024/25,withtwobeingFacultyled.
- RepresentedtheCollegeontheUKHACCworkinggroupforthe‘BuildingaClimate-ResilientHealth SystemintheUK’report.
- SustainabilityprizeshavebeenorganisedacrossfourFacultiestocelebratepracticeswhohave implementedsustainableactions.
RCGP Accounts 2024–2025
**16**
Highlightsofouractivitiesandachievements
## DevolvedNations
InScotland,theCollegeheldadiscussioneventwithitsPatientForuminDecemberonhealthandthe environment.Membersoftheforumsharedtheirreflectionsonhowrelevanttheyfeeltheenvironment istohealthandgeneralpractice,anddiscussionscoveredanumberofareasincludingpollutionandair quality,theimportanceofrecyclingandconcernsaroundwaste.
SeveraloftheRCGPScotlandFacultyClimateLeadscollaboratedonareportfortheScottishChief MedicalOfficer(CMO)onsustainableprescribing.Thereport’sfindingswereincludedintheCMO’s2024 RealisticMedicinereportwhichwaslaunchedinJune.Inthesamemonth,theCollegecalledforstronger targetsonairpollutiononCleanAirDay,alongwiththeRoyalCollegeofPhysiciansEdinburghandRoyal CollegeofPaediatriciansandChildHealthScotland.ThiscampaignreceivedfrontpagecoverageinThe Herald.
RCGPWalescontinuestobeamemberofPublicHealthWales’GreenerPrimaryCareWalesExpert Group.TheCollegeproducedapaperthispastfinancialyearconsideringthepreventivecarebenefitsof planning policy decisions to improve public health in an environmentally sustainable way. The College isworkingwithitsmemberstodevelopthe2026WelshParliamentelectionmanifestoandexpects sustainable health to be part of our asks of the next Government.
Working with our local Climate Leads and the wider College network, RCGP Northern Ireland have been utilisingregularmembercommunicationstopromotevariousenvironmentalhealthinitiativeswhichthey couldintroduceintotheirpractices.WehavealsoengagedatalocallevelwiththeworkoftheGreener PracticeNetwork.
## Policy Influencing Strategy and Green Prescribing
RCGP’sfirstplanetaryhealthpolicyreport _‘Towards greener prescribing in general practice’_ was published in March2025,exploringthechallengesthatgeneralpracticesfaceinimplementingsustainableprescribing practicesandoutliningactionsforhowGovernmentsandotherbodiesacrosstheUKcandrivemeaningful changetosignificantlyreducecarbonemissionsfromprimarycare,whilstsimultaneouslyimproving patientoutcomesandsupportingpreventionefforts.Thereportcontains13recommendationsforpolicy actionscentredaroundreducingoverprescribingandimplementing‘realisticmedicineandprudenthealth principles’,expandingeffectivenon-medicalandnature-basedinterventions,reducingtheenvironmental impactofprescribing,andsupportinggeneralpracticetoaddressgreenprescribing.Thereportwas sharedwithICBSustainabilityLeadswiththeaimofsupportingwiththeirGreenPlan,andacommitment wasreceivedfromKarinSmyth,MinisterofStateforHealthtoworkwithNHSEnglandtoconsiderthe recommendationsandfindingsfromthereport.
Whilstaformalinfluencingstrategytotargetcarbonemissionsforestateswasnotdeveloped,dueto prioritisingthegreenerprescribingreport,akeyaskregardingestateswasembeddedaspartofourwider influencingwork.WhenrespondingtotheTYPconsultation,werequestedtheprovisionofaflexible framework,streamlinedprocessesandadequateringfencedfundingforpracticestoretrofitandimprove energyefficiency.TheimportanceofnetzeroestateswasalsoreferencedwithintheNationalPlanning PolicyFrameworkconsultation.Additionally,forthespendingreviewsubmission,weexpressedthe importanceforGPpremisestobecomemoreenergyefficienttoreduceoverallcoststoboththepatient and environment.
RCGP have supported campaigns such as Clean Air Night which is working to enhance public understandingandactiononairpollution.Inaddition,wehavesupportedMPsintablingwritten parliamentaryquestionsontheissueofsustainability,netzero,electronicprescribingandoverprescribing. RCGPisafoundingmemberofUKHACC,anorganisationwhichco-ordinatesactiontomitigateand adapttoclimatechangeandprovidesleadershiptoamplifythevoicesofleadinghealthorganisations, representingaroundamillionhealthprofessionals.TheCollegeisanactivememberandisrepresentedon theCouncilanditsExecutive.
RCGP Accounts 2024–2025
**17**
Highlightsofouractivitiesandachievements
## HeatDecarbonisationPlan
FollowingthedevelopmentofaHeatDecarbonisationPlanfor30EustonSquarein2024,fiveactions arecurrentlybeingscopedforimplementationthroughout2025/26.Pleaseseethesection‘Streamlined EnergyandCarbonReporting(SECR)’foradetailedbreakdownofRCGP’sScope1–3emissionsfor2024– 25 compared to previous years.
## Events
Toembedsustainabilityconsiderationsacrossthenumerousanddiverseeventsthataredeliveredbythe College,the‘greeningevents’checklisthasbeensharedtobothRCGPstaffandAdvocates.Thechecklist containsactionsonvariousareasofsustainability,includingwasteprevention,travel,climateadaptation andcatering.Severalengagementsessionshavebeendeliveredtofacilitateimplementationoftheactions and overcome common barriers.
Atthe2024RCGPAnnualConferencethefollowingsustainableconsiderationsweremade:providinga plant-basedlunch;ensuringmerchandisehadgoodsustainablecredentialsandonlyorderingtheamount neededtopreventwaste;thestandwasreusedandhasathree-yearlifespan;havingapaperlessstand; havingtheregistrationonlineandusinganapptoprovidedigitalprogrammes/agenda.Wonderly,our partner in delivering the Annual Conference, used TRACE, an advanced carbon measurement tool that assessedemissionsfromcatering,energyuse,attendeetravelandsupplierlogisticsfortheconference componentonly.Thedataisstillbeingcompiledandanalysed,andfutureassessmentswillincludeall conference components.
## Digital
AsofMay2025,WebsiteCarbonCalculatorratedourhomepageascleanerthan79%ofpagestested, withagradeBratingandpageemissionsof0.20gCO2. Another measuring tool called Ecograder gave our homepageaCgradewithapageweightof932.98KB,smallerthan76%ofpagestested.
**18**
RCGP Accounts 2024–2025
## Environmental Social Governance
## Streamlined Energy and Carbon Reporting (SECR)
RCGPisnotrequiredtoreportunderTheCompanies(Director’sReport)andLimitedLiabilityPartnerships (EnergyandCarbonReport)Regulation2018(the2018Regulations).However,thecollegechoosesto generatethisreportonavoluntarybasisandhasaligneditselfwiththeminimumreportingrequirements.
Greenhousegasemissionsandenergyconsumptiondataareshowninthetablebelow,comparingthe currentreportingyear(2024/25)withthepreviousyearandthebaselineyear(2019/20):
|**UK Greenhouse gas emissions and energy use**
**data for the period 1 April 2023 to 31 March**|**Current**
**reportng** **year**|**Comparison**
**reportng year**|**Baseline Year**
**2019/2020**|
|---|---|---|---|
|**2024**|**2024/25**|**2023/2024**||
|**Scope 1 Direct GHG emissions**||||
|Gascombuston/tCO2e|388.79|406.85|557.39|
|F-Gaslosses|0|63.83|0|
|**Scope 2 Energy indirect emissions**||||
|Purchasedelectricity/tCO2e(locaton-based)|193.01|202.26|342.07|
|Purchasedelectricity/tCO2e(market-based)|10.86|10.86|–|
|TotalgrossScope1&Scope2emissions/tCO2e
(locaton-based)|581.80|672.95|899.46|
|TotalgrossScope1&Scope2emissions/tCO2e|399.65|481.54|899.46|
|(market-based)||||
|Energyconsumptonusedtocalculateabove|3,066,986.36|3,200,884.95|4,372,699.24|
|emissions/kWh||||
|**Scope 3 Other indirect emissions**||||
|Businesstravel–rentalcarsoremployee-owned|45.44|11.09|18.68|
|vehicles||||
**19**
RCGP Accounts 2024–2025
Environmental Social Governance
|**UK Greenhouse gas emissions and energy use**
**data for the period 1 April 2023 to 31 March**|**Current**
**reportng** **year**|**Comparison**
**reportng year**|**Baseline Year**
**2019/2020**|
|---|---|---|---|
|**2024**|**2024/25**|**2023/2024**||
|**Scope 3 Other indirect emissions (optonal reportng)**||||
|Businesstravel–fights|77.66|86.40|681.25|
|Business travel – train|19.88|18.56|94.57|
|Hotels|8.48|7.20|18.10|
|Homeworking|103.66|88.68|–|
|**Total Scope 1, 2 & 3 emissions (locaton-based)**|**836.90**|**860.59**|**1728.99**|
|**Total Scope 1, 2 & 3 emissions (market-based)**|**654.76**|**669.19**|**1728.99**|
|**Intensity rato tCO**2**e (gross Scope 1 + 2)/FTE**|**2.01**|**2.69**|**3.81**|
|**Water**||||
|Water(supplied)/m2|10,492.14|10,357.38|16,094.02|
|**Waste**||||
|Recycled/tonnes|32.04|23.82|–|
|Incineratedwithenergyrecovery/tonnes|34.97|31.15|–|
|Foodwaste–anerobicdigester/tonnes|32.04|27.01|–|
Duringthereportingyearof2024/25,RCGPsawareductioninScope1emissions,whichincludes gasconsumptionforboththeLondonheadquartersandothertenantedpropertiesacrossthecountry. Emissionsfromgasconsumptiondecreasedbyafurther4%comparedtothepreviousyear(2023–24),and 30%overallcomparedtobaseline(2019–20).
Scope2emissionsalsoreduced.PurchasedelectricityforboththeLondonheadquartersandother tenantedpropertiesdecreasedby4%comparedto2023–24,and40%comparedtobaseline(2019–20). Duringthelastfinancialyear,LEDlightingreplacementsweremadetothe1stfloorofficespacein30 EustonSquare.Fivefurtheractionsarecurrentlybeingscopedforimplementationthroughout2025/26. Thisincludes:HVACsetpointadjustments,flowtemperatureoptimisation,andpipeworkinsulation.
**20**
RCGP Accounts 2024–2025
Environmental Social Governance
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Electricity Consumption 30ES
140,000
120,000
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60,000
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20,000
-
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2019–2020 2022–2023 2023–2024 2024–2025
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Consumption (kWh) Tenanted Properties
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2019–20 2020–21 2021–22 2022–23 2023–24 2024–25
m2/year Electricity Gas
**----- End of picture text -----**
Scope3emissionsincludeemissionsthatareaconsequenceofRCGP’sactions,wherethesourceisnot ownedorcontrolled.RGGPhavebeencollectingdataforemissionsgeneratedfrombusinessflights,train journeys,hotelstays,wasteandhomeworking.
RCGPremainswithintargettoachievea75%reductioninemissionsfromshorthaulflightsonCollege businessby2026,alongsidea50%reductionincarbonemissionsarisingfromnon-airtravelcomparedto thebaselineyearof2019–20.In2024–25:
- Thetotalemissionsfromallflightshavedroppedby10%comparedto2023–24andremainlower thanthebaselineyear(2019/20)by89%.
**21**
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Environmental Social Governance
- Emissionsfromtrainswere79%lowerthanthebaselineyear.
■ Emissionsfrombusinesshotelstayshavedecreasedby53%sincethebaselineyear.
Withanewtravelbookingprovider,RCGPssustainabletravelpolicyisclearlydisplayedontheplatformto facilitategreenertraveloptionsforstaff.
Businesscarmileagehasincreasedby143%comparedtothebaselineyear.Thesignificantincreasein carmileagecanbeattributedtotheNHSEngland’sGeneralPracticeImprovementProgramme(GPIP). Asadeliverypartner,theRCGPprovidedhands-onsupportviaourexpertpoolofqualityimprovement facilitatorstohelpmovespracticestowardstheModernGeneralPracticemodel.Overthelast12 months,wehavesupported114practicesacrossEngland,throughweeklyon-sitevisits,enablingtangible improvementsinpatientaccessandoperationalefficiency.Thus,supportingbothourstrategicpriorityto relievepressureonthegeneralpracticeworkforceandourcharitableobjectivetoencourage,fosterand maintainthehighestpossiblestandardsingeneralmedicalpractice.Theallocationofpracticesthatwe supportisdeterminedbyNHSEngland,whichcouldbeanywhereacrossEngland.Weseektomatchour closestqualityimprovementfacilitatorswithpracticeslocaltothem,howeveronsomeoccasionswemay need to allocate work to facilitators who need to travel long distances. We promote public transport as ourpreferredoptionfortravel,wheretheavailableoptionsallowthefacilitatortoarriveattheirpractice intimefortheiron-sitevisit.
Allwastethrownawayat30EustonSquareremainswithintheUKand0%goestolandfill.General wastegetsincinerated,generatingenergytofeedintothenationalgrid,andfoodwastegoestoeithera compostingoranaerobicdigestionfacility.Alunchandlearnsessionwasdeliveredtocolleaguestoraise awarenessaboutwaystorecyclebetterandpreventwaste,andadditionalrecyclingbinplacementshave beenmade.Comparedto2023/24(consideringthefactthatwastetonnagedatawasonlycollectedfrom June2023),onanaveragemonthlybasisthetonnageofresidualwaste(incinerated)hasreducedby7% andrecycling(includingcardboard,plastic,paper)hasincreasedby12%,demonstratingpositiveeffortsto wastelessandrecyclebetter.
AllwaterusedinpropertiesoccupiedbyRCGPcomefromthemains.Waterusagehasremained consistentcomparedtothepreviousyear.Waterusageat30EustonSquare,themainofficeforRCGP, reflectsofficeuseaswellashoteloccupancyuseandoccupancyofthebuildingforevents.
## Methodology
Wehavefollowedthe2019HMGovernmentEnvironmentalReportingGuidelinesandhavealsoused theGHGReportingProtocol–CorporateStandard.Wehaveutilisedthe2024UKGovernment’sGHG ConversionFactorsforCompanyReporting.
Energyconsumptiondatafor30EustonSquareisobtainedfromutilitiesinvoicesandmonthlymeter readings.RCGP30EustonSquaresitepurchasesRenewableEnergyGuaranteesofOrigin(REGOs) throughEDF’s‘RenewableforBusiness100%’tariff.Thisispresentedinthisreportusinga“market-based” reportingapproach,alongsidethe“location-based”reportingapproach.Sincenotalltherentedproperties receiveutilitybills,thetotalconsumptioniscalculatedusingtheCIBSEGuideFbenchmarkforoffices (85kWh/m[2] ).
Waterconsumptiondataisobtainedfrommonthlymanualmeterreadings.Sincenotallrentedproperties receiveutilitybills,thetotalwaterconsumptionhasbeencalculatedusingCIRIAWaterKPIsand benchmarksforofficesandhotels(0.6m[3] per m[2] ).
Employee business travel by car is calculated from the mileage claims system for an average car with unknownfueltype.Dataregardingemployeebusinesstravelviaair,train,andalsohotelstays,are gatheredfromthetravelmanagementsystem.Homeworkingisestimatedusingfull-timeequivalent workinghoursathomemultipliedbytheconversionfactor.
Waste tonnage data is provided by the waste contractor. Please note that the data calculated for the year 2023–2024 only begins from June 2023 which is when the contractor started.
**22**
RCGP Accounts 2024–2025
Environmental Social Governance
## Equality, Diversity and Inclusion
TheEDISteeringGrouphasconductedareviewofourprogressagainsttheEDIPlan2023–2026. Stakeholderscollectivelypulledtogetherupdatesfromeachworkstreamforbothourmembersand colleagues on developments college wide. It is pleasing to see that we are on target with lots of work happeningtosupportthedeliveryoftheplan,highlightingsignificantdevelopmentsinEDIacrossthe collegesincethelastreportingperiod.
AsummaryofkeyupdatesfromacrossthecollegewassharedwiththenewlyestablishedEDIAdvisory Group before being disseminated more widely.
TheAdvisoryGroupwasintroducedinDecember2024andischairedbytheChiefExecutiveOfficerand theChairofCouncil.Meetingsareheldquarterly.
Thisisamemberandemployee-ledgroupthattakesanintegrated,proactiveapproachtomonitoring, challenging,influencing,andsupportingpositivechangesinthecollege’scultureconcerningEDI.The groupconsistsofrepresentativesfromvariousdepartmentsacrossthecollege,whoprovidefeedbackand inform the Steering Group. These individuals were selected by their managers.
## EDIPlan2023–2026–Objective1:Tacklingdiscrimination
InlinewiththeEDIPlanandtomeetourobligationsunderthedutytopreventsexualharassment,which becamelawinOctober2024,wepublishedariskassessmentoutliningthepreventivemeasuresagainst sexualharassmentatwork.TrainingonthistopicforallExecutiveDirectors,AssistantDirectors,and HeadsofDepartmentbeganinApril2025,withe-learningresourcestobemadeavailabletoallstaffin Spring2025.Ananonymousreportingsystemwillalsobeintroducedforthereportingofharassment, discriminationandbullying.Internalcommunicationswillraiseawarenessaboutworkplacediscrimination and associated procedures.
WecontinuetoengagewithkeystakeholdersandrepresentGPsinthemediaonkeyissuesrelating toGPdiscrimination,continuingtoraiseconcernsaboutthecurrentinspectionregimesforgeneral practiceandtocallforactiontoensureregulatorssuchastheCQCareimplementingregulationfairlyand proportionately.
AnEqualityImpactAssessmentPolicyandtemplatehavebeendraftedandaspartoftheroll-out,weplan toprovideatoolkit,supportsessions,andfuturetrainingaspartofanupdatedEDIlearningprogram, aimingforalaunchinSummer2025.Thiswillhelpustoconsiderequalityineverythingwedotocreatea more inclusive environment for both our members and colleagues.
## EDIPlan2023–2026–Objective2:Leadershipandcontinuouslearning
WecontinuetoencouragediverserepresentationacrosstheCollegeandpromoteacultureofongoing learning,development,andgrowth.Clearerapplicationpacksandinformalopportunitiesarebeingoffered todiscussrolesbeforeapplicationdeadlinesclose.Thereismoretransparencyonrolesandprocesseson theRCGPwebsiteandintheelectionpacks.
WearedevelopingaHealthInequalitiestoolkitthatcanberolledouttopracticesinthefuture.
RCGPNIhaverecruitednewEDIandIMGLeadsandheldanIMGwelcomeeveninginNovember2024 andruntwoActiveBystanderTrainingsessions.Wecurrentlyhave14IMGrepresentativesacross EnglishFacultiesand3outofthe5ScottishFacultieshaveappointedanIMGlead.Additionally,allWelsh FacultieshaveappointedEDIleads.
ThebiannualIMGinductionisnowastapleinoureventscalendar.Theeventconsistentlyscoresover 9/10indelegatefeedbackandhasbeensoldoutoneachoccasion.
Wearemeetingwithtrainingproviderswithaviewtoofferingarangeoftrainingprogrammestoraise understandingandawarenessofEDIforcolleagues.
**23**
RCGP Accounts 2024–2025
Environmental Social Governance
Wehavemadesignificantimprovementstoourrecruitmentprocesstoenhanceequity.Byadopting ananonymisedrecruitmentmodel,candidateswillsubmitapplicationswithpersonaldataconcealedto promotefairnessandreducebias,aligningwithourEDIPlan.
## EDIPlan2023–2026–Objective3:Transparencyandinformationsharing
TheconversationhasstartedonhowwecanefficientlycollateandanalyseEDIdataformembers,clinical contractors and examiners, displaying transparency with our members about what their data is used for. DemographicdatawillbepublishedfollowingthecompletionoftheannualMemberDatareportinJune.
MemberEDIEventshavefacilitatedcommunicationbetweenmembersandthecollege,providinga platformforsharingideasandinputonEDIdevelopments,helpingtoshapetheEDIPlananddriving positivechange.
OurSpring2025employeesurveyincludedquestionsaroundharassmentanddiscriminationaswellasthe opportunity to gather demographic data to build a picture of experiences across our workforce.
InNovember2024,welaunchedanewdisabilityandneurodivergencedisclosurescreenintheHRsystem, Cascade.Theupdateallowscolleaguestodescribeiftheyneedanyspecificsupportatworkandincludes newfieldsforemployeestodiscloseiftheyareneurodivergent.Sincethisupdate,thedisclosureratesfor disabilityhaveincreasedto100%.
It is pleasing to report that there has been an overall increase in completed colleague disclosure rates, achievingourtargetasdetailedintheEDIactionplanofatleastan80%disclosurerate.
## EDIPlan2023–2026–Objective4:Awarenessandunderstanding
TheEDIPlanhighlightsouraimtoachieve55%memberagreementwiththestatement,“IfeeltheRCGP isaninclusiveenvironment,wherethereisrespectfordiversityandindividualdifferences.”The2024/25 MemberSurveyshowed58%ofmembersagreedwiththisinclusiveenvironmentstatement.
Theintroductionofacollege-wideeventsplannerandEDIawarenesscalendarwillhelptoidentify awarenessinitiativestomark,provideclarity,andpreventcalendarconflictsgoingforward.
RCGPpartneredwiththeMuslimWomen’sNetworktocelebrateMuslimHeritageMonthinMarchat 30EustonSquare.Theeventwasverywellreceived,withfeedbackindicatingthatitdemonstratedthe college’sintentiontobetrulyinclusiveandsupportiveofGPsfromaMuslimfaithbackground.
TheEDIFacultyLeadsmeetingswerereintroducedinDecember2024,servingasanimportantplatform forsharingupdatesonEDIinitiatives.Thesemeetingsenableustoexchangeeffectivepracticesand discussfeedbackamongourmembers.Throughthesediscussions,wecanidentifyandhighlightkey themesandtrendswithinthemembercommunity,enhancingoureffortstocreateamoreinclusive environment.
InternalcommunicationswithEDIatthecentrehaveevolved,withvariousinitiativesaimedatraising awareness.ActivitiessuchasColleaguePanelsessionsforLGBTQ+HistoryMonth,BlackHistoryMonth, Men’sHealthAwarenessMonth,andNeurodiversityCelebrationWeekhavefostereddiscussionsamong colleaguesandincreasedunderstanding.Additionally,onlineportalshavebeenestablishedtoshare resourcesandfacilitateconversation,includingforInternationalWomen’sDay.
ThenewDiversityChampionsNetwork(DCN)waslaunchedinFebruary2025andprovidesaninternal forum for people from across the College to share their ideas on how the College can be more inclusive. Adeliverygroupthatwillbeahands-on,visibleresourcegroupthatwillmeetmonthlyfromMay2025. Championswillbeavisibleandsupportivepointofcontact,initiatingandencouragingEDIactivity,and raisingawarenessforand‘championing’EDI.
TheDiversityChampionRoadmapincludesplanstointroduceEDIcommunitiesasasafespacefor individualstosharelivedexperiencesandputforwardideasfortheCollegetoconsider,aswellasactingas aconsultationforumforEDI-relatedemploymentpolicyandpractice.OurEDICommunitieswillbebuilt bycolleagues,forcolleagues,acollectivecommunityencouragingpeopletobringtheirauthenticselvesto work. We are working to launch these later this year.
**24**
RCGP Accounts 2024–2025
Environmental Social Governance
ChampiontrainingisscheduledforJune2025andwillincludeActiveBystanderandAuthenticAllyship sessions, as well as a session in July focusing on Neurodiversity insights and awareness.
Thecollegehasmadeconsiderableprogresssincethepreviousreport;however,werecognisethatfurther developmentisessential.OurcomprehensiveEDIPlan,alongwiththeintroductionofnewinitiatives designedtopromoteengagement,willhelpthecollegeachieveourequity,diversity,andinclusiongoals.
## Gender Pay Gap
We collected our gender pay data on the snapshot date of 5 April 2024. The data shows a median gender paygapof25.7%,andameangenderpaygapof24.1%.Ourmeanbonusgenderpaygapis3.8%and medianbonusgenderpaygapis0%.
Themediangenderpaygapforthewholeeconomy(accordingtotheOctober2024ONSASHEfigures)is 13.1%.TheCollege’smedianfigureishigherthanthenationalaverageby12.6%.
## Living Wage Employer
Weensurethatallofoursuppliersthathavestaffworkingonoursitesarecontractuallyobligatedtopay, asaminimum,thenationallivingwage,and,inLondon,theLondonLivingWage.
## Modern Slavery Statement
Wehavepublishedourstatementwhichincludesinformationofourworkonsafeguarding.
## Our Governance
This Governance Statement sets out the governance, risk management and internal control arrangements fortheRoyalCollegeofGeneralPractitioners.Itappliestothefinancialyear1April2024to31March2025 andincludeskeyareasofbestpracticeasidentifiedintheCharityGovernanceCode2020.
## The Constitution of the College
TheRoyalCollegeofGeneralPractitionerswasfoundedin1952andgrantedaRoyalCharterin1972.It is a Chartered Corporation and a registered charity, administered in accordance with its Royal Charter, Ordinances and Byelaws.
The Charter, Ordinances and Byelaws of the College are the governing instruments of the College, and the Trustees are responsible for ensuring that the administration of the College is in accordance with those instruments aswellastheCollege’scharitableobjectives.
## Governance structure
## _RCGP Trustee Board_
TheTrusteeBoardisresponsibleforthemanagementandadministrationoftheCollegeanditsstatusasa charity.Itmetfivetimesinthe2024–2025year.
The Trustee Board Chair and the four Member Trustees are elected by Council via ballot. The remaining threeMemberTrusteesareCouncilOfficersappointed _ex officio_ totheTrusteeBoardfollowingelectionby CouncilandcomprisedtheChairofCouncil,theViceChairFinanceandMemberValueandtheHonorary Secretary.
ThefourIndependentTrusteesaresoughtthroughopenpublicadvertisement,shortlistingandinterviewby apanelappointedbyapaneloftheNominationsCommittee.Theirappointmentisbasedontheirexpertise and experience and is approved by Trustee Board based on the recommendation of the Nominations Committee,andratifiedbyresolutionofCouncil.
**25**
RCGP Accounts 2024–2025
Environmental Social Governance
Toensurepropercommunicationandaccountability,theChairoftheAuditandRiskCommittee,whoisan independent,subjectmatterexpert,alsoattendstheTrusteeBoardasanobserver.
TheChiefExecutiveOfficerandExecutiveDirectorsalsoattendtheTrusteeBoardasobservers.
## _RCGP Council_
Council is responsible for shaping College strategic policy for the GP profession, general practice and professionalstandardsanddevelopment.Itmeetsfourtimesayear.
TheRCGPhasbeenuniqueamongstthemedicalRoyalCollegesinhavingbothaPresidentandaChairof Council.Inthismodel,theChairofCouncilistheleadOfficerandhasresponsibilityforrepresentingthe RCGP at the highest levels with government and other national bodies. They are elected by Councilvia ballotandserveasinglethree-yeartermofoffice.
ThePresidentisaceremonialfigurehead.Theyareanex-officiomemberofCouncilwithvotingrights.The Presidentisanelectedpositionbyballotofthewholemembershipandservesasingletwo-yearterm.
OnceapprovedbythePrivyCouncilthismodelwillchange,andtheChairofCouncilwillberetitledRCGP PresidentandcontinuetobeelectedbyCouncil.ThecurrentPresidentrolewillberetitledProvost.The requiredchangestoRCGP’sgoverningdocumentshavebeensubmittedtothePrivyCouncil.
TherearefouradditionalOfficersofCouncilelectedbyCouncilviaballot.RCGPCouncilcomprisesOfficers, ChairsoftheDevolvedNationCouncils,18nationallyelectedrepresentatives,representativesofthe32 RCGPFacultiesandChairsofCollegeNetworks.
Council has several standing observers as detailed further below who may speak at Council but do not have votingrights.
## _Executive Management Team_
TheExecutiveManagementTeam(EMT)hasresponsibilityfortheoperationalmanagementofCollege.It comprisestheChiefExecutiveOfficerandfourExecutiveDirectors.Duringthecurrentyear,twointerim ExecutiveDirectorswereappointedpendingrecruitmentofanewExecutiveDirectorforCorporateServices who took up post 24 February 2025. The EMT meets weekly throughout the year.
## _Officer and Executive Group_
EachmonthCouncilOfficers,DevolvedCouncilChairsandtheExecutiveManagementTeammeettocoordinatetheoperationaldeliveryofCollege’sstrategicpriorities.
## Our People
## _Trustee Board_
TrusteeBoardheldfourscheduledandoneadditionalmeetingduringtheyear.Thebelowtableshowsthe numberofmeetingsattendedbyeachTrustee.
|ProfMikeHolmesFRCGP|Chair of Trustees|5 out of 5|
|---|---|---|
|ProfessorKamilaHawthorneMBE|Chair of Council|5 out of 5|
|FRCGP|(_ex ofcio_Trustee)||
|DrSteveMowleMBEFRCGP
(untl30November2024)|HonoraryTreasurer
(_ex ofcio_Trustee)|3 out of 3|
|DrMichaelMulhollandFRGCP|HonorarySecretary
(_ex ofcio_Trustee)|4 out of 5|
|Maria Coulson|Independent Trustee|5 out of 5|
**26**
RCGP Accounts 2024–2025
Environmental Social Governance
|Chris Lake|Independent Trustee|5 out of 5|
|---|---|---|
||_Senior Independent Trustee_||
|Vicky Sandry|Independent Trustee|5 out of 5|
|Ian Wilson|Independent Trustee|4 out of 5|
|DrWaqarAhmedMRCGP|Member Trustee|5 out of 5|
|DrThomasPatelCampbellFRCGP|Member Trustee
(untl30November2024)|5 out of 5|
||Vice Chair Finance and Member Value||
||(_ex ofcio_Trustee)||
||(from30November2024)||
|DrSonaliKinraMRCGP|Member Trustee|5 out of 5|
|DrOnyinyeOkonkwoFRCGP|Member Trustee|2 out of 2|
|(from30November2024)|||
|DrImranRafFRCGP
(untl30November2024)|Member Trustee|3 out of 3|
|DrHeatherRyanFRCGP|Member Trustee|2 out of 2|
|(from30November2024)|||
## _Council Officers_
Councilmetfourtimesduringtheyear.TheattendanceofOfficersisshownbelow.
|Chair|ProfessorKamilaHawthorneMBE FRCGP|4 out of 4|
|---|---|---|
|President|DrRichardVautreyFRCGP|4 out of 4|
|Vice-Chair(ExternalAfairs)|DrVictoriaTzortziou-BrownOBEFRCGP|4 out of 4|
|Vice-Chair(ProfessionalStandards,|DrMargaretIkpohFRCGP|4 out of 4|
|TrainingandDevelopment|||
|HonorarySecretary|DrMichaelMulhollandFRCGP|4 out of 4|
|HonoraryTreasurer|DrSteveMowleMBEFRCGP
(untl30November2024)|2 out of 2|
|Vice Chair Member Value|DrThomasPatelCampbellFRCGP|2 out of 2|
||(from30November2024)||
|_Chairs of Devolved Naton Councils_|||
|**Chair of RCGP Northern Ireland**|DrUrsulaMasonFRCGP|4 out of 4|
|**Chair of RCGP Scotland**|DrChrisProvanFRCGP|4 out of 4|
|**Chair of RCGP Wales**|DrRowenaChristmasFRCGP|4 out of 4|
**27**
RCGP Accounts 2024–2025
Environmental Social Governance
## _Council Members_
Nationally elected members
DrAaliyaGoyalMRCGP(from19November2022) ProfessorAneezEsmailMRCGP(from11November2023) DrAzzaElghonaimyMRCGP(from11November2023) DrCarterSinghMBEFRCGP(from19November2022) DrChaandNagpaulCBEFRCGP(from19November2023) DrEmmaWongMRCGP(from11November2023) DrGailAllsoppFRCGP(from19November2022) DrHeatherRyanFRCGP(until30November2024) ProfessorJoanneReeveFRCGP(until30November2024) DrKirstyAlexanderMRCGP
DrMaisunElftiseMRCGP(from30November2024)
DrMargaretMcCartneyMRCGP(from30November2024) DrNicholasBrownFRCGP(from8March2024)
DrRobertLaurensonMRCGP(from30November2024) SirSamEveringtonOBEMRCGP(from19November2022) DrSelvaseelanSelvarajahMRCGP(from11November2023) DrStuartBlakeMRCGP(from8March2024)
DrSusiCaesarFRCGP
DrTajvinderGrewalMRCGP(Until30November2024) DrUwadiaeIma-EdomwonyiFRCGP
## _Faculty Representatives_
DrFrancesCranfieldFRCGP Bedford&Hertfordshire
DrDornubariLebariMRCGP(untilNovember2024) Cumbria DrEbeleDunkwuMRCGP(fromNovember2024)
DrSergeEngambaFRCGP East Anglia
DrMunroStewartMRCGP
East of Scotland
DrSunilGuptaFRCGP(untilMay2024) DrBabefemiSalakoFRCGP(fromMay2024)
Essex
**28**
RCGP Accounts 2024–2025
Environmental Social Governance
DrThomasPatel-CampbellFRCGP(untilMarch2024) HumberandtheRidings DrLauraDouglasMRCGP(fromMarch2024)
DrSaqibAnwarFRCGP
DrJonathanGriffithsFRCGP
DrJamieHynesFRCGP
DrAyshaNazMRCGP(fromMarch2025)
DrAndrewDharmanFRCGP
DrSamBethapudiFRCGP(untilNovember2023) DrLilyLambFRCGP
DrJanakanCroftonMRCGP(untilNovember2024) DrAnwarKhanFRCGP(fromNovember2024) DrMargaretDenisonFRCGP(untilMarch2025) DrDouglasNaismithMRCGP(fromMarch2025)
Leicester
Mersey
Midland _(with additional member >5%)_
North&WestLondon North East England
North East London
North East Scotland
DrChrisWilliamsMRCGP
DrSionedEnlliFRCGP
DrJaneWilcockFRCGP(untilSeptember2024) DrBenAddlestoneMRCGP(fromSeptember2024) _Dr Robert West MRCGP (until September 2024)_ DrBushraKamalMRCGP(fromSeptember2024)
North of Scotland North Wales North West England
_(with additional member >5%)_
DrWaqarAhmedMRCGP
Northern Ireland
DrIdeDelargyFRCGP DrJillWilsonFRCGP DrSianTuckerMRCGP DrKateNedenFRCGP
DrIsoldeShore-NyeMRCGP DrYasminRahmanMRCGP DrJaspreetDhillonFRCGP DrWillMackintoshFRCGP
DrJanetHallFRCGP(untilSeptember2024)
RoI Severn
South East Scotland South East Thames South East Wales South London South West Thames South West Wales
South Yorkshire and North Trent
DrMohanaRatnapalanMRCGP (fromSeptember2024)
DrNickHodgesFRCGP
Tamar
DrShamilaWanninayakeMRCGP
Thames Valley
**29**
RCGP Accounts 2024–2025
Environmental Social Governance
DrAnjlaSharmanFRCGP DrJohnnyLyonMarisFRCGP DrMaryAnneBurrowFRCGP ProfessorVijayKumarMRCGP
Vale of Trent
Wessex
West of Scotland
Yorkshire
_Additional members_
Chair – Trustee Board
Council Trustee (Byelaw33(6)member)
ProfMikeHolmesFRCGP
DrSonaliKinraMRCGP
DrWaqarAhmedMRCGP
DrImranRafiFRCGP(untilNovember2024) DrThomasPatel-CampbellFRCGP(until November2024)
DrHeatherRyanFRCGP(fromNovember2024)
DrOnyinyeOkonkwoFRCGP(fromNovember 2024)
Chair–CommitteeonMedicalEthics (Byelaw40member)
Chair–AssociatesinTrainingNetwork(RenamedGP RegistrarNetworkfromSeptember2024)
DeputyChair–AssociatesinTrainingNetwork (RenamedGPRegistrarNetworkfromSeptember 2024)
Chair – First 5 Network
DrJohnSpicerFRCGP
DrAkramHussain(UntilNovember2024)
DrAkramHussainandDrDeepthiLavu (co-chairsfromNovember2024)
DrMaryannaTavener(untilNovember2024)
DrTomFrance(fromNovember2024)
DrToyosiAdeniji
## Council Observers
## Mrs Jenny Aston
DrDuncanShrewsburyMRCGP andDrRupertPayneMRCGP
## Professor Rich Withnall FRCGP
DrPaulEvans(fromNovember2023) DrVenothanSuriMRCGP(untilNovember2024) DrGerardMcHaleMRCGP(fromNovember2024) DrChandraKannegantiMRCGP DrSanjivSinhaMRCGP
AlliedHealthProfessionalsrepresentative SocietyforAcademicPrimaryCare(SAPC)
## RCGP Chief Examiner
BritishMedicalAssociationGeneralPractitioners Committee(BMAGPC)
BritishInternationalDoctorsAssociation(BIDA) representative(JobShare)
**30**
RCGP Accounts 2024–2025
Environmental Social Governance
DrEuanLawsonFRCGP EditoroftheBritishJournalofGeneralPractice (BJGP) DrFionaSellens CommitteeofGeneralPracticeEducation Directors(COGPED)representative SurgeonCaptainDrKateKingFRCGP JointArmedForcesrepresentative OwenRichards(untilNovember2024) RCGP PCPG Chair BrendaAllan(fromNovember2024)
## _Executive Management Team_
ChiefExecutiveOfficer Chris Askew OBE ExecutiveDirectorofPolicyandEngagement Mark Thomas (until1October2024) ExecutiveDirectorPolicyandCommunications (from1October2024)
ExecutiveDirectorofProfessionalTrainingand Fiona Erasmus Standards(until1October2024) ExecutiveDirectorEducation (from1October2024) ExecutiveDirectorCorporateServices Calum Mercer (from24February2025)
ExecutiveDirectorMembershipDevelopmentand Education(until1October2024) ExecutiveDirectorMembershipDevelopment (from1October2024)
InterimExecutiveDirector,People&Organisational Development
InterimExecutiveDirector–Finance,IT,Digital, Property&Sustainability
Ben Clacy
Sharon Jager (until20August2024) DrPaulClements (until21February2025)
## Trustee Board
## _Attendance_
WhenTrusteeswerenotabletoattendmeetings,theyreceivedandreviewedtherelevantmeeting papers.Wheretheyhadcommentsorconcernsonthematterstobediscussed,theyprovidedthesetothe ChairofTrusteesorthegovernanceteaminadvanceofthemeeting.TheChairofTrusteesengagedwith TrusteesbetweenBoardmeetingstodiscussbusinessandstrategicissues.Trusteesmeet,withoutthe ExecutiveDirectorsbeingpresent,attheendofeveryscheduledBoardmeeting.ComprehensiveBoard andCommitteepapers,comprisinganagendaandformalreportsandbriefingpapersaresenttoTrustees inadvanceofeachmeeting.Trusteesarealsoupdatedwithwrittenandverbalreports,fromsenior executivesandexternaladvisersduringthemeeting.
**31**
RCGP Accounts 2024–2025
Environmental Social Governance
## _Matters considered_
Eachofthescheduledmeetingsincludesawide-rangingmanagementreportfromtheChiefExecutive OfficerandreportsfromtheAssistantDirectorFinanceontheCollege’sfinancialperformance.Reports fromtheCommitteesandupdatesonmajorprojectswerealsoprovidedateachBoardmeeting.
## _Conflicts of interest_
TheCollegehasaConflictsofInterestsPolicy,publishedthroughthewebsite,whichallTrusteesand membersofTrusteeBoardcommittees,mustadhereto.Trustees’ConflictsofInterestsFormsare publishedonlineviatheCollegewebsite.TheCollegehasprocessestomanageand/ormitigateanyactual orpotentialconflictsofinterests.
## Trustee Board Committees
TherearefivecommitteeswithspecificresponsibilitytotheTrusteeBoardtosupportthecollective decisionmakingonthemanagementandadministrationoftheCollege.
## _Audit and Risk Committee_
**Purpose:** Responsibleforensuringthatthereisaframeworkforfinancialandriskaccountability,for examiningandreviewingallsystemsandmethodsofcontrol,bothfinancialandotherwise,includingrisk analysisandriskmanagement.ThecommitteeensurestheCollegeiscomplyingwithallaspectsofthe law(includingcompliancewithdataprotectionandequalitylegislation),relevantaccountingandother regulations,andgoodpractice.
**Activity:** Metfourtimes in 2024–2025.
|**Actvity:**Metfourtmes in 2024–2|025.||
|---|---|---|
|Nick Whitaker|ChairofAuditandRiskCommitee|1 out of 1|
|(from14March2025)|_(Chair)_||
|Prof Maureen Baker CBE FRCGP
(Untl1February2025)|ChairofAuditandRiskCommitee
_(Chair)_|3 out of 3|
|DrWaqarAhmedMRCGP|Member Trustee|4 out of 4|
|DrKenLawtonFRCGP
(untl1October2025)|College Member|1 out of 2|
|ClifonMelvin|Independent Member|4 out of 4|
|DrSahadevSwainFRCGP
(Untl31December2025)|College Member|1 out of 3|
|Ian Wilson
(Untl14March2025)|Independent Trustee|3 out of 3|
|Stephen Wilcox|Independent Member|1 out of 1|
|(from14March2025)|||
|DrPhilipXiuMRCGP|College Member|2 out of 2|
TheAuditandRiskCommitteeassiststheBoardinoverseeingandmonitoringfinancialreporting,internal controls systems and risk management systems.
ThecommitteereviewsandscrutinisestheStrategicRiskRegisterbeforesubmissiontoTrusteeBoard; maintainsaprogrammeofinternalaudits;conductsdeepdivesintospecificrisksidentifiedthroughthe StrategicRiskRegister;receivesreportsfromtheHealthandSafetyCommittee;receivesreportsonany legalissuesandrisks;andreviewstheAnnualReportandAccountsandauditors’reportbeforesubmission to Trustee Board for approval.
**32**
RCGP Accounts 2024–2025
Environmental Social Governance
The College commissioned RSM to work on revising the risk management strategy policy and framework in light of the approval of the new Corporate Plan by the Board. This will be implemented for the start of the2025–2026financialyear.
RSMprovideinternalauditservicesonbehalfofthecollege,andthecommitteeapprovesaninternalaudit plan,receivesinternalauditreports,andmonitorsimplementationofagreedmanagementactionsthat follow from audits.
Duringyear,thecommitteereceivedfiveinternalauditreports–30EustonSquare;DataManagement andGovernance;CriticalIncidentManagement(advisory);FacultyGovernance;andafollowupauditon progressonimplementingagreedactions.
CroweUKLLPistheCollege’sexternalauditors,andthecommitteeagreedin2024tocontinuewith Crowe LLP with a new audit partner.
TheCommitteeapprovedthe2024–2025externalauditplan,themethodologyused,thescopeofthe audit, the risks, and areas of focus as well as the materiality threshold for the Group and the threshold for reportingunadjusteddifferences.
Basedonallevidencepresented,theCommitteesatisfieditselfthattheexternalaudithasbeenconducted independentlyandeffectivelywiththeappropriaterigourandleveloftesting.
## _Planning and Resources Committee_
**Purpose:** OverseesthefinancialandresourcemanagementoftheCollege,includingbudgetplanningand monitoring,investmentdecisions,HR,ITanddigital,andpropertymanagement.
**Activity:** Metfourtimesin2024/2025.
|DrSteveMowleMBEFRCGP|HonoraryTreasurer_(Chair)_|2 out of 2|
|---|---|---|
|Ian Wilson|Independent Trustee_(Chair)_|2 out of 2|
|DrSonaliKinraMRCGP|Council Trustee|4 out of 4|
|Chris Lake|Senior Independent Trustee|4 out of 4|
|Marc Leppard|Independent Member|4 out of 4|
|MichaelPaton|Independent Member|4 out of 4|
|DrOnyinyeOkonowo|Council Trustee|2 out of 2|
|DrYvonneUmebuaniMRCGP|College Member|4 out of 4|
The Trustee Board established an Oversight Group to advise on ensuring the charity achieves best value formembersfrommanagementof30EustonSquareasaCharityasset.ThegroupreportstothePlanning andResourcesCommittee.
## _Remuneration Committee_
**Purpose:** ApprovestheExecutivePayPolicyandensuresremunerationarrangementsaremadeinline withthis;considersremunerationandrelatedmattersforthosecliniciansemployedbytheCollege;and considersremunerationandrelatedmattersforCollegeOfficers.
**Activity:** Met twice in 2024–2025.
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|Alan Wells, OBE|IndependentChairofRemuneratonCommitee|2 out of 2|
|---|---|---|
||_(Chair)_||
|Chris Lake|Senior Independent Trustee|2 out of 2|
|ProfessorMikeHolmesFRCGP|Chair of Trustee Board|2 out of 2|
|ProfJohnnyLyon-MarisFRCGP|Council Member|2 out of 2|
|DrSteveMowleFRCGP
(untl30November2024)|HonoraryTreasurer|1 out of 1|
|DrThomasPatelCampbellFRCGP|Vice Chair Finance and Member Value|1 out of 1|
|(from30November2024)|||
|Rupert Terry|Independent Member|2 out of 2|
Duringtheyear,thecommitteemettwicetoagreeremunerationorpaymentarrangementsforexecutive staff,clinicalstaff,Officersandcliniciansreceivingasessionalrate.
Thecommitteecommissionedanexternalconsultant,RewardConnected;tocarryoutamarketpay reviewforallmembersoftheirExecutiveTeam(ET)inordertoascertainwhethertheircurrentlevelsof rewardarecompetitivewhencomparedtothemarketwithinwhichtheyoperate.Thisformedpartofthe discussions on establishing the senior pay award for 2024.
RemunerationCommitteealsoreceivedareportfromaTrusteeBoardestablishedShortLifeWorking GrouponOfficerRemuneration,whichfollowedaCouncilmotioncallingforfairnessandequityinOfficer remuneration.TheworkresultedinaestablishingasetannualallowanceforOfficerremuneration.
## _Governance Committee_
**Purpose:** ResponsibleformonitoringanddevelopingthegovernanceoftheCollege(includingits committees,andtheCompaniesandanyotherbodiescontrolledbyit)andtoprovideoversightand guidanceongovernancepoliciesandmatters.
**Activity:** Metfourtimesin2024/2025.
|DrMichaelMulhollandFRCGP|HonorarySecretary_(Chair)_|4 out of 4|
|---|---|---|
|ElizabethBlease|Independent Member|4 out of 4|
|DrOluwaseunBabalola|Council Member|1 out of 1|
|ProfMartynHewetFRCGP|College Member|4 out of 4|
|DrDavidMummeryMRCGP|College Member|3 out of 4|
|DrKateNedenFRCGP|College Member|3 out of 4|
|DrHeatherRyan|Council Trustee|2 out of 2|
|Vicky Sandry|Independent Trustee|4 out of 4|
|(from18November2023)|||
|ClaireSunderlandHay|Independent Member|3 out of 4|
ThefocusoftheGovernanceCommitteeoverthepastyearhasbeenoversightoftheGovernanceReview andtomakerecommendationsforgovernancereformtoTrusteeBoard.TheCommitteehasalsoreviewed anumberofGovernancepoliciesincludingtheDeclarationofInterestandSafeguardingpolicies.
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Environmental Social Governance
## _Nominations Committee_
**Purpose:** Thecommitteeleadstheprocessfor,andmakesrecommendationstoTrusteeBoard,for allappointedpositionstoTrusteeBoardandtheBoardcommitteesusingrigorousandtransparent procedures;reviewsskillsoftheBoardandCommitteestoensuretheircombinedskillsmeettheneeds andsupportthelong-termstrategicobjectivesofthebusiness;andoverseesadiversesuccessionpipeline **Activity:** Metfourtimesin2024/2025.
|Maria Coulson|Independent Trustee|4 out of 4|
|---|---|---|
||_(Chair)_||
|Lisa Charles Jones|Independent Member|4 out of 4|
|Lisa Condron|Independent Member|4 out of 4|
|DrSonaliKinraMRCGP|Member Trustee|3 out of 3|
|(untl1January2025)|||
|DrWaqarAhmedMRCGP|Member Trustee|0 out of 0|
|(from24February2025)|||
|DrDavidShacklesMRCGP|College Member|4 out of 4|
## Key Activities 2024
## _Appointments_
NominationsCommitteeensuresthatallCollegeappointmentsuseopenadvertisingand/ortheservices ofexternaladviserstofacilitatethesearch;considercandidatesfromawiderangeofbackgrounds;and considercandidatesonmeritandagainstobjectivecriteria,havingdueregardtothebenefitsofthe TrusteeBoardandcommitteehavinganappropriatebalanceofskills,knowledge,experienceandcognitive anddiversityinitswidestsense,andtakingcarethatappointeeshaveenoughtimeavailabletodevoteto theposition.
ThecommitteeundertookrecruitmentforanumberofindependentBoardandcommitteeroles,which wereadvisedviaNurole,anexternalagencyspecialisinginrecruitingTrusteesandNEDsinthecharityand membershipbodysector:
- NickWhitaker,ChairofAuditandRiskCommittee
- StephenWilcox,IndependentMemberofAuditandRiskCommittee
- RupertTerry,IndependentMemberofRemunerationCommittee
Reviewed and recommended two current Independent Trustees – Ian Wilson and Chris Lake – for reappointmentforasecond,three-yeartermofoffice.ApprovedbytheTrusteeBoardandratifiedby Council.
AppointedcollegememberstoBoardcommitteerolesviainternalrecruitmentamongtheCollege membership:
- DrDavidShackles,CollegeMemberofNominationsCommittee
- DrPhilipXiu,CollegeMemberofAuditandRiskCommittee
- DrOluwaseunBabalola,CollegeMemberofGovernanceCommittee
- ProfJonnyLyons-Maris,CollegeMemberofRemunerationCommittee
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Environmental Social Governance
## _Composition of the Board_
Thecommitteeconsideredthereportandrecommendationsoftheboardeffectivenessreviewundertaken byexternalconsultant,RSM.ThecommitteerecommendedtoTrusteeBoardthatthenumberof independent Trustees be increased by two – from four to six – one of these to include the Chair of the AuditandRiskCommittee.ThiswouldresultincontinuingtohaveamembermajorityonTrusteeBoard, includingtheChair.TheBoardproposedanadditionalone(ratherthantwo)independentTrustees(the ChairofAuditandRisk).Ultimately,thiswasrejectedbythemembersattheAnnualGeneralMeeting.The ChairofAuditandRisk–nowanindependent,subjectmatterexpert,wouldcontinuetobeapermanent observerattendingBoard.
## _Oversight of Elected Roles_
AnumberofelectionstookplaceintheCollegethisyearforCouncilOfficersandofficersindevolved nationCouncils.Thecommitteedischargedtheirroleinreviewingandapprovingroledescriptions, reviewingeligibilitycriteriaandsetting–andthenassessingpotentialcandidatesagainst–appropriate personspecificationstoensurethosestandingforelectedroleshadthenecessaryskillsandexperienceto undertaketheirduties.Allelectionsareconductedinpartnershipwithourindependentelectionpartner, Civita.
Followingareview,theCollegehasdecidedtodiscontinuetheprocessofassessingcandidatesfor electedpostsagainstapersonspecificationandwillnowmovetoan‘open’nominationsprocessprovided candidatesareproperlynominatedandmeetthebasiceligibilitycriteria.Councilanddevolvednation Councils have been asked to review basic eligibility criteria and ensure it is appropriate.
## _Key Activities for 2025/2026_
- Review and improve succession planning that supports a diverse pipeline of talent
- ReviewBoardcommitteeskillsandeffectiveness
- Reviewinduction,traininganddevelopmentforBoardandcommitteemembers.
## _Equality, Diversity and Inclusion_
Thecommitteebelievesthatadiverseandinclusivecultureisastrategicimperative.Appointedrolesare filledusingopenadvertisingortheservicesofexternaladviserstofacilitatethesearch.Candidatesare consideredfromawiderangeofbackgroundsandappointmentisbasedonmeritandagainstobjective criteria,havingdueregardtothebenefitsoftheTrusteeBoardandcommitteesofhavinganappropriate balanceofskills,knowledge,experienceandcognitiveanddiversityinitswidestsense.
ThecommitteeiscommittedtoitsroleinfurtheringtheCollege’scommitmenttoequality,diversityand inclusion and will support the measures contained in the Corporate Plan 2025–2028.
## Commercial Subsidiaries
Inaddition,therearethreesubsidiarycompanieseachwiththeirownBoard–RCGPConferencesLtd, RCGPEnterprisesLtdandRCGPInternationalLtd.
TheRCGPSuperannuationFundTrustCompanyLtdisthetrusteeofthePensionandLifeAssurancePlan ofRCGP,anowcloseddefinedbenefitpensionscheme.
## Trustee Board Effectiveness
There have been four main areas of focus this year.
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Environmental Social Governance
## _Development of a new Corporate Plan_
ThisisthefirstCollegewideCorporatePlanprovidingacomprehensivehigh-levelnarrativeforthenext threeyears,backedbyafinancialprojectionbywhichtheExecutiveManagementTeamcanassure organisationalimpactandprogressagainstkeyindicators.
ThePlanprovidestransparencyonthescaleofambitionforcoreactivitiesbasedontheCollegerisk appetiteandsetsoutclearprioritieswhicharereadilyunderstoodbytheBoard,Committeesandstaff.
## _Leadership, accountability and independent challenge_
TheBoardhasstrengthenedtheroleofindependentexpertiseintheworkofcommittees.TheChairs ofAuditandRiskCommitteeandPlanningandResourcesarenowindependentexpertswhoarenot routinelyinvolvedinmatterswhichcometotheCommittee.
Thisisintendedtostrengthenoversightandscrutinyfunctionsofcommitteesandsimilarchangewillbe madefortheGovernanceCommitteenextyear–allTrusteeBoardcommitteeswillbeledbyindependent trustees and experts.
Clear and modern nomenclature has been introduced so that roles can be more easily understood – ‘lay’ trusteeshavebeenretitled‘independent’trusteesand‘council’trusteeshavebecome‘member’trustees.
Thesecond‘summit’ofBoardandCommitteemembersmeetingwiththeOfficersandSenior Management Team took place in January 2025. This focussed on _making a reality of the new Corporate Plan_ and _Governance, leadership and members/stakeholders in partnership_ . The summits are now embedded as a keyleadershipeventforprogressingCollegepriorities.
## _Risk Framework_
External consultants have carried out a review of current risk policies and processes. The work has comprised:
- Aworkshopwiththeseniormanagementteamtoreviewriskmanagementprocessesandpriorities for new policy framework
- A new College risk management framework
- ArefreshedStrategicRiskRegisteralignedtothenewCorporatePlanwithclearerreporting mechanismandemphasisonriskappetite.
The work will be completed later this year and then adopted as part of the new College processes for managingoperationalandstrategicrisks.
## _Communications_
Wehavecontinuedtobuildonlastyear’sworktostrengthencommunicationandengagementwith members,includingpromotinggreaterawarenessofCollegegovernance.
There is a new website in place for the governance review and new digital engagement tools. A number of online workshops have taken place throughout the year to discuss key governance changes – these will continueduringnextyear.
## Policies and procedures for the induction of Trustees
UponappointmenteachTrusteeisprovidedwithaninductionprocessthatincludesthefollowing:
- GovernanceoverviewoftheRCGP’scharitableobjectandthefocusonpublicbenefit.
- AttendanceattheannualCouncilmemberinductiontoensurethattherolesofCouncilandTrustee BoardareunderstoodaswellasgaininginsightintothewiderCollegestructuresandprojects.
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Environmental Social Governance
- Aninformationfolderthatincludesadeclarationsofinterestpolicyandform;informationsecurity policy;Equality,Diversity&Inclusionpolicy;previousminutesfromTrusteeBoardmeetings; indemnityinsuranceinformation;CollegestrategyandtheAnnualReport&Accountsoftheprevious year;and
- AccesstoexternalTrusteetrainingasrequired.
## Performance reporting to the Trustee Board
TheExecutiveManagementTeamprovideregularupdatestotheTrusteeBoardonprioritiessetoutinthe strategicplan.Thesearequalityassuredby:
- UsingaconsistentframeworkforthecollationofdatathatallowedTrusteestocompareperformance andtargets;and
- Qualityassuranceprocessesprecedingfinalisationofreportstoensurethatinformationcontainedin the reports was accurate.
## Council committees
TherearefivecommitteeswhichreporttoCounciltosupportitswork.Theyare:
- FellowshipandAwardsCommittee
- CommitteeonMedicalEthics
- PatientandCarersPartnershipGroup
- ScientificFoundationBoard
- Speciality Training Board
## _Fellowship and Awards Committee_
## **Chair:** DrRichardVautrey
**Membership:** OfficersofCouncil,PCPGrepresentative,FacultyFellowshipCommitteerepresentative, threeCollegefellows,aDevolvedNationsrepresentative.
**Purpose:** Sets criteria for Fellowship, considers and recommends to Council the conferment of College fellowships, awards and honours.
**Activity:** Mettwotimesin2024–2025.
## _The Committee on Medical Ethics_
**Chair:** DrJohnSpicer(fromNovember2023)
**Membership:** HonorarySecretary,twoCouncil members, two College members, three lay academic membersandthreeadditionalmemberswithspecialexpertiseinethics,philosophy,medicalethics, medico-legalorbio-medicalissues,observermembersincludingrepresentativesfromtheAiTNetwork, theDevolvedNationsandtheRCGP.
**Purpose:** To explore principles, values and beliefs informing decisions and provide advice to Council and to College and its members on medical ethics issues.
**Activity:** Metfourtimesin2024–2025.
## _Patient and Carers Partnership Group_
**Chair:** OwenRichards(untilNovember2024),BrendaAllan(fromNovember2024)
**Membership:** Vice-chair(ExternalAffairs),aCouncilmember,twoCollegememberselectedbyCouncil,up to eleven lay members one of whom shall be elected Lay Chair.
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Environmental Social Governance
**Purpose:** TorepresenttotheCollegepatientperspectivesandexperience,inputtingintoCollegestrategy and policy.
**Activity:** Metthreetimesin2024–25.
## _Scientific Foundation Board_
**Chair:** ProfessorRichardNeal(untilJune2024),ProfessorSophiePark(fromJune2024)
**Membership:** Vice Chair Finance and Member Value, RCGP Clinical Lead for Research, Chair of the Society ofAcademicPrimaryCare(SAPC),ChairofRCGPResearchPaperoftheYearaward,Vice-ChairExternal Affairs,onelayrepresentative.
**Purpose:** ToawardgrantsforresearchspecifictogeneralmedicalpracticeundertakenwithintheUK. **Activity:** Met once in 2024–2025.
## _Specialty Training Board_
**Chair:** ProfessorJohnnyLyon-Maris.MedicalDirectorforTrainingandRegistration
**Membership:** ViceChairProfessionalDevelopmentandStandards,oneCouncilrepresentativeAssociate inTraining,First5andRCPGrepresentatives,MedicalandClinicalleadsrelatingtotrainingandthe curriculum,seniorstaffleadsfortraining,standardsandtheexaminations,andtheChiefExaminer.
**Purpose:** TodevelopandoverseeCollegestrategyandpolicyinallareasofworkrelatingtogeneral practicetrainingandthestandardssetforassessmentandregistration,andreturnto,independent practice,andtosupporttheCollege’sworktoinfluenceandadviseministersandstatutorybodiesabout that strategy.
**Activity:** Meetsthreetimesperyear.
## Council transparency
SeveralactionsthisyearhavebeentakentowardsimprovingCounciltransparencyforCollegemembers. TheseincludemakingthedeclarationsofinterestsforallCouncilmembersavailabletoviewforCollege members and publishing Council minutes to our web pages for College members.
## General Meetings
Twogeneralmeetingstookplaceduring2024–25.
ASpecialGeneralMeetingtookplaceon17July2024todiscussanumberofbusinessitemsincluding proposeconstitutionalchanges.
Allproposedchangeswereapproved:
- Changing the terminology of Council and Lay Trustees to Member and Independent Trustees.
- Changingreferencesinthedocumentsof“HonoraryTreasurer”toreflectthenewtitleapprovedby Councilof“ViceChairFinanceandMemberValue”.
- IncorporatearequirementofTrusteeBoardtohaveaSeniorIndependentTrustee.
- ConfirmtheprocedureformembersofTrusteesBoardtoseekfromCouncil,asecond,threeyear termofoffice.
TheAnnualGeneralMeetingtookplaceon13November2024todiscussanumberofbusinessitems includingproposeconstitutionalchanges.
Thefollowingchangeswereapproved:
- Change of nomenclature of President and Chair of Council to Provost and President.
- Referenceto“AssociatesinTraining”changedtoreference“GPRegistrars”toreflectchangein internal terminology used.
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Environmental Social Governance
AproposaltoamendthecompositionofTrusteeBoardtoaddadditionalexternal,independent,subject matterexperts,toassistintheBoard’sroleinorganisationaladministrationandmanagementofthe College, did not pass.
## Governance Changes in 2024–25
## _Governance Review_
ChangestomoderniseOfficerrolesstartedtotakeeffectthisyear.TheHonoraryTreasurerrole has changed to Vice Chair Finance and Member Value with a clear focus on strengthening member engagement.
ThereisnowcodificationofmaximumOfficertermsandareviewofOfficersexpensesandremuneration arrangementsisbeingintroducedfor2025elections.
TheTrusteeBoardagreedOfficerappointmenttermsshouldchangefromcontractortoemployeeinlight ofachanginglegallandscapeandadesiretopromotegreaterequityandthischangewillalsotakeeffect for2025elections.
ThemainworkstreamisamajorchangetotheCollegeGoverningDocumentstoclarifytheroleofTrustee BoardastheCollegegoverningbodyandCouncilasthemostseniormemberrepresentativebody. Detaileddraftingchangeswillbeexplainedincommunicationstomembersculminatinginavoteata GeneralMeetinginlate2025.
## _New Chief Executive Officer_
TheChiefExecutiveOfficer,ChrisAskewOBEhasannouncedhisresignationandwillleaveCollege employment in July 2025. Mark Thomas has been appointed the interim CEO and recruitment to appoint a new CEO is underway.
## Serious Incidents
There have been no serious incidents to report.
## Risk management
TheAuditandRiskCommitteeprovidesscrutinyoftheriskmanagementprocessesinplaceacrossthe College and advises the Trustee Board on strategic risks. The Trustee Board retains overall responsibility forriskmanagementandreviewsthestrategicriskregisterateachmeeting.
AcomprehensivereviewoftheCollegeRiskFrameworkGuidance,riskappetiteandstrategicriskregister hasbeenledbyRSMUK.Thishasincludedworkshopsandseniormanagementengagementtodetermine prioritiesalignedtothenewCorporatePlan.ThiswillbeapprovedattheTrusteeBoardinJuly2025.
TherehavebeenfiveInternalAuditscarriedoutin2024/2025on:
- Datamanagementandgovernance
- 30EustonSquare
- CriticalIncidentManagement(advisory)
- Faculty governance
- Inaddition,afollow-upreportonimplementationofpreviousinternalauditrecommendationswas produced.
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Environmental Social Governance
## _Strategic Risks_
Atransitiontoanewstrategicriskregisterisunderway.Riskswhichhavebeenthefocusofscrutiny during24–25are:
## 30 Euston Square
Continuedprogressonadaptinganincreaseoffloorspacewiththepotentialforcommercialuseand improvedmemberfacilities.
## New exam arrangements
ThenewSimulatedConsultationAssessment(SCA)wentliveinNovember2023replacingtheRecorded SkillsAssessment(RSA)introducedasaninterimmeasureduringCovid-19.Thisonlineassessmentis amajorinnovationallowingtraineestosittheexamintheirpractice.Thekeyrisksaretherelianceon remoteinfrastructurewhichwassubjecttorigorouspre-testing.Despitethis,aEuropean-wideplatform outagesignificantlydisruptedtheseconddietofthenewexam.Mitigationsbasedonthelearning review from the incident and ongoing learning from the new exam arrangements are in place and regularly reviewed.
## Operational Delivery and Effective Advocacy of General Practice
ThisstrategicriskrecognisesthecriticalroleRCGPplaystoencourage,fosterandmaintainthehighest possiblestandardsingeneralpracticewhichcreatesahighdemandonCollegetimeandresources.The newCorporatePlanenablesustoprioritiseourresponsetotheincreasinglychallengingenvironment for GPs.
## Governance Processes
Addressing a lack of clarity in the governing documents concerning accountability and ownership of duties.TheGovernanceReviewisakeymitigation.
## Pensions Accounting
Detailonthepensioncanbefoundinthefinancialsectionandiscurrentlyinaneutralposition(2024: £28kdeficit).Underriskmanagementthepensiondeficitifany,ismitigatedthrougheffectivebudgeting andforecastingwhichtakesintoaccountpayments,includingdeficitpayments,inrelationtothe pension plan.
RCGP Accounts 2024–2025
**41**
## Reference and administrative details
## Principal Address
30EustonSquare London NW1 2FB
Patron
HisMajestyKingCharlesIII
Principal Advisers
_Bankers_
Barclays Bank PLC 1 Churchill Place Level 28 Canary Wharf London E145HP
_Solicitors_
TheCollegeusesvariousfirmsofsolicitorsbasedontheirspeciality
_External Auditor_
CroweU.K.LLP 55LudgateHill London EC4M7JW
_Internal Auditor_
RSM LLP 25 Farringdon Street London EC4A 4AB
_Investment Managers_
Royal London Asset Management 55 Gracechurch Street London EC3V 0RL
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## Financial review for the year
## Results for the year
TheconsolidatedstatementoffinancialactivitiesshowstheCollege’stotalincomingresourcesfortheyear haveincreasedto£53.7m(2024:£51.5m),whiletotalresourcesexpendedincreasedto£50.8m(2024: £46.6m).
Thisyeartherewerelossesontherevaluationofinvestmentsof£0.2m(2024:lossof£1m).
Thisyeartherewasagainonrevaluationofthefixedassetsof£0.2m(2024:£2.8m).
Theactuariallossondefinedbenefitpensionschemewas£1m(2024:lossof£0.6m).Thepensionscheme deficitdecreasedto£0m(2024:£0.03m).
Thefundsbalancesattheyearendarerepresentedbyunrestrictedfunds£72.7m(2024:£70.7m), restrictedfunds£1.1m(2024:£1.2m).
TheCollegehasnetcurrentassetsof£6.9m(2024:£3.9m)attheyearend.Theimprovementonthe previousfinancialyearisaresultofanimprovementinincomestreams.
TheprincipalfundingsourcesfortheCollegeremainmembershipsubscriptions,examinationsincomeand surplus generated by its trading subsidiaries.
## Reserves policy
TheCollegehas£72.7m(2024:£70.7m)heldingeneralfunds.Thesefundsrepresenttheaccumulated surplusesfromgeneralbusinessactivitiesandareavailableforuseatthediscretionoftheTrustees.
Generalfundsincludeunrestrictedfunds,designatedprojectfundsandadesignatedpropertyreserve.
||**Total 2025**|**Total 2024**|
|---|---|---|
|**Fund**|**£(m)**|**£(m)**|
|Unrestrictedfunds|17.9|16.8|
|Designatedprojectfunds|1.0|1.0|
|Designatedpropertyreserve|53.8|52.9|
|**Total General Funds**|72.7|70.7|
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Financial review
## Designatedprojectfunds
ThesearefundsthathavebeenassignedtoparticularprojectstheCollegeisundertaking.Formore detailonindividualdesignationsseeNote31onpage74.
## Designatedpropertyreserve
ThisreserverepresentsfundsinvestedinthepropertyownedbytheCollege,30EustonSquare,London andotherfixedassetslesstheamountrepayableontheloanforthebuilding.
## Pension deficit
TheCollegehasapensiondeficitwhichremainsarisk.Thisisbeingmanagedwithaneffectivebudgeting andforecastingprocessinplacethattakesintoaccountpayments,includingdeficitpayments,inrelation to the pension plan.
Wherefurtheractionsarebeingtakenintermsofplansforthefutureoftheschemeordiscussionswith pension Trustees this is also being included.
## Free reserves
TheTrusteesconsiderallunrestrictedfundsanddesignatedprojectfundstobefreereservesandreadily realisable.Asatyearendthesetotalled£18.9m.
Trustees have reviewed key risks, as outlined in Risk Management. Where possible these risks have been quantifiedinordertoassesstheoptimalleveloffreereservesrequired.
Following this review Trustees have agreed a target range for the level of free reserves of 3 to 6 months operationalexpenditure(£12mto£25m).
Currently,theCollegeholdsfreereservestotalling£18.9mwhichiswithintheagreedrange.Trusteeshave revieweda3-yearplanwhichintendstokeepreservesstableandwithintherangeagreedbyTrustees.
## Going concern
Trusteeshaveconsideredseveralfactorsinconcludingthattheadoptionofagoingconcernbasisin thepreparationofthesefinancialstatementsisappropriate.Thesefactorshaveincludedasummaryof thekeyrisksanduncertaintiesinthecontextoftheCollege’soperationsandareviewofthebudgets andforecastsforthenextthreeyears.Theforecastsconsiderbothimmediateliquidityandlonger-term solvency, together with the impact on reserves.
For the period to 31 March 2028, the Board has considered the impact of a series of scenarios, detailing whatisconsideredtobeanassumedpositionagainsta‘bestcase’and‘worsecase’scenario.Material differencesbetweenthescenariosresultfromassumptionsrelatingtocommercialuseoftheHeadOffice, membernumbersandinflation.
Workingcapitalrequirementsaremetthroughincomereceivedfrombusinessactivities.TheCollege hastheabilitytodrawdownagainstfundsheldwithintheCollege’sinvestmentportfolioifrequired.The CollegehasaloanfacilityinplacewithBarclaysBankasdetailedinnote29tothefinancialstatements.
Havingregardtothefinancialmodelsfortheperiodto2028andtheassumptionsonwhichthoseare based,theTrusteesbelieveitappropriatetoadoptthegoingconcernbasisofaccountinginpreparingthe financialstatements.
RCGP Accounts 2024–2025
**44**
Financial review
## Subsidiary and related companies (subsidiaries)
TheCollegehasthreesubsidiaryundertakingswhichareconsolidatedintheseaccounts:
- RCGPEnterprisesLimited–whichmanagescommercialactivityin30EustonSquare.
- RCGP Conferences Limited – which manages the College’s annual conference and various other activityonbehalfoftheCollege.
- RCGPInternationalLimited–whichmanagescommercialactivitiesoverseas.
## Investment policy
Theinvestmentobjectiveoftheportfolio,assetbytheTrusteeBoard,isantotalreturnstrategywhich aimstomaintainthecapitalvalueoftheportfolioinrealtermsandachievepositivereturns.
The Charity’s ethical investment policy precludes direct or indirect investment in companies that generate morethan10%ofrevenuesfrom:
- a) alcohol
- b) tobacco-relatedbusinessactivities
- c) adult entertainment services
- d) weapons systems, components, and support systems and services
- e) gambling-relatedbusinessactivities.
Investmentisalsoprecludedincompanieswhich:
- a) haveanICBsectorclassificationofOil&Gasproducersandasub-sectorclassificationeitherof IntegratedOil&GasorofExploration&Production
- b) haveanICBsectorclassificationofMiningandasub-sectorclassificationofCoal
- c) manufactureclustermunitionssystems,componentsordeliveryplatforms
- d) manufacture landmines
- e) areinvolvedintheproductionofdepleteduraniumweapons,ammunitionorarmour
- f) manufacture biological or chemical weapons.
TheCollege’sinvestmentportfolioisheldintwomanagedfundswithRoyalLondonAssetManagement LtdandCCLA.Theinvestmentportfoliovaluationasof30[th] June2025was£10.9m,£0.4mhigherthanat year end.
## Fundraising policy
TheCollegeisamemberoftheFundraisingRegulator.TheCollegedoesnotcurrentlyundertakespecific fundraisingactivities,butitsupportstheCodeofFundraisingPractice,andanyfuturefundraisingactivity wouldbecarriedoutinlinewithitsrecommendations.
## Grant making policy
TheScientificFoundationBoard(SFB)awardsgrantsforresearchwhosefindingswillbeofdirect relevancetothecareofpatientsingeneralpracticeandprimarycare.AnyGP,primaryhealthcare professionaloruniversity-basedresearchermayapplyforagrantforscientificresearchtobeundertaken intheUK.TheSFB’sdefinitionofresearchisitviewsresearchinitsbroadestsense,includingexperimental anddescriptivestudies,bothquantitativeandqualitativemethods.Allapplicationsarejudgedonthe qualityoftheprojectproposal.ItshouldbenotedthattheBoarddoesnotfundauditprojectsorguideline development.
RCGP Accounts 2024–2025
**45**
Financial review
TheSFBgivesahighprioritytosubmissionfrompractisingGPsandothermembersofprimarycareteams. TheSFBhasnoresearchprioritiesofitsownbutdoesencourageapplicationsthataddresstheCollege’s strategicobjectivesorclinicalpriorities.Intheeventofapplicationsofequalmeritbeingreceived,theSFB willaccordthefollowingpriority(withtheprimeconsiderationbeingscientificquality):
- PracticingGPs.
- EarlycareerresearchersorexperiencedPrimaryCarepractitionerswithminimalresearchexperience including trainees.
- PostPhDprimarycareresearcher.
- Researchprojectsthatmaydemonstrateashorter-term(<5yr)impactonpatientoutcomesorservice delivery.
- Applicants who have not previously been funded by the SFB.
- Short-termprojectswhichwillnormallylastupto18months.
TheSFBofferstwoformsofresearchfunding:annualresearchgrantsofupto£30,000andPractitioner AllowanceGrantsofupto£2,000.Applicationsforannualresearchgrantsarereviewedbymembersof theSFB,andattheannualmeetingoftheSFB,theBoarddecideswhereresearchgrantswillbeawarded. PractitionerAllowanceGrantshavealimitedamountoffundingavailable(upto£6,000intotalfor25/26). Applicationsareopenforseveralmonthsatthestartofthefinancialyear,butfundingwillberolledover intosubsequentapplicationwindowsthroughouttheyearifthisisnotfullyallocated.PAGsareawarded following review by the Chair and at least one other member of the SFB.
## Employment
TheCollegeiscommittedtoequityandinclusioninitsemploymentpracticesandaimstoensurethatno jobapplicantoremployeereceiveslessfavourabletreatmentonthegroundsofage,disability(including physicalandmentalhealthconditions),genderidentity(includinggenderreassignment),marriageandcivil partnership,pregnancyandmaternity,race(includingcolour,nationalityandethnicornationalorigin), religionorbelief,sexorsexualorientation.
Individualsarefirstselected,andthentreatedduringtheiremployment,basedontheirskills,experience andperformance,andaccordingtotherequirementsofthejob.
## Pay policy for staff
## Senior staff
TheExecutiveManagementTeamarethemostseniormanagementintheCollegeandtheirpayis determined by the RemunerationCommittee.Anexternalreward consultancy undertakes an extensive benchmarking exercise triennially andproducesareportwhichisthenconsideredbytheRemuneration Committee,whomakesafinaldecisionontheExecutivespay.OurExecutivePayPolicysetsoutour approach to pay and isunderpinnedbythefollowingprinciples:topayafairsalaryandrewardpackageto attractandretainskilledandexpertseniorleadersfortheCollegeandtoensureoursalariesandbenefits arecompetitivewithinthesector,proportionatetothecomplexityofeachroleandresponsibility,aswell asaffordable.
## All staff
RCGPoperatestheRewardConnectedJobEvaluationscheme(JESS),whichdeterminestheCollege’spay structure. The median market rate for each grade determines the minimum salary for each of those pay grades. ToensureRCGPsalariescontinuetoreflectmedianmarketrates,amarketreviewisconducted trienniallybyanexternalconsultancyandthefindingsareprovidedtotheCollegeandanyamendmentsto thepayandgradingareconsideredbytheExecutiveteam.Separately to the benchmarking exercise, the
RCGP Accounts 2024–2025
**46**
Financial review
CollegedeterminesanygeneraluplifttoexistingratesofpayforCollegeemployeesonanannualbasis. TheCollegerecognisestheunionUniteandnegotiateswiththemonpay.
## Statement of trustees’ responsibilities
The Trustees are responsible for preparing the Report and Accounts in accordance with applicable law and UnitedKingdomAccountingStandards(UnitedKingdomGenerallyAcceptedAccountingPractice).
ThelawapplicabletocharitiesinEnglandandWalesandScotlandrequirestheTrusteestoprepare financialstatementsforeachfinancialyearwhichgiveatrueandfairviewoftheoftheCollegeandthe groupandoftheincomingresourcesandapplicationofresourcesoftheCollegeandthegroupforthat year.
Inpreparingthefinancialstatements,theTrusteesarerequiredto:
- selectsuitableaccountingpoliciesandapplythemconsistently.
- observethemethodandprinciplesintheCharitiesStatementofRecommendedPractice.
- makejudgementsandaccountingestimatesthatarereasonableandprudent.
- statewhetherapplicableaccountingstandardshavebeenfollowed,subjecttoanymaterial departuresdisclosedandexplainedinthefinancialstatements;and
- preparethefinancialstatementsonthegoingconcernbasisunlessitisinappropriatetopresumethat thegroupwillcontinueitsoperations.
TheTrusteesareresponsibleforkeepingadequateaccountingrecordsthataresufficienttoshowand explaintheCollege’sandgroup’stransactionsanddisclosewithreasonableaccuracyatanytimethe financialpositionofthegroupandenablethemtoensurethatthefinancialstatementscomplywiththe CharitiesAct2011,theCharitiesandTrusteeInvestment(Scotland)Act2005,theCharitiesAccounts (Scotland)Regulations2006andtheCharity’sconstitution.Theyarealsoresponsibleforsafeguarding theassetsofthegroupandtakingreasonablestepsforthepreventionanddetectionoffraudandother irregularities.
TheTrusteesareresponsibleforthemaintenanceandintegrityofthecharityandfinancialinformation includedonthecharity’swebsite.LegislationintheUnitedKingdomgoverningthepreparationand disseminationoffinancialstatementsmaydifferfromlegislationinotherjurisdictions.
## Auditor
CroweU.K.LLPwerere-appointedasauditorduringtheyearandhaveindicatedtheirwillingnessto continueinoffice.
TheTrusteeswhoheldofficeatthedateoftheReportoftheTrusteeBoardconfirmthatthereisno relevantauditinformationofwhichtheCollege’sauditorsareunaware.EachTrusteehastakenthe necessarystepstoensuretheyareawareofanyrelevantauditinformationandtoestablishthatthe College’sauditorsareawareofthatinformation.
## Approved by the Trustee Board and signed on its behalf by:
Professor Mike Holmes Chair of Trustee Board
Dr Thomas Patel-Campbell Vice-Chair Finance and Member Value
Approved on 24 July 2025
RCGP Accounts 2024–2025
**47**
## Independent auditor’s report to the members of the Royal College of General Practitioners
## Opinion
WehaveauditedthefinancialstatementsoftheRoyalCollegeofGeneralPractitioners(‘theparent charity’)anditssubsidiaries(‘thegroup’)fortheyearended31March2025whichcomprisethe ConsolidatedStatementofFinancialActivities,theCollegeandGroupBalanceSheets,theConsolidated CashFlowsStatementandnotestothefinancialstatements,includingsignificantaccountingpolicies. ThefinancialreportingframeworkthathasbeenappliedintheirpreparationisapplicablelawandUnited KingdomAccountingStandards,includingFinancialReportingStandard102TheFinancialReporting StandardapplicableintheUKandRepublicofIreland(UnitedKingdomGenerallyAcceptedAccounting Practice).
Inouropinionthefinancialstatements:
- giveatrueandfairviewofthestateofthegroup’sandtheparentcharity’saffairsasat31March 2025andofthegroup’sincomeandexpenditure,fortheyearthenended;
- havebeenproperlypreparedinaccordancewithUnitedKingdomGenerallyAcceptedAccounting Practice;and
- havebeenpreparedinaccordancewiththerequirementsoftheCharitiesAct2011andtheCharities andTrusteeInvestment(Scotland)Act2005andRegulations6and8oftheCharitiesAccounts (Scotland)Regulations2006(amended).
## Basis for opinion
WeconductedourauditinaccordancewithInternationalStandardsonAuditing(UK)(ISAs(UK)) andapplicablelaw.OurresponsibilitiesunderthosestandardsarefurtherdescribedintheAuditor’s responsibilitiesfortheauditofthefinancialstatementssectionofourreport.Weareindependentof thegroupinaccordancewiththeethicalrequirementsthatarerelevanttoourauditofthefinancial statementsintheUK,includingtheFRC’sEthicalStandard,andwehavefulfilledourotherethical responsibilitiesinaccordancewiththeserequirements.Webelievethattheauditevidencewehave obtainedissufficientandappropriatetoprovideabasisforouropinion.
## Conclusions relating to going concern
Inauditingthefinancialstatements,wehaveconcludedthatthetrustee’suseofthegoingconcernbasisof accountinginthepreparationofthefinancialstatementsisappropriate.
**48**
RCGP Accounts 2024–2025
Financial review
Basedontheworkwehaveperformed,wehavenotidentifiedanymaterialuncertaintiesrelatingto eventsorconditionsthat,individuallyorcollectively,maycastsignificantdoubtonthecharity’sorthe group’sabilitytocontinueasagoingconcernforaperiodofatleasttwelvemonthsfromwhenthe financialstatementsareauthorisedforissue.
Ourresponsibilitiesandtheresponsibilitiesofthetrusteeswithrespecttogoingconcernaredescribedin therelevantsectionsofthisreport.
## Other information
Thetrusteesareresponsiblefortheotherinformationcontainedwithintheannualreport.Theother informationcomprisestheinformationincludedintheannualreport,otherthanthefinancialstatements andourauditor’sreportthereon.Ouropiniononthefinancialstatementsdoesnotcovertheother informationand,excepttotheextentotherwiseexplicitlystatedinourreport,wedonotexpressanyform of assurance conclusion thereon.
Ourresponsibilityistoreadtheotherinformationand,indoingso,considerwhethertheother informationismateriallyinconsistentwiththefinancialstatementsorourknowledgeobtainedintheaudit orotherwiseappearstobemateriallymisstated.Ifweidentifysuchmaterialinconsistenciesorapparent materialmisstatements,wearerequiredtodeterminewhetherthisgivesrisetoamaterialmisstatementin thefinancialstatementsthemselves.If,basedontheworkwehaveperformed,weconcludethatthereisa materialmisstatementofthisotherinformation,wearerequiredtoreportthatfact.
We have nothing to report in this regard.
## Matters on which we are required to report by exception
WehavenothingtoreportinrespectofthefollowingmattersinrelationtowhichtheCharities(Accounts andReports)Regulations2008andtheCharitiesAccounts(Scotland)Regulations2006requiresusto reporttoyouif,inouropinion:
- theinformationgiveninthefinancialstatementsisinconsistentinanymaterialrespectwiththe trustees’report;or
- sufficientandproperaccountingrecordshavenotbeenkeptbytheparentcharityorreturns adequateforouraudithavenotbeenreceivedfrombranchesnotvisitedbyus;or
- thefinancialstatementsarenotinagreementwiththeaccountingrecordsandreturns;or
- wehavenotreceivedalltheinformationandexplanationswerequireforouraudit.
## Responsibilities of trustees
Asexplainedmorefullyinthetrustees’responsibilitiesstatement41 the trustees are responsible for the preparationofthefinancialstatementsandforbeingsatisfiedthattheygiveatrueandfairview,and forsuchinternalcontrolasthetrusteesdetermineisnecessarytoenablethepreparationoffinancial statements that are free from material misstatement, whether due to fraud or error.
Inpreparingthefinancialstatements,thetrusteesareresponsibleforassessingthegroupandtheparent charity’sabilitytocontinueasagoingconcern,disclosing,asapplicable,mattersrelatedtogoingconcern andusingthegoingconcernbasisofaccountingunlessthetrusteeseitherintendtoliquidatethecharityor toceaseoperations,orhavenorealisticalternativebuttodoso.
## Auditor’s responsibilities for the audit of the financial statements
Wehavebeenappointedasauditorundersection151oftheCharitiesAct2011,andsection44(1)(c)of theCharitiesandTrusteeInvestment(Scotland)Act2005andreportinaccordancewiththeActsand relevantregulationsmadeorhavingeffectthereunder.
**49**
RCGP Accounts 2024–2025
Financial review
Ourobjectivesaretoobtainreasonableassuranceaboutwhetherthefinancialstatementsasawhole 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 auditconductedinaccordancewithISAs(UK)willalwaysdetectamaterialmisstatementwhenitexists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, theycouldreasonablybeexpectedtoinfluencetheeconomicdecisionsofuserstakenonthebasisof thesefinancialstatements.
Detailsoftheextenttowhichtheauditwasconsideredcapableofdetectingirregularities,includingfraud andnon-compliancewithlawsandregulationsaresetoutbelow.
Afurtherdescriptionofourresponsibilitiesfortheauditofthefinancialstatementsislocatedonthe FinancialReportingCouncil’swebsiteat:www.frc.org.uk/auditorsresponsibilities.Thisdescriptionforms part of our auditor’s report.
## Extent to which the audit was considered capable of detecting
## irregularities, including fraud
Irregularities,includingfraud,areinstancesofnon-compliancewithlawsandregulations.Weidentified andassessedtherisksofmaterialmisstatementofthefinancialstatementsfromirregularities,whether due to fraud or error, and discussed these between our audit team members. We then designed and performedauditproceduresresponsivetothoserisks,includingobtainingauditevidencesufficientand appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charity and groupoperates,focusingonthoselawsandregulationsthathaveadirecteffectonthedeterminationof materialamountsanddisclosuresinthefinancialstatements.Thelawsandregulationsweconsideredin thiscontextweretheCharitiesAct2011andTheCharitiesandTrusteeInvestment(Scotland)Act2005 togetherwiththeCharitiesSORP(FRS102).Weassessedtherequiredcompliancewiththeselawsand regulationsaspartofourauditproceduresontherelatedfinancialstatementitems.
Inaddition,weconsideredprovisionsofotherlawsandregulationsthatdonothaveadirecteffectonthe financialstatementsbutcompliancewithwhichmightbefundamentaltothecharity’sandthegroup’s abilitytooperateortoavoidamaterialpenalty.Wealsoconsideredtheopportunitiesandincentives thatmayexistwithinthecharityandthegroupforfraud.Thelawsandregulationsweconsideredinthis contextfortheUKoperationswereGeneralDataProtectionRegulation,HealthandSafetylegislation, Taxationlegislationandemploymentlegislation.Wealsoconsideredcompliancewithlocallegislationfor thegroup’soverseasoperations.
Auditingstandardslimittherequiredauditprocedurestoidentifynon-compliancewiththeselawsand regulationstoenquiryoftheTrusteesandothermanagementandinspectionofregulatoryandlegal correspondence, if any.
Weidentifiedthegreatestriskofmaterialimpactonthefinancialstatementsfromirregularities,including fraud,tobewithinthetimingofrecognitionofincomeandtheoverrideofcontrolsbymanagement.Our auditprocedurestorespondtotheserisksincludedenquiriesofmanagement,internalaudit and the Audit Committeeabouttheirownidentificationandassessmentoftherisksofirregularities,sampletestingon thepostingofjournals,reviewingaccountingestimatesforbiases,reviewingregulatorycorrespondence withtheCharityCommissionandreadingminutesofmeetingsofthosechargedwithgovernance.
Owingtotheinherentlimitationsofanaudit,thereisanunavoidableriskthatwemaynothavedetected somematerialmisstatementsinthefinancialstatements,eventhoughwehaveproperlyplannedand performedourauditinaccordancewithauditingstandards.Forexample,thefurtherremovednoncompliancewithlawsandregulations(irregularities)isfromtheeventsandtransactionsreflectedinthe financialstatements,thelesslikelytheinherentlylimitedproceduresrequiredbyauditingstandardswould identifyit.Inaddition,aswithanyaudit,thereremainedahigherriskofnon-detectionofirregularities,as thesemayinvolvecollusion,forgery,intentionalomissions,misrepresentations,ortheoverrideofinternal controls.Wearenotresponsibleforpreventingnon-complianceandcannotbeexpectedtodetectnoncompliancewithalllawsandregulations.
**50**
RCGP Accounts 2024–2025
Financial review
## Use of our report
Thisreportismadesolelytothecharity’strustees,asabody,inaccordancewithPart4oftheCharities (AccountsandReports)Regulations2008andRegulation10oftheCharitiesAccounts(Scotland) Regulations2006.Ourauditworkhasbeenundertakensothatwemightstatetothecharity’strustees thosematterswearerequiredtostatetotheminanauditor’sreportandfornootherpurpose.Tothe fullestextentpermittedbylaw,wedonotacceptorassumeresponsibilitytoanyoneotherthanthecharity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
## **Crowe U.K. LLP** Statutory Auditor London
## Date:
CroweU.K.LLPiseligibleforappointmentasauditorofthecharitybyvirtueofitseligibilityforappointmentasauditorofacompany undersection1212oftheCompaniesAct2006.
CroweU.K.LLPiseligibleforappointmentasauditorofthecharityunderregulation10(2)oftheCharitiesAccounts(Scotland) Regulationsbyvirtueofitseligibilityundersection1212oftheCompaniesAct2006.
RCGP Accounts 2024–2025
**51**
Consolidatedstatementoffinancialactivities
## Consolidated statement of financial activities
|Note
**Income from:**
**_Voluntary_**
Donatons
**_Charitable_** **_actvites_**
Projectincome
Examinatonfees
Membership income
Courses&events
**Other income**
**_Other trading actvites_**
Trading income from subsidiaries
Investment income
**Total income**
**Expenditure on:**
**_Raising_** **_funds_**
Trading expenditure
Investment management fees
**_Charitable_** **_actvites_**
Futureofgeneralpractce
GPeducaton
Supportngmembership
VoiceofGeneralPractce
**Total expenditure**
20
Netincome/(expenditure)
before gains
Net loss on investments
25
Netgainsonrevaluatonoffxed
assets
Netgainsondisposaloffxed
assets
**Net income / (expenditure)**
Transfers between funds
31, 32
Actuarial losses
34
Net movement in funds
Balances at 1 April 2024
Balances at 31 March 2025|Unrestricted
Funds
£’000
140
4,810
10,224
22,617
2,369
421
11,213
1,122|Restricted
Funds
£’000
–
764
–
–
12
(5)
–
–|**Total**
**£’000**
140
5,574
10,224
22,617
2,381
416
11,213
1,122|2024
£’000
–
6,540
9,554
22,381
1,943
421
–
9,569
1,071|
|---|---|---|---|---|
||**52,916**|**771**|**53,687**|**51,479**|
||7,684
59|–
–|7,684
59|6,609
60|
||**7,743**|**–**|**7,743**|**6,669**|
||5,092
18,889
11,020
7,312|68
2
717
–|5,160
18,891
11,737
7,312|4,977
17,706
8,116
9,091|
||**42,313**|**787**|**43,100**|**39,890**|
||||||
||**50,056**|**787**|**50,843**|**46,559**|
||**2,860**
(184)
213
–
**2,889**|**(16)**
–
–
–
(16)|**2,844**
**(184)**
**213**
**–**
**2,873**|**4,920**
(953)
2,833
–
**6,800**|
||
68
(974)|(68)
–|**–**
**(974)**|**–**
(597)|
||1,983|(84)|**1,899**|**6,203**|
||70,729
**72,712**|1,203
**1,119**|71,932
**73,831**|65,729
**71,932**|
**52**
RCGP Accounts 2024–2025
Balance sheet
## Balance sheet
|Note
**Fixed assets**
Tangible assets
24
Investments
25
**Current assets**
Stocks
Debtors
26
Short term investment
Short term deposits
27
Cash at bank and in hand
27
**Creditors:**
amounts falling due within one
year
28
**Net** **current** **assets/(liabilites)**
**Total assets less current**
**liabilites**
**Creditors:**
amountsfallingdueaferone
year
29
**Net assets excluding pension**
**liability**
Defnedbeneftpension
scheme liability
34
**Net assets including pension**
**liability**
**_Represented by:_**
Unrestrictedfunds
Designatedfunds
31
Pensiondefcit
34
General funds
Restricted funds
32
**Funds**|**College 2025**
£’000
57,044
18,081
75,125|College 2024
£’000
58,937
19,919
78,856|**Group 2025**
£’000
57,044
18,081
75,125|Group 2024
£’000
58,937
19,919
78,856|
|---|---|---|---|---|
||3
6,335
6,484
3,480
4,245|6
4,491
6,150
4,618
3,834|51
4,616
6,484
3,480
8,670|55
2,995
6,149
4,618
7,819|
||20,547
(13,611)|19,099
(15,231)|23,301
(16,365)|21,636
(17,768)|
||6,936|3,868|6,936|3,868|
||82,061
(8,230)|82,724
(10,764)|82,061
(8,230)|82,724
(10,764)|
||73,831
0
**73,831**|71,960
(28)
**71,932**|73,831
0
**73,831**|71,960
(28)
**71,932**|
||17,849
54,863
0|16,856
53,901
(28)|17,849
54,863
0|16,856
53,901
(28)|
||72,712
1,119|70,729
1,203|72,712
1,119|70,729
1,203|
||**73,831**|**71,932**|**73,831**|**71,932**|
Approved by the Trustee Board and signed on its behalf by:
Professor Mike Holmes Chair of Trustee Board Approved on 24 July 2025
Dr Thomas Patel-Campbell Vice-Chair Finance and Member Value
**53**
RCGP Accounts 2024–2025
Consolidatedcashflowstatement
## Consolidated cash flow statement
|**Cash fow statement**
Netcashinfowfromoperatngactvites
Returnsoninvestmentsandservicingoffnance:
Interest received
Dividendsreceived
**Net cash infow from returns on investments**
Paymentstoacquiretangiblefxedassets
Purchase of investments
Proceeds from disposal of investments
**Net cash outlow from investng actvites**
Pensiondefcitrepayments
Capital repayment of secured loan
Interest payable on secured loan
Interest rate swap liability
**Net cash outlow from fnancing actvites**
Cashinfow/(outlow)beforeuseofliquidresources
**Increase / Decrease in cash**
**Reconciliaton of incoming resources to operatonal cashfow**
Net incoming resources
Adjustmentforinvestments
Revaluatonoffxedassets
Revaluatonofinvestmentproperty
Adjustmentforpension
Lossesondisposaloffxedassets
Depreciaton
Interest payable on secured loan
Investment income and bank interest receivable
Decreaseinstock
Decreaseindebtors
Increase/(Decrease)increditors
Netcashinfowfromoperatngactvites|**2025**
£’000
2,527
934
188
1,122
(1,439)
(1,335)
3,028
254
(980)
(2,533)
(297)
(379)
(4,189)
(286)
**(286)**
**2025**
£’000
2,873
125
(213)
498
(22)
–
2,733
297
(1,122)
3
(1,621)
(1,024)
**2,527**|**2024**
£’000
7,032
903
168|
|---|---|---|
|||1,071
(1,051)
(9,177)
–|
|||(10,228)
(980)
(2,533)
(365)
(286)|
|||(4,164)
(6,289)|
|||**(6,289)**|
|||**2024**
£’000
6,799
(992)
(2,833)
2,290
(4)
–
3,286
365
(1,071)
–
1,685
(2,493)|
|||**7,032**|
RCGP Accounts 2024–2025
**54**
Consolidatedcashflowstatement
|**Reconciliaton of movement in net debt**
Increase/(Decrease)incash
Cashoutlowfrombankloan
Movement in net debt in the period
Net debt at 1 April 2024
Net debt at 31 March 2025
**Analysis of net debt**
Cashatbankandinhand(note27)
Short term deposits
Bankloanduewithinoneyear(note28)
Bankloandueaferoneyear(note29)
Net debt at 31 March 2025|**2025**
£
(286)
2,533|**2024**
£
(6,289)
2,533|
|---|---|---|
||2,247
(860)|(3,756)
2,896|
||1,387|(860)|
||**2025**
£
8,670
3,480
(2,533)
(8,230)|**2024**
£
12,437
–
(2,533)
(10,764)|
||1,387|(860)|
RCGP Accounts 2024–2025
**55**
Charityinformation
## 1. Charity information
TheRoyalCollegeofGeneralPractitionersisaCharteredCorporationandaregisteredcharity, administered in accordance with its Royal Charter, Ordinances and Byelaws. The Charter was granted to theCollegein1972.TheCharityRegistrationNumbersare223106(England)andSC040430(Scotland). Theregisteredaddressis30EustonSquare,London,NW12FB.
## 2. Basis of accounting
ThefinancialstatementshavebeenpreparedinaccordancewithAccountingandReportingbyCharities: StatementofRecommendedPracticeapplicabletocharitiespreparingtheiraccountsinaccordancewith theFinancialReportingStandardapplicableintheUKandRepublicofIreland(FRS102)–(CharitiesSORP (FRS102)),theFinancialReportingStandardapplicableintheUKandRepublicofIreland(FRS102)).
Thefinancialstatementshavebeenpreparedtogivea‘trueandfair’viewandhavedepartedfromthe Charities(accountsandReports)Regulations2008onlytotheextentrequiredtoprovidea‘trueand fairview’.ThisdeparturehasinvolvedfollowingAccountingandReportingbyCharitiespreparingtheir accountsinaccordancewiththeFinancialReportingStandardapplicableintheUKandRepublicofIreland (FRS102)ratherthantheAccountingandReportingbyCharities:StatementofRecommendedPractice 2005 which has since been withdrawn.
TheRoyalCollegeofGeneralPractitionersmeetsthedefinitionofapublicbenefitentityunderFRS102. Assetsandliabilitiesareinitiallyrecognisedathistoricalcostortransactionvalueunlessotherwisestated intherelevantaccountingpolicynotes.
Trusteeshaveconsideredseveralfactorsinconcludingthattheadoptionofagoingconcernbasisin thepreparationofthesefinancialstatementsisappropriate.Thesefactorshaveincludedasummaryof thekeyrisksanduncertaintiesinthecontextoftheCollege’soperationsandareviewofthebudgets andforecastsforthenextthreeyears.Theforecastsconsiderbothimmediateliquidityandlonger-term solvency, together with the impact on reserves.
For the period to 31 March 2028 the Board has considered the impact of a series of scenarios, detailing whatisconsideredtobeanassumedpositionagainsta‘bestcase’and‘worsecase’scenario.Material differencesbetweenthescenariosresultfromassumptionsrelatingtocommercialuseoftheHeadOffice, membernumbersandinflation.
Workingcapitalrequirementsaremetthroughincomereceivedfrombusinessactivities.TheCollege hastheabilitytodrawdownagainstfundsheldwithintheCollege’sinvestmentportfolioifrequired.The CollegehasaloanfacilityinplacewithBarclaysBankasdetailedinnote29tothefinancialstatements.
Havingregardtothefinancialmodelsfortheperiodto2028andtheassumptionsonwhichthoseare based,theTrusteesbelieveitappropriatetoadoptthegoingconcernbasisofaccountinginpreparingthe financialstatements
The consolidated accounts comprise the results of the College and its wholly owned subsidiary companies, RCGPConferencesLimited(companynumber03896012(EnglandandWales)),RCGPEnterprisesLimited (companynumber01984344(EnglandandWales))andRCGPInternationalLimited(companynumber 12033221(EnglandandWales)),madeuptothebalancesheetdate.Accountsofallthreecompanieswill befiledwiththeRegistrarofCompanies.
AseparatestatementoffinancialactivitiesfortheCollegeisnotpresentedaspermittedbytheSORP. TheCollegehastakenadvantageoftheexemptionavailabletoaqualifyingentityinFRS102fromthe requirementtopresentaCollegeonlycashflowstatement.
RCGP Accounts 2024–2025
**56**
Income
## 3. Income
Incomeisrecognisedwhenthecharityhasentitlementtothefunds,anyperformanceconditionsattached totheitem(s)ofincomehavebeenmet,itisprobablethattheincomewillbereceived,andtheamountcan be measured reliably
Membership/Examinationincomeiscreditedtothestatementoffinancialactivities(SoFA)intheyearto which it relates.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when thecharityhasentitlementtothefunds,anyperformanceconditionsattachedtothegrantshavebeen met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.
Government grants are recognised on the accruals basis, when there is reasonable assurance that the Collegewillcomplywiththeconditionsattachingtothegrantandthegrantwillbereceived.
Legacyincomeisrecognisedwhenitcanbemeasuredorestimatedwithsufficientreliability.Legacy incomeclassifiedasreceivablewithinwithoneyearshouldnotbediscountedbythetimevalueofmoney.
## 4. Expenditure and the basis of apportioning costs
Expenditureisrecognisedoncethereisalegalorconstructiveobligationtomakeapaymenttoathird party,itisprobablethatsettlementwillberequired,andtheamountoftheobligationcanbemeasured reliably.IrrecoverableVATischargedasacostagainsttheactivityforwhichtheexpenditurewasincurred.
Expenditurecomprisesthefollowing:
- a) Thecostsofgeneratingfundsincludethesalaries,directcostsandoverheadsassociatedwith generatingincomeandthefeespaidtotheinvestmentmanagersinconnectionwiththemanagement oftheCollege’sinvestmentsportfolio.
- b) CharitableactivitiescompriseexpenditureontheCollege’sprimarycharitablepurposesasdescribed intheReportoftheTrusteeBoardonpages5to47.Suchcostsincludegrantspayablewhichare included within the SoFA when approved and when the intended recipient has either received the fundsorhasbeeninformedofthedecisiontomakethegrantandhassatisfiedallrelatedconditions. Grantsapprovedbutnotpaidattheendofthefinancialyearareaccruedfor.
- c) Support costs represent indirect charitable expenditure. In order to carry out the primary purposes oftheCollegeitisnecessarytoprovidesupportintheformofpersonneldevelopment,financial procedures,provisionofofficeservicesandequipmentandasuitableworkingenvironment.These costsareallocatedouttotheactivitiestheyaresupportingonthebasisofthenumberofemployees and are described in note 20.
## 5. Investments
Listedinvestmentsareincludedinthebalancesheetattheiropenmarketvalueattheendofthefinancial period. Realised and unrealised gains or losses are recorded in the SoFA in the year in which they arise.
Investmentpropertyisrevaluedannuallyusingadiscountedcashflowapproachtorentalincome.
Investments in subsidiary companies are included at cost.
## 6. Stocks
All stocks are stated at the lower of cost and their net realisable value.
RCGP Accounts 2024–2025
**57**
Tangiblefixedassets
## 7. Tangible fixed assets
Allassetscostingmorethan£5,000andwithanexpectedusefullifeexpectancyexceedingoneyearare capitalised.TheCollegealsocapitalisesitemsoflessthan£5,000whicharepartofthecapitalreplacement programme.
Freeholdproperties,comprisingfreeholdbuildingsandfreeholdlandownedbytheCollegearestatedin the accounts at cost.
Freeholdbuildingswhich,followingprofessionaladvice,aredeemedtoequateto85%ofthetotalcostof thefreeholdpropertiesaredepreciatedover50years,onastraight-linebasis.
Financecostsandinterestpaymentsassociatedwiththeacquisitionoffixedassetsarenotcapitalised.
Nodepreciationischargedonfreeholdland.
Improvementstopropertyaredepreciatedonastraight-linebasisoverfiveyears.
Furnitureandequipment(otherthancomputerequipment)arecapitalisedanddepreciatedonastraightlinebasisovertwoorfiveyearsdeterminedbytheusefullifeoftheasset.
Computerequipment,softwareandnetworksystemsarecapitalisedanddepreciatedoverthreeyears withtheexceptionofserversandwebsitewhicharedepreciatedoverfiveyearsbothonastraight-line basis.
ThenewCRMsystemwillbeinplaceinNovember2025andwillreplacetheexistingCRM,thereforethe depreciationhasbeenacceleratedtoreflecttheremainingusefullife.
WebsiteandRevalidationcapitalisation–Designandcontentdevelopmentcostshavebeencapitalised onlytotheextentthattheyleadtothecreationofanenduringassetdeliveringfutureeconomicbenefits atleastasgreatastheamountcapitalised.Theusefullifehasbeendeterminedtobefiveyearswith exceptionofsoftwarecostswhichhaveathree-yearlifeandarebothdepreciatedonastraight-linebasis. Thecarryingvalueoftheassetwillbesubjecttoannualimpairmentreviews.
## 8. Debtors
Tradeandotherdebtorsarerecognisedatthesettlementamountdueafteranytradediscountoffered. Thetradedebtorsarevaluedatthenetreceivableamountafterprovidingforbaddebts.Prepaymentsare valued at the amount prepaid net of any trade discounts due.
## 9. Cash at bank and in hand
Cashatbankandcashinhandincludescashandshorttermhighlyliquidinvestmentswithashortmaturity ofthreemonthsorlessfromthedateofacquisitionoropeningofthedepositorsimilaraccount.
## 10. Creditors and provisions
Creditorsandprovisionsarerecognisedwherethecharityhasapresentobligationresultingfromapast eventthatwillprobablyresultinthetransferoffundstoathirdpartyandtheamountduetosettlethe obligationcanbemeasuredorestimatedreliably.Creditorsandprovisionsarenormallyrecognisedattheir settlementamountafterallowingforanytradediscountsdue.
## 11. Financial instruments
TheCollegeonlyhasfinancialassetsandfinancialliabilitiesofakindthatqualifyasbasicfinancial instruments.Basicfinancialinstrumentsareinitiallyrecognisedattransactionvalueandsubsequently measuredattheirsettlementvaluewiththeexceptionofbankloanswhicharesubsequentlymeasuredat amortisedcostusingtheeffectiveinterestmethod.Includedincreditorsisatotalof£0.7m(2024:£1m)
**58**
RCGP Accounts 2024–2025
Fundaccounting
relatingtotheinterestrateswapontheCollege’sloan.Thisisaderivativefinancialinstrumentwhichhas been measured at fair value through the SoFA.
Otherbasicfinancialinstrumentsheldbythecollegeincludeinvestmentsmeasuredatfairvaluethrough statementoffinancialactivities,totalvalue£18.1m(2024:£19.9m).
## 12. Fund accounting
Restrictedfundscomprisemoniesraisedfor,orhavetheiruserestrictedto,aspecificpurpose,or contributionssubjecttodonor-imposedconditions.
Designatedfundsareunrestrictedfundsofthecharitywhichthetrusteeshavedecidedattheirdiscretion tosetasidetouseforaspecificpurpose.
Generalfundsrepresentthosemonieswhicharefreelyavailableforapplicationtowardsachievingany charitablepurposethatfallswithintheCollege’scharitableobjects.
## 13. Councils and faculties
Transactions,assetsandliabilitiesoftheScotland,WalesandNorthernIrelandCouncilsandtheindividual facultiesoftheCollegeareincludedintheSoFAandbalancesheetoftheCollege.
## 14. Pension costs
TheCollegeoperatestwopensionschemesfororonbehalfofeligiblestaff:
- i) Group personal pension plan
AllstaffareeligibletocontributetothisschemeonjoiningtheCollege.TheCollegecontributes8% andemployeescontribute4%,basedoneligibleemployees’pensionableearnings,whichispayable toemployees’personalpensionplans.ContributionsbytheCollegearerecognisedintheSoFAinthe period to which they relate.
- ii) Definedbenefitpensionplan
TheCollegecontributestoadefinedbenefitspensionschemeprovidingbenefitsbasedonfinal pensionablesalary,whichclosedon30June2006.Pensionablecontributionsarepaidintothe schemeinaccordancewiththerecommendationsofactuaries.
The scheme is funded, with the assets of the scheme held separately from those of the College.
Currentservicecosts,pastservicecosts,gainsandlossesonsettlementandcurtailments,intereston pensionschemeliabilitiesandtheexpectedreturnonpensionschemeassetsarechargestoresources expended, allocated on the basis of the number of employees.
Actuarialgainsandlossesarerecognisedimmediatelyasotherrecognisedgainsandlosses,after“net incoming/(outgoing)resourcesfortheyear”.
Asdetailedinnote34,pensionschemeassetsaremeasuredatfairvalueandliabilitiesaremeasuredonan actuarialbasisanddiscountedatarateequivalenttothecurrentrateofreturnonahigh-qualitycorporate bondofequivalentcurrencyandtermtotheschemeliabilities.Theactuarialvaluationsareobtained trienniallyandareupdatedateachbalancesheetdate.Theresultingdefinedbenefitpensionscheme liabilityispresentedseparatelyafter“netassetsexcludingpensionliability”onthefaceofthebalance sheet.
## 15. Termination payments
TerminationpaymentsarerecognisedasanexpenseintheSoFAwhenincurred.
**59**
RCGP Accounts 2024–2025
Leasedassets:Lessor
## 16. Leased assets: Lessor
RentalsapplicabletooperatingleasesarechargedtotheSoFAonastraight-linebasisovertheperiodof the lease.
## 17. Leased assets: Lessee
RentalsapplicabletooperatingleasesarechargedtotheSoFAonastraight-linebasisovertheperiodof the lease.
## 18. Related Party Transactions
Duringtheyeartheentityreceivedinvoicestothevalueof£24,104fromHaxbyGroupPractice,where ProfMikeHolmesisapartner.Atyearendthereisabalanceof£24,104outstandingtoHaxbyGroup Practice.
Duringtheyeartheentitymadepaymentsforservicesof£94,087toNHSEnglandofwhichProfessor MikeHolmes,DrOnyinyeOkonkwoandDrSteveMowleareemployees.SteveMowlewaswholly secondedtoRCGP.Atyearend,therearenobalancesowingbetweenthecharityandthisentity.
Duringtheyeartheentitymadepaymentsforexpensesof£291toDrMichaelHolmesLtd,ofwhichProf MikeHolmesisadirector.Atyearend,therearenobalancesowingtothisentity.
TheentitypaidWONCA,whereDrSteveMowleisaTreasurer,£92,780formembershipdues.Atyear end,therearenobalancesowingbetweenthecharityandthisentity.
Duringtheyeartheentitymadethepaymentsforservicesof£84,843toUnityHealth,Princes Risborough ofwhichDrMichaelMulhollandisapartner.
Therearenoamountsoutstandingbetweenthecharityandthisentityatyearend.
TheentitypaidSwanseaUniversity,ofwhichProfessorKamilaHawthorneisanemployee,£141,609for servicesrenderedduringtheyear.Atyearend,thereisabalanceof£23,829owingtoSwanseaUniversity.
StGeorge’sUniversityLondon,whereDrImranRafiisemployed,receivedaninvoicefromtheentityfor £2,000duringtheyearforpublishing.Atyearend,StGeorge’sUniversityowedtheentity£2,000.
Duringtheyeartheentityreceivedinvoicestothevalueof£24,104fromHaxbyGroupPractice,where DrThomasPatel-Campbellisapartner.Atyearendthereisabalanceof£24,104outstandingtoHaxby GroupPractice.
TheentitypaidUniversityofBirmingham,whereDrOnyinyeOkonkwoworks,£11,329duringtheyearfor conferences&events.Atyearend,therearenobalancesowedtoUniversityofBirmingham.
UniversityofBirmingham,whereDrOnyinyeOkonkwoisemployed,receivedaninvoicefromtheentity for£3,200duringtheyearforpublishing.Atyearend,UniversityofBirminghamowedtheentity£3,200.
TheentitypaidOTMAssociatesLtd,whereDrOnyinyeOkonkwoisadirector,£26,657forservices rendered. At year end, there are no balances owed to OTM Associates Ltd.
TheentitypaidLawDebentureCorporation,whereMarkThomascurrentlyholdssharesvaluedat£42k, £14,400forprofessionaltrusteeservicesfortheRCGPSuperannuationFundTrustCompanyLtd.Atyear end,therearenobalancesowedtoLawDebentureCorporation.
## 19. Critical accounting judgements and estimates
ThepreparationoftheGroupfinancialstatementsrequirestheuseofcertainjudgements,estimatesand assumptionsthataffectthereportedamountsofassets,liabilities,incomeandexpenses,includingthe assumptionsassociatedwiththeCollege’spensionschemeliabilityandtheestimatesusedtorevaluethe Investmentproperty.Estimatesandjudgementsarecontinuallyevaluatedandarebasedonhistorical
**60**
RCGP Accounts 2024–2025
Expenditure
experienceandotherfactors,includingexpectationsoffutureeventsthatarebelievedtobereasonable under the circumstances.
Changesinaccountingestimatesmaybenecessaryiftherearechangesinthecircumstancesonwhichthe estimatewasbasedorasaresultofnewinformationormoreexperience,forexamplewiththeactuarial assumptionsusedforthepensionscheme.
## 20. Expenditure
|**_Cost of generatng funds_**
Commercial expenditure
Investment management
**_Charitable expenditure_**
Futureofgeneralpractce
GPeducaton
Supportngmembership
VoiceofGeneralPractce
**Total**|Directcosts
£’000
Support costs
£’000
**Total**
**2025**
**£’000**
Total
2024
£’000
7,684
–
**7,684**
6,609
59
–
**59**
60
4,455
705
**5,160**
4,976
13,515
5,376
**18,891**
17,707
6,274
5,463
**11,737**
8,117
4,451
2,861
**7,312**
9,090|
|---|---|
||**36,438**
**14,405**
**50,843**
46,559|
Supportcoststotal£14.4m(2024:£13.9m)fortheyear.Theseincludepropertyservices,finance,IT,HR andothergovernancecosts.Theseareallocatedonaheadcountbasisasbelow.Includedis£54.1k(2024: £56.5k)forauditfees.
|**Support costs**
Finance&procurement
Propertycosts(includingdepreciaton)
IT costs
HR(includingpensioncosts)
Governance|**2025**
**£’000**
2024
£’000
2,439
2,553
6,194
5,624
4,793
5,020
826
564
153
136|
|---|---|
||**14,405**
13,897|
## 21. Grants payable
Duringtheyearsix(2024:four)grantswerepayabletoindividualstotalling£77k(2024:£68k).These grants were made in accordance with the policy outlined in the Trustees report.
RCGP Accounts 2024–2025
**61**
Employeeinformation
## 22. Employee information
|Wages and salaries
Social security costs
Childcare Vouchers
Group personal pension plan costs|**2025**
**£’000**
2024
£’000|
|---|---|
||12,454
11,366
1,353
1,231
6
12
1,659
1,501|
||**15,472**
14,110|
Theaveragenumberofemployeesduringtheyearwasasfollows:
|Costofgeneratngfunds,charitableactvitesandgovernance
Supportfuncton
Total|**2025**
2024|
|---|---|
||247
232
41
40|
||**288**
272|
Atyearendthenumberofemployeeswhoseemolumentsexceeded£60kwas:
|£60,001–£70,000
£70,001–£80,000
£80,001–£90,000
£90,001–£100,000
£100,001–£110,000
£120,001–£130,000
£130,001–£140,000
£180,000–£190,000|**2025**
2024|
|---|---|
||22
26
16
7
8
8
5
2
–
1
2
2
1
1
1
–|
||**55**
47|
DuringtheyeartheCollegepaidsalaries,includingEmployer’sNIandpension,totalling£820,458(2024: £701,033)tokeymanagementpersonnelaslistedonpage7.
DuringtheyeartheCollegemaderedundancypaymentsof£Nil(2024:£24,459)andtherewereno balancesoutstandingatyearend(2024:£Nil).
Employerpensioncontributionstotalling£664k(2024:£554k)weremadeinrespectoffiftyfive employees(2024:57)whoearnedtotalemolumentsinexcessof£60,000.
## 23. Trustees’ and council members’ expenses
Threeex-officiotrusteesareinOfficerpostswhicharesupportedinlinewithRCGP’sremunerationpolicy andgoverningdocuments.Itincludespaymentstotheofficers’employersandpracticeswhichenable themtimeofffromtheirregularemploymenttocarryouttheirOfficerduties.Theseareincludedin paymentsdetailedunderrelatedpartydeclarationsNootherTrusteesormembersofCouncilreceivedany remunerationinrespectoftheirservicesinthoserolesduringtheyear(2024:none).
Expensesintheyearwerepaidto80Trusteesandmembersofcouncil(2024:63)andcomprisedthe following:
**62**
RCGP Accounts 2024–2025
Tangiblefixedassets
|Locum fees
Travel and subsistence|**2025**
**£’000**
2024
£’000
73
53
114
75|
|---|---|
||**188**
128|
## 24. Tangible fixed assets
|**Cost (£’000)**
At 1st April 2024
Additons
Disposals
At 31st March 2025
**Depreciaton**
**(£’000)**
At 1st April 2024
Charge for the year
Disposals
At 31st March 2025
**Net book values**
**(£’000)**
**At 31st March**
**2025**
At 31st March 2024|**Freehold**
**propertes**
**Furniture and**
**equipment**
**Computer**
**and network**
**systems**
**Revalidaton**
**system and**
**website**
**College and**
**Group Total**|
|---|---|
||67,755
5,015
7,280
960
81,010
–
754
685
–
1,439
(773)
–
(349)
–
(1,122)|
||
66,982
5,769
7,616
960
81,327|
||12,274
3,186
5,927
686
22,073
1,119
521
901
192
2,733
(174)
–
(349)
–
(523)|
||
13,219
3,707
6,479
878
24,283|
|||
||**53,763**
**2,062**
**1,136**
**83**
**57,044**|
|||
||
55,481
1,829
1,353
274
58,937|
Assetsunderconstructioncosting£0.84mareincludedinFurnitureandEquipment(£0.22m)and ComputerandNetworksystems(£0.62m)
£1.01mofassetsunderconstructionhavebeencompletedintheyearandtransferredtoFurnitureand equipment(£0.95m)andComputerandnetworksystems(£0.06m).
£0.8mdisposalofFreeholdpropertyrelatestothechangeinusefromtangiblefixedassetstoinvestment propertyofthethirdfloorof30EustonSquare.
Freeholdpropertyincludes30EustonSquare,LondonandintheopinionoftheTrusteeBoardthemarket value of the property is considerably in excess of their cost.
## 25. Investments
|||College|||Group||
|---|---|---|---|---|---|---|
||**2025**||2024|**2025**||2024|
||£’000||£’000|£’000||£’000|
|**Listed investments**|||||||
|Market value at 1 April 2024|9,657||8,665|9,657||8,665|
**63**
RCGP Accounts 2024–2025
Investments
|Additonsatcost
Netunrealisedinvestmentgains/(losses)
Market value at 31 March 2025
**Other investments**
FixedTermdeposits(>1year)
Investment property
**Total**|1,000
–
(125)
992
**10,532**
9,657
–
3,028
7,549
7,234
**18,081**
19,919|1,000
–
(125)
992|
|---|---|---|
|||**10,532**
9,657|
|||–
3,028
7,549
7,234|
|||**18,081**
19,919|
*Netlossoninvestmentsof£0.2m(2024:£1m)recognisedintheSOFAincludesthelossof£0.1m(2024: gain£1m)oninvestments,alossonrevaluationofinvestmentpropertyof£0.5m(2024:£2.3m)andagain of£0.4m(2024:£0.3m)ontherevaluationoftheinterestrateswapdetailedinNote28.
|Turnover
Cost of sales
Grossproft
Administratveexpenses
Operatngproft
Interest receivable and similar income
Gifaidtoparent
Netproftforyear
Assets
Liabilites
Net assets|**RCGP Enterprises Ltd**
**2025**
£’000
**2024**
£’000
7,702
7,445
(6,003)
(5,792)|**RCGP Enterprises Ltd**
**2025**
£’000
**2024**
£’000
7,702
7,445
(6,003)
(5,792)|**RCGP Conferences Ltd**
**2025**
£’000
**2024**
£’000
3,923
2,338
(2,781)
(1,615)|**RCGP Conferences Ltd**
**2025**
£’000
**2024**
£’000
3,923
2,338
(2,781)
(1,615)|**RCGP Internatonal Ltd**
**2025**
£’000
**2024**
£’000
–
88
–
(63)|**RCGP Internatonal Ltd**
**2025**
£’000
**2024**
£’000
–
88
–
(63)|
|---|---|---|---|---|---|---|
||1,699
(48)|1,653
(69)|1,142
(51)|723
(67)|–
–|25
(3)|
||1,651
111|1,584
107|1,091
22|656
24|–
3|22
3|
||||||||
||(1,762)|(1,691)|(1,113)|(680)|(3)|(25)|
||–|–|–|–|–|–|
||4,070
(4,070)|3,904
(3,904)|2,220
(2,220)|1,375
(1,375)|–
–|117
(117)|
||–|–|–|–|–|–|
TheCollegeownstheentiresharecapitalofRCGPEnterprisesLimited,RCGPConferencesLimitedand RCGPInternationalLimited,allregisteredinEnglandandWales.Allthreeentitiestradedintheyear, RCGPEnterprisesLimitedprovidingcateringandeventincomefromroomhireat30EustonSquare,RCGP ConferencesLimitedtheannualconferenceandothereventsandRCGPInternationalLimitedproviding consultancyservicesforoverseascustomers.Atyear-endRCGPEnterprisesLimited,RCGPConferences LimitedandRCGPInternationalLimitedhadnetassetsof£1(2024:£1).
DuringtheyearRCGPEnterprisesmade£0.5msalesofroomhireandcateringservicestotheCollege (2024:£0.4m).Atyear-endthereisabalanceof£1.8mowingfromRCGP.
DuringtheyearRCGPConferencesmadenosalesofpublishingservicestotheCollege(2024:£Nil)and receivednomarketingservicesfromtheCollege(2024:£Nil).Atyearendthereisabalanceof£1.9m (2024:£1.2m)owingfromRCGPConferencesLimitedtotheCollege.
RCGP Accounts 2024–2025
**64**
Debtors
RCGPInternationalmadenosalesofconsultancyservicestotheCollege(2024:£Nil).Atyearendthereis abalanceof£Nil(2024:£0.01m)owingfromRCGPInternationalLimitedtotheCollege.
Thebalanceincludedininvestmentsforinvestmentpropertyisthevaluationappliedtotheareaof30 EustonSquareavailableforrentalto3[rd] parties.Thevaluationhasbeenindependentlyvaluedbyavaluer whoisqualifiedforthepurposesrequiredusingadiscountedcashflowmodelbasedonforecastyields.
## 26. Debtors
|Trade debtors
Other debtors
Accrued income
Amount due from RCGP Conferences
Limited
Amount due from RCGP Enterprises
Limited
AmountduefromRCGPInternatonal
Limited
Prepayments|College
**2025**
£’000
**2024**
£’000
637
652
2
7
1,347
398
1,852
1,203
1,684
1,543
–
114
813
574
**6,335**
4,491|Group
**2025**
£’000
**2024**
£’000
2,348
1,684
16
224
1,388
480
–
–
–
–
–
–
864
607|Group
**2025**
£’000
**2024**
£’000
2,348
1,684
16
224
1,388
480
–
–
–
–
–
–
864
607|
|---|---|---|---|
||**6,335**|**4,616**|2,995|
## 27. Cash at bank and short term deposits
## Cash at bank
|Current accounts|College
**2025**
£’000
2024
£’000
4,245
3,834
**4,245**
3,834|Group
**2025**
£’000
2024
£’000
8,670
7,819|
|---|---|---|
|||**8,670**
7,819|
## Short term deposit
Cashof£3.5m(2024:£4.6m)isheldonshorttermdepositstotakeadvantageofthecurrenthigher interest rates.
RCGP Accounts 2024–2025
**65**
Creditors
## 28. Creditors
|Trade creditors
Income received in advance
Accruals
Taxatonandsocialsecurity
Barclays Loan due within one year
Other creditors
AmountduetoRCGPInternatonalLtd
Interest rate swap|College
**2025**
£’000
**2024**
£’000
2,557
3,737
4,135
4,454
2,757
2,668
550
369
2,533
2,533
409
422
1
–
669
1,048
**13,611**
**15,231**|Group
**2025**
£’000
**2024**
£’000
2,962
3,943
6,256
6,562
2,878
2,713
653
547
2,533
2,533
414
422
–
–
669
1,048|Group
**2025**
£’000
**2024**
£’000
2,962
3,943
6,256
6,562
2,878
2,713
653
547
2,533
2,533
414
422
–
–
669
1,048|
|---|---|---|---|
||**13,611**|**16,365**|**17,768**|
Theinterestrateswapsarevaluedatthepresentvalueoffuturecashflowsestimatedanddiscountedbased ontheapplicableyieldcurvesderivedfromquotedinterestrates.
|**Reconciliaton of deferred income**
Balance brought forward
Released to SoFA
Deferredinyear
Balance carried forward|College
**2025**
£’000
**2024**
£’000
4,454
5,366
(4,440)
(5,366)
4,120
4,454
4,134
4,454|Group
**2025**
£’000
**2024**
£’000
6,562
7,181
(6,548)
(7,181)
6,242
6,562|Group
**2025**
£’000
**2024**
£’000
6,562
7,181
(6,548)
(7,181)
6,242
6,562|
|---|---|---|---|
||4,134|6,256|6,562|
## 29. Creditors: amounts falling due after more than one year
|Bankloanduebetween2&5years|College
**2025**
£’000
**2024**
£’000
8,230
10,764
**8,230**
10,764|Group
**2025**
£’000
**2024**
£’000
8,230
10,764|Group
**2025**
£’000
**2024**
£’000
8,230
10,764|
|---|---|---|---|
||**8,230**|**8,230**|10,764|
The College has entered into an agreement with Barclays Bank plc for a development and term loan facility ofupto£32m.ThebankloanissecuredbywayofafirstlegalchargeovertheCollege’sheadquarters(that is,30EustonSquare,London,NW12FB)
TheCollege’sexposuretointerestratefluctuationsontheloanhasbeenmanagedbyusingtwointerest rateswaps.AnagreementwassignedinJuly2016tofixtheinterestcostsontheloanat2.662%.A furtheragreementwassignedinDecember2021tofixtheinterestontheunhedgedportionoftheloan duetoaloanholidaytakenduringCOVID.
RCGP Accounts 2024–2025
**66**
Operatingleases
## 30. Operating leases
|Operatngleaseduewithin1year
Operatngleaseduewithin2to5years
Operatngleasedueover5years|**College**
**2025**
**£’000**
**2024**
**£’000**
231
230
726
681
426
545
**1,383**
1,456|**Group**
**2025**
**£’000**
**2024**
**£’000**
231
230
726
681
426
545|
|---|---|---|
|||**1,383**
1,456|
OperatingleasesrelatetoITequipmentandpropertyleases.RenewalsforITequipmentareattheoption ofthelessee.Theannualleasecostis£231k(2024:£230k)
## 31. General and designated funds
|Internatonal
Specialmeasures&
otherprojects
Fixed Assets
DesignatedFund
TotalDesignated
Funds
General funds
Pension funds
TotalUnrestricted
funds|At 1 April
2024
£’000
97
929
52,875|Income
£’000
–
193
–|Expenditure
£’000
–
(58)
–|Realised and
unrealised
gains/(loss)
£’000
–
–
(285)|Transfers
£’000
–
(128)
1,240|**At 31 March**
**2025**
£’000
97
936
53,830|
|---|---|---|---|---|---|---|
||**53,901**|193|(58)|(285)|1,112|**54,863**|
||||||||
||**16,856**|52,722|(50,019)|314|(2,024)|**17,849**|
||||||||
||**(28)**|–|22|(974)|980|**0**|
||||||||
||**70,729**|52,915|(50,055)|(945)|68|**72,712**|
**International Fund:** ThisfundwassetupfollowingtheintroductionoftheMRCGPInternational programmetosupportthedevelopmentofgeneralpractice/familymedicineworld-wideandinraising standardsofthediscipline,beingofequivalentacademicrigourtotheMRCGPintheUK.Anew categoryofInternationalMemberwascreated,andthedesignationMRCGP[INT]willbeinadditionto thequalificationawardedbytherelevantnationalbodiesinthecountriesconcerned,whichfundthe accreditationprocess.Theseareexpectedtobeutilisedoverthenextfewyears.
**Special measures and other projects:** ThisisprojectfundingrelatingtoworktheCollegedoesthat concentratesonthedevelopmentandestablishmentofeducationalresources,toolsandguidance toenhanceanddeveloptheskillsofhealthcareprofessionalstosupportpositivepatientoutcomes. Itincludesfundingtohelpaccreditedpracticesasveteranfriendly,fordoctorsworkinginsecure environmentsandhelppracticesofferthebestendoflifecareprogrammes.Itisanticipatedthefundswill bespentoverthelifespanoftheprojectswhichisnormallyayear.
**Fixed Asset Designated Fund:** Thecharityhasestablishedaseparatereservetoreflectaproportionofthe value of the College’s building assets and other assets to prevent the general reserves being overstated by theinclusionofassetswhicharepartofitspermanentoperatingstructure.Thisreserveisdifferentfrom
RCGP Accounts 2024–2025
**67**
Restricted funds
otherreservesasitcannotberealisedforcashpurposes(e.g.asincharginganyotherfeesorcoststhat arepayablebymeansofcashgoingout–thisiswhatwenormallydoformostdesignatedfunds).Transfers representtheneteffectofadditionstotheassets,depreciationontheassetandrepaymentoftheloan secured against the building.
## 32. Restricted funds
|KuenssbergPrize
Other secretariat
funds
Otherinternatonal
funds
OLE&educatonal
ResearchProjects
OtherScotsh
funds
Northern Ireland
funds
Welsh funds
Specialmeasures&
otherprojects
Facultesfunds
Total Restricted
Funds|At 1 April
2024
£’000
109
49
170
128
124
50
–
53
225
295|Income
£’000
–
–
128
35
–
392
34
105
76
1|Expense
£’000
–
(2)
(155)
(2)
(1)
(386)
(32)
(94)
(67)
(48)|Realised and
unrealised
gains/(loss)
£’000
–
–
–
–
–
–
–
–
–
–|Transfers
£’000
–
–
–
(68)
–
–
–
–
–
–|**At 31 March**
**2025**
**£’000**
**109**
**47**
**144**
**93**
**123**
**55**
**2**
**64**
**234**
**248**|
|---|---|---|---|---|---|---|
||1,203|771|(787)|–|(68)|**1,119**|
**Kuenssberg prize:** Thisisawardedtothosewhohavehadanimpactonclinicalexcellenceorpatientsafety ingeneralpractice.
**OLE & educational:** TheserelatetoprojectstheCollegeisundertakingdeliveringeducationprograms forGeneralPractice,primarilyine-learningonspecifictopics.Thesewillbespentoverthedevelopment ofthevariousprojects,whichisnormally1year.Restrictedfundsalsoincludefundsfortheongoing maintenanceanddevelopmentoftheonlinelearningplatform.
**Research projects:** Thesefundsrepresentgrantprojectincomeforclinicalinnovationandresearch.The balanceis£123kforresearchintoAdolescentspecialinterestgroups.
**Scottish fund:** ThisincludesfundingthatrelatestotheScottishDeepEndGroupwhichreceivesfundingto carryoutitsworkfromtheScottishGovernment.RCGPholdsanddisbursesthefundsforprojectactivity andprovidesadministrativesupport.
**Faculties funds:** Thesefundsaregrantsheldbyindividualfacultiesforarangeofpurposes.
**68**
RCGP Accounts 2024–2025
Analysis of net assets between funds
## 33. Analysis of net assets between funds
|Tangiblefxedassets
Investments
Net current assets
Amountsfallingdueaferoneyear
Net assets excluding pension liability
Pension liability
Net assets including pension liability|Unrestricted
funds
£’000
57,043
16,962
6,936
(8,230)|Restricted
funds
£’000
–
1,119
–
–|Total 2025
£’000
57,043
18,081
6,936
(8,230)|
|---|---|---|---|
||72,711
–|1,119
–|**73,830**
–|
||72,711|1,119|**73,830**|
## 34. Pension commitments
AsdescribedinNote14,theCollegeoperatestwopensionschemes,oneofwhichisadefinedbenefits scheme. The assets of this scheme are held separately from those of the College, being invested with a rangeofinvestmentmanagersviaaninvestmentplatformprovidedbyMobiusLifeLimited.
Thelastformalactuarialvaluationwasat1April2023.Pensiondeficitfundingcontributionswasagreed at£1.0mperannumpayablemonthlyto31March2025whenthefundingdeficitisexpectedtobe eliminated.
Theleveloffundingat1April2023was92%,andthemarketvalueofthefundatthetimeofthelast valuationwas£22.6m.Thepensioncontributionfortheyearwas£1.0m(2024:£1.0m),andnoamounts were outstanding at the year end.
FinancialReportingStandard102(FRS102)requiresthesurplusordeficitontheSchemeasat31March 2025,calculatedinaccordancewiththerequirementsoftheFRS102,tobeincludedonthebalancesheet.
ForthepurposeofFRS102,theassetsoftheSchemehavebeentakenatmarketvalueandtheliabilities havebeencalculatedbyaqualifiedindependentactuary.Themajorassumptionsusedbytheactuary were:
||2025|2024|2023|2022|2021|
|---|---|---|---|---|---|
||%|%|%|%|%|
|Rate of increase in salaries|**2.15**|2.30|2.45|3.05|2.65|
|LPIpensionincreases(basedonRPI||||||
|subjecttoamaximumof5%p.a.)|**3.05**|3.20|3.30|3.65|3.30|
|Discountrate|**5.70**|4.80|4.70|2.75|2.00|
|RPIInfatonassumpton|**3.15**|3.30|3.45|3.85|3.45|
|CPIInfatonassumpton|**2.15**|2.30|2.45|3.05|2.65|
**69**
RCGP Accounts 2024–2025
Pension commitments
TheunderlyingmortalityassumptionisbaseduponthestandardtableknownasS3PALightyearofbirth tables,withCMI_2023improvementfactors,andalongtermannualrateofimprovementof1.25%p.a., standardsmoothingfactorandnoinitialadditionimprovement(2023:samebutwithCMI_2022future improvementfactors).Thisgivesthefollowinglifeexpectanciesinyearsat60,formembersagedeither45 or60at31March2025(withcomparativefiguresbasedonmortalityassumptionsusedatpreviousyear end):
||2025|2024|
|---|---|---|
||%|%|
|Male currently aged 60|**27.4**|27.5|
|Female currently aged 60|**29.3**|29.3|
|Male currently aged 45|**28.5**|28.5|
|Female currently aged 45|**30.4**|30.8|
Themajorcategoriesofplanassetsfortheyearending31March2025(withcomparativefiguresforthe yearending31March2024)areasfollows:
|Equityandproperty
Bonds
GARS&LDIFunds
Cash
Total market value of assets
PresentValueofSchemeLiabilites
Net Pension Liability
Movementindefcitduringyear
Defcitat1April
Contributons
Otherfnancecosts
Actuarialgain/(loss)
Surplus/(Defcit)at31March|Value at 31
March 2025
£’000
2,530
8,434
9,910
211
21,085
(20,196)
889
2025
£’000
(28)
980
22
(974)|%
**12**
**40**
**47**
**1**
**100**
2024
£’000
(415)
980
4
(597)
(28)|Value at 31
March 2024
£’000
4,320
–
18,187
227
22,734
(22,762)
(28)|%
19
–
80
1|
|---|---|---|---|---|
|||||100|
||||||
||(0)||||
**70**
RCGP Accounts 2024–2025
Pension commitments
|AnalysisofamountchargedtoStatementofFinancialActvites
Otherfnancecost
Totaloperatngcharge
Analysis of net return on pension scheme
Expected return on pension scheme assets
Interestonpensionliabilites
Net return
Actual return on Scheme assets
Amounts recognised as Pension Scheme gains and losses
Actual return less expected return on pension scheme assets
Experiencegainsandlossesarisingonschemeliabilites
Changeinfnancialanddemographicassumptonsunderlyingschemeassets
Adjustmentfornon-recoverablesurplus
Actuarialgain/(loss)recognisedintheStatementofFinancialActvites
Cumulatveamountofactuarialgainsandlossesrecognisedfortheyearending31
March2025areasfollows:
Cumulatveactuarial(loss)atbeginningoftheperiod
Recognised during the period
Cumulatveactuarial(loss)atendoftheperiod
(Defcit)inSchemeatthebeginningofyear
Expensesrecognisedinproftandloss
ContributonpaidbytheCollege
Actuarialgain/(loss)
(Defcit)inSchemeattheendoftheyear
ChangesinthepresentvaluesoftheSchemeliabilitesfortheyearending31
March2025areasfollows:
PresentvalueofSchemeliabilitesatthebeginningofperiod
Interest cost
Actuariallosses/(gains)
(Gains)/Lossesonplanchanges
Beneftspaid
PresentvalueofSchemeliabilitesatendofperiod|**2025**
**£’000**
22|2024
£’000
4|
|---|---|---|
||**22**|4|
||1,087
(1,065)|1,058
(1,062)|
||**(22)**|(4)|
||(1,476)|(70)|
||(2,563)
(162)
2,640
(889)|(1,136)
(34)
573
–|
||**(974)**|(597)|
||(11,069)
(974)|(10,472)
(597)|
||**(12,043)**|**(11,069)**|
||(28)
22
980
(974)|(415)
4
980
(597)|
||**(0)**|**(28)**|
||22,762
1,065
(2,478)
–
(1,153)|22,963
1,062
(539)
–
(724)|
||**20,196**|**22,762**|
RCGP Accounts 2024–2025
**71**
Pension commitments
|Changes in the present values of the Scheme assets for the year ending 31 March
2025areasfollows:
Market value of Scheme assets at the beginning of period
Expected return
Actuarial gains
Beneftspaid
ContributonspaidbytheCollege
Market value of Scheme assets at the end of period|**2025**
**£’000**
2024
£’000
22,734
22,548
1,087
1,066
(1,153)
(724)
(2,563)
(1,136)
980
980|
|---|---|
||**21,085**
**22,734**|
## Group Personal Pension Plan
On 1 July 2006, the College established a Group Personal Pension Plan with Aviva into which it contributesamaximumof8%ofbasicannualsalaryprovidedtheemployeealsocontributesaminimum of4%.Inordertocomplywithlegislation,aStakeholderPlanwasalsoestablishedbutnoemployer contributionispaidintothisarrangementand,todate,nobodyhasjoined.
The assets of the Group Personal Pension Plan are held separately from those of the College and are investedbyAviva.Thetotalemployercontributionfortheyearwas£0.7m(2024:£0.6m)Thepension contributionoutstandingat31March2025was£0.1m(2024:£0.1m).
**72**
RCGP Accounts 2024–2025
Prioryearfinancialinformation
## 35. Prior year financial information
|Note
**Income from:**
**_Charitable_** **_actvites_**
Projectincome
Examinatonfees
Membership income
Courses&events
Other income
**_Other trading actvites_**
Trading income from subsidiaries
Investment income
**Total income**
**Expenditure on:**
**_Raising_** **_funds_**
Trading expenditure
Investment management fees
**_Charitable_** **_actvites_**
Futureofgeneralpractce
GPeducaton
Supportngmembership
VoiceofGeneralPractce
**Total expenditure**
20
Netincome/(expenditure)beforegains
Netgains/(loss)oninvestments
25
Netgainsonrevaluatonoffxedassets
**Net income / (expenditure)**
Transfers between funds
31, 32
Actuarialgains/(losses)
34
**Net movement in funds**
Balances at 1 April 2023
Balances at 31 March 2024|Unrestricted
Funds
£’000
5,923
9,554
22,381
1,935
419
9,569
1,071|**Restricted**
**Funds**
**£’000**
617
–
–
8
2
–
–|**2024**
**Total**
**£’000**
6,540
9,554
22,381
1,943
421
9,569
1,071|
|---|---|---|---|
||**50,852**|**627**|**51,479**|
||6,609
60|–
–|6,609
60|
||**6,669**|**–**|**6,669**|
||4,856
17,673
7,613
9,091|121
33
503
–|4,977
17,706
8,116
9,091|
||**39,233**|**657**|**39,890**|
|||||
||**45,902**|**657**|**46,559**|
||4,950
(953)
2,833
**6,830**|(30)
–
–
**(30)**|4,920
(953)
2,833
**6,800**|
||44
(597)|(44)
–|–
(597)|
||6,277|(74)|6,203|
||64,452
**70,729**|1,277
**1,203**|65,729
**71,932**|
**73**
RCGP Accounts 2024–2025
Restricted funds
## 36. Restricted funds
|KuenssbergPrize
Other secretariat funds
Otherinternatonalfunds
OLE&educatonal
ResearchProjects
OtherScotshFunds
Welsh funds
Specialmeasures&otherprojects
Facultesfunds
Total Restricted Funds|At 1 April
2023
£’000
Income
£’000
Expense
£’000
Realised
and
unrealised
gains/(loss)
£’000
Transfers
£’000
**At 31**
**March**
**2024**
**£’000**
109
–
–
–
–
**109**
50
–
(1)
–
–
**49**
148
101
(79)
–
–
**170**
135
49
(14)
–
(42)
**128**
101
–
(1)
–
24
**124**
155
186
(290)
–
(1)
**50**
49
120
(116)
–
–
**53**
222
166
(139)
–
(24)
**225**
308
4
(17)
–
–
**295**|
|---|---|
||1,277
626
(657)
–
(43)
**1,203**|
## 37. Analysis of net assets between funds
|Tangiblefxedassets
Investments
Net current assets
Amountsfallingdueaferoneyear
Net assets excluding pension liability
Pension liability
Net assets including pension liability|Unrestricted
funds
£’000
Restricted
funds
£’000
Total 2024
£’000
58,937
–
58,937
18,716
1,203
19,919
3,868
–
3,868
(10,764)
–
(10,764)|
|---|---|
||70,757
1,203
**71,960**
(28)
–
(28)|
||70,729
1,203
**71,932**|
RCGP Accounts 2024–2025
**74**
General and designated funds
## 38. General and designated funds
|Internatonal
Educaton
Specialmeasures&other
projects
FixedAssetsDesignatedFund
**Total Designated Funds**
**General funds**
**Pension funds**
**Total Unrestricted funds**|At 1 April
2023
£’000
97
169
675
52,034|Income
£’000
–
–
302
–|Expenditure
£’000
–
–
(67)
–|Realised
and
unrealised
gains/(loss)
£’000
–
–
–
542|Transfers
£’000
–
(169)
19
299|**At 31**
**March**
**2024**
£’000
97
–
929
52,875|
|---|---|---|---|---|---|---|
||**52,975**|302|(67)|542|149|**53,901**|
||||||||
||**11,892**|50,551|(45,840)|1,338|(1,085)|**16,856**|
||**(415)**|–|4|(597)|980|**(28)**|
||**64,452**|50,853|(45,903)|1,283|44|**70,729**|
RCGP Accounts 2024–2025
**75**