Annual Report and Accounts 2024-25
Annual Report and Accounts reports on the business and financial activities undertaken by AiB over the last financial year
Key performance indicators (KPIs)
AiB performs statutory functions to determine and process bankruptcy applications, protect and supervise trust deeds and decide on debt payment programmes under DAS. AiB also has a duty to minimise the cost to the public purse for undertaking these activities.
Performance is assessed against three main criteria: time, cost and quality. AiB will continue to take action to improve its services and these KPIs will help identify key areas.
In 2024-25 AiB met or bettered its processing times targets. This was despite undertaking the flexible working pilot, demonstrating our ability to maintain and improve key services and process.
Lower than expected new case volumes meant the cost targets for MAP and general insolvency were not met. The DAS cost KPI was bettered as new case volumes remained steady.
| Case type | Target time | 2024-25 outcome | 2023-24 outcome |
| Bankruptcy | 9 days | 7.1 days | 7.2 days |
| DAS | 4 days | 2.5 days | 3.0 days |
| PTD | 1.5 days | 0.9 days | 0.9 days |
Notes
Bankruptcy
The time from when a self-nominated application is submitted and the fee received until a bankruptcy is awarded and published on the Register of Insolvencies.
DAS
The sum of both: the time from initial receipt of a Debt Payment Programme (DPP) until proposal letters are issued to creditors; and from the end of the creditor approval period until the DPP decision letters are issued.
PTD
The time taken from receipt by AiB of a Form 3 (which is the submission by the trustee of a trust deed for protection) until the protection or rejection of the trust deed.
As with the previous year, our time KPI results reflect continued improvements made to our digital platforms meaning an increase in electronic case related communications rather than dependency on traditional mail services. The change to the flexible working pilot meant we had to examine our operational processes. These KPI results further reflect the success with both DAS and bankruptcy KPI results improving from last year.
|
Case Type |
Target cost |
2024-25 outcome |
|
MAP |
£139 |
£147 |
|
Bankruptcy |
£213 |
£273 |
|
DAS |
£39 |
£37 |
The cost KPIs exclude insolvency practitioner fees and case outlays which are dependent on case-specific circumstances. They also exclude all office overheads, including systems depreciation which are fixed regardless of case volumes.
In 2024-25 AiB bettered its cost target for the Debt Arrangement Scheme process. The bankruptcy process target and PTD cost targets were not achieved.
These cost results can be partly attributed to the trends in case volumes for each of the different debt relief solutions. In 2024-25 AiB saw no change in the number of Debt Payment Programmes submitted under the Debt Arrangement Scheme, whereas the decrease in applications under the Minimal Asset Process (MAP) and full administration bankruptcies had not been expected, particularly given the cost-of-living crisis in the post COVID-19 pandemic years.
Sustainability
Consideration throughout the year has been focused on the remaining considerations from our previous year's energy efficiency report, mainly the full replacement of the buildings lighting to LED and installation of solar PV array.
The plan to sublet some of the office space will also have an impact on our energy consumption and will ensure that the office is being used to maximum potential while also contributing to the Scottish Government estate strategy and the rationalisation of the SG estate.
We continue to look at areas such as paper consumption, where rather than simply reducing the amount of paper used through increasing use of digital alternatives, we reflect the environmental benefits of reducing paper usage.
Likewise for our Net Zero by 2045 timeline, we will look closer at our energy consumption and build our understanding of where we are using greener energy and where we can reduce non-green energy consumption which is made up of more damaging carbon emissions.
| Financial year | 2024-25 | 2023-24 | Annual Change |
|---|---|---|---|
| Carbon emissions (tonnes of CO2) | 54.65 | 65.51 | down 10.86 |
| Energy consumption (kWh) | 313,499 | 314,137 | up 362 |
| Water consumption (m3) | 239 | 238 | up 1 |
| Paper use (boxes) | 89 | 99 | down 10 |
Dr Richard Dennis
Accountable Officer
26 November 2025