{"subTitle":"Read the Scouts Annual Report 2024-25 and discover what we achieved in a year","backgroundImage":{"url":null,"caption":null,"type":null,"size":0,"width":0,"height":0,"altText":null},"backgroundColour":null,"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EReflecting on new beginnings\u003C/h3\u003E\n\u003Cp\u003EScouts is all about new beginnings. We help young people start their lives filled with hope, friendship, encouragement and the skills to succeed.\u003C/p\u003E\n\u003Cp\u003EI\u2019m proud over 1,241 young people aged 4-18 (many of whom were Squirrels) joined us this year. Thank you to the tens of thousands of volunteers (and Young Leaders too, of course) who made this possible.\u003C/p\u003E\n\u003Cp\u003EThis year, we\u2019ve seen other new beginnings with Dwayne Fields joining as our Chief Scout. His announcement in September 2024 was a bright moment for us as a movement. Dwayne is a wonderful friend and champion for Scouts.\u003C/p\u003E\n\u003Cp\u003EOur members and commentators in the media warmly welcomed him into the role. Dwayne\u2019s message is that Scouts is for everyone and that volunteering changes lives for the better. He\u2019s been highly visible since then \u2013 supporting Scouts at the Cenotaph, joining hikes and meetings, and sharing our message far and wide \u2013 Not least on Boxing Day when he guest-edited the BBC Radio 4 Today programme.\u003C/p\u003E\n\u003Cp\u003EWe were also incredibly proud to welcome HM King Charles III as our Patron this year. This continues an unbroken line of Royal Patronage initiated by Edward VII, and continued by George V, who granted our Royal Charter in 1912. Having our monarch as our Patron instils an enormous sense of pride and connection with our nation for our young people which lasts a lifetime.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/botf1pif/dwayne-fields-with-beavers.jpg","width":1280,"height":720,"altText":"Dwayne Fields stands in the middle of a group of Beavers holding their hands in the air and cheering.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/20784/king-charles-and-scout.jpg","width":800,"height":450,"altText":"King Charles III greets a line of smiling Scouts wearing beige shirts and neckers.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003ENationally, our Board of Trustees guided Scouts through significant reflection, change and learning about safety this year. In April 2024, as part of concluding the inquest into the tragic death of an Explorer Scout, a Prevention of Future Deaths report was published. The Board accepted the coroner\u2019s observations and responded with a set of commitments, which we\u2019ve been delivering against to make sure the golden thread of safety runs though everything we do.\u003C/p\u003E\n\u003Cp\u003EAs we conclude our 2018-2025 Skills for Life strategy, we\u2019re starting to look ahead to the next strategic period. It\u2019s a time to reflect on the great successes we\u2019ve had, not only over the 12 months, but since 2018. This year, we said farewell to Matt Hyde, OBE, outgoing Chief Executive who stepped down after 11 years\u2019 dedicated service. We thank Matt for his extraordinary contribution and wish him all the best in his next chapter. We were pleased to welcome Aidan Jones, OBE as our new CEO as we look ahead to what young people will need from Scouts over the coming years.\u003C/p\u003E\n\u003Cp\u003EOn a personal note, there\u2019re new beginnings for me too as I step down as Chair. I look back with pride on all we\u2019ve achieved together since I joined in September 2021; the challenges and the highlights.\u003C/p\u003E\n\u003Cp\u003ESupported by a wonderful team, I know Scouts will continue its commitment to safe Scouting for all, making sure every young person who wants to learn skills for life with Scouts, can. A very big thank you to everyone, including my fellow Trustees, who\u2019ve supported me along the way.\u003C/p\u003E\n\u003Cp\u003EYou\u2019ll take Scouts onto even bigger and better things.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EJennie Price, CBE\u003C/strong\u003E\u003Cbr\u003EChair\u003C/p\u003E","gtmId":"","gtmClass":""},{"type":"Promo","cta":"","body":"\u003Cp\u003EJennie Price ended her term as Chair in March 2025. Our interim Chair is the former Vice-Chair, Craig\u0026nbsp;Dewar-Willox, while we recruit for a permanent replacement.\u003C/p\u003E","link":null,"colour":"#f1f1f1","title":"","image":null,"imageFocus":"","imageId":0,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""}]}],"config":null}]},"sections":[{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EThis is my first Annual Report as Chief Executive. It\u2019s humbling, returning to Scouts after some time away, to be reminded of the incredible difference Scouts makes to young lives.\u003C/p\u003E\n\u003Cp\u003EYoung people need Scouts more than ever. With over 10 million children in the UK saying they\u2019re unhappy with life, Scouts offers a sense of fun, friendship and possibility. As we heard at our national conference in January, what young people need most is \u2018trusted adults and safe spaces\u2019 \u2013 exactly what our volunteers offer across our 7,000 Groups.\u003C/p\u003E\n\u003Cp\u003EIn my first 100 days in the role, I had excellent conversations with volunteers from across the UK. I\u2019ve heard how and where we can best use our time and resources, acknowledging we can\u2019t do everything.\u003C/p\u003E\n\u003Cp\u003EAs a team of volunteers and staff, we must be practical and honest about the financial challenges we face. Returning to our pre-pandemic membership levels is still a work in progress, and costs are increasing. To make sure we\u2019re sustainable for the future, I\u2019m focused on refining our operating model so we can run a balanced budget and support the movement long term in creating the right conditions for growth. Thank you to all our people for their continuing support during this time of change.\u003C/p\u003E\n\u003Cp\u003EThank you as well to those supporting volunteers with our membership system. We\u2019re all too aware of the challenges this is presenting, and we\u2019re working hard to resolve these. We\u2019re sorry for the extra work this has created locally. We know there are still outstanding delivery issues and we\u2019ve prioritised these.\u003C/p\u003E\n\u003Cp\u003EWe continue to be grateful for the generous support of funders and partners to enable our ambitions for young people. This year has included the largest ever donation to Scouts, \u00A33.5 million from Omaze, as well as continued investment from the Department for Culture Media and Sport\u2019s Uniformed Youth Fund of \u00A32.8 million to support Scouts and Explorers growth. This is making a vital difference, helping us create new places in new communities. Our Squirrels numbers are climbing,\u0026nbsp;and continued growth of Explorers is an encouraging sign too.\u003C/p\u003E\n\u003Cp\u003EAs ever, recruiting and supporting adult volunteers remains critical to supporting young people. Our work developing and delivering improvement to our\u0026nbsp;volunteer experience will help us achieve this \u2013\u003Cbr\u003Ecreating the conditions to make it easier and more rewarding to volunteer.\u003C/p\u003E\n\u003Cp\u003EAlongside this, we\u2019ve worked hard this year to help everyone in our movement understand what they need to do to keep our young people, volunteers, and staff safe. We\u2019re committed to a continuous journey of learning and improvement, and we\u2019re grateful to the partners who\u2019ve given critical scrutiny to help us progress.\u003C/p\u003E\n\u003Cp\u003EPlanning for the next strategy is well underway. Thank you to the tens of thousands of young people and volunteers who\u2019ve contributed so far, including those who attended our national conference in Birmingham. The future belongs to our young people,\u0026nbsp;so thank you for helping them.\u003C/p\u003E\n\u003Cp\u003EFinally, let\u2019s not forget the incredible impact we make \u2013 like supporting Cub, Luke, who has autism and Tourette\u2019s syndrome. He gave a talk to his fellow Cubs to help them understand more and work towards the Disability Awareness Badge. This is just one story among thousands, showing how Scouts builds confidence, kindness and self-belief. It\u2019s also an indicator of our commitment to inclusion. Scouts really is a place for all.\u003C/p\u003E\n\u003Cp\u003EYour belief and dedication to Scouts remains undiminished, and together we\u2019re changing lives for\u0026nbsp;the better.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EAidan Jones, OBE\u003C/strong\u003E\u003Cbr\u003EChief Executive\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/oc0ifu43/cub-scout-luke.jpg","width":1280,"height":720,"altText":"Cub Scout Luke smiles at the camera while wearing a green top and maroon and white necker.","caption":"Luke, Cub Scout","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/on4lghe0/cubs-disability-awareness-badge.jpg","width":1280,"height":720,"altText":"Round badge featuring a line illustration of a wheelchair user and the Hidden Disabilities Sunflower icon.","caption":"Disability Awareness Badge for 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logo"},"assets":null,"headerOptions":{"headerTitle":"Refocusing our priorities","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read CEO Aidan Jones\u0027 thoughts on 2024-25 as part of our annual report.","subHeader":"Read CEO Aidan Jones\u0027 thoughts on 2024-25 as part of our annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjcxMyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EIn Scouts, we bring young people together to have fun\u0026nbsp;and make friends, creating\u0026nbsp;great futures along the way. We\u2019re good at it, but it\u2019s not always easy.\u003C/p\u003E\n\u003Cp\u003EThis year\u2018s been particularly challenging for so many of our volunteers. I know we\u2019ve asked a lot of them.\u003C/p\u003E\n\u003Cp\u003EAs we adopt the cultural changes and adapted ways of working for our new Volunteer Experience, there\u2019s been a lot to get used to and our volunteers\u2019 feedback has been invaluable. This\u2019ll pay dividends in the long run, and we\u2019re already hearing newly recruited volunteers talking positively about their experience. But change takes a lot of time and energy, and there never seem to be enough hours in the day. And of course, we\u2019re all juggling work and family commitments too.\u003C/p\u003E\n\u003Cp\u003EThat\u2019s why I\u2019m more grateful than ever to our 140,000 volunteers who\u2019ve continued to deliver great, and most importantly, safe activities to our young people. It\u2019s been a full-on year, and as I travel around the country, I\u2019m pleased to hear their feedback so we can improve and get things right. We rely on the goodwill and support of our volunteers, and we neglect that at our peril.\u003C/p\u003E\n\u003Cp\u003EThat\u2019s also why Summit25, our national conference in Birmingham, was such a key moment. Gathered together, we had fantastic conversations about what needs to be a priority for us as we support young people. At the top of the list were two core parts of what we do, making sure there\u2019s outstanding support to Scouts locally, and delivering great activities while keeping young people safe. It was so helpful to look forward and set the framing for our next strategy\u0026nbsp;which, over the months ahead, we\u2019ll continue to work with you on.\u003C/p\u003E\n\u003Cp\u003EIt\u2019s so important we take a step back and reflect on why we offer opportunities and life skills to young people of all backgrounds. People like Sophie, a Beaver Scout with cerebral palsy and a rare respiratory disease. She\u2019s visually impaired and unable to walk on her own.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/r2baswez/sophie-in-her-wheelchair2.jpg","width":1280,"height":720,"altText":"Sophie, wearing a blue necker, smiles at the camera while sat in her wheelchair.","caption":"Sophie, Beaver Scout","link":null}]},{"items":[{"quoteText":"Ever since she joined, Sophie has thrived in Scouts. In the two years she\u2019s been a Beaver, she\u2019s played games and explored nature. She\u2019s never made to feel like the odd one out and she\u2019s finally found a space where she belongs.","attribution":"Sophie\u0027s mum, Nicola","gridType":"quote","gtmId":"","gtmClass":""}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EThat\u2019s a fantastic tribute to the volunteers and young people who help make Scouts so welcoming. It\u2019s a reminder for us all to keep going and keep supporting young people. We\u2019re making all the difference to young people lives, and creating better, kinder and closer communities too.\u003C/p\u003E\n\u003Cp\u003ELooking ahead, we\u2019ll continue our focus on safety. The past year has seen a change towards being more reflective and open about what we\u2019re learning. We also established a new approach to reviewing risk and compliance and I\u2019m grateful to the many volunteers who stepped up to assess and support safety across Nights Away, training, safety visits abroad and adventurous activities. We\u2019ll keep building on this, supporting our volunteers locally with assurance, making sure everyone gets the support they need.\u003C/p\u003E\n\u003Cp\u003EThank you again to all our volunteers and supporters this year. We couldn\u2019t do it without you.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ECarl Hankinson\u003C/strong\u003E\u003Cbr\u003EUK Chief Volunteer\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our priorities"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-purpose-and-method/","title":"Our purpose and method"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our priorities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/renewing-our-promise-to-help-other-people/","title":"Renewing our promise to help other people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-purpose-and-method/","title":"Our purpose and 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report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjcxNyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/renewing-our-promise-to-help-other-people/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EScouts gives young people skills for life. We actively engage and support them in their personal development, empowering them to make a positive contribution to society.\u003C/p\u003E\n\u003Cp\u003EIn partnership with adults, young people take part in fun indoor and outdoor activities. They learn by doing, sharing in spiritual reflection and taking responsibility. They make choices, try new and challenging activities, and live their Scout Promise. All of this is underpinned by our Scout values.\u003C/p\u003E\n\u003Cp\u003EScouts\u2019 Trustees have a duty to report on our public benefit in this Annual Report. We\u2019ve assessed our aims, activities, and charitable objectives, which are to contribute to the development of young people in achieving their full potential as individuals, as responsible citizens, and as members of their local, national and international communities.\u003C/p\u003E\n\u003Cp\u003EWe believe we\u2019ve met the Charity Commission\u2019s public benefit criteria for both the advancement of education, and the advancement of citizenship and community development. Scouts follows two key principles set by the Commission with regard to public benefit:\u003C/p\u003E\n\u003Ch3\u003E1. Identifiable benefit\u003C/h3\u003E\n\u003Cp\u003EThe way we help young people in their personal development and empower them to make a positive contribution to society. This benefit is directly linked to the purpose of Scouts.\u003C/p\u003E\n\u003Ch3\u003E2. Public benefit\u003C/h3\u003E\n\u003Cp\u003EScouts is a national movement. We\u2019re open to all young people aged 4\u201324 and adult volunteers who are willing to make the Scout Promise. We help young people step up, speak up and dream big. Most importantly, we help them gain the skills they need to succeed in life.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re proud that all young people, particularly those in areas of deprivation, can benefit from our programme and aren\u2019t constrained by their ability to pay the subscription. Locally, there are arrangements to waive subscriptions and other costs for those who face financial hardship. We give support nationally to help Groups in lower income areas. The benefits of Scouts are further demonstrated throughout this report.\u003C/p\u003E\n\u003Ch3\u003EOur vision for the future\u003C/h3\u003E\n\u003Cp\u003EWe\u2019re approaching the end of our 2018\u20132025 Skills for Life strategy. 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We want the benefits of what we do to be shared with everyone, including those in primarily ethnic minority communities, and those who live in areas with the lowest Indices of Multiple Deprivation (IMD).\u003C/p\u003E\n\u003Cp\u003EIMDs are widely used data sets that classify the relative deprivation in small areas of the UK. They give areas a deprivation score \u2013 1 being most deprived, and 10 being least deprived. Scouts is passionate about supporting more young people in IMD 1\u20135 areas.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EContinue to grow our movement in an inclusive way.\u003C/li\u003E\n\u003Cli\u003EPrioritise specific support for the growth of new Squirrels Dreys.\u003C/li\u003E\n\u003Cli\u003ECreate 155 more Scouts and Explorers Sections, supported by the third year of the Department for Digital, Culture, Media and Sport (DCMS) Uniformed Youth Fund.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EGrowth has undoubtedly been a challenge across our movement in 2024/25. We\u2019ve faced competing challenges and priorities across many areas, meaning it\u2019s been understandably very difficult for volunteers to dedicate substantial time to supporting new growth.\u003C/p\u003E\n\u003Cp\u003EThat said, due to impressive levels of commitment across Scouts, we\u2019re continuing to grow all over the UK.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ve seen an overall 0.3% increase in numbers of young people (ages 4-18), 1,105 individuals, across Scouts. This has been driven by continued growth of Squirrel Scouts, which saw an increase of 31% (5,200 young people) this year.\u003C/li\u003E\n\u003Cli\u003ENumbers of Young Leaders have also increased by 7%, bringing the total to over 21,162 members. Young Leaders help deliver our Squirrels programme.\u003C/li\u003E\n\u003Cli\u003EFrontline volunteers have grown by 3.7%, with 3,000 more supporting our young people.\u003C/li\u003E\n\u003Cli\u003EThis year saw 25,990 active Sections run for young people, which is 306 more Sections than the year before.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve continued to see a decline in both Beavers and Cubs numbers for a third year. Both Sections shrank by 2% (-2,287 and -3,027 young people respectively). Our Scouts Section has also seen a small decline in the past year. That said, we\u2019re excited to see a continuation of the post-pandemic trend of growth in Explorer Scouts, which grew by 5% (\u002B2,274 young people).\u003C/li\u003E\n\u003Cli\u003EBetween 1 April 2024 and 31 March 2025, our Growth and Communities team opened or re-energised 373 Sections in England.\u003C/li\u003E\n\u003Cli\u003EMuch of this growth was supported through generous support from the Uniformed Youth Fund Waiting Lists funding from the DCMS, which continued through its third year. So far, this funding has supported 371 new Scout and Explorers Sections.\u003C/li\u003E\n\u003Cli\u003EDespite the focused efforts on tackling waiting lists, demand for Scouts means our waiting lists remain similar to last year, with 106,827 young people wanting places.\u003C/li\u003E\n\u003Cli\u003EScouts\u2019 Underrepresented Communities Fund has 15 Local Growth Officers in England, two in Scotland and one in Northern Ireland. These officers opened more than 90 new Sections, targeting the lowest\u0026nbsp;IMDs (1\u20133) and ethnic minority communities. Their focus was on opening new Sections from scratch, not re-energising existing ventures. These low IMD and inclusive growth Sections are taking significantly longer to establish than a standard growth project, but with most officers now well established, we expect growth to accelerate in year two. 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Part of the \u00A33.5 million Omaze donation will be specifically invested in supporting volunteers to grow 12,300 more Squirrel places over the next two years.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll focus on sustaining places in Beavers and Cubs to reverse the trend of decline in these Sections. This is where we\u2019ll invest some of our \u00A33.5 million donation from the Omaze Million Pound House Draw, both to help us understand and support volunteers with the challenges that\u2019ve driven the recent decline in this age range. We anticipate this\u2019ll include support for Sections or Groups at risk of closure, and we\u2019ll also review and update our programme for Beavers and Cubs. This includes responding to volunteers asking for help and providing them with the tools to better support young people with special educational needs and managing behaviours, while providing programme activities for this age range.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re grateful for the fourth and final year of the DCMS Uniformed Youth Fund, which\u2019ll support the growth of 110 new Scout and Explorer Sections, creating 2,474 more places in IMD 1\u20135 and underrepresented communities.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re excited to continue developing our approach for Scouting in Black Communities throughout 2025/26. 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people feel they belong and can thrive.\u003C/p\u003E\n\u003Cp\u003EWe make sure we understand the opportunities to make this happen, to do the work and spread this inclusive message, particularly to those communities currently underrepresented in Scouts.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re always ready to learn, asking \u2018How can we do Scouts differently, in order to guarantee it\u2019s inclusive?\u2019 This means partnering with those who can help us remove any barriers that might stop underrepresented communities from taking part, and engaging and working within the communities too.\u003C/p\u003E\n\u003Cp\u003EWe always put research front and centre in what we do, guiding how we support young people. We work in an evidence-based way. This ensures sustainable and impactful cultural change by grounding our decisions in data. We believe measurable progress and continuous improvement is pivotal for the long-term cultural change needed to make Scouts more inclusive.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re passionate about this ever-evolving process.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EBy 2026, we plan to:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EContinue working towards the goal of 5% of our volunteers coming from Black, Asian and minority ethnic backgrounds. The current figure is 3.8%.\u003C/li\u003E\n\u003Cli\u003EIncrease inclusion and representation by continuing to actively engage with underrepresented communities, through partnerships and cooperation.\u003C/li\u003E\n\u003Cli\u003EEquip our movement with the skills and confidence needed to support diversity and inclusion, with the help of accessible learning and resources.\u003C/li\u003E\n\u003Cli\u003EFurther explore diversifying our UKHQ\u0026nbsp;volunteering leadership to make sure our leaders,\u0026nbsp;and the decisions they make, reflect the communities we serve.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/m5jf3h4t/young-person-with-ear-defenders.jpg","width":1280,"height":720,"altText":"A young person, wearing yellow ear defenders, and an adult smile while looking to their side.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/wctjoof3/young-people-smiling-at-camera.jpg","width":1280,"height":720,"altText":"Two young people, both wearing hijabs and blue printed neckers, smile at the camera.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003EScouting in Black Communities\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur Programme of Work (PoW), that\u2019ll support volunteers as they strive for inclusivity, continues to be driven by a staff and volunteer team focused on three key priority areas:\n\u003Cul\u003E\n\u003Cli\u003EPiloting Scouts in Black communities\u003C/li\u003E\n\u003Cli\u003ESupporting neurodivergent members\u003C/li\u003E\n\u003Cli\u003EDiversifying our UKHQ appointments\u003C/li\u003E\n\u003C/ul\u003E\n\u003C/li\u003E\n\u003Cli\u003EWe\u2019re proud to have developed an ever-expanding bank of resources, tailored to the needs of our movement, that\u2019s informed by feedback from both volunteers and young people.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re continuing to upskill volunteers and staff on equity, diversity and inclusion (EDI), making sure they\u2019ve the knowledge and confidence to support our diverse, inclusive movement.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve updated our guidance on helping our LGBTQ\u002B young people and volunteers feel Scouts is a safe space for them.\u003C/li\u003E\n\u003Cli\u003ETo make Scouts more accessible to young people who are disabled and those with special educational needs (SEN), we\u2019ve produced new guidance, available on our website. We encourage volunteers to access these resources for the tools and frameworks to support their interactions with young people with additional needs.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve progressed our work on race equity \u2013 aligning with our Vision for Race Equity. We continue to work closely with Scouts\u2019 Race Equity Project Board, embedding their recommendations from the Race Review.\u003C/li\u003E\n\u003Cli\u003EIn January, an interactive EDI session, at Summit25, saw over 100 volunteers sharing their experiences and highlighting opportunities to make our movement more inclusive.\u003C/li\u003E\n\u003Cli\u003EScouts strengthened our engagement with underrepresented communities to better understand, and address, any barriers to getting involved in what we do.\u003C/li\u003E\n\u003Cli\u003ESafety remains a key focus for us. We\u2019re continuing to work with volunteers to better understand and make sure Scouts is a safe space for all marginalised groups. It\u2019s our duty to make Scouts somewhere where everyone is protected from harassment, physical and mental abuse.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EEarly next year (2026), we\u2019re aiming to have the full Programme of Work ready to kick off, building on our current priorities. We\u2019ll offer more online resources and a range of learning opportunities, and strengthen the breadth and reach of our inclusion volunteers. We\u2019re hoping all of these will help more volunteers feel they have the capacity, capability, and confidence to grow Scouts in the communities we\u2019re currently underserving.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll be reviewing the experiences of neurodivergent people across Scouts, making sure we understand their needs, how we can improve their experiences in Scouts, and highlight where there\u2019s already good practice that fellow volunteers can learn from.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve started work around building a zero tolerance approach to discrimination, including zero tolerance to racism. This is to prevent harm before it\u2019s caused, as well as improving how we respond as a movement to instances of discrimination. Throughout all our work, we\u2019re committed to making Scouts welcoming and inclusive to all.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u00A0\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/hi5hkfhr/astro.jpg","width":1200,"height":744,"altText":"Astro, a Scout volunteer wearing a rainbow necker, smiles at the camera while holding one hand in their hair.","caption":"","link":null}]},{"items":[{"quoteText":"A lot of organisations might support LGBTQ\u002B young people until it\u2019s an inconvenience. But Scouts fight harder, create supportive teams and tackle any challenges to welcome everyone. 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next generation of great leaders.\u003C/p\u003E\n\u003Cp\u003EFor this to happen, it\u2019s vital we create opportunities for young people to use their voices and listen to what they say.\u003C/p\u003E\n\u003Cp\u003EThere\u2019s no doubt that when young people shape their experience in Scouts, they improve our movement and are far more likely to achieve Top Awards.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EBy 2026, we want:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E66% of young people aged 6\u201318 to influence what happens locally in Scouts.\u003C/li\u003E\n\u003Cli\u003E57% of young people using their skills to run Scouts\u2019 activities for other young people.\u003C/li\u003E\n\u003Cli\u003E40% of young people aged 4\u201314, and 10% of those aged 14\u002B, to achieve Top Awards.\u003C/li\u003E\n\u003Cli\u003ETo continue to increase the number of young people in volunteer leadership roles.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EIn 2024, we asked our young people how much they\u2019re shaping their Scouts experience. 75% reported they make choices about what they do in Scouts (stable since 2023), and 49% reported their views influence what happens in Scouts locally (-7% from 2023).\u003C/li\u003E\n\u003Cli\u003EIn the past year, across all Sections, we\u2019ve awarded over 110,000 YouShape Awards. This means we achieved 44% of our goal to have 250,000 young people shaping Scouts by 2025.\u003C/li\u003E\n\u003Cli\u003EWe introduced the YouShape Award into our Squirrel Scouts Programme, and 23,790 awards have been achieved so far in our youngest Section.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve surpassed our goal to have 19,500 Young Leaders in Scouts. There are now 21,162 Young Leaders, who can access the newly improved resources in our Young Leaders\u2019 Scheme.\u003C/li\u003E\n\u003Cli\u003EIn 2024, an impressive 43% of 4\u201314 year olds and 7% of 14\u002B year olds achieved Top Awards. Young people did a wide variety of different things to merit these awards such as: leading debate evenings, taking part in recruiting adult volunteers, and partnering with social supermarkets to establish initiatives that support their local communities.\u003C/li\u003E\n\u003Cli\u003EA central Youth Shaped objective is to keep increasing the number of young people in leadership roles. We\u2019re proud to say there\u2019re now 635 inspiring local Youth Leads (previously \u2018Youth Commissioners\u2019), an increase of 83 since 2018. Additionally, we have three elected youth members, aged 18-24 years, who sit on our national Board of Trustees. These young Trustees are actively involved in shaping policies and making strategic decisions, making sure the voices of young people are embedded at the highest level of our movement.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve been eagerly hearing from our young people to shape our movement\u2019s next strategy. More than 3,500 young people shared their views through our \u2018Youth Voice in the Strategy\u2019 sessions. We held four in-person UK Youth Forum events, bringing more than 500 Scouts, Explorers and Network Scouts from across the UK (and British Scouting Overseas) together for the first time. Their input will shape our strategy through to 2035.\u003C/li\u003E\n\u003Cli\u003EYoung people have engaged in shaping our Explorer programme redesign. They\u2019ve been actively involved in developing new badges and activities, which\u2019ll be tested in the coming months.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"type":"Promo","cta":"","body":"\u003Cp\u003E\u003Cstrong\u003E78%\u0026nbsp;of young people agree that they get to share their ideas for what they do in Scouts.\u003C/strong\u003E\u003C/p\u003E","link":null,"colour":"#003982","title":"","image":null,"imageFocus":"","imageId":0,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""}]},{"items":[{"type":"Promo","cta":"","body":"\u003Cp\u003E\u003Cstrong\u003E79%\u0026nbsp;agree that Scouts helps them to make their own decisions and have a say in things that affect them.\u003C/strong\u003E\u003C/p\u003E","link":null,"colour":"#003982","title":"","image":null,"imageFocus":"","imageId":0,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ll continue developing our Young Leaders Scheme, finding alternative ways to engage young people through peer leadership.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll make sure young people have more opportunities to shape their experiences in Scouts\u2013 locally, regionally and nationally.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll keep listening to and involving young people in our new strategy development. 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By having the support to make the changes I want to see, I\u2019ve gained so many skills and fulfilment, and I\u2019m honoured to have become a DofE UK Youth Ambassador. 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This included activities like creating community spaces for young people and introducing a uniform bank to help other Scouts and reduce textile waste.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"type":"Promo","cta":"","body":"\u003Cp\u003E\u003Cstrong\u003EIn the last year, our amazing young people dedicated over 224,000 hours to community impact projects\u003C/strong\u003E\u003C/p\u003E","link":null,"colour":"#003982","title":"","image":null,"imageFocus":"","imageId":0,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EBased on the recommendations from our Community Impact group of young people from across the UK, a youth-led team is now reviewing activities. It\u2019s all about supporting young people to identify what their local area needs, helping them to plan community projects that\u2019ll make a positive difference.\u003C/li\u003E\n\u003Cli\u003EServing our local and the wider communities continues to be at the heart of what we do in Scouts. We\u2019re honoured that Scouts will be central to the commemorations of VE Day 80 in May 2025 \u2013 an event that\u2019s pivotal to communities across the UK.\u003C/li\u003E\n\u003Cli\u003ECommunity impact will be part of the updated 14\u201318 years programme that we are now piloting. 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It\u2019s consistently and safely delivered by volunteers, who are supported by simple digital tools.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EBy 2026, we\u2019ll:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EIncrease support for volunteers delivering our Scouts and Explorer programmes towards our 2025 target of 40% of Scouts and 10% of Explorers achieving Top Awards.\u003C/li\u003E\n\u003Cli\u003EDesign and pilot an offering that supports new Sections with a high-quality programme as they first open.\u003C/li\u003E\n\u003Cli\u003ECreate a new programme offer for Explorers.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/abdaac0q/two-young-people-wearing-helmets.jpg","width":1280,"height":720,"altText":"Two young people, both wearing yellow helmets, smile while doing an outdoors activity.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/nuxcheez/young-person-sailing.jpg","width":1280,"height":720,"altText":"A young person, wearing a life jacket and a yellow and blue necker, smiles while sat on a sailboat.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ECensus data shows 43% of young people, from Squirrels to Scouts, achieved Chief Scout Awards. 7% of young people over the age of 14 completed at least one Top Award, which is a 1.6% increase on the previous year.\u003C/li\u003E\n\u003Cli\u003EOur Squirrels programme is now established and continuing to grow, with 1,934 Dreys now open.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve focused on delivering a new Explorers programme. The main recommendations from the research in the discovery phase was for the 14\u201324 programme to be fun and impactful, have a flexible method of delivery, and encourage wider participation.\u003C/li\u003E\n\u003Cli\u003EBased on those recommendations, we worked with young people and volunteers to co-design a programme to pilot. We\u2019re currently testing 26 new activity badges and five Challenge awards with a range of accompanying activities. These are all developed in collaboration with those that use them. Our \u2018Test and Learn\u2019 phase launched with 90 units across the UK and British Scouting Overseas (BSO).\u003C/li\u003E\n\u003Cli\u003EOur programme continues to reflect how thinking and talking about safety is a key skill for life. Through our Outdoor in 24 initiative, we encouraged all Scouts, from Squirrels to Network, to take part in more outdoor activities. We know being active outside is a key to improving mental health and wellbeing.\u003C/li\u003E\n\u003Cli\u003EIn the last year, we\u2019ve granted volunteers 13,953 Nights Away and Adventurous Activities permits, to support safe adventures. This year, 43,000 young people experienced a Night Away for the first time.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re continuing to review the Activity Badges as part of continuous improvement. This year, for our Scouts Section, we\u2019ve updated seven Activity Badges. We also launched a new badge design competition \u2013 the winner was the \u2018History Comes Alive\u2019 badge designed by a Cub from South Lanarkshire.\u003C/li\u003E\n\u003Cli\u003EWe launched a blanket badge marking Islamophobia Awareness Month. We worked with volunteers in our Muslim Scout Fellowship to design activities for this optional initiative. We\u2019re always looking for ways to help promote understanding, respect, and kindness in Scouts, contributing to greater tolerance in the wider community.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve worked with disabled and non-disabled adults and young people, and external experts to update our Beavers and Cubs Disability Awareness Activity Badges. These updates mean young people can learn about a wider range of disabilities, including those known as \u2018hidden disabilities\u2019. We updated our badge design to include the Hidden Disabilities Sunflower, a simple tool used by anyone wanting to communicate they have a less visibly obvious condition. Our thanks go to The Hidden Disabilities Sunflower for all their support and guidance.\u003C/li\u003E\n\u003Cli\u003EWorking with volunteers and Swim England, Swim Wales, Scottish Swimming, Swim Ulster and the Swimming Teachers\u2019 Association (STA), we aligned our Swimmer Staged Activity Badges with existing external swimming levels and awards. This simplifies how more young people achieve badges, because it\u2019s easier to match Scouts swimming badges to young people\u2019s swimming achievements outside Scouts.\u003C/li\u003E\n\u003Cli\u003EWe concluded our Squirrels\u2019 Family Engagement pilot of 46 leaders and submitted our recommendations report. We\u2019re currently working on embedding these recommendations into our future plans.\u003C/li\u003E\n\u003Cli\u003EWe awarded 381 young people with their King\u2019s Scout Award this year. They\u2019ll enjoy, or have enjoyed, celebrations at our Day of Celebration and Achievement in April 2025 or 2026.\u003C/li\u003E\n\u003Cli\u003EThis year, 7,486 Explorer and Network members started on The Duke of Edinburgh\u2019s Award (DofE). We\u2019re proud that more than 600 Scouts go to Gold Award presentations at Buckingham Palace and the Palace of Holyroodhouse in May this year.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EContinuing to renew and improve our Beavers, Cubs, Scouts and Explorers programme activities. This includes launching Money Skills badges for both Scouts and Explorers, so that young people can continue the learning from the Beavers and Cubs Money Skills badges, all generously supported by HSBC.\u003C/li\u003E\n\u003Cli\u003EOur proposed new badge framework for Explorer Scouts will be tested by selected Units so we can learn how it works in practice.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll work with volunteers to understand what additional support helps them deliver the best programme. We know that a fun, adventurous and safe programme creates the right conditions to attract more young people to join Scouts.\u003C/li\u003E\n\u003Cli\u003EDeveloping activities to support all our young people with mental health, wellbeing, and healthy relationships, supported by the Omaze Million Pound House Draw.\u003C/li\u003E\n\u003Cli\u003ETesting new ways of delivering Scouts online and running activities in school holidays for underserved communities, supported with funding from DCMS Uniformed Youth Fund.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/oqhnpr2h/aneeshwar.jpg","width":1136,"height":1082,"altText":"Aneeshwar, wearing a teal jumper with lots of badges and a white and red necker, looks at the camera while smiling.","caption":"","link":null}]},{"items":[{"quoteText":"As a TV presenter and being passionate about conservation, I\u2019ve learned to be more observant \u2013 not just towards nature, but people too. 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Our volunteers have seen a huge amount of change in Scouts in the last year, which they\u2019ve taken in their stride.\u003C/p\u003E\n\u003Cp\u003EWe thank them for all they do, remembering it\u2019s vital every volunteer has a wonderful experience at Scouts. We hope that if they enjoy volunteering with us, they\u2019ll continue to support our young people as they gain skills for life.\u003C/p\u003E\n\u003Cp\u003EWe also want to welcome new volunteers. It\u2019s only through growing our volunteers that we\u2019ll be able to give more young people the chance to enjoy Scouts.\u003C/p\u003E\n\u003Cp\u003ESince 2018, as part of our Skills for Life strategy, this was the \u2018People\u2019 section of the Annual Report. As we\u2019ve progressed beyond the Skills for Life strategy, our focus on \u2018People\u2019 became our Volunteer Experience Programme. This section is now called \u2018Volunteering\u2019 to reflect this change.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ETo recruit more volunteers to Scouts, welcoming them warmly from the start.\u003C/li\u003E\n\u003Cli\u003ETo make sure volunteering is always a positive experience through our redesigned approach. This includes being more flexible, so volunteers can easily carry out their Scouts role(s) alongside their other life commitments.\u003C/li\u003E\n\u003Cli\u003ETo create even more engaging learning for our volunteers, supporting them to develop their skills when and where they need them most.\u003C/li\u003E\n\u003Cli\u003ETo provide the digital tools needed to enable these goals.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ELocal volunteers are adopting the changes we\u2019ve made to make volunteering with Scouts easier and more attractive. Our local volunteers have been vital in powering this transformation. They\u2019re embedding our new Volunteering Culture along with changes to local Trustee Boards. We\u2019re thrilled that volunteers are embracing new ways to welcome new volunteers and organising themselves in a teams-based approach.\u003C/li\u003E\n\u003Cli\u003EIn November 2024, we began the roll out of new digital tools, easily accessed through scouts.org.uk, that support our new ways of working. My Membership allows volunteers to manage all the processes they need in one place, including applying for adventurous activity permits, completing the Nights Away Notification process, onboarding new volunteers, and much more. Since it launched, nearly 77,000 volunteers have signed in, which is more than double the number that ever signed into our old membership system, Compass.\u003C/li\u003E\n\u003Cli\u003EWhile we\u2019ve had a lot of success stories, and many are finding the new ways of working positive, there are more and ongoing challenges than we expected, which are particularly impacting our Lead Volunteers. This has meant putting more time, attention and resources into fixing bugs, refining and improving the digital tools, which\u2019ll continue over the coming months.\u003C/li\u003E\n\u003Cli\u003ERedesigned with volunteers and subject matter experts, our new learning is easier to use and more intuitive. Crucially, all learning can be accessed online, at a time or place that suits our volunteers. Since this learning launched, over 72,000 volunteers have completed a new learning course, with 92% feeling they understood the topics covered in the course and 88% feeling it prepared them for their role.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve also redesigned the way we welcome new volunteers to Scouts, aided by our new digital tools, which were designed in collaboration with Girlguiding and generously funded by the Pears Foundation. We\u2019re already seeing volunteers using these tools to advertise roles locally and onboard new volunteers.\u003C/li\u003E\n\u003Cli\u003ETo help with the nationwide roll out of these changes, our local Transformation Leads have given vital support across all 85 Counties, Areas and Scottish Regions in the UK. 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This tool, aided by our Digital Champions, helps volunteers to build their skills and confidence.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve improved our support, web guidance, and readiness information to help everyone understand and prepare for the changes coming locally.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"type":"Promo","cta":"","body":"\u003Cp\u003E\u003Cstrong\u003E72,000 volunteers have completed a new learning course, with 92% feeling they understood the topics covered\u003C/strong\u003E\u003C/p\u003E","link":null,"colour":"#003982","title":"","image":null,"imageFocus":"","imageId":0,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ll continue working with our local volunteers, making sure our new ways of working and digital tools are supporting people effectively, and everyone is fully supported in adopting these changes.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll keep acting on user feedback to improve the digital tools, resources and information for volunteers.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll continue developing new resources and launch more voluntary learning, including our new Wood Badge as part of \u2018Branching Out\u2019 learning. \u2018Branching Out\u2019 will be the additional optional learning our volunteers can complete to improve their skills in different areas. 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Our young people recorded videos welcoming him, which we shared across our social media channels.\u003C/li\u003E\n\u003Cli\u003EIn September, Dwayne Fields became our new Chief Scout. Dwayne is a passionate advocate for what we do. Scouts helped shape the person Dwayne is today, and now he, in turn, is shaping what we do in Scouts. In total, there were 2,400 pieces of media coverage and on social it was our top performing content, with 2.6 million impressions and 54 thousand engagements.\u003C/li\u003E\n\u003Cli\u003ELastly, we said thank you and farewell to Bear Grylls after three impressive five-year terms as Chief Scout. During this time, two million people have been Scouts in the UK, and we\u2019ve grown by 100,000 members. 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The perception that Scouts is safe has also risen to 80% from 78%, and perception that we make a positive impact in communities has risen from 78% to 81%.\u003C/li\u003E\n\u003Cli\u003EIn its second year, The Big Help Out blossomed. 100 groups took part, working to improve their local areas. Scouts, along with our Ambassadors, did amazing work to raise awareness of the benefit of volunteering in your community.\u003C/li\u003E\n\u003Cli\u003EIn November, on Remembrance Sunday, Dwayne Fields attended The Cenotaph, helping to form the Guard of Honour collecting and laying wreaths from organisations parading.\u003C/li\u003E\n\u003Cli\u003EOn Boxing Day, Dwayne Fields guest edited BBC Radio 4\u2019s \u2018Today\u2019 programme. This was part of a wide range of media activity from Dwayne, including the cover of The Big Issue and an interview in The Telegraph.\u003C/li\u003E\n\u003Cli\u003EIn March, Tim Peake launched our new Explorer Space Activity Badge, designed to help young people aged 14 to 18 with STEM. Media coverage meant over two million people saw content related to the launch.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u003Cstrong\u003EAttracting, recruiting, and retaining volunteers\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe promote volunteering with Scouts throughout the year. The announcement of our new Chief Scout, our highest profile volunteer role, helped support the growth in frontline volunteers by 3,000 \u2013 the biggest in-year increase since 2018.\u003C/li\u003E\n\u003Cli\u003EThrough the year, we continued to share our Scouts\u2019 Manifesto following its launch in March 2025. We gave our youth advocates a platform to share their lived experience and help us make the case for policies to support Scouts and young people. We met with over 100 Members of Parliament, government ministers and councillors during the year to ask them to support volunteering, champion young people and protect community spaces.\u003C/li\u003E\n\u003Cli\u003EWe launched our volunteer leave campaign, in collaboration with Sea Cadets, Girlguiding and St John Ambulance. As part of this campaign, we\u2019re petitioning government to grant every employee in the UK, the right to request 35 hours of volunteer leave a year. Our petition generated over 8,000 signatories within a month.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u003Cstrong\u003EProgressing our brand\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EAfter consulting with 26,000 young people and adults, our \u2018What we wear\u2019 project concluded. While no major changes were called for, it was clear our uniform needed to be more practical, inclusive, affordable and comfortable. In response, we made improvements to comfort and fit, introduced personalisation, expanding our range of options and informal wear. We also updated our Policy, Organisation and Rules (POR) to define the purpose of uniform and make sure it\u2019s not a barrier to young people or adults taking part.\u003C/li\u003E\n\u003Cli\u003EWe welcomed five new ambassadors: Liam MacDevitt, Zanna van Dijk, Ollie Eats, Louis Cole and Sean Conway. These inspiring new supporters, with substantial social media presences, helped extend our reach. Combined, their launch content generated 265,000 impressions and 200,000 views. It\u2019s been another highly engaged year on social media and followers across all platforms went up by 7%.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ll continue to work on our 35 hour volunteering leave campaign.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re busy looking for and creating high profile moments for our Chief Scout and Ambassadors. 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logo"},"assets":null,"headerOptions":{"headerTitle":"Perception","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read about our perception aims and goals as part of our 2024/25 annual report.","subHeader":"Read about our perception aims and goals as part of our 2024/25 annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84Njc5NCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/perception/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EEvery year, we conduct the Scout Experience Survey (SES), as we try to better understand our members\u2019 attitudes and experiences. In this survey, we asked our young people, aged 13\u201317, questions about Scouts\u2019 key Theory of Change outcomes:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EAdventure\u003C/li\u003E\n\u003Cli\u003ESkills for life\u003C/li\u003E\n\u003Cli\u003EWellbeing\u003C/li\u003E\n\u003Cli\u003ELeadership\u003C/li\u003E\n\u003Cli\u003ECitizenship\u003C/li\u003E\n\u003Cli\u003EConnectedness\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ERunning the survey is a great way to find out if, and in what ways, the\u0026nbsp;impact of Scouts is changing throughout our Skills for Life strategy.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re proud that, since 2019, Scouts has seen significant improvements in youth outcomes, especially in the areas of adventure and wellbeing. This trend highlights the positive impact Scouts continues to have on our young people\u2019s lives.\u003C/p\u003E\n\u003Cp\u003EScouts is thrilled to report one of the SES\u2019s key findings. Our young people are now significantly more physically active. The heartening news is our young people engage in, at least, 30 minutes of physical activity more frequently than their counterparts in 2019. This illustrates the effectiveness of the range of Scouts programmes in promoting a healthy lifestyle to our young people. We\u2019re also pleased to report that our young people, compared to 2019, are more satisfied with life generally.\u003C/p\u003E\n\u003Cp\u003EThese high-level results are supported by a number of positive feedback areas:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E95% of our young people take part in activities they hadn\u2019t tried before Scouts.\u003C/li\u003E\n\u003Cli\u003E94% developed life skills that\u2019ll benefit them in the future.\u003C/li\u003E\n\u003Cli\u003E85% of our young people say they\u2019re happier since joining Scouts.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe\u2019re pleased to see that all these measures improved since last year.\u003Cbr\u003EOther positive impacts of Scouts, revealed in the SES, include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E68% of our young people say they\u2019re healthier through being part of Scouts.\u003C/li\u003E\n\u003Cli\u003E84% of our young people say Scouts has made them more confident.\u003C/li\u003E\n\u003Cli\u003E78% of our young people tell us that, through Scouts, they\u2019re happier to help in their local area.\u003C/li\u003E\n\u003Cli\u003E40% of our young people say, through attending Scouts, they do better in school.\u003C/li\u003E\n\u003Cli\u003E66% of our young people say Scouts has made them more confident about getting a job in the future.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThese results highlight the positive impact our activities, Groups and volunteers are having on young people\u2019s personal development and engagement.\u003C/p\u003E\n\u003Cp\u003EThe SES also shows our young people are finding Scouts more challenging, but still enjoyable, than in previous years. This is a clear improvement on last year\u2019s results, which saw around half of our young people feeding back that some activities could be more challenging.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/x3ynd5ea/impact-of-scouts-on-young-people.jpg","width":1033,"height":481,"altText":"Graph showing the impact of Scouts on young people.","caption":"","link":{"name":"Impact Of Scouts On Young People","id":null,"url":"https://prod-cms.scouts.org.uk//media/x3ynd5ea/impact-of-scouts-on-young-people.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Ch3\u003ESummary\u003C/h3\u003E\n\u003Cp\u003EThe SES shows that, since 2019, Scouts has made tangible progress towards improving outcomes for our young people. There are clear improvements to be seen across adventure, wellbeing and skills for life, where increased physical activity and higher life satisfaction all demonstrate Scouts\u2019 positive impact on our young people\u2019s lives.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re still committed to improving the experience of our young people in Scouts. The insights from this survey, along with other feedback from our young people and volunteers, feed into the programme activities we\u2019ll develop in the year ahead. The SES gives us a sharpened focus, showing us where new programme development should be targeted to respond to our young people\u2019s needs.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re developing programme resources that focus on healthy relationships, as well as good mental health and wellbeing. Informed by our SES results, Scouts will increase its focus on how it helps young people to improve their wellbeing by building connectedness and caring for others.\u003C/p\u003E\n\u003Cp\u003EThrough information gathering, like the SES, we continue to learn and refine its offering as part of our movement\u2019s ongoing efforts to give young people the best possible start in life.\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/uljawpjy/young-person-on-zipline.jpg","width":1280,"height":720,"altText":"A young person, wearing a blue t-shirt and yellow and green necker, goes down a zipline while volunteers watch on.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/pzfd2b0h/young-person-wearing-helmet.jpg","width":1280,"height":720,"altText":"A young person, wearing an 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responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/statement-of-cash-flows/","title":"Statement of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/notes-to-the-financial-statements/","title":"Notes to the financial statements"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-members/","title":"Our 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has been one of deep reflection and significant change regarding safety in Scouts. So, in this section, we\u2019re seeking to explain what we\u2019ve learned and how we\u2019ve progressed. This annual review\u2019s more extensive focus on safety should provide the foundation for a dedicated review, solely focused on safety, in the years to come.\u003C/p\u003E\n\u003Cp\u003EWhat follows is an overview of how Scouts works, regarding safety. It\u2019s designed to help everyone in our movement understand what we all need to do to keep our young people, volunteers, and staff, healthy and safe. Ours is a continuous journey of operational improvement around safety.\u003C/p\u003E\n\u003Cp\u003EA big part of what we\u2019ve learned is to be more open. So, we\u2019re sharing the lessons we\u2019ve learned, the improvements we\u2019ve made, and recognising the work we still need to do.\u003C/p\u003E\n\u003Cp\u003EIn April 2024, as part of concluding the inquest into the tragic death of an Explorer Scout, a Prevention of Future Deaths report was published. Scouts accepted HM Coroner\u2019s observations and made a set of commitments.\u003C/p\u003E\n\u003Cp\u003EThese commitments included reviewing our safety policies and practices, working with the Royal Society for the Prevention of Accidents (RoSPA), developing and delivering new safety learning for volunteers, reviewing and reflecting on our internal permit schemes for Adventurous Activities and Nights Away, and much more.\u003C/p\u003E\n\u003Cp\u003EOur commitment to improving safety includes increasing our safety related support for the movement. With this in mind, alongside managing safety incidents, our Safety Team has increased site visits, to give their expert \u2018on the ground\u2019 support.\u003C/p\u003E\n\u003Cp\u003EThe Safety sub-committee of our Board of Trustees, has focused on critical root cause analysis, supported by new members with expertise in equivalently complex settings. Risk considerations are being incorporated into decisions at every level, so a golden thread of safety runs through everything we do.\u003C/p\u003E\n\u003Ch3\u003EAim\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ETo empower those with operational responsibilities for safety by supporting them as they deliver safe activities for our young people, through new learning, guidance, and support.\u003C/li\u003E\n\u003Cli\u003ETo provide young people with learning opportunities through a wide range of adventurous activities, where risk is appropriately managed.\u003C/li\u003E\n\u003Cli\u003ETo supporting young people, adult volunteers, and staff as they develop their understanding of risks and how these can be managed.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ETo support these aims, Scouts\u2019 National Safety Team, and a growing network of County safety advisors, will offer advice, guidance, information, and training to those in leadership roles.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EBy April 2026, we\u2019ll:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESupport those in senior leadership roles as they\u2019re continuously trained in line with the best safety practice standards. This\u2019ll help them to provide the robust oversight needed to continue to lead our movement safely.\u003C/li\u003E\n\u003Cli\u003EDeliver, and further embed, the changes we\u2019ve made in response to HM Coroners\u2019 Prevention of Future Deaths (PFD) Report.\u003C/li\u003E\n\u003Cli\u003EReview and strengthen Scouts\u2019 safety management system, considering the learning we\u2019ve gained from external reviews, reports, and the varied experiences of our movement.\u003C/li\u003E\n\u003Cli\u003ESupport our leaders, volunteers, and staff as they empower young people (and those they influence) to make sound risk-based choices.\u003C/li\u003E\n\u003Cli\u003EHelp young people, as part of their experience in our programme, to make good risk-based decisions.\u003C/li\u003E\n\u003Cli\u003EEstablish an enhanced approach to assurance.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EOur progress and learning this year has been strongly shaped by our 24 commitments responding to the observations made by HM Coroner, following the inquest into the tragic death of an Explorer Scout. These commitments included promising to openly share our progress. Full quarterly reports, including the lessons we\u2019ve learned and the actions we\u2019ve taken, are available on scouts.org.uk.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESafety through our governance: Scouts introduced a series of new governance approaches including a dedicated sub-group of our Trustee Board, led by our Chair, to oversee the delivery of our commitments. This involved engagement across our movement, sharing the changes we planned to make and the reasons behind them.\u003C/li\u003E\n\u003Cli\u003EWe developed and adopted a new Duty of Candour Policy, which was approved and implemented by our Board of Trustees from July 2024.\u003C/li\u003E\n\u003Cli\u003EScouts developed new policy and procedures for how we manage critical incidents, for testing and adoption in summer 2025.\u003C/li\u003E\n\u003Cli\u003EWe made sure our Safety Policy was externally reviewed. This process shows our commitment to safety and underlines the expectation that everyone in Scouts plays their part in keeping young people safe.\u003C/li\u003E\n\u003Cli\u003EWe added to our Safety Committee\u2019s capabilities by recruiting two new independent members. Their role is to scrutinise and challenge our movement\u2019s actions on safety.\u003C/li\u003E\n\u003Cli\u003EThe addition of these new members, with their strong credentials in complex safety environments, significantly enhances the committee\u2019s expertise.\u003C/li\u003E\n\u003Cli\u003EScouts appointed the first UK Lead Volunteer with a focus on safety to complement the professional safety expertise of the staff team.\u003C/li\u003E\n\u003Cli\u003EWe increased our investment in a national support network for volunteers, including a staff Safety Team that works in partnership with volunteers; with oversight from the Safety Committee. Together, they\u2019re establishing clearer governance pathways for direction setting, assurance, and leadership. This clarity of communication is essential as we continue to transform how we progress our safety practices.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EExternal review and scrutiny\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EScouts appointed a panel, with strong credentials in senior investigatory and safety work, to complete a Fatal Accident Investigation into an Explorer Scout\u2019s tragic death in 2018. We accepted all findings from the first phase of the investigation. We\u2019re implementing the panel\u2019s recommendations and learnings across our movement. We\u2019ve since commissioned this independent panel to undertake a review of the key decisions made by Scouts directly following the tragedy.\u003C/li\u003E\n\u003Cli\u003EWe established a relationship with The Royal Society for the Prevention of Accidents (RoSPA) who supported us with:\n\u003Cul\u003E\n\u003Cli\u003EA review of policies, procedures, and arrangements within Scouts, including the annual review of our Safety Policy.\u003C/li\u003E\n\u003Cli\u003EA training needs analysis, aligned to our volunteer roles and ways of working.\u003C/li\u003E\n\u003Cli\u003ENew Safety Learning for our volunteer base, developed with (and assured by) RoSPA Qualifications.\u003C/li\u003E\n\u003Cli\u003ERequiring all our volunteers to complete additional safety training. We\u2019re giving support to volunteers so they can complete this training by 14 July 2025.\u003C/li\u003E\n\u003C/ul\u003E\n\u003C/li\u003E\n\u003Cli\u003EWe commissioned independent experts Adventure Risk Management Services (Adventure RMS) to review our Adventurous Activity Permit Scheme, assessing its design, standards, and regulatory engagement. A formal response to these findings will be submitted to the Safety Committee in summer 2025.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ESupporting our movement\u003C/h3\u003E\n\u003Cp\u003EThe Safety Team gives advice and guidance across our movement, comprising staff and volunteers.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThey\u2019ve run training weekends around key activities, Nights Away, and permits. Following positive feedback, more of these weekends are planned for the year ahead.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve made some initial, proactive, on-site risk-based visits offering more direct support for volunteers.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve delivered internal reviews of safety guidance and began offering more support at key events for our movement.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve enhanced the approach to First Aid training and support, clarifying the use of external qualifications.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve given clarity about restrictions for those involved in critical incidents or significant near misses, making sure Scouts provides adequate support and is effectively managing risk.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve established a new approach to reviewing risk and compliance throughout the movement with dedicated staff support. This was informed by team site visits and has included engaging with a substantial number of volunteers across our movement to assess and support compliance within five core control areas: Nights Away, Training, Safety, Visits Abroad, and Adventurous Activities.\u003C/li\u003E\n\u003Cli\u003EThey\u2019ve taken the first step to rebuilding our volunteer Adventurous Activities team, as a core part of what young people experience in our programme.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EReporting and insights\u003C/h3\u003E\n\u003Cp\u003EThrough the year, there\u2019s been an increase in the number of safety incidents and \u2018near misses\u2019 reported into the National Safety Team. We believe this correlates with increasing awareness of safety reporting arrangements as we increased communication about safety as part of our ongoing commitments.\u003C/p\u003E\n\u003Cp\u003EA slight increase in critical incidents may indicate the impact of revising internal definitions, and improved reporting as a result.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/vhtfrhzm/total-incidents-by-severity.jpg","width":1280,"height":720,"altText":"A graph showing the total incidents by severity.","caption":"","link":{"name":"Total Incidents By Severity","id":null,"url":"https://prod-cms.scouts.org.uk//media/vhtfrhzm/total-incidents-by-severity.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cbr\u003EThe spread of incidents by membership type broadly follows the trends of previous years. There\u2019s some variation for Explorer Scouts which relates to the impact, in the previous reporting period, of the 25th World Scout Jamboree in South Korea.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe distribution of incidents by activity type and injury type is maintained from the previous period.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/bq2fyrqx/incidents-by-nature-of-injury.jpg","width":1280,"height":720,"altText":"A graph showing incidents by nature of injury.","caption":"","link":{"name":"Incidents By Nature Of Injury","id":null,"url":"https://prod-cms.scouts.org.uk//media/bq2fyrqx/incidents-by-nature-of-injury.jpg","newWindow":false,"target":"_blank"}},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/uvygbedx/incidents-by-type-of-activity.jpg","width":1280,"height":720,"altText":"A graph showing incidents by type of activity.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E2,332 incidents were reported in total, with more incidents during the summer season (May to September), which is in line with when the movement is more active and outdoors.\u003Cbr\u003E\u003Cbr\u003E\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/4tcocoee/monthly-incidents-year-on-year-comparison.jpg","width":1753,"height":918,"altText":"A graph showing monthly incidents year on year comparison.","caption":"","link":{"name":"Monthly Incidents Year On Year Comparison","id":null,"url":"https://prod-cms.scouts.org.uk//media/4tcocoee/monthly-incidents-year-on-year-comparison.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E654 incidents were recorded in \u2018free time\u2019.\u003C/li\u003E\n\u003Cli\u003EThe most common cause of incidents is \u2018a slip, trip or fall\u2019 at 43% or 1,012 incidents.\u003Cbr\u003E\u003Cbr\u003E\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/f5koy4ug/incidents-by-type-of-activity-2.jpg","width":1280,"height":720,"altText":"A graph showing incidents by type of activity.","caption":"","link":{"name":"Incidents By Type Of Activity 2","id":null,"url":"https://prod-cms.scouts.org.uk//media/f5koy4ug/incidents-by-type-of-activity-2.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe next most common issue is \u2018contact with something\u2019 at 540 incidents.\u003C/li\u003E\n\u003Cli\u003E\u2018Health-related\u2019 incidents make up 347.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThese top three causes account for 82% of reported incidents and we\u2019ll focus on these areas in the coming year.\u003C/p\u003E\n\u003Ch3\u003ELearning and reflection\u003C/h3\u003E\n\u003Cp\u003EDuring the reporting period one National Learning review was considered by the Safety Committee which related to an adult volunteer who suffered serious injuries following an abseiling incident. Learnings from this and other reported incidents are published on Scouts website to make sure learning is shared openly with the movement. Learnings which led us to change our approach or processes have included:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EA ban on using Trotti bikes following an incident overseas. Investigations determined brakes are orientated differently in mainland Europe compared to UK cycles. This, combined with the potential for further incidents, meant the Safety Committee ratified the unusual decision to stop this activity.\u003C/li\u003E\n\u003Cli\u003EThe importance of applying robust risk assessment principles, including how to implement dynamic risk assessment, has been incorporated into the mandatory training designed in this period and supported by RoSPA.\u003C/li\u003E\n\u003Cli\u003EThe importance of communicating with parents and carers, in a clear, emphatic way, about any serious incidents. This comes from our adoption of the Duty of Candour Policy and the new ways of working it requires.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EActions and mitigations against key risks\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EScouts continues to review its approaches to risk. We\u2019ve instituted external assurance to make sure we\u2019re complying with legal requirements and expected organisational arrangements for safety. We\u2019ve instigated a process for rapid assurance which was prioritised by the Board of Trustees and Safety Committee.\u003C/li\u003E\n\u003Cli\u003EIn regard to communicating changes and updates effectively across the movement, we\u2019ve updated our approach to both safety learning and communications. This means members, via our website, are given regular updates and can learn from key safety\u2013related incidents.\u003C/li\u003E\n\u003Cli\u003ERegarding insufficient national resourcing to proactively offer support to the movement, Scouts continues to expand its Safety Team, across staff and volunteers, so that it can investigate all reported incidents. The team has begun to look at proactive projects where there are opportunities to make sure approaches are more robust with the aim of preventing incidents.\u003C/li\u003E\n\u003Cli\u003EIn regard to the challenges specific to our federated structure and joint leadership approaches, these have been mitigated through closer scrutiny from the Safety Committee. The Safety Team continues to build relationships to strengthen our approach. For example, the way the Safety Team has worked with Adventurous Activities has given us a model that can be reproduced elsewhere.\u003C/li\u003E\n\u003Cli\u003ERegarding so-called \u2018Unknown unknowns\u2019, in respect of our approach and general policies, Scouts commissioned a series of external reports. We\u2019re currently working through their recommendations at pace.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ELearning supported by partnership\u003C/h3\u003E\n\u003Cp\u003EOver the past 12 months, we\u2019ve worked with a considerable number of external partners and organisations, whose expertise has supported our learning and development of safety. The following deserve a special mention:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe Royal Society for the Prevention of Accidents (RoSPA) for their independent expertise as leaders in the safety sector.\u003C/li\u003E\n\u003Cli\u003ERoyal National Lifeboat Institution (RNLI), who continue to share vital learning with us.\u003C/li\u003E\n\u003Cli\u003EThe Voluntary and Community Sector Emergencies Partnership (VCSEP).\u003C/li\u003E\n\u003Cli\u003EEssex County Fire and Rescue Service.\u003C/li\u003E\n\u003Cli\u003EAdventure Risk Management Services (Adventure RMS) who\u2019ve worked with Scouts this year as we examine specific elements of what we do, such as the Adventurous Activity Permit Scheme.\u003C/li\u003E\n\u003Cli\u003EIndependent members of the Fatal Accident Investigation Panel for the diligence they showed in their investigation into the tragic death of an Explorer Scout.\u003C/li\u003E\n\u003Cli\u003EOur Primary Authority partner, for their continued hard work and dedication to our movement.\u003Cbr\u003E\u003Cbr\u003E\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/h23l0lnk/young-person-and-volunteer-wearing-helmets.jpg","width":1280,"height":720,"altText":"A young person, wearing a yellow helmet, looks forward while a volunteer, wearing a red helmet, secures their harness.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/girnf5gm/volunteer-wearing-helmet.jpg","width":1280,"height":720,"altText":"A volunteer, wearing a green polo top and red helmet, holds a rope while looking upwards.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cp\u003EScouts will continue to invest in safety, putting it at the heart of all we do. We\u2019re passionate about building our collective capability to deliver safe and meaningful learning for young people.\u003C/p\u003E\n\u003Cp\u003ESpecifically, we\u2019ll:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EKeep seeking input from independent experts as we drive transparent, continuous, improvement in Scouts\u2019 safety practices.\u003C/li\u003E\n\u003Cli\u003EReview and learn from the recommendations in independent reports and movement consultation, while continuing to deliver on all our PFD commitments.\u003C/li\u003E\n\u003Cli\u003ERefine our policies and practices around safety. We\u2019ll make changes in our approach to risk assessment, as highlighted by RoSPA\u2019s review, and develop the Adventurous Activities Permit Scheme in response to the independent review by Adventure RMS.\u003C/li\u003E\n\u003Cli\u003EReview our approach to incident management, making it easier for teams to report incidents and provide helpful insights to leaders. We\u2019ll use this data to improve arrangements and support learning.\u003C/li\u003E\n\u003Cli\u003EMake sure our practices are fit for purpose and the movement is following them effectively, providing dedicated safety learning for senior volunteers and staff.\u003C/li\u003E\n\u003Cli\u003EImprove safety management systems and how we provide effective guidance for volunteers.\u003C/li\u003E\n\u003Cli\u003ERefine how we use data and insights to target our work, focusing on where we can make the greatest impact.\u003C/li\u003E\n\u003Cli\u003ESupport volunteers in involving young people in safety decision making. This\u2019ll make safety and risk more youth shaped and enable young people to develop safety awareness as a skill for life.\u003C/li\u003E\n\u003Cli\u003EDevelop a dedicated annual report focused on safety and what we\u2019re learning. 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logo"},"assets":null,"headerOptions":{"headerTitle":"Keeping young people safe","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read about our aims and goals for keeping young people safe as part of our 2024/25 annual report.","subHeader":"Read about our aims and goals for keeping young people safe as part of our 2024/25 annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjgxMSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/keeping-young-people-safe/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EAim\u003C/h3\u003E\n\u003Cp\u003ETo continue our commitment to keeping all young people in our care safe from harm. This is our number one priority. Along with safety, safeguarding is the golden thread throughout our movement.\u003C/p\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EIn the past 12 months, we\u2019ve stabilised the structure and resourcing of our national Safeguarding Team. Building upon previous improvements, we have a solid foundation for working with our volunteers, as we all strive to keep young people safe. These changes have reduced the number of open cases being worked on and improved efficiency and effectiveness in managing cases.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve introduced an accessible online referral form, making it simpler for people to report their concerns to us. This builds upon earlier changes to enable direct reporting to the national team, meaning anyone who\u2019s concerned can report issues straight to our team. This has led to young people reporting things themselves, rather than through a third party. This child-centred approach means we can provide support directly to young people, dealing with their concerns more quickly.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve seen an increase in the number (and complexity) of cases reported to us. This reflects wider trends across society in the UK and demonstrates that our reporting procedures are easily accessible.\u003C/li\u003E\n\u003Cli\u003EWe updated our mandatory safeguarding training course that\u2019s externally validated by the NSPCC for all volunteers.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re proud that our national team has become more professional. Through our comprehensive Quality Assurance Framework and regular auditing, we\u2019ve seen increases in our performance, which means we\u2019re providing a better service to our volunteers and young people.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re committed to putting the survivor\u2019s voice at the heart of our safeguarding work, and make sure we\u2019re trauma informed. Along with hearing feedback from various organisations and forums, Scouts have formed a partnership with the National Working Group (NWG) as part of our shared continued commitment to actively involve survivors who have lived experience. We\u2019ll consult them as we work on changing policies, training, and resources, and in how we work to prevent further harm from occurring.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ll continue to listen to, and work collaboratively with, survivors.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re continually reviewing our resources, identifying areas where we can provide more support to our members. This includes tackling how we improve our support to young people with welfare issues.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ll examine our current system of learning reviews. 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logo"},"assets":null,"headerOptions":{"headerTitle":"Safeguarding","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read about our safeguarding aims and progress as part of our 2024/25 annual report.","subHeader":"Read about our safeguarding aims and progress as part of our 2024/25 annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjgyNyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/safeguarding/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EAim\u003C/h3\u003E\n\u003Cp\u003ETo raise vital funds for Scouts through partnerships, funders and donors to give young people the practical 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They show Scouts is as vital today as ever, helping young people build skills for life through having fun, getting outdoors, and making friends.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur partnership with Omaze raised an incredible \u00A33.5 million. This relationship, our most successful corporate campaign to date, is helping to grow Squirrels, sustain places across Beavers and Cubs, invest in volunteer training, and help us support young people\u2019s mental health.\u003C/li\u003E\n\u003Cli\u003EIn association with the UK Space Agency, we launched our Space Activity Badges. With events at The National Space Centre and Science Museum, over 108,000 young people have earned badges so far.\u003C/li\u003E\n\u003Cli\u003EOur ongoing partnership with GO Outdoors supported more young people to get outdoors as part of our Outdoor in 24 initiative, and contributed to 399,000 badges being awarded. This relationship also helped generate record TikTok engagement for Scouts, as we\u2019ve had over 240,000 views of our sleeping bag rolling competition.\u003C/li\u003E\n\u003Cli\u003EOur \u2018Platforms for Change\u2019 campaign, as part of our partnership with The Rail Industry, promoted railway safety alongside community impact. It won multiple prizes at the Corporate Engagement Awards 2025, and \u2018National Partnership Champion\u2019 at the Charity Times Awards.\u003C/li\u003E\n\u003Cli\u003EOur partnership with HSBC UK resulted in 40,000 Beavers and Cubs earning Money Skills badges, setting them up with lifelong financial skills. In addition, 2,600 young people got to learn directly from HSBC staff volunteering in their local Scout groups. We joined HSBC UK at the Labour and Conservative party conferences to promote financial skills for life alongside our Scouts\u2019 Manifesto.\u003Cbr\u003E\u003Cbr\u003E\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/xjbdv5vg/platforms-for-change-badge.jpg","width":1280,"height":720,"altText":"A young person wearing printed blue gloves holds the Platforms for Change badge.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/p03j2cqk/young-people-in-dacia-tent.jpg","width":1280,"height":720,"altText":"Three young people smile while sticking their heads out of a tent that says \u0027Dacia\u0027 on the side.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cbr\u003EWorking alongside statutory partners, trusts, and foundations helps Scouts to open new Sections to reach underserved communities and offer the life-changing opportunities that help our young people gain skills for life.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe Department for Digital, Culture, Media and Sport (DCMS) Uniformed Youth Fund enabled 155 new Scout and Explorer Sections to open across England this year. This created over 3,100 new places for 10-18 year olds to gain skills for life. Crucially, this funding also helped recruit 460 new volunteers. DCMS funding plays a key role in reducing waiting lists, expanding access, and strengthening Scouts\u2019 offering in underserved communities.\u003C/li\u003E\n\u003Cli\u003E\u2018Generation Green 2\u2019 funding, from the Department for Environment, Food and Rural Affairs (Defra), enabled 3,350 young people from disadvantaged communities to get outdoors and enjoy nights away. Generation Green 2 provided fully-funded, two-night residentials where young people got to build lifelong connections to nature through activities.\u003C/li\u003E\n\u003Cli\u003EA grant from Rewilding Britain enabled us to pilot new plans around how we can actively support nature to thrive, while creating new opportunities for young people to develop green skills for life.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re proud to have become long-term partners of Postcode Children Trust, supported by the players of People\u2019s Postcode Lottery. This funding played a pivotal role in our Skills for Life strategy, supporting our ambitious growth plans and enabling more young people to benefit from Scouts.\u003C/li\u003E\n\u003Cli\u003EGenerous support from Islamic Relief UK (IRUK) has continued to help more young people in Muslim communities to join Scouts.\u003C/li\u003E\n\u003Cli\u003EDeveloping new fundraising initiatives help us to create sustainable ways for Scouts supporters to invest in the future of young people and keep membership fee increases to a minimum.\u003C/li\u003E\n\u003Cli\u003EWe launched our Scouts lottery. By donating just \u00A31 a week, participants stand a chance of winning up to \u00A325,000.\u003C/li\u003E\n\u003Cli\u003EWe encouraged more people to remember young people and Scouts in their wills by offering a free will-writing service. Leaving a legacy makes it easier for future volunteers and secures the future of Scouts in more communities.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EScouts remains committed to cost-effective fundraising that delivers the maximum impact. We were recognised as a sector-leading team and took home \u2018Highly Commended Fundraising Team of the Year\u2019 at the Charity Times Awards 2025.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/safeguarding/","title":"Safeguarding"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/","title":"Our finances"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our priorities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/renewing-our-promise-to-help-other-people/","title":"Renewing our promise to help other people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-purpose-and-method/","title":"Our purpose and method"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/growth/","title":"Growth"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/inclusivity/","title":"Inclusivity"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/youth-shaped/","title":"Youth shaped"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/community-impact/","title":"Community impact"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/three-pillars-of-work/","title":"Three pillars of work"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/youth-programme/","title":"Youth programme"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/volunteering/","title":"Volunteering"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/perception/","title":"Perception"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/keeping-young-people-safe/","title":"Keeping young people safe"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/safeguarding/","title":"Safeguarding"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/fundraising/","title":"Fundraising"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/","title":"Our finances"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/trustees-responsibilities/","title":"Trustees\u0027 responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/statement-of-cash-flows/","title":"Statement of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/notes-to-the-financial-statements/","title":"Notes to the financial statements"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/governance-structure-and-board-membership-1-april-2024-to-31-march-2025/","title":"Governance structure and Board membership \u2013 1 April 2024 to 31 March 2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/investors-in-people/","title":"Investors in People"}],"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/fundraising/","id":86831,"nodeName":"Fundraising","title":"Fundraising","type":"codexPart","image":{"url":"/media/10478/scouts-logo.jpg?width=800\u0026height=450\u0026v=1db789232a4a190","caption":"Scouts Logo","type":"jpg","size":30784,"width":800,"height":450,"altText":"The Scouts logo"},"assets":null,"headerOptions":{"headerTitle":"Fundraising","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read about our fundraising aims and progress as part of our 2024/25 annual report.","subHeader":"Read about our fundraising aims and progress as part of our 2024/25 annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjgzMSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/fundraising/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EOverview\u003C/h3\u003E\n\u003Cp\u003EScouts is pleased to share that, as of 31 March 2025, our balance sheet remains strong. This is despite a \u00A33.1m reduction (2023-24: \u00A34.1m reduction) in our total funds from \u00A382.5m to \u00A379.4m arising from a net deficit on unrestricted funds of \u00A35.7m, partially off-set by an increase in restricted funds of \u00A32.6m. Looking forward, our focus is on containing the unrestricted deficit for the year to March 2026 within the \u00A32.5m budget set by the Board, while also meeting their challenge to achieve a break-even position, or better, for the year to March 2027 and beyond.\u003C/p\u003E\n\u003Cp\u003EFor the purposes of this report, we have excluded any jamboree income and expenditure, as referenced throughout, to ensure the figures are comparable.\u003C/p\u003E\n\u003Ch3\u003EIncome\u003C/h3\u003E\n\u003Cp\u003EOur total income for the year was \u00A346.9m, compared with \u00A339.6m in the prior year, excluding \u00A314.1m of Jamboree income not repeated in the current year. \u00A338.8m of income was unrestricted (2023-24: \u00A334.8m, excluding the Jamboree) and \u00A38.2m restricted (2023-24: \u00A34.8m).\u003C/p\u003E\n\u003Cp\u003EThe unrestricted income included:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EMembership subscriptions of \u00A315.5m (2023-24:\u00A314.3m) reflecting a 2.0% increase in youth membership and a \u00A32 (5.6%) increase in the membership fee.\u003C/li\u003E\n\u003Cli\u003ETrading income of \u00A312.9m (2023-24: \u00A313.2m), made up of retail sales from Scout Shops, insurance commission income generated by Unity, sponsorship, and promotional income. A decline in uniform and badge sales, combined with a lower-than-expected membership growth during 2024\u201325, reduced Scout Shop income by \u00A30.7m to \u00A38.9m. At \u00A32.7m, Unity commission income showed a slight increase on the previous year. Income from promotions and sponsorships increased by over 15% to nearly \u00A31.3m.\u003C/li\u003E\n\u003Cli\u003ECharitable activities income of \u00A36m (2023-24: \u00A34m,excluding the 2023 Jamboree) consists primarily of income from the National Scout Adventure Centres. While the increase year on year is promising, these centres don\u2019t yet show an overall surplus. Their work, however, is continuing to improve our offer both to Scouts and non-Scouts clients.\u003C/li\u003E\n\u003Cli\u003E\u00A31.2m profit on the sale of Downe Activity Centre.\u003C/li\u003E\n\u003Cli\u003EInvestment income (including interest) of \u00A31.95m,\u00A30.1m down on the previous year due to lower cash and investment balances.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EAt Scouts, we can\u2019t overstate how much we appreciate the vital and generous support of our donors. In these difficult and uncertain economic times, we\u2019re thrilled that voluntary income at \u00A39.4m was \u00A33.5m up on the previous year. Of this total, unrestricted income was broadly flat at about \u00A31.3m and includes \u00A30.5m from the Postcode Children Trust. Restricted income increased by about \u00A33.5m, largely due to the donation from Omaze to fund the growth and development of Squirrels in future years, as well as \u00A30.7m from Generation Green. We\u2019re also grateful to the Department for Culture, Media \u0026amp; Sport (DCMS) for a grant of \u00A32.8m from their Uniformed Youth Fund to support Local Growth Officers in England, as they continue to open new Scout and Explorer Sections.\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/1sojlgzw/income.jpg","width":1620,"height":820,"altText":"Graphic showing income sources.","caption":"","link":{"name":"Income","id":null,"url":"https://prod-cms.scouts.org.uk//media/1sojlgzw/income.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003EExpenditure\u003C/h3\u003E\n\u003Cp\u003EScouts\u2019 total expenditure was \u00A350.6m, compared to \u00A360.2m in 2023\u201324, which included \u00A316m of spend related to the Jamboree that wasn\u2019t repeated in the current year.\u003C/p\u003E\n\u003Cp\u003E\u00A345.2m of spend was unrestricted (2023-24: \u00A340.0m, excluding the Jamboree) and \u00A35.4m restricted (2023-24: \u00A34.3m) and included:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EStaff costs of \u00A325m. This was up \u00A32.5m over the previous year, due to the full year impact of new roles recruited in 2023\u201324 and additional roles appointed to deliver key projects in digital transformation, Volunteer Experience, Skills for Life and safety. A number of these roles, particularly across Skills for Life and Volunteer Experience, were fixed term. They came to an end, in stages, in the run up to March2025.\u003C/li\u003E\n\u003Cli\u003E\u00A31.4m expenditure for continuing investment in new digital tools to support the Volunteer Experience, which went live in late 2024. A further \u00A31.6m of spend was capitalised in the year.\u003C/li\u003E\n\u003Cli\u003E\u00A32.6m relating to public liability claims and the associated legal costs (2023-24 \u00A32.5m).\u003C/li\u003E\n\u003Cli\u003E\u00A31.5m (2023\u201324: \u00A31.3m) of grants to Scouts\u2019 Groups, Districts, Areas, and Counties.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EAs shown on the pie charts below, we spent \u00A341.6m (2023-24: \u00A334.6m, excluding the Jamboree) on charitable activities. This spend is allocated under four headings, which help Scouts fulfil four strategic objectives (Growth, Inclusivity, Youth Shaped, and Community Impact). \u00A35.4m of costs (2023-24: \u00A34.2m) were funded by restricted funds.\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/tdjfvhsh/expenditure.jpg","width":1497,"height":791,"altText":"Graph showing total expenditure.","caption":"","link":{"name":"Expenditure","id":null,"url":"https://prod-cms.scouts.org.uk//media/tdjfvhsh/expenditure.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003ECharity funds\u003C/h3\u003E\n\u003Cp\u003EBy 31 March 2025, Scouts\u2019 consolidated funds stood at \u00A379.4m, down \u00A33.1m over the previous year. These funds were made up of:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E\u00A32.3m of endowment funds (2023-24: \u00A32.3m) comprising of the 1914 Endowment Fund (\u00A31.1m),\u00A30.9m King George VI Leadership Fund, and six smaller endowments. While capital is preserved, the investment income arising is allocated to either unrestricted or restricted spend depending on the terms of the endowment.\u003C/li\u003E\n\u003Cli\u003E\u00A36.9m of restricted funds (2023-24: \u00A34.3m) comprising a \u00A33.5m restricted donation from Omaze for spending over the coming years, \u00A30.7m of funds remaining for the ongoing refurbishment of The Welcome Centre, \u00A30.8m of local development funds, and a range of smaller unspent restricted funds.\u003C/li\u003E\n\u003Cli\u003E\u00A331.5m designated fixed asset fund (2023-24:\u00A329.9m) matched to The Scout Association\u2019s tangible, intangible, and heritage assets. This mainly increased due to the revaluation of Scouts\u2019 heritage assets and the capitalisation of our software development.\u003C/li\u003E\n\u003Cli\u003EAt \u00A32.6m, the pension fund surplus remains broadly unchanged from the prior year.\u003C/li\u003E\n\u003Cli\u003EGeneral funds reduced by \u00A37m to \u00A335.1m, due to funding the unrestricted deficit for the year plus a\u00A31.2m transfer to the fixed asset fund.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ENote 18 in the financial statements, describes all funds in more detail, including an analysis of movements in the review period.\u003C/p\u003E\n\u003Ch3\u003EReserve policy\u003C/h3\u003E\n\u003Cp\u003EEvery year, the Trustees review our reserve policy. The intention is to hold reserves to protect The Scout Association and its delivery of charitable programmes. The policy is designed to provide Scouts with time to adjust to changing financial (and/or other) conditions.\u003C/p\u003E\n\u003Cp\u003EThe reserves policy establishes a target for the level of general \u2018free\u2019 reserves, as represented by the balance of the General Fund. This target is based on a risk assessment of the likely financial impact on The Scout Association\u2019s activities, caused by a decline in income, an inability to meet its financial obligations, or an inability to reduce expenditure in the short term. The risk assessment also considers how likely these circumstances are to occur. The policy aims to create a balance between spending the maximum amount of income raised as soon as we receive it, while maintaining an appropriate level of reserves so the charity can operate uninterrupted. It also provides parameters for future budgeting, strategic plans, and decision making.\u003C/p\u003E\n\u003Cp\u003EThe COVID-19 pandemic showed how unexpected events can create significant short-term reductions in membership and the associated loss of commercial income while the need to maintain member services remains high. So, our Trustees currently believe that the appropriate target for Scouts\u2019 free reserves should be based on one year\u2019s unrestricted expenditure (excluding one-off, generally self-funded, events such as the Jamboree), with an additional element for possible future claims costs reflecting the longer time frame over which they emerge.\u003C/p\u003E\n\u003Cp\u003EBased on unrestricted charitable expenditure of \u00A336m for the year ending 31 March 2025, plus an assumed \u00A33m for possible future claims, this would indicate a target reserves level in the order of \u00A339m.\u003C/p\u003E\n\u003Cp\u003EAs of 31 March 2025, general \u2018free\u2019 reserves for the charity stood at \u00A335.1m (2023-24: \u00A342.1m), nearly \u00A33.9m under this target reserves level.\u003C/p\u003E\n\u003Cp\u003EThe Trustees have approved an unrestricted budget for 2025\u201326, which would give a further loss of about \u00A32.5m. It\u2019s, therefore, expected that free reserves will reduce again over the coming 12 months. While Trustees aren\u2019t expecting the free reserves to be replenished to the target level in the short to medium term, they\u2019ve challenged the management team to deliver a break-even (or better) budget for 2026\u201327 to protect reserves and build a more financially sustainable position into the future. A cost reduction programme is underway, focussed on both staff and non-staff costs, to meet this challenge. This should preserve (or marginally build) reserves next year, and lower the target, through reducing the level of unrestricted expenditure.\u003C/p\u003E\n\u003Ch3\u003EInvestment policy and performance\u003C/h3\u003E\n\u003Cp\u003EThe charity holds \u00A335.5m in fixed asset investments. \u00A324.6m are in a longer-term investment portfolio (initially equally allocated between two fund managers), with the balance of \u00A310.9m held in short-term money market funds. Since 2022, the performance targets given to the fund managers for the longer-term portfolios, over the medium to long term, are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ETo maintain an optimum level of income, tempered by the need for capital growth to safeguard future grant-making capacity.\u003C/li\u003E\n\u003Cli\u003EOn a total return basis, to outperform CPI \u002B 4% per annum on a rolling three-year basis.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ENeither manager has achieved this target in the period since the portfolios were established in 2022. This isn\u2019t surprising, given the rise in inflation and volatile market conditions over this period. Both, however, are performing broadly in line with benchmarks for similar multi-asset portfolios which have a significant equity component. The Trustees believe that such an asset allocation is still appropriate for assets to be held for the long term, although the performance of the managers is kept under review.\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/xeylctrr/young-people-walking.jpg","width":1280,"height":720,"altText":"A group of eight young people carrying bags walk across a grass area.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ooop3wv0/young-person-with-rope-smiling.jpg","width":1280,"height":720,"altText":"A young girl with braces smiles at the camera while holding onto a rope.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EGoing concern\u003C/h3\u003E\n\u003Cp\u003EThe Board has considered the financial plans for the budget year of 2025\u201326 and projections for the following two years, looking at both cash and reserve projections.\u003C/p\u003E\n\u003Cp\u003EThe Board believes that current actions, focused on containing the unrestricted deficit for 2025\u201326 to within the \u00A32.5m budget set by the Board, and meeting the challenge of a break-even or better unrestricted budget for 2026-27 (through a cost-saving programme), will provide a solid foundation for building a sustainable financial position for the future. The Board\u2019s view is Scouts\u2019 current reserves provide a significant level of resilience towards any possible financial risks that may materialise in the short to medium term.\u003C/p\u003E\n\u003Cp\u003ETaking all the above into account, the Trustees have a reasonable expectation that the charity has the adequate resources to continue operating for the foreseeable future. Accordingly, they believe the \u2018going concern\u2019 basis remains the appropriate approach for preparing the financial statements.\u003C/p\u003E\n\u003Ch3\u003EThe Scout Association Defined Benefit Pension Scheme\u003C/h3\u003E\n\u003Cp\u003EThe most recent full triennial actuarial valuation of The Scout Association Defined Benefit Scheme was carried out as of 31 March 2022. The valuation resulted in a deficit of \u00A32.5m and a funding level of 94% \u2013 an improvement from the 86% funding level at the previous March 2019 valuation. As agreed by the Board, \u00A32.5m was paid in March 2023 to eliminate this deficit. Following this injection and as sanctioned by the Pension Fund Trustees, the scheme has further reduced its exposure to changes in future interest rates and equity markets. As such, the probability of Scouts\u2019 facing prospective liabilities has significantly reduced. That said, the Board continues to monitor the scheme\u2019s funding to make sure general reserves provide adequate cover and keep the potential for effecting an insurance buy-out of the scheme under review.\u003C/p\u003E\n\u003Cp\u003EThe accounting FRS102 valuation as of 31 March 2025 shows the fair value of the scheme assets exceeded the present value of future obligations by \u00A32.6m (2023-24: \u00A32.7m). This slight reduction is primarily due to the decline in asset values over the year, largely offset by the decrease in the fund\u2019s liabilities, due to the increase in the discount rate assumption. This comparatively low net variation was as anticipated, given that the fund has taken steps to derisk its overall exposure to economic conditions and in particular interest rates.\u003C/p\u003E\n\u003Ch3\u003ERemuneration policy\u003C/h3\u003E\n\u003Cp\u003EThe Trustees consider that the Board of Trustees and the Executive Leadership Team (the Chief Executive and the Directors) comprise the key management personnel of the Charity.\u003C/p\u003E\n\u003Cp\u003EAll Trustees give their time freely, and no Trustee received remuneration in the year. The Chief Executive (who is also a Trustee and a full member of the Board) is paid for his executive duties only.\u003C/p\u003E\n\u003Cp\u003EDetails of Trustees\u2019 expenses and senior staff remuneration are contained in notes 6 and 7 to the financial statements.\u003C/p\u003E\n\u003Cp\u003EThe remuneration of the senior staff is reviewed annually by the People and Culture Committee (a subcommittee of the Board), considering market conditions, cost of living increases, and the financial position of the organisation. The salaries of the Executive Leadership Team are benchmarked to make sure they\u2019re commensurate with the size of the roles. The Executive Leadership Team members are entitled to employer pension contributions and other benefits that are available to employees generally. In addition, enhanced medical insurance provision is provided for permanent members.\u003C/p\u003E\n\u003Cp\u003EThe Executive Leadership Team sets the salaries for all other employees. The remuneration benchmark is the mid-point of the range paid for similar roles, although a market rate supplement may also be paid where appropriate.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/fundraising/","title":"Fundraising"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/trustees-responsibilities/","title":"Trustees\u0027 responsibilities"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our priorities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/renewing-our-promise-to-help-other-people/","title":"Renewing our promise to help other people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-purpose-and-method/","title":"Our purpose and 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members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/governance-structure-and-board-membership-1-april-2024-to-31-march-2025/","title":"Governance structure and Board membership \u2013 1 April 2024 to 31 March 2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/investors-in-people/","title":"Investors in People"}],"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/","id":86834,"nodeName":"Our finances","title":"Our finances","type":"codexPart","image":{"url":"/media/10478/scouts-logo.jpg?width=800\u0026height=450\u0026v=1db789232a4a190","caption":"Scouts Logo","type":"jpg","size":30784,"width":800,"height":450,"altText":"The Scouts logo"},"assets":null,"headerOptions":{"headerTitle":"Our finances","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Read about our income and expenditure as part of our 2024/25 annual report.","subHeader":"Read about our income and expenditure as part of our 2024/25 annual report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84NjgzNCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EOur Board of Trustees are responsible for preparing the Annual Report and overseeing our financial statements in accordance with the Charities Act 2011 (as amended in 2022) and United Kingdom Generally Accepted Accounting Practice (GAAP).\u003C/p\u003E\n\u003Cp\u003ETrustees make sure our financial statements give a true and fair view of the status of both the group and the charity. They also monitor income generating activities and the application of Scouts\u2019 resources throughout the year.\u003C/p\u003E\n\u003Cp\u003EIn preparing these financial statements, Trustees must:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESelect suitable accounting policies and apply them consistently.\u003C/li\u003E\n\u003Cli\u003EMake judgements and estimates that are both reasonable and prudent.\u003C/li\u003E\n\u003Cli\u003EState whether they\u2019ve followed applicable accounting standards, subject to any material departures disclosed and explained in the financial statements.\u003C/li\u003E\n\u003Cli\u003EPrepare the financial statements on the \u2018going concern\u2019 basis, unless it\u2019s inappropriate to presume the charity will continue in business.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EOur Trustees are responsible for making sure adequate systems of control and accurate accounting records are maintained to safeguard The Scout Association\u2019s assets. They provide reasonable assurance for the prevention and detection of fraud and other irregularities.\u003C/p\u003E\n\u003Cp\u003EThe financial statements for The Scout Association are published on the Scouts website (scouts.org.uk), in accordance with legislation governing the preparation and dissemination of financial statements in the United Kingdom (this may vary from legislation in other jurisdictions) and the maintenance and integrity of the Scouts website is the responsibility of our Trustees.\u003C/p\u003E\n\u003Cp\u003EOur internal controls include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EA strategic and operational plan and budget.\u003C/li\u003E\n\u003Cli\u003ERegular consideration by the Board, Finance Committee and Executive Leadership Team of financial results, variances from budget, and other (non-financial) performance indicators.\u003C/li\u003E\n\u003Cli\u003EA scheme of delegated authority.\u003C/li\u003E\n\u003Cli\u003ERisk identification and management processes.\u003C/li\u003E\n\u003Cli\u003ESerious incident reporting.\u003C/li\u003E\n\u003Cli\u003EMonitoring the effectiveness of any external audits by the Finance Committee.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EIn reviewing the strategic plans and policies throughout this year, our Board of Trustees have complied with their legal duty to have due regard to Charity Commission guidance on public benefit while safeguarding the assets. Trustees believe these internal controls are adequate in providing reasonable assurance against material misstatement or loss.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ECraig Dewar-Willox\u003C/strong\u003E\u003Cbr\u003EInterim Chair\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/","title":"Our finances"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our priorities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/renewing-our-promise-to-help-other-people/","title":"Renewing our promise to help other 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work"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/youth-programme/","title":"Youth programme"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/volunteering/","title":"Volunteering"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/perception/","title":"Perception"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/keeping-young-people-safe/","title":"Keeping young people safe"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/safeguarding/","title":"Safeguarding"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/fundraising/","title":"Fundraising"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-finances/","title":"Our 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report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84Njg3NCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/trustees-responsibilities/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EOpinion\u003C/h3\u003E\n\u003Cp\u003EWe have audited the financial statements of The Scout Association (\u2018the charity\u2019) and its subsidiaries (the \u2018group) for the year ended 31 March 2025 which comprise consolidated statement of financial activities, consolidated and parent charity balance sheets, consolidated and parent charity statement of cash flows and notes to the financial statements, including a summary of significant accounting policies.\u003C/p\u003E\n\u003Cp\u003EThe financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).\u003C/p\u003E\n\u003Cp\u003EIn our opinion, the financial statements:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Egive a true and fair view of the state of the group\u2019s and of the parent charity\u2019s affairs as at 31 March 20245 and of the group\u2019s incoming resources and application of resources, including its income and expenditure for the year then ended;\u003C/li\u003E\n\u003Cli\u003Ehave been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and\u003C/li\u003E\n\u003Cli\u003Ehave been prepared in accordance with the requirements of the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EBasis for opinion\u003C/h3\u003E\n\u003Cp\u003EWe conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor\u2019s responsibilities for the audit of the financial statements section of our report.\u003C/p\u003E\n\u003Cp\u003EWe are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC\u2019s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Ch3\u003EConclusions relating to going concern\u003C/h3\u003E\n\u003Cp\u003EIn auditing the financial statements, we have concluded that the trustee\u2019s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.\u003C/p\u003E\n\u003Cp\u003EBased on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity\u2019s or the group\u2019s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.\u003C/p\u003E\n\u003Cp\u003EOur responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.\u003C/p\u003E\n\u003Ch3\u003EOther information\u003C/h3\u003E\n\u003Cp\u003EThe trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor\u2019s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.\u003C/p\u003E\n\u003Cp\u003EOur responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.\u003C/p\u003E\n\u003Cp\u003EWe have nothing to report in this regard.\u003C/p\u003E\n\u003Ch3\u003EMatters on which we are required to report by exception\u003C/h3\u003E\n\u003Cp\u003EWe have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Ethe information given in the financial statements is inconsistent in any material respect with the trustees\u2019 report; or\u003C/li\u003E\n\u003Cli\u003Esufficient and proper accounting records have not been kept by the parent charity; or\u003C/li\u003E\n\u003Cli\u003Ethe financial statements are not in agreement with the accounting records and returns; or\u003C/li\u003E\n\u003Cli\u003Ewe have not received all the information and explanations we require for our audit.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EResponsibilities of Trustees\u003C/h3\u003E\n\u003Cp\u003EAs explained more fully in the trustees\u2019 responsibilities statement, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.\u003C/p\u003E\n\u003Cp\u003EIn preparing the financial statements, the trustees are responsible for assessing the group and the parent charity\u2019s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.\u003C/p\u003E\n\u003Ch3\u003EAuditor\u2019s responsibilities for the audit of the financial statements\u003C/h3\u003E\n\u003Cp\u003EWe have been appointed as auditor under section 151 of the Charities Act 2011, and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with the Acts and relevant regulations made or having effect thereunder.\u003C/p\u003E\n\u003Cp\u003EOur objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor\u2019s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.\u003C/p\u003E\n\u003Cp\u003EDetails of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.\u003C/p\u003E\n\u003Cp\u003EA further description of our responsibilities for the audit of the financial statements is located on the \u003Ca rel=\u0022noopener\u0022 href=\u0022https://www.frc.org.uk/library/standards-codes-policy/audit-assurance-and-ethics/auditors-responsibilities-for-the-audit/\u0022 target=\u0022_blank\u0022 title=\u0022Financial Reporting Council\u0022\u003EFinancial Reporting Council\u2019s website\u003C/a\u003E. This description forms part of our auditor\u2019s report.\u003C/p\u003E\n\u003Ch3\u003EExtent to which the audit was considered capable of detecting irregularities, including fraud\u003C/h3\u003E\n\u003Cp\u003EIrregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Cp\u003EWe obtained an understanding of the legal and regulatory frameworks within which the charity and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011 and The Charities and Trustee Investment (Scotland) Act 2005 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.\u003C/p\u003E\n\u003Cp\u003EIn addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charity\u2019s and the group\u2019s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charity and the group for fraud. The laws and regulations we considered in this context for the UK operations were the laws and regulations we considered in this context for the UK operations were General Data Protection Regulation and health and safety legislation.\u003C/p\u003E\n\u003Cp\u003EAuditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.\u003C/p\u003E\n\u003Cp\u003EWe identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of legacy income, grant income, sponsorship and royalty income, insurance broking income, provisions, the assumptions applied in the define benefit pension scheme valuation and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management and the Finance Committee about their own identification and assessment of the risks of irregularities, analytical procedures and sample testing of legacy income, grant income, sponsorship and royalty income, insurance broking income, sample testing on the posting of journals, reviewing accounting estimates for biases in particular the judgements and assumptions in respect of claims provisions and define benefit pension scheme valuation, sample testing of movements within provision and inquiry of legal advisors, reviewing regulatory correspondence with the Charity Commission and other regulators, and reading minutes of meetings of those charged with governance.\u003C/p\u003E\n\u003Cp\u003EOwing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it.\u003C/p\u003E\n\u003Cp\u003EIn addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.\u003C/p\u003E\n\u003Ch3\u003EUse of our report\u003C/h3\u003E\n\u003Cp\u003EThis report is made solely to the charity\u2019s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. 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sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/statement-of-cash-flows/","title":"Statement of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/notes-to-the-financial-statements/","title":"Notes to the financial statements"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/governance-structure-and-board-membership-1-april-2024-to-31-march-2025/","title":"Governance structure and Board membership \u2013 1 April 2024 to 31 March 2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/investors-in-people/","title":"Investors in 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report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84Njk0MiJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/statement-of-cash-flows/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E1. Constitution\u003C/h3\u003E\n\u003Cp\u003EThe Scout Association is incorporated by Royal Charter and is a registered charity whose purpose is to promote the development of young people in achieving their full physical, intellectual, social and spiritual potentials, as individuals, as responsible citizens and as members of their local, national and international communities.\u003C/p\u003E\n\u003Ch3\u003E2. Scope of the financial statements\u003C/h3\u003E\n\u003Cp\u003EThese financial statements cover the activities directly controlled by The Scout Association. The activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions, Districts and Groups are not reflected in these financial statements. Those bodies are separate organisations that are affiliated to The Scout Association.\u003C/p\u003E\n\u003Ch3\u003E3. Accounting policies\u003C/h3\u003E\n\u003Cp\u003EThe principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:\u003C/p\u003E\n\u003Ch4\u003Ea. Basis of preparation of consolidated financial statements\u003C/h4\u003E\n\u003Cp\u003EThe financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Statement of Recommended Practice, Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with FRS 102, known as the Charities SORP (FRS 102).\u003C/p\u003E\n\u003Cp\u003EThe Scout Association meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.\u003C/p\u003E\n\u003Cp\u003EThe financial statements consolidate the financial statements of The Scout Association and its subsidiary companies.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EScout Shops Limited (trading as Scout Store)\u003C/li\u003E\n\u003Cli\u003EScout Insurance Services Limited (trading as Unity)\u003C/li\u003E\n\u003Cli\u003EScout Services Limited\u003C/li\u003E\n\u003Cli\u003EScout Products Limited\u003C/li\u003E\n\u003Cli\u003EWorld Scout Shop Limited\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThe financial year end of each of the subsidiary companies is 31 March. More information on these companies is in note 12.\u003C/p\u003E\n\u003Cp\u003EThe Balance Sheets and Profit and Loss accounts of the subsidiaries have been consolidated on a line by line basis as required by the Statement of Recommended Practice.\u003C/p\u003E\n\u003Cp\u003EOn acquisition of a business, all of the assets and liabilities that exist at the date of acquisition are recorded at their fair values reflecting their condition at that time. All changes to those assets and liabilities and the resulting surpluses that that arise after acquisition are charged to the post-acquisition Statement of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EThe financial statements are prepared on the historical cost basis with the exception of investments, which are stated at fair value.\u003C/p\u003E\n\u003Ch4\u003Eb. Going concern\u003C/h4\u003E\n\u003Cp\u003EHaving reviewed financial plans and cash flow forecasts, the Trustees have a reasonable expectation that the charity has adequate resources to continue operating for the foreseeable future. Accordingly, they believe that the going concern basis remains the appropriate basis on which to prepare the financial statements.\u003C/p\u003E\n\u003Ch4\u003Ec. Recognition of income\u003C/h4\u003E\n\u003Cp\u003E\u003Cstrong\u003EMembership subscriptions\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EMembership subscriptions are payable in advance for a year to 31 March and are recognised in the year of membership benefit.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ELegacies\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003ELegacies are accounted for when the Association becomes entitled to them, where receipt is probable and where their value can be established with reasonable certainty. Where legacies include non-cash items these are included in income at the lower of probate value and market value at the date of receipt.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EGrant income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThe fair value of the government grants are accrued as per the terms of the funder agreement.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ECharitable, retail and other trading income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EIncome from charitable activities, retail sales and other trading activities including sponsorship is accounted for when the Association is entitled to the income, the amount can be quantified with reasonable accuracy and the probability of receipt of the income is more likely than not.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EInsurance commission income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EInsurance commission is recognised at the date of inception of the policy. The amount recognised is the total commission due to the company less an overall provision for unearned commission.\u003C/p\u003E\n\u003Cp\u003EProfit related commission is recognised when it can be reliably measured and is likely to be received.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EInvestment income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EDividends are accounted for on a receipts basis. Interest is accounted for on an accruals basis and includes all amounts earned up to the balance sheet date.\u003C/p\u003E\n\u003Ch4\u003Ed. Allocation of income and costs\u003C/h4\u003E\n\u003Cp\u003E\u003Cstrong\u003ECharitable activities\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThis comprises income from the provision of services\u003Cbr\u003Esupporting the objects of the Association through operations\u003Cbr\u003Eincluding National Activity Centres, and the Information\u003Cbr\u003ECentre.\u003C/p\u003E\n\u003Cp\u003ECharitable activities have been analysed under the following\u00A0headings:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EYouth programme\u003C/li\u003E\n\u003Cli\u003EDevelopment of Scouting\u003C/li\u003E\n\u003Cli\u003EAdult support and training\u003C/li\u003E\n\u003Cli\u003ESupport and services to members\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWhere possible the income and costs relating to a department\u00A0or cost centre are allocated in full to one of the above\u00A0categories, but in practice many departments have an\u00A0involvement in more than one activity. Major self-funding\u00A0events, including the Jamboree, are not allocated with total\u00A0income and costs for the event shown separately. The other\u00A0major allocations are set out below.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/4arbitkg/allocation-of-income-and-costs-charitable-activities.jpg","width":513,"height":747,"altText":"A document showing the allocation of income and costs for charitable activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003ESupport costs\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThese are costs incurred directly in support of the objects of\u0026nbsp;the Charity. The costs are attributed to the activities that they\u0026nbsp;support. Where a department supports all the Charity\u2019s\u0026nbsp;activities the costs have been apportioned pro-rata to the staff\u0026nbsp;resources directly engaged in that activity. The percentages\u0026nbsp;that apply are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ETrading \u2013 6%\u003C/li\u003E\n\u003Cli\u003EYouth programme \u2013 20%\u003C/li\u003E\n\u003Cli\u003EDevelopment of Scouting \u2013 29%\u003C/li\u003E\n\u003Cli\u003EAdult support and training \u2013 26%\u003C/li\u003E\n\u003Cli\u003ESupport and services to members \u2013 19%\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u003Cstrong\u003EGovernance costs\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThese are the costs associated with the governance\u0026nbsp;arrangements of the Charity which relate to compliance with\u0026nbsp;legal and statutory requirements of the Charity as opposed to\u0026nbsp;those costs associated with fundraising. They include audit\u0026nbsp;fees and the costs of Trustees\u2019 meetings.\u003C/p\u003E\n\u003Ch4\u003Ee. Expenditure\u003C/h4\u003E\n\u003Cp\u003EAll expenditure is accounted for on an accruals basis and is\u0026nbsp;allocated as per note 3d Charitable activities.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EGrants payable\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EGrants payable are included in the Statement of Financial\u0026nbsp;Activities as expenditure in the period in which the award is\u0026nbsp;made. Grants which have been approved by the Trustees and\u0026nbsp;agreed with other organisations but which are unpaid at the\u0026nbsp;year end are accrued. Grants where the beneficiary has not\u0026nbsp;been informed or has to meet certain conditions before the\u0026nbsp;grant is released are not accrued.\u003C/p\u003E\n\u003Ch4\u003Ef. Intangible fixed assets\u003C/h4\u003E\n\u003Cp\u003EIT software is capitalised and written off over the term of the\u0026nbsp;related contract, between 2 and 5 years.\u003C/p\u003E\n\u003Cp\u003ESystems Development is capitalised and once the projects\u0026nbsp;have completed they are written off over 5 years.\u003C/p\u003E\n\u003Cp\u003EImpairment tests on the carrying value are undertaken at the\u0026nbsp;end of the first full year after acquisition and in any other\u0026nbsp;subsequent period if events or changes in circumstances\u0026nbsp;indicate that the carrying value may not be recoverable. The\u0026nbsp;cost of acquiring a brand licence is written off over the term of\u0026nbsp;the related contract.\u003C/p\u003E\n\u003Ch4\u003Eg. Heritage fixed assets\u003C/h4\u003E\n\u003Cp\u003EThe Association maintains a heritage collection of around\u0026nbsp;250,000 items. Through an active and innovative programme\u0026nbsp;of collecting, interpreting and engagement, the Heritage\u0026nbsp;Collection helps create connections between members of The\u0026nbsp;Scout Association, both past and present, and the wider\u0026nbsp;community. The Heritage Collection is managed by the\u0026nbsp;Headquarters\u2019 Heritage Service. To ensure its ongoing\u003Cbr\u003Erepresentation of Scouting\u2019s story the Heritage Service\u0026nbsp;continues to collect both historical and contemporary material.\u0026nbsp;New acquisitions are normally made by donation with\u0026nbsp;occasional low cost purchases. New material is acquired in\u0026nbsp;accordance with The Scout Association\u2019s Collecting Policy.\u003C/p\u003E\n\u003Cp\u003ESome 300 key items in the Association\u2019s collection, particularly\u0026nbsp;those relating to the Founder, are valued periodically since the\u0026nbsp;nature of these items permits that to be sufficiently reliable.\u0026nbsp;The last valuation was at 19 February 2025 (see note 10).\u0026nbsp;Gains and losses on revaluation are recognised through \u2018Other\u0026nbsp;recognised gains\u2019 in the Statement of Financial Activities. It is\u0026nbsp;the intention of The Scout Association to preserve these items indefinitely, therefore amortisation is not regarded as\u0026nbsp;appropriate.\u003C/p\u003E\n\u003Cp\u003EThe Trustees consider that obtaining valuations for the\u0026nbsp;remainder of the Collection would involve disproportionate\u0026nbsp;cost due to the diverse nature of the material held and the lack\u0026nbsp;of comparable market values. Such items are therefore not\u0026nbsp;recognised on the Balance Sheet.\u0026nbsp;Expenditure that is in the Trustees\u2019 view required to conserve\u0026nbsp;or prevent further deterioration of individual items is\u0026nbsp;recognised as expenditure when it is incurred.\u003C/p\u003E\n\u003Ch4\u003Eh. Tangible fixed assets\u003C/h4\u003E\n\u003Cp\u003ETangible assets are stated at cost. Where land and buildings\u0026nbsp;are acquired together it is assumed that the buildings\u0026nbsp;represent 50% of the initial cost. Depreciation is calculated to\u0026nbsp;write off the cost of assets by equal annual amounts over their\u0026nbsp;expected useful lives. Assets costing less than \u00A35,000 are not\u0026nbsp;capitalised. No depreciation is provided on freehold land.\u003C/p\u003E\n\u003Cp\u003EDepreciation rates used are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EFreehold property \u2013 50 years, with 10 years for\u003Cbr\u003Ereplacement elements\u003C/li\u003E\n\u003Cli\u003ELeasehold property \u2013 the shorter of the lease period or 50\u003Cbr\u003Eyears\u003C/li\u003E\n\u003Cli\u003EFurniture fittings and equipment \u2013 4 to 5 years\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EGains or losses on the disposal of fixed assets are reflected in\u0026nbsp;net income/expenditure for the year shown in the Statement\u0026nbsp;of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EImpairment reviews on fixed assets are carried out each year\u0026nbsp;and any asset with a carrying value materially higher than its\u0026nbsp;recoverable or useful value is written down accordingly.\u003C/p\u003E\n\u003Ch4\u003Ei. Fixed asset investments\u003C/h4\u003E\n\u003Cp\u003EThe Scout Association holds investments both in order to\u0026nbsp;generate income for the support of charitable objectives and\u0026nbsp;to provide assets to meet the need of reserves, identified in\u0026nbsp;the reserves policy. Investments are stated at current market\u0026nbsp;value on the balance sheet date unless there\u2019s evidence of a\u0026nbsp;different fair value.\u003C/p\u003E\n\u003Cp\u003EGains or losses arising during the year are disclosed in the\u0026nbsp;Statement of Financial Activities and in note 13.\u003C/p\u003E\n\u003Ch4\u003Ej. Cash and cash equivalents\u003C/h4\u003E\n\u003Cp\u003ECash and cash equivalents are held to meet short-term cash\u0026nbsp;commitments as they fall due. Cash equivalents are fixed\u0026nbsp;deposit accounts that are readily convertible to cash in that\u0026nbsp;they have a short maturity of three months or less as at the\u0026nbsp;balance sheet date.\u003C/p\u003E\n\u003Ch4\u003Ek. Stocks\u003C/h4\u003E\n\u003Cp\u003EStocks are valued at the lower of cost and estimated net\u0026nbsp;realisable value. Cost is calculated using the current purchase price method and consists of the original cost of goods\u0026nbsp;without any addition for overheads.\u003C/p\u003E\n\u003Ch4\u003El. Provisions\u003C/h4\u003E\n\u003Cp\u003EA provision is recognised in the balance sheet when the\u0026nbsp;Association has an obligation as a result of a past event and it\u0026nbsp;is probable that an outflow of economic benefits that can be\u0026nbsp;reliably measured will be required to settle that obligation.\u003C/p\u003E\n\u003Ch4\u003Em. VAT\u003C/h4\u003E\n\u003Cp\u003EThe Association is partially exempt for VAT purposes and is\u0026nbsp;not able to reclaim all the VAT it pays. All Irrecoverable VAT is\u0026nbsp;expensed as it is currently not allocated to the related\u0026nbsp;expenses or assets.\u003C/p\u003E\n\u003Ch4\u003En. Leases\u003C/h4\u003E\n\u003Cp\u003EAll leases are operating leases and the rentals expensed as\u0026nbsp;they are paid.\u003C/p\u003E\n\u003Ch4\u003Eo. Pension costs\u003C/h4\u003E\n\u003Cp\u003EContributions payable to The Scout Association Defined\u0026nbsp;Benefit Pension Scheme are charged to the Statement of\u0026nbsp;Financial Activities so as to spread the cost of pensions over\u0026nbsp;the working lives of employees in the scheme. The pension\u0026nbsp;charge is calculated on the basis of actuarial advice.\u003C/p\u003E\n\u003Cp\u003EThe pension scheme liabilities are measured using a projected\u0026nbsp;unit method and discounted at an AA sterling corporate bond\u0026nbsp;rate. Any excess of liabilities over the value of the pension\u0026nbsp;scheme assets which are measured at fair value is recognised\u0026nbsp;in full. Any surplus of pension scheme assets over liabilities is\u0026nbsp;recognised as an asset to the extent that the Association is\u0026nbsp;able to recover the surplus either through reduced\u0026nbsp;contributions in the future or refunds from the plan.\u003C/p\u003E\n\u003Cp\u003EAdministration costs, the current service cost and net return\u0026nbsp;on the scheme\u2019s assets and liabilities for the year is allocated\u0026nbsp;across the resources expended categories in the Statement of\u0026nbsp;Financial Activities. The actuarial gain or loss on the scheme for the year is included in the Other recognised gains/(losses)\u0026nbsp;section of the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EContributions towards Defined Contribution schemes are charged to the Statement of Financial Activities as they are\u0026nbsp;incurred.\u003C/p\u003E\n\u003Ch4\u003Ep. Financial assets\u003C/h4\u003E\n\u003Cp\u003EFinancial assets, other than investments and derivatives, are\u0026nbsp;initially measured at transaction price (including transaction\u0026nbsp;costs) and subsequently held at cost, less any impairment.\u003C/p\u003E\n\u003Ch4\u003Eq. Financial liabilities\u003C/h4\u003E\n\u003Cp\u003EFinancial liabilities are classified according to the substance of\u0026nbsp;the financial instrument\u2019s contractual obligations, rather than\u0026nbsp;the financial instrument\u2019s legal form. Financial liabilities,\u0026nbsp;excluding derivatives, are initially measured at transaction\u0026nbsp;price (including transaction costs) and subsequently held at\u0026nbsp;amortised cost.\u003C/p\u003E\n\u003Ch4\u003Er. Judgements in applying accounting policies and key\u0026nbsp;sources of estimation uncertainty\u003C/h4\u003E\n\u003Cp\u003EIn preparing these financial statements, the Trustees have\u0026nbsp;made the following judgements:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe determination of whether or not there are indications\u0026nbsp;of impairment of the Scout Association\u2019s tangible and\u0026nbsp;intangible assets, taking into consideration the economic\u0026nbsp;viability and expected future financial performance of the\u0026nbsp;asset.\u003C/li\u003E\n\u003Cli\u003EThe determination of appropriate provision for claims,\u0026nbsp;supported by legal advice.\u003C/li\u003E\n\u003Cli\u003EThe determination of appropriate financial and\u0026nbsp;demographic assumptions in valuing the defined benefit\u0026nbsp;pension obligations in line with FRS 102 requirements,\u0026nbsp;supported by actuarial advice.\u003C/li\u003E\n\u003Cli\u003EThe determination of whether the organisation can recover\u0026nbsp;any pension scheme asset in line with FRS102\u0026nbsp;requirements.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003E4. Nature of funds\u003C/h3\u003E\n\u003Cp\u003EAll funds are identified as falling into one of three categories.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EEndowment funds\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EEndowment funds are those received to be held as capital on\u0026nbsp;a total returns basis with only the income available to be\u0026nbsp;spent. Subsequent gains or losses on the disposal of the\u0026nbsp;underlying assets of the fund become part of the capital.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ERestricted funds\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003ERestricted funds are those received which have been\u0026nbsp;earmarked for a special purpose by the donor or the terms of\u0026nbsp;an appeal.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EUnrestricted funds\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EUnrestricted funds are those received, which are not subject to\u0026nbsp;any special restriction. They are divided between general\u0026nbsp;funds and designated funds. Designated funds comprise\u0026nbsp;amounts set aside by the Trustees to be used for particular\u0026nbsp;purposes.\u003C/p\u003E\n\u003Ch3\u003E5. Income and endowments\u003C/h3\u003E\n\u003Ch4\u003Ea. Other voluntary income\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/xebhlbhl/other-voluntary-income.jpg","width":1002,"height":263,"altText":"A document showing other voluntary income for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EIncluded in grants above is the DCMS Uniformed Youth Fund grant of \u00A32.8m (2024: \u00A32.7m) and Generation Green grants of\u0026nbsp;\u00A30.7m (2024: \u00A3nil).\u003C/p\u003E\n\u003Cp\u003EIncluded in other donations is the Omaze donation of \u00A33.5m (2024: \u00A3nil) and the Postcode Children Trust donation of \u00A30.5m\u0026nbsp;(2024: \u00A3nil).\u003C/p\u003E\n\u003Ch4\u003Eb. Charitable activities\u003C/h4\u003E\n\u003Cp\u003EThis income is derived mainly from major events like the Jamboree and National Activity Centres where most of the activities are\u0026nbsp;not undertaken with the principal intention of generating a surplus. The Association\u2019s charitable activities are financed by\u0026nbsp;membership subscriptions and fundraising. There was no restricted or endowment charitable activities income.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/aneli3vl/income-and-endowments-charitable-activities.jpg","width":999,"height":211,"altText":"A document showing income and endowments from charitable activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Ec. Trading activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/i2bd3d2f/income-and-endowments-trading-activities.jpg","width":992,"height":187,"altText":"A document showing income and endowments from trading activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThere is no income for trading activites under restricted and endowment funds. Retail sales is comprises sales from Scout Shops\u0026nbsp;Limited, World Scout Shop Limited and Scout Products Limited.\u003C/p\u003E\n\u003Ch4\u003Ed. Investment income\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/lwbabhbn/income-and-endowments-investment-income.jpg","width":996,"height":309,"altText":"A document showing income and endowments from investment income for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E6. Expenditure\u003C/h3\u003E\n\u003Ch4\u003Ea. Trading activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/fk4mtvbv/expenditure-trading-activities.jpg","width":999,"height":307,"altText":"A document showing expenditure from trading activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EExpenditure on trading activities includes support costs of \u00A30.76m (2024: \u00A30.68m). The basis for the allocation of support costs\u0026nbsp;is explained in note 6.c.\u003C/p\u003E\n\u003Ch4\u003Eb. Costs of charitable activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/3hlhprk2/expenditure-costs-of-charitable-activities.jpg","width":1005,"height":569,"altText":"A document showing expenditure from costs of charitable activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003ECharitable activities have been analysed into four categories as explained in note 3.d. Costs are allocated using the principles\u0026nbsp;explained in that note.\u003C/p\u003E\n\u003Cp\u003EYouth programme includes the various educational activities in which members participate. Development activities are those\u0026nbsp;which are focused on growing our movement. Adult support and training includes those activities which assist leaders and other\u0026nbsp;adults involved in Scouts. Support and services to the movement includes those activities that help ensure the safety and\u0026nbsp;safeguarding of members, which underpin the activities of Scout Groups.\u003C/p\u003E\n\u003Ch3\u003E6. Expenditure continued\u003C/h3\u003E\n\u003Ch4\u003Ea. Analysis of grants to local Scouting\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ldof15xw/analysis-of-grants-to-local-scouting.jpg","width":1002,"height":369,"altText":"A document showing analysis of grants to local Scouting for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EGrants from restricted and designated funds administered by the Association are paid, in accordance with the terms governing\u0026nbsp;those funds, to a large number of Scout Groups, Districts, Areas and Counties.\u003C/p\u003E\n\u003Ch4\u003Eb. Support costs allocation\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/tsljutcb/support-costs-allocation.jpg","width":995,"height":444,"altText":"A document showing support costs allocation for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003ESupport costs comprise that expenditure which facilitates fundraising and charitable activity but which is not directly incurred in\u0026nbsp;the conduct of those activities. The support costs itemised above have been\u0026nbsp; apportioned to fundraising and charitable activities pro rata to the employment costs of staff directly engaged on the relevant activities. The percentage allocations are disclosed in\u0026nbsp;note 3.d.\u003C/p\u003E\n\u003Ch4\u003Ec. Expenditure includes:\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/kvopz2bb/expenditure-includes.jpg","width":994,"height":181,"altText":"A document showing expenditure includes for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EDuring the year 22 Trustees (2024: 18 Trustees) were reimbursed \u00A318,688 (2024: \u00A315,417) for expenses, such as travel and\u0026nbsp;subsistence, incurred in their attending meetings and in the carrying out of their duties.\u003C/p\u003E\n\u003Ch3\u003E7. Staff costs\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/rgqb4nrp/staff-costs.jpg","width":1002,"height":472,"altText":"A document showing staff costs for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EIncreases across various areas, mainly supporting digital transformation including Volunteer Experience, the Skills for Life\u0026nbsp;programme and new safety roles.\u003C/p\u003E\n\u003Cp\u003EThe number of employees whose total emoluments for the year exceeded \u00A360,000 were as follows:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/o2dlgwz1/staff-salary-breakdown.jpg","width":999,"height":280,"altText":"A document showing staff salary breakdown for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Chief Executive Officer role, is also a Trustee, for which they are not paid. They receive salary and benefits for their service as\u0026nbsp;Chief Executive Officer. Matthew Hyde, OBE left in September and received salary and benefits of \u00A379,910 (2024: \u00A3146,610)\u0026nbsp;and Aidan Jones, OBE joined in October and received salary and benefits of \u00A369,007 (2024: \u00A3nil).\u003C/p\u003E\n\u003Cp\u003EPension contributions for the Chief Executive Officer role consisted of \u00A37,912 (2024: \u00A314,490) for Matthew Hyde and \u00A37,012\u0026nbsp;(2024: \u00A3nil) for Aidan Jones. No other Trustee received remuneration for services to the Association.\u003C/p\u003E\n\u003Cp\u003EThe key management personnel of the parent charity and its subsidiaries comprise the Trustees, the Chief Executive Officer,\u0026nbsp;Executive Director of Commercial Services, Executive Director of Communications and Fundraising, Executive Director of\u0026nbsp;Operations, Executive Director of Finance \u0026amp; Resources, Executive Director of Strategy and Transformation, Managing Director of\u0026nbsp;Unity and General Manager of Scout Shops and World Scout Shop.\u003C/p\u003E\n\u003Cp\u003EThe total employer cost of the key management personnel of the Scout Association and its subsidiaries was \u00A31,133,389 (2024:\u0026nbsp;\u00A31,203,214).\u003C/p\u003E\n\u003Ch3\u003E7a. Staff costs\u003C/h3\u003E\n\u003Cp\u003E\u003Cstrong\u003EPension schemes\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EPension provision for current staff is provided through a defined contribution arrangement.\u003C/p\u003E\n\u003Cp\u003EThe Association previously provided defined benefit pensions through the Scout Association Defined Benefit Pension Scheme\u0026nbsp;(\u201Cthe Scheme\u201D). The Scheme was closed to future accrual with effect from 1 July 2022. It has 87 deferred members and 156\u0026nbsp;members in receipt of a current pension. The Scheme provides benefits, on retirement, on leaving service or on death, based on\u0026nbsp;final salary and length of service.\u003C/p\u003E\n\u003Cp\u003EThe Scheme is subject to the Statutory Funding Objective under the Pensions Act 2004 and a valuation of the Scheme is carried\u0026nbsp;out at least once every three years. As part of the process, the Association must agree with the Trustees of the Scheme the\u0026nbsp;contributions to be paid in order to address any shortfall against the Statutory Funding Objective and the contributions to be paid\u0026nbsp;in respect of the accrual of the future benefits.\u003C/p\u003E\n\u003Cp\u003EThe last triennial actuarial valuation of the scheme was carried out as at 31 March 2022 and showed a deficit of \u00A32.5 million. In\u0026nbsp;March 2023 the Association paid \u00A32.5 million to eliminate this deficit as agreed with the Trustees. This was in addition to\u0026nbsp;payments of \u00A350k made in April 2023, and \u00A31.1 million in respect of the previous deficit reduction plan and to cover\u0026nbsp;administration expenses.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EFRS102 valuation\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThese financial statements have been prepared in line with the requirements of FRS 102. The FRS 102 valuation is only in\u0026nbsp;respect of the defined benefit Scheme. The principal FRS 102 actuarial assumptions, determined by financial markets and\u0026nbsp;demographic conditions, are shown below. Pension payments increase at different rates for different accrual periods. A later table\u0026nbsp;shows the sensitivity of the liability to these assumptions.\u003C/p\u003E\n\u003Cp\u003EThe fair value of the scheme assets exceeded the present value of future obligations at 31 March 2025 by \u00A32.7 million.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EPrincipal actuarial assumptions\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/2m0km1yk/principal-actuarial-assumptions.jpg","width":994,"height":533,"altText":"A document showing principal actuarial assumptions for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EBalance sheet position\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/oaejhlkq/balance-sheet-position.jpg","width":990,"height":305,"altText":"A document showing balance sheet position for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EAmounts recognised in the Statement of Financial Activities\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/re1f2lps/amounts-recognised-in-the-statement-of-financial-activities.jpg","width":994,"height":206,"altText":"A document showing amounts recognised in the statement of financial activities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003ERemeasurement gains/(losses)\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/k2vodw20/remeasurement-gains-losses.jpg","width":993,"height":161,"altText":"A document showing remeasurement gains/losses for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EReconciliation of the fair value of assets and liabilities\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/hyvl4shf/reconciliation-of-the-fair-value-of-assets-and-liabilities.jpg","width":998,"height":343,"altText":"A document showing reconciliation of the fair value of assets and liabilities for 2024/25.","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/o4hbapyi/value-of-liabilities.jpg","width":1000,"height":313,"altText":"A document showing value of liabilities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003ESensitivity of the value placed on the liabilities\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/kfvdodlr/sensitivity-of-the-value-placed-on-the-liabilities.jpg","width":994,"height":322,"altText":"A document showing sensitivity of the value placed on the liabilities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E8. Net movement in funds\u003C/h3\u003E\n\u003Cp\u003EThe net movement in funds arises as follows:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/2kvnrxwz/net-movement-in-funds.jpg","width":993,"height":182,"altText":"A document showing net movement in funds for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E9. Intangible fixed assets\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/e4fb0vuk/intangible-fixed-assets.jpg","width":874,"height":809,"altText":"A document showing intangible fixed assets for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Volunteer Experience Programme will deliver transformation to our volunteers, enabling volunteers to do their role more\u00A0easily, to undertake the learning they need to do for their role, as well as enabling us to attract and recruit more volunteers. As\u00A0part of this, we are creating new digital tools to enable this work - this includes tools to help with membership tasks, learning,\u00A0and recruitment.\u003C/p\u003E\n\u003Ch3\u003E10. Heritage assets\u003C/h3\u003E\n\u003Cp\u003E\u003Cstrong\u003E(a) Consolidated and the Association Unrestricted Funds value\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/0b2f1zch/heritage-assets.jpg","width":875,"height":95,"altText":"A document showing heritage assets for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EA valuation of items (see note 3g.) was undertaken as at 31 March 2025 by Patrick Bowen BA (Hons) Lond., MRICS which\u0026nbsp;resulted in a valuation increase of \u00A3301k from the previous valuation undertaken in 2023.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003E(b) Five year financial summary of heritage asset transactions\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThere have been no purchases, donations or disposals in the last five years.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003E(c) Further information on heritage assets\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThe Heritage Service, supported by a small team of volunteers, is working to catalogue the Collection in line with The Heritage Collections Trust SPECTRUM standard and the national standard for archive cataloguing, this activity is an ongoing priority.\u0026nbsp;Currently 16.8% of the Collection by number, including all those items held at valuation, is catalogued to these standards. An\u0026nbsp;additional 1.8% is listed at inventory level. An average of 1,500 new items are accepted into the collection each year representing\u0026nbsp;historic and contemporary Scouting.\u003C/p\u003E\n\u003Cp\u003EA small number of Collection items is displayed within the buildings and grounds of Gilwell Park but most of the Collection is held\u0026nbsp;in storage. Included in the development plans for Gilwell Park is a new facility which would increase public access to the\u0026nbsp;Collection, through a permanent display and a series of temporary exhibitions, as well as providing more appropriate storage for the Collection, ensuring its long term preservation. Currently access to the Collection is provided through the enquiries service,\u0026nbsp;research appointments, the Gilwell Park Heritage Trail, the Scout Heritage website and exhibitions and activities organised with partner organisations. The Heritage Service continues to reach out to new audiences through activities including participation in\u0026nbsp;the national Heritage Open Days scheme and programmes, including the UK Dementia Friendly Heritage Network.\u003C/p\u003E\n\u003Cp\u003EThe Association maintains the heritage collection in a good condition, and no items currently require substantial conservation\u0026nbsp;expenditure. The nature of some of the assets, such as early cine- film, means they will deteriorate over time and should be\u0026nbsp;considered a priority for preservation by digitisation and specialist storage. The Heritage Service actively seeks external funding\u0026nbsp;to support the delivery of its conservation work.\u003C/p\u003E\n\u003Cp\u003EThe Association will occasionally approve the disposal of elements of the Collection, this process is carried out in accordance with the Code of Ethics and industry best practice as dictated by the Arts Council England Accreditation Standard. Disposal will be\u0026nbsp;judged against the Association\u2019s Collecting Policy. Disposal will be carried out in line with the Disposal Policy and follow the\u0026nbsp;Disposal Procedure. Disposal of accessioned material only takes place with the approval of the Trustees or their designated\u0026nbsp;representative. Disposal of non-accessioned items takes place with the approval of the Executive Director of Commercial\u0026nbsp;Services. In accordance with best practice the Heritage Service will always try to keep the item in the public domain by gifting it\u0026nbsp;free of charge to other relevant museum collections or archives. If an appropriate museum or archive cannot be found the item\u0026nbsp;may be considered for sale, any proceeds from such a sale would be restricted to the care and preservation of the Collection.\u003C/p\u003E\n\u003Ch3\u003E11. Tangible fixed assets\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/2xllgsrm/consolidated-tangible-fixed-assets.jpg","width":873,"height":451,"altText":"A document showing consolidated tangible fixed assets for 2024/25.","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/km3lxpyb/tangible-fixed-assets-the-association.jpg","width":881,"height":458,"altText":"A document showing tangible fixed assets for the association for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E12. Investment in subsidiary companies\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/jjijf0v4/net-book-value-of-shares.jpg","width":873,"height":116,"altText":"A document showing net book value of shares for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EAt 31st March 2025, the Association owns 100 per cent of the following unlisted companies:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/dqrjk2jq/shares-in-unlisted-companies.jpg","width":875,"height":161,"altText":"A document showing shares in unlisted companies for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Boards of Directors of Scout Shops Limited, World Scout Shop Limited, Scout Services Limited and Scout Insurance Services\u00A0Limited have each covenanted their respective company\u2019s taxable profits to the Association. World Scout Shop Limited ceased\u00A0trading on 31 March 2024.\u003C/p\u003E\n\u003Cp\u003EThe principal activities of each subsidiary is as follows:\u003C/p\u003E\n\u003Cp\u003EScout Shops Limited - Sale and distribution of merchandise\u003C/p\u003E\n\u003Cp\u003EScout Insurance Services Limited - Insurance broker\u003C/p\u003E\n\u003Cp\u003EScout Services Limited - Sponsorship and marketing services for The Scout Association and other commercial activities\u003C/p\u003E\n\u003Cp\u003EWorld Scout Shop Limited - Sale and distribution of World Scout Organisation branded merchandise\u003C/p\u003E\n\u003Cp\u003EScout Products Limited - Procurement and supply of Scout Shops products for The Scout Association\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EInvestment in Subsidiaries\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThe summarised profit and loss accounts and balance sheet totals for the active trading subsidiary companies are shown below:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/3t3fbder/investment-in-subsidiaries.jpg","width":878,"height":543,"altText":"A document showing investment in subsidiaries for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe reserves balance and net movement in funds are different to the amounts shown for subsidiaries in notes 8 and 18 due to\u0026nbsp;the impairment in TSA of the investment in World Scout Shop Limited.\u003C/p\u003E\n\u003Ch3\u003E13. Fixed asset investments\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/03jhck3l/fixed-asset-investments.jpg","width":880,"height":262,"altText":"A document showing fixed asset investments for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe investments comprise of two multi-asset Charity Authorised Investments Funds (CAIFs) and a money market fund, managed\u0026nbsp;by Cazenove Capital and Sarasin \u0026amp; Partners LLP. The CAIFs have a combined value of \u00A324.7m (2024: \u00A324.4m), and the money\u0026nbsp;market fund totalled \u00A310.8m (2024: \u00A38.4m).\u003C/p\u003E\n\u003Cp\u003EThe investments are open-ended funds for which prices are quoted daily by the investment managers and as such are classified\u0026nbsp;as tier 1 in the fair value hierarchy. The multi-asset funds are subject to market risk, therefore, their value changes as the market\u0026nbsp;prices change. The Association holds such investments in support of its reserves policy.\u003C/p\u003E\n\u003Cp\u003EIn relation to the movements for the year, \u00A312.4m of the acquisitions and disposal proceeds relate to switching the Cazenove\u0026nbsp;Capital fund to their Charity Sustainable Multi-asset Fund. The balance related to the additions and subsequent withdrawals from\u0026nbsp;the money market funds was utilised to meet the annual cash requirements. All of the net gain on revaluation relates to the\u0026nbsp;multi-asset funds.\u003C/p\u003E\n\u003Cp\u003EThe Association paid \u00A327,429 investment management fees and commission charges during the year (2024: 44,032). \u00A329,565\u0026nbsp;was received in rebates from our investment managers (2024: \u00A3nil).\u003C/p\u003E\n\u003Ch3\u003E14. Stocks\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/lsvdzsb4/stocks.jpg","width":881,"height":111,"altText":"A document showing stocks for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E15. Debtors\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/hqjcb0f4/debtors.jpg","width":875,"height":291,"altText":"A document showing debtors for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EOther debtors includes amounts receivable from insurers of \u00A34.5m (2024: \u00A33.3m), see note 16 and 17, and secured, interest\u0026nbsp;bearing loans made to Scout Groups. The loans are repayable as shown below.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/kmlfzagi/repayable-loans.jpg","width":880,"height":157,"altText":"A document showing repayable loans for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E16. Creditors\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/bnrf4jns/creditors.jpg","width":881,"height":175,"altText":"A document showing creditors for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EOther creditors includes \u00A3nil (2024: \u00A3845k) of legal fees which will be reimbursed by insurers (see note 15).\u003C/p\u003E\n\u003Ch3\u003E17. Provisions for liabilities and contingent liabilities\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/zyoolmch/provisions-for-liabilities-and-contingent-liabilities.jpg","width":1197,"height":583,"altText":"A document showing provisions for liabilities and contingent liabilities for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Association puts young people first and their safeguarding and safety is paramount, but with the nature of our work there are\u0026nbsp;claims made against the Association. Taking account of legal advice, provision is made on a best estimates basis for those claims of\u0026nbsp;which the Association is aware and for which it is assessed it is probable that the Association will be liable and to the extent that\u0026nbsp;they can be reliably measured. Such claims are covered in part by commercial insurance policies. The amount receivable from\u0026nbsp;insurers of \u00A34.5m (2024: \u00A33.3m) to the extent that a liability has been recognised has been included in debtors (see note 15).\u003C/p\u003E\n\u003Cp\u003EIn addition it is the Association\u2019s experience that incidents and/or claims may still be notified to the Association for events which occurred prior to 31 March 2025. In some cases, particularly regarding safeguarding or abuse claims, these may be made many years after the original event. Since the nature of any such incident or claim is not yet known, it is not possible for the Association to determine whether it is probable that the Association will be held liable or to estimate the amount of any consequential outflow of economic benefits. Therefore there exists an unquantifiable contingent liability in respect of such incidents and/or claims. Taking into account such insurance cover as is available, the Association is satisfied that any such claims that might arise would not present a\u0026nbsp;significant financial risk to the Association.\u003C/p\u003E\n\u003Cp\u003EThe Association has been notified of regulatory investigations in relation to health and safety matters. At present these matters are\u0026nbsp;not sufficiently advanced to make an assessment of any potential liabilities that could arise from the outcome of these investigations.\u003C/p\u003E\n\u003Ch3\u003E18. Fund Balances\u003C/h3\u003E\n\u003Ch4\u003Ea. Reconciliation of movement in funds\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ktfjhh1q/reconciliation-of-movement-in-funds.jpg","width":682,"height":880,"altText":"A document showing reconciliation of movement in funds for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EReconciliation of movement in funds for 2023/24\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/c0rf05bb/reconciliation-of-movement-in-funds-for-2023-24.jpg","width":685,"height":921,"altText":"A document showing reconciliation of movement in funds for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Eb. Endowment funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EEndowment funds include the 1914 Endowment Fund, the King George VI Leadership Fund and 6 (2024: 6) other funds\u00A0administered by the Association. Income from the 1914 Endowment Fund and two others is unrestricted and credited to the\u00A0General Fund. Income from the King George VI Leadership Fund and three others is restricted and income from the remaining\u00A0fund is paid to an external Scouting beneficiary.\u003C/p\u003E\n\u003Ch4\u003Ec. Restricted funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EThe main restricted funds are shown in note 18 and 18(a), comprising national and local development funds.\u003C/p\u003E\n\u003Cp\u003EThe Omaze Fund is the largest individual restricted fund with a balance of \u00A33.5m (2024: \u00A3nil). This is funding to be used for\u00A0Squirrels growth.\u003C/p\u003E\n\u003Cp\u003EThe restricted Individual Giving fund was set up to receive donations or legacies from individual donors that have been sent for\u00A0specific purposes. The movements in the year were due to us receiving two large legacies totalling \u00A3353k. The outstanding\u00A0income was for smaller legacies received. The expenditure on this restricted fund is due to the payment of legacies to Scout\u00A0Groups chosen by donors.\u003C/p\u003E\n\u003Cp\u003EThe Government\u2019s Department for Digital, Culture, Media and Sport (DCMS) awarded funding to Scouts from their Uniformed\u00A0Youth Fund. We will use this funding to support growth across the Scouts and Explorers Sections and create 7,250 new places\u00A0for 10- to 18-year-olds in under-represented and levelling up areas. Spend in the year through this fund was used to:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ERecruit new staff to form a team within the Growth and Communities team in England, who\u2019ll work with Groups to deliver\u00A0taster sessions, build programme capacity and help set up new Sections to reduce waiting lists,\u003C/li\u003E\n\u003Cli\u003ERecruit dedicated Community Marketing staff to work alongside volunteers in these areas and the new Growth and\u00A0Communities team,\u003C/li\u003E\n\u003Cli\u003EContinue our work to transform the Volunteer Experience to make sure volunteers feel valued and supported,\u003C/li\u003E\n\u003Cli\u003EContinue work to improve data and youth insights.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EFurther details of the funds available, and the process of applying to them for grants, are to be found at\u00A0\u003Ca href=\u0022https://www.scouts.org.uk/grants\u0022\u003Ewww.scouts.org.uk/grants\u003C/a\u003E.\u003C/p\u003E\n\u003Ch4\u003Ed. Designated funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EThe fixed asset fund represents the value of the Association\u2019s tangible fixed assets, goodwill \u0026amp; licences, and heritage assets.\u003C/p\u003E\n\u003Cp\u003EThe Inclusion and Solidarity fund was transferred to the General Fund last year to fund (in part) the losses on the Jamboree\u00A0in 2023.\u003C/p\u003E\n\u003Ch4\u003Ee. Analysis of net assets between funds\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/rvopu3p4/analysis-of-net-assets-between-funds.jpg","width":1002,"height":652,"altText":"A document showing analysis of net assets between funds for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E19. Other financial commitments and authorised expenditure\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/a1up2os3/other-financial-commitments-and-authorised-expenditure.jpg","width":997,"height":238,"altText":"A document showing other financial commitments and authorised expenditure for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe total lease payments, included within the financial statements for the year were \u00A3185,338 (2024: \u00A3271,063).\u003C/p\u003E\n\u003Cp\u003EAt 31 March 2025 there was capital expenditure authorised but not committed of \u00A3nil (2024: \u00A3606,083).\u003C/p\u003E\n\u003Ch3\u003E20. Events occurring after the reporting period\u003C/h3\u003E\n\u003Cp\u003EThere have been no material events occurring after the reporting period.\u003C/p\u003E\n\u003Ch3\u003E21. 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leadership, Governance, Leadership or Support role).\u003C/li\u003E\n\u003Cli\u003EExplorer Scout Young Leaders aged 14\u201317 are included in the Explorer Scout numbers above. However, they\u2019re also counted as members of Section Leadership Teams, so they\u2019re included in the total Section Teams membership of 86,875.\u003C/li\u003E\n\u003Cli\u003ELeadership roles are responsible for the effective operation of their charities (the Scout Group, the Scout District, County, Nations), so we can meet our charitable objectives as a federated charity. They are Group Lead Volunteers, District Lead Volunteers, County Lead Volunteers, Area Lead Volunteers (Wales), Regional Lead Volunteer (Scotland), Island Lead Volunteers, and Branch Lead Volunteers (where formally part of our federated structure).\u003C/li\u003E\n\u003Cli\u003EGovernance roles form the membership of each charity\u2019s Board of Trustees together with any sub-committees. Each Board of Trustees is responsible for making sure the charity achieves its strategic direction. The 28,181 Governance roles don\u2019t include the volunteers who have an Ex-Officio Trustee role (for example, Leadership roles described in note 3, Youth Leads and others).\u003C/li\u003E\n\u003Cli\u003ESupport roles are vital for helping volunteer line managers run Scouts and support Districts, Counties/Areas/Scottish Regions and Nations HQs to operate effectively.\u003C/li\u003E\n\u003C/ol\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/notes-to-the-financial-statements/","title":"Notes to the financial statements"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/how-we-operate/","title":"How we operate"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our 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These charters give authority to the byelaws of The Scout Association, which are approved by His Majesty\u2019s Privy Council.\u003C/p\u003E\n\u003Cp\u003EThe byelaws, in turn, authorise the making of rules for the regulation of The Scout Association\u2019s affairs. The rules are laid out in The Scout Association\u2019s Policy, Organisation and Rules.\u003C/p\u003E\n\u003Cp\u003EThis report and financial statements cover the activities directly controlled by The Scout Association \u2013 charity numbers 306101 (England and Wales) and SCO38437 (Scotland). This includes its five wholly owned subsidiary companies \u2013 Scout Shops Limited, Scout Insurance Services Limited, Scout Services Limited, Scout Products Limited and World Scout Shop Limited (see note 12 to the financial statements for further information on these companies).\u003C/p\u003E\n\u003Cp\u003EThe activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions (Scotland), Districts and Groups aren\u2019t reflected in this report and accounts. These bodies are autonomous charities affiliated to The Scout Association, which together form the Scout movement in the United Kingdom.\u003C/p\u003E\n\u003Ch3\u003EThe Board of Trustees\u003C/h3\u003E\n\u003Cp\u003EThroughout the year, The Scout Association has diligently adhered to all relevant laws and regulations, ensuring full compliance with the Charity Commission\u2019s guidance on public benefit. The Board of Trustees has taken proactive measures to maintain transparency and accountability in all our operations. We\u2019ve implemented robust governance practices and regularly reviewed our policies to align with legal requirements. Our commitment to ethical standards and regulatory compliance underscores our dedication to serving the community effectively and responsibly.\u003C/p\u003E\n\u003Cp\u003EThe Board has 20 members:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E12 members nominated and elected by the Council of The Scout Association at the AGM: 9 elected members and 3 elected youth members.\u003C/li\u003E\n\u003Cli\u003E5 members appointed by the Council at the AGM on the recommendation of the Board: the Chair of the Board, the Treasurer and up to 3 others.\u003C/li\u003E\n\u003Cli\u003E3 Ex-Officio Members: the Chief Executive, UK Chief Volunteer and the UK Youth Lead.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe give an induction for all new Trustees. All Trustees take part in training and development opportunities throughout the year.\u003C/p\u003E\n\u003Cp\u003EIn 2024\u201325, Trustees took part in training and development sessions focused on one or more areas related to The Scout Association\u2019s business, including safeguarding and safety.\u003C/p\u003E\n\u003Cp\u003EThe Board\u2019s responsibility includes policy making and overseeing risk management. It delegates the day-to-day management of The Scout Association to the Chief Executive and UK Chief Volunteer, who work with the UK Leadership Team, the UK Youth Lead and their team, and the Executive Leadership Team who manage our employed staff.\u003C/p\u003E\n\u003Cp\u003EThe Board delegates certain functions to six committees that report to it (Strategy and Delivery, Finance, People and Culture, Nominations and Governance, Safeguarding, and Safety). The Board appoints Trustees to serve on these committees annually, with the committee chairs having a three-year term, subject to performance and their continuation as a Trustee. The Board met formally 10 times during 2024\u201325. In that period, the Board also met on several other occasions to receive briefings on important issues, when necessary.\u003C/p\u003E\n\u003Ch3\u003EPolicies and rules\u003C/h3\u003E\n\u003Cp\u003EAt The Scout Association, we\u2019ve a comprehensive set of policies and rules applicable to the movement. These policies and rules are regularly reviewed by senior volunteers, senior management, and staff employed across the UK.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re committed to giving young people and adult volunteers the best possible experience in Scouts. To help us achieve this, we follow several key policies, so we can make sure Scouts grows \u003Cstrong\u003Ein a way that\u2019s safe, accessible, and free from discrimination\u003C/strong\u003E.\u003C/p\u003E\n\u003Cp\u003EOur key policies include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EDuty of Candour\u003C/li\u003E\n\u003Cli\u003EEqual Opportunities Policy\u003C/li\u003E\n\u003Cli\u003EPrivacy and Data Protection Policy\u003C/li\u003E\n\u003Cli\u003EReligious Policy\u003C/li\u003E\n\u003Cli\u003ESafeguarding Policy\u003C/li\u003E\n\u003Cli\u003ESafety Policy\u003C/li\u003E\n\u003Cli\u003EVetting Policy\u003C/li\u003E\n\u003Cli\u003EYouth Member Anti-Bullying Policy\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ERisk management\u003C/h3\u003E\n\u003Cp\u003EThe Board of Trustees is responsible for identifying, assessing, and managing the risks of The Scout Association and its subsidiaries. The Board of Trustees and its committees operate a comprehensive risk management process to make sure appropriate steps are taken to manage and mitigate governance, external, operational (including safety and safeguarding), legal/regulatory and financial risks. Scouts\u2019 activities require risk identification and reasonable mitigation to make sure our charitable objectives are achieved.\u003C/p\u003E\n\u003Cp\u003EThe process involves the identification and grouping of the risks The Scout Association faces, both directly and indirectly, through the activities of the movement more generally. This includes evaluating the risks in terms of their potential impact and likelihood to occur, as well as considering The Scout Association\u2019s appetite for those risks, and identifying how they can be mitigated and managed.\u003C/p\u003E\n\u003Cp\u003EResponsibility for risk management is assigned to members of the Executive Leadership Team, UK Leadership Team (senior volunteers) and Chairs of the Board\u2019s reporting committees, as well as the Boards of its subsidiaries.\u003C/p\u003E\n\u003Cp\u003EThe Board reviews its major risks throughout the year. The safety and safeguarding of young people involved in Scouts are our highest priorities.\u003C/p\u003E\n\u003Cp\u003EOther major risks to our organisation include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EPublic trust \u2013 reputational damage due to public perception, historical issues, and external factors.\u003C/li\u003E\n\u003Cli\u003EGrowth\u003C/li\u003E\n\u003Cli\u003EData security, specifically an information security breach.\u003C/li\u003E\n\u003Cli\u003EDigital delivery and adoption.\u003C/li\u003E\n\u003Cli\u003EEquity, diversity and inclusion.\u003C/li\u003E\n\u003Cli\u003EManagement and oversight of our federated structure.\u003C/li\u003E\n\u003Cli\u003EMaking sure we have the right working culture.\u003C/li\u003E\n\u003Cli\u003EFinancial loss or failure of investments and assets.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ERisk Appetite\u003C/h3\u003E\n\u003Cp\u003EThe Board reviews the risk appetite of each corporate level risk annually to determine the individual tolerance level, what happens when thresholds are breached, and the appropriate and immediate remedial action to bring any issue back within risk tolerance levels. While accepting that risk in Scouts\u2019 activities can never be entirely eliminated, we\u2019re committed to making sure activities are planned and undertaken to the highest levels of quality and safety.\u003C/p\u003E\n\u003Cp\u003EGiven the nature of the activities undertaken, we seek to continuously minimise the potential for serious harm to be caused to young people and members to the greatest extent feasible. Where incidents or near misses do occur, we\u2019re committed to learn from such events and develop our approaches through continuous improvement supported by our Duty of Candour.\u003C/p\u003E\n\u003Cp\u003EHowever, The Scout Association has a high appetite for opportunities for membership growth and would be comfortable taking more risk in this area.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/our-members/","title":"Our members"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/governance-structure-and-board-membership-1-april-2024-to-31-march-2025/","title":"Governance structure and Board membership \u2013 1 April 2024 to 31 March 2025"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2024-25/refocusing-our-priorities/","title":"Refocusing our 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Six were extraordinary meetings.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/nn0ixhe5/the-board-of-trustees-meeting-attendance.jpg","width":969,"height":933,"altText":"A document showing the Board of Trustees meeting attendance for 2024/25.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EUK Leadership Team\u003C/h3\u003E\n\u003Cp\u003ECarl Hankinson, UK Chief Volunteer (Trustee Board Member, Nominations \u0026amp; Governance Committee Member and Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003ECJ Ledger, Deputy UK Chief Volunteer (People \u0026amp; Culture Committee Member and Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003ECraig Turpie, Deputy UK Chief Volunteer (Strategy \u0026amp; Delivery Committee Member and Safety Committee Member)\u003C/p\u003E\n\u003Cp\u003EElizabeth Henderson, Chief Volunteer of England (Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003EBarry Donald-Hewitt, Chief Volunteer of Scotland (Strategy \u0026amp; Delivery Committee Member and Safeguarding Committee Member)\u003C/p\u003E\n\u003Cp\u003ERhian Moore, Chief Volunteer of Wales (Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003EStephen Bell, Chief Volunteer of Northern Ireland (Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003ERob Murray, Chief Volunteer for International (Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003EAyesha Karim, UK Youth Lead (Trustee Board Member, Nominations \u0026amp; Governance Committee Member and Strategy \u0026amp; Delivery Committee Member)\u003C/p\u003E\n\u003Cp\u003EJack Caine, UK Lead Volunteer for People\u003C/p\u003E\n\u003Cp\u003EYousif Eltom, UK Lead Volunteer for Growth \u0026amp; Race Equality\u003C/p\u003E\n\u003Cp\u003ELewis Dangerfield, UK Lead Volunteer for Programme\u003C/p\u003E\n\u003Cp\u003EIan Hill, UK Lead Volunteer for Safety (Safety Committee Member)\u003C/p\u003E\n\u003Cp\u003ERebecca Armstrong, UK Lead Volunteer for Inclusion (People \u0026amp; Culture Committee Member)\u003C/p\u003E\n\u003Ch3\u003EExecutive Leadership Team and Committee membership\u003C/h3\u003E\n\u003Cp\u003EChloe Kembery, Executive Director of Marketing and Fundraising\u003C/p\u003E\n\u003Cp\u003EMark Hislop, Executive Director of Commercial Services\u003C/p\u003E\n\u003Cp\u003EPhilippa Ward, Executive Director of Strategy and Transformation (until April 2025)\u003C/p\u003E\n\u003Cp\u003EMatthew Killick BEM, Executive Director of Operations (until May 2025)\u003C/p\u003E\n\u003Cp\u003EMatt Hyde, Chief Executive, (until September 2024)\u003C/p\u003E\n\u003Cp\u003EAidan Jones, Chief Executive, (from October 2024)\u003C/p\u003E\n\u003Cp\u003EMembers of the Executive Leadership Team and the UK Leadership Team, the Chief Scout and the Deputy Chief Scout, have rights of attendance at all meetings of the Board and its Committees (subject to prior agreement of the relevant chairs).\u003C/p\u003E\n\u003Cp\u003EWith the exception of the Nominations and Governance Committee, all Board Committees have appointed Trustee members for their specialist skills, along with one or more non-Trustee members. 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