Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
**Bioregional Development Group**
**(a Company Limited by Guarantee and not having Share Capital)**
**Company Registration No. 02973226**
**Charity Registration No. 1041486**
**Report of the Trustees and Financial Statements for the year ended 31 March 2026**
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
## **Contents**
|**Report of the Trustees**|3|
|---|---|
|**Objects of the Charity**|3|
|**Our vision**|3|
|**Our strategic goals for 2030**|3|
|**Public benefit summary**|4|
|**Bioregional 2025-26 Impact Review**|4|
|**Management and Governance**|16|
|**Fundraising Policy**|17|
|**Financial Performance**|17|
|**Risk Management**|18|
|**Reserves policy and going concern**|18|
|**Statement of trustees’ responsibilities**|18|
|**Auditors**|19|
|**Independent Auditor’s Report**|20|
|**Statement of Financial Activities for the year ended 31 March 2026**|23|
|**Notes to the Financial Statements for the year ended 31 March 2026**|26|
|**Legal and Administrative Information**|40|
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
## **Report of the Trustees**
The trustees are pleased to present their report for the year ended 31 March 2026 together with the consolidated financial statements of Bioregional Development Group. The financial statements have been prepared in accordance with the accounting policies set out on pages 26 to 39 of the attached financial statements and comply with the charitable company’s Memorandum and Articles of Association, applicable laws and the requirements of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).
The reference and administrative information set out on page 40 forms part of this report. The annual report also serves as a directors’ report for the purposes of company law.
## **Objects of the Charity**
The objects of Bioregional Development Group as set out in its governing document in the Memorandum and Articles of Association are:
_To advance education for the public benefit, in particular concerning the practice of sustainable living including the conduct of community life and economic activity, and to promote the preservation, conservation and restoration of the natural resources, animal and plant life, and habitats of the world._
## **Our vision**
Our vision is of a world where everyone can live happy and healthy lives within the limits of our planet’s resources, while leaving sufficient space for wildlife and wilderness. We call this One Planet Living.
## **Our strategic goals for 2030**
Bioregional will show, working with clients and partners, how one planet living can be achieved in our homes, communities, businesses, and town centres. We will use practical examples of our work to change policy and practice – both in the UK and internationally through the UN Sustainable Development Goals network, to help avert the climate and ecological emergency and achieve the SDGs by 2030.
We aim to:
Drive exemplary business practice: we will help businesses to measure and reduce their carbon footprints in line with science-based targets, set ambitious strategies that enable sustainable consumption and production, and play an active role in regenerating the natural ecosystems upon which we all depend.
Create sustainable homes and communities: we will support housebuilders, property owners, and local authorities to enable the next generation of net-zero, affordable, biodiversity-positive homes to be built; support local authorities to create and implement net-zero carbon planning policies and sustainable high streets; and work with asset owners to sustainably retrofit homes.
Influence policy and industry practice: we will work with our partners and stakeholder groups, sharing knowledge of the practical and inspiring solutions we have developed with partners to influence government policy and industry practice in the built environment, sustainable production and consumption, and corporate sustainability strategies.
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
## **Public benefit summary**
Bioregional has championed sustainable living for 30 years. We support organisations to transition to a net-zero carbon, circular, and sustainable future, and work with partners to create homes, workplaces and communities that enable one-planet living.
We believe that by partnering with ambitious businesses, property developers, asset owners, and local communities, we can create the right conditions for people to prosper while living within the Earth’s means.
We have reviewed the Charity Commission guidance on public benefit and have detailed in this report our main areas of charitable activity.
All trustees give their time voluntarily and receive no benefit from the charity. Any expenses reclaimed from the charity are set out in note 7 to the financial statements.
## **Bioregional 2025-26 Impact Review**
## **Chief Executive’s foreword**
This year has been a clear reminder of why we exist: to turn planet-sized goals into practical, people-shaped action.
As I reflected on the work of our amazing team, partners and clients over the past 12 months, and the world we now find ourselves in, one key thing shone out to me.
We, together with millions of people around the world, are now deeply engaged in the work of systemic change towards a truly sustainable economy and way of life.
In our 2025-26 impact review, you can see what this looks like in practice. We work alongside retail giants such as Specsavers and Kingfisher (owner of B&Q and Screwfix), with city centre asset owners like London’s Portman Estate, and with developers such as Muse, supporting them to deliver sustainable homes and buildings across their portfolios. We also work with local authorities across the UK, helping them put the right policies in place to meet their climate and ecological emergency commitments.
Internationally, our work with the United Nations Environment Programme is fostering a switch to sustainable building materials, and our free-to-use One Planet Living framework has supported 7.3 million people to live more sustainably in communities around the world.
At the same time, we are experiencing our climate breaking down around us, and the natural world that we depend upon for our survival, for food, for water, for a stable climate, is under threat. Those behind the declining fossil-fuel-based, extractive economy are fighting back hard, and it’s all got very political. It is actually becoming quite frightening now.
But hold tight. We are making solid progress collectively. Look how it all adds up. People love it when I tell them that as a nation, in the UK, we have reduced the average ecological footprint from 3.5 planets in 2005 when we first talked about One Planet Living®, to 2.4 planets today, and that change is accelerating now with a slew of policies coming in across the economy.
It’s no exaggeration to say that we are engaged in a race against time for the sake of future generations and life on Earth.
But this is also a massive social and economic opportunity. The challenges are complex, but so is our capacity to respond.
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Bioregional Development Group (A Company Limited by Guarantee and Not Having Share Capital)
Together, we can turn uncertainty into progress and ambition into action. We’ve got one planet, one chance to make a difference. Planet-sized thinking needs people-shaped doing. And that’s what we’re here to do.
Sue Riddlestone OBE
Chief Executive and co-founder, Bioregional
## **Our strategic goals: 2020-30**
Bioregional will show, working with partners, how one planet living can be achieved in our homes, communities, businesses, and town centres. We will use practical examples of our work to change policy and practice – both in the UK and internationally through the UN Sustainable Development Goals network, to help avert the climate and ecological emergency and achieve the SDGs by 2030.
We aim to:
**Drive exemplary business practice:** we will help businesses to measure and reduce their carbon footprints in line with science-based targets, set ambitious strategies that enable sustainable consumption and production, and play an active role in regenerating the natural ecosystems upon which we all depend.
**Create sustainable homes and communities:** we will support housebuilders, property owners, and local authorities to enable the next generation of net-zero, affordable, biodiversity-positive homes to be built; support local authorities to create and implement netzero carbon planning policies and sustainable high streets; and work with asset owners to sustainably retrofit homes.
**Influence policy and industry practice:** we will work with our partners and stakeholder groups, sharing knowledge of the practical and inspiring solutions we have developed with partners to influence government policy and industry practice in the built environment, sustainable production and consumption, and corporate sustainability strategies.
## **Corporate sustainability consultancy**
Our advisory work continues to focus on businesses in the retail and food and beverage sectors, as well as the engineering, construction, and property sectors.
Last year, we helped **31 organisations** to develop and deliver their sustainability strategies, sustainable product guidelines, carbon footprinting, and net-zero roadmaps. These businesses collectively employ over **180,000 people** , with a combined **total turnover of over £24bn** .
We increased our client portfolio of tracked carbon by **100,000 tonnes of CO₂e** , taking our all-time carbon portfolio to over **1.4 million tCO₂e** .
Stand-out client stories:
**Helping Kingfisher plc turn net-zero targets into a decision-making engine**
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
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## Bioregional Development Group
We’ve been supporting multi-national home and garden retailer Kingfisher group for over 15 years, and have already helped them set ambitious SBTi-approved targets to reach net zero by 2040 – which is great – but ambition alone isn’t enough. Kingfisher needed to translate grouplevel commitments into credible, coordinated action across a diverse portfolio of businesses, each with its own plans, pressures and pace.
This year, the challenge was to move beyond static projections and build a shared view of the future: one that could test different pathways, reflect real commercial constraints, and bring together decisions on areas such as heating, logistics and growth into a single, coherent picture.
Kingfisher now has a clear line of sight from ambition to action. The interactive dashboard brings together scenarios, progress tracking and investment implications – enabling faster, more informed decisions across the organisation.
Crucially, net zero is no longer an abstract model. It’s a practical tool that helps teams understand trade-offs, align around priorities and move forward with confidence.
By making choices visible – and measurable – the work has helped Kingfisher embed SBTi targets as a real framework for decision-making, strengthening accountability and creating momentum at scale.
## **Turning materiality into a strategic edge for Specsavers**
Specsavers partnered with Bioregional to keep ahead of CSRD compliance - using its Double Materiality Assessment to cut through complexity, prioritise what matters and drive smarter, future-focused decisions.
Specsavers is navigating a fast-moving sustainability landscape - where regulation is tightening, expectations are rising, and businesses are under real pressure to prove impact, not just intent. With CSRD raising the bar on transparency and accountability, the challenge wasn’t just to comply, but to cut through the noise and land on what actually matters. The risk? Getting stuck in complexity and missing the opportunity to turn sustainability into something commercially meaningful.
Specsavers now has a CSRD-ready DMA that does more than just satisfy regulation - it gives the business clarity, confidence and direction. Senior teams are better equipped to make informed decisions, sustainability is more closely tied to commercial strategy, and new opportunities for innovation are starting to surface. In short, it’s a stronger, more resilient business - built to keep moving forward, not just keep up.
**“Bioregional transformed our Double Materiality Assessment from a reporting requirement into a source of real strategic insight, revealing the impacts, risks and opportunities that matter most across our entire value chain. The outcome is a CSRD-compliant process that strengthens resilience, unlocks innovation and enables more confident, credible decision-making.”**
- Jen Wakely, Global ESG Reporting Lead, Specsavers
## **Helping the UN reshape Bangladesh’s construction system for people, planet and prosperity**
We have been working with the UN to implement the Sustainable Development Goals, especially Goal 12, since 2015, with a specific focus on construction and building materials. In
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## Bioregional Development Group
the past year this involved capacity building in India, Senegal, Ghana with a big focus on Bangladesh.
Bangladesh is building at speed – but at a cost. The widespread use of coal-fired clay bricks is driving emissions, worsening air quality and consuming valuable agricultural land. At the same time, demand for housing shows no sign of slowing down, increasing the urgency for homes to withstand worsening climate shocks such as flooding and heat stress.
Shifting this system isn’t straightforward. It spans policy, supply chains, skills, finance and market confidence – all moving at pace, and often in different directions.
Working alongside the United Nations Environment Programme and the UN Office for project services (UNOPS), we supported the implementation of existing policy frameworks – using our experience to connect key stakeholders and turn ambition into coordinated, practical action.
By connecting stakeholders across government, industry, academia and finance, we built a shared understanding of the challenge and where intervention could have the biggest impact. At the same time, we developed tools and activities designed to make lower-impact materials easier to understand, compare and champion, encouraging a technology transfer away from burnt clay bricks.
Our work has delivered stronger foundations for change across Bangladesh’s construction sector – both technical and cultural:
- Greater confidence in alternative materials, such as stabilised compressed earth blocks, low carbon concrete and waste materials, supported by clear, credible data
- Improved collaboration across institutions and sectors
- Practical support for policy development and early market shifts
This is a key step towards the country’s sector meeting demand for homes without compromising environmental limits.
## **Breaking new ground with RS Group’s sustainable product criteria**
RS Group offers an unrivalled range of a whopping 750,000+ products which are integral for the worlds of industrial design, manufacturing and maintenance.
The team needed support to expand the criteria for its Better World product guidelines – establishing exactly how to classify 5 new ‘families’ of product. The group’s long-term target is to get 100,000 products achieving the necessary standards.
It’s fair to say we formed a genuinely collaborative relationship with RS Group’s team - and this relationship was key in maximising the group’s internal knowledge and consulting with its manufacturers. We also:
- Scoped out the new product families and all available data
- Created procedures and processes for review
- Consulted with manufacturers
- Tailored our approach based on the data available
- Kept in mind where we wanted to push the industry standards towards
By the end of the project, we’d successfully set Better World criteria for 5 product families, totalling over 17,000 products, which can now be reviewed for inclusion in the Better World
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
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## Bioregional Development Group
range – all while ensuring a robust and independent process that avoids greenwashing and over-claiming. RS Group is now in a much better position to monitor and improve the sustainability credentials of a huge chunk of its product range
**“We might not always get it 100% right first time in terms of** _**precisely**_ **where to set the bar, but we have to be brave – we can’t just sit on the fence... at some point you have to commit to setting the level and then start getting some traction with manufacturers.”**
## **- Stewart Muir, Senior Technical Consultant, Bioregional**
## **Sustainable built environment**
This year, our team of sustainable built environment experts supported local authorities to develop policies and strategies to respond to the climate and ecological emergency, helped developers create sector-leading sustainability frameworks and created net-zero pathways for a range of organisations.
We:
- worked with **31 local authorities** on their planning and policy work. This work will help deliver approximately **29,000 sustainable homes** every year as part of local authority growth plans.
- supported 3 developers across 4 schemes that are set to deliver nearly **6,300 sustainable homes** , 1,000 of which are planned as affordable, as well as over **15,000 m2 of sustainable commercial space** .
Stand-out client stories:
## **From framework to front line: making Muse’s SDF work on live projects**
We previously helped Muse create an industry-leading Sustainable Development Framework (SDF), ensuring that all its future developments will meet the very highest sustainability standards in both construction and operation. Muse’s next big challenge was implementation: how do you take ambitious, holistic targets on paper and make them work across live projects – with real constraints, competing priorities and tight timelines? The goal was simple but demanding: understand how projects were performing, identify where things might stall, and keep up momentum.
As an industry, developers can face a number of challenges in meeting sustainability requirements, for instance, building the business case for longer-term savings and reduced operational costs for residents, versus immediate budget challenges. There can also be pressures on supply chains for the availability of materials (such as more sustainable cement) and the availability of skilled installers (such as for heat pumps).
Across Muse’s portfolio, we reviewed projects against the SDF, building a clear picture of where each one stood and what needed to happen next. This wasn’t just theory – these were practical steps to move forward.
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Bioregional Development Group (A Company Limited by Guarantee and Not Having Share Capital)
On the ground, at a project level, we worked closely with Muse and English Cities Fund (ECF) to translate ambition into delivery.
At **Greyfriars** , Northampton, we helped define a clear, place-led sustainability vision and are working with the team to embed it through design – supported by operational energy and whole life carbon modelling. The result: a scheme pushed to go further, with ambition locked in ahead of planning.
At **East Bank** , Hull, we helped turn local insight into a practical, shared vision for social value. Through targeted stakeholder engagement and collaboration, this has already translated into real-world outcomes – including meanwhile use opportunities that will bring the site to life through a large-scale cultural event before construction even begins.
Across both projects, the impact is the same:
- clearer direction
- stronger alignment
- • and momentum that’s now hard to lose
We believe that when sustainability is understood, owned and embedded early, action becomes inevitable – and that’s exactly what we’ve helped Muse achieve here.
## **Five-year partnership with The Portman Estate delivers measurable impact**
Building on our previous work to measure The Portman Estate’s carbon footprint, we recently collaborated with its sustainability committee to develop a robust set of science-based decarbonisation targets that will ensure it reduces its emissions in line with the 2015 Paris Agreement.
We’ve been working side-by-side with the Estate to turn supplier engagement into something far more powerful than just a tick-box exercise. This year, we embedded robust data collection through its Supplier Charter and delivered tailored carbon footprinting training to its highestemitting suppliers - building the confidence and capability needed to take real action. By working collaboratively across the supply chain, we’re helping unlock progress on scope 3 - the most complex, but ultimately the most transformative, part of the journey.
Beyond carbon, we’ve been bringing the right people together to spark practical change. Our supplier roundtable created space to share ideas, challenge assumptions and explore new approaches to materials reuse across refurbishment and fit-out projects. Now, we’re supporting a dedicated internal working group to turn that momentum into action - helping the Estate harness circularity to reduce waste, capture value and make more of every project.
We’re also pleased to be working with the Estate to enhance nature around its London assets through our role as project managers of Wild West End, an alliance of property owners championing urban nature. Over the past five years, our team has:
- Positioned The Portman Estate as a recognised sustainability leader among its peers, including achieving SBTi validation in 2025, and setting a net-zero target of 2045
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## Bioregional Development Group
- Embedded sustainable strategy and decision-making across all the Estate’s functions through action planning and team training and engagement
- Helped pave the way to future-proof operations and assets through a Retrofit Pattern Book
- Strengthened supply chain resilience and long-term business stability through supplier engagement and training, and procurement guides
- Confirmed the feasibility of the Marble Arch Energy Network – a potentially trailblazing heat network connected to the London Chalk Aquifer that would decarbonise heat across the district.
We’re not stopping there, though – we recently collaborated on a revised strategy and action plan running to 2028, which supports the decarbonisation targets and ensures that sustainability is addressed holistically across the whole Estate.
We were also delighted to support the Estate’s move into its new head office in Marble Arch, creating a One Planet Living action plan to ensure the space’s sustainability credentials matched the Estate’s ambitions. Our lifecycle assessment of the fit-out found that it performed significantly better than industry benchmarks.
## **Turning complex London neighbourhood interventions into practical lessons for what comes next**
Commissioned by Camden Council and the Royal Borough of Kensington and Chelsea, we evaluated delivery of the Mayor of London’s Future Neighbourhoods 2030 programme in Somers Town and Notting Dale – cutting through complexity to surface clear learning and practical tools for future place-based climate action.
Future Neighbourhoods 2030 was ambitious by design – spanning 12 neighbourhoods in some of London’s most disadvantaged and climate-vulnerable areas.
In Somers Town and Notting Dale, that ambition translated into 97 projects, combining community-led action, public sector delivery and cross-sector partnerships to tackle retrofit, greening, energy, circular economy and air quality in parallel.
But scale brought complexity. Success couldn’t be captured through one lens or dataset. KPIs shifted, baseline data was often missing, and many of the most important outcomes – stronger partnerships, local capability, confidence to act – were real but hard to quantify.
Our job was to make sense of it without oversimplifying – capturing what was delivered, what enabled it, and what others can take forward. Working as part of a wider consortium, we went beyond evaluation – building partner capability, identifying what works and systemising lessons on governance, collaboration and delivery.
The result goes beyond a report: a stronger evidence base and a practical toolkit to help other boroughs deliver place-based, community-led climate action.
Across both neighbourhoods, the evaluation identified significant outputs, including
- 69 buildings retrofitted
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Bioregional Development Group (A Company Limited by Guarantee and Not Having Share Capital)
- 6,694 m² of publicly accessible green space
- 3,260 m² of green cover and 2,500 m² of canopy
- 210 bicycles and 28,000 kg of waste diverted from landfill
Crucially, it showed what makes this work stick: co-designed strategy, embedded coordination, strong partnerships and monitoring that supports delivery, not slows it down.
## **How we’re helping shape low-carbon growth in South Warwickshire**
Local authorities are under growing pressure to deliver low-carbon growth – but the reality is complex. They’re expected to use their expertise to identify the most effective growth options while balancing location, housing density, environmental policy and access to services.
In South Warwickshire, those choices would shape how up to 32,000 new homes would connect to jobs, transport and everyday amenities – and how much carbon those communities generate for decades to come.
The challenge? Without our industry-leading Net-zero Spatial Planning Tool, there really is no single, comparable way to understand the carbon impact of different site options. Decisions that would lock in long-term carbon emissions would be made without clear, consistent evidence.
Our work gave the South Warwickshire Local Plan team (SWLP) something they didn’t have before: a clear link between where they build, and the emissions that will follow.
- Carbon impacts were now quantified across multiple development scenarios
- Every site could be reviewed through a spatial carbon lens, not just embodied and operational carbon
- Three detailed reports supported decision-making throughout the plan’s evolution
- Site allocations were refined with a clearer understanding of long-term emissions implications
Crucially, this shifted growth scenario planning to an evidence-led approach – giving SWLP everything they need to avoid locking in high-carbon development patterns.
## **One Planet Living: our sustainability framework**
## **One Planet Living in numbers**
Our One Planet Living sustainability framework comprises ten simple principles and detailed goals and guidance. Developed 23 years ago with WWF - to systematise what we did at our award-winning BedZED eco-village - it has always been free to use.
Over **350** organisations have now used One Planet Living to create a more sustainable world. They span six continents and **22** countries including Australia, Canada, Ireland, South Africa and USA, among them:
- **71** real-estate projects
- **87** businesses
- **39** city/regional districts
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- **40** schools/education providers
More than **7.3** million people are now living in or visiting communities or cities that have used One Planet Living.
This year we have:
- announced **three** new One Planet Living Leaders, taking the total to **38**
- seen over **14,000** website sessions across our One Planet Living pages
- provided One Planet Living resources that were downloaded nearly **700 times**
## **Launching a comprehensive new guide to designing sustainable new-build communities around the world**
We were delighted to publish our new Goals & Guidance for new-build communities around the world. Following on from last year’s UK version, this essential guide provides practical strategies for housing developers around the world to design and deliver sustainable communities using our One Planet Living framework.
Written specifically for developers, the guide is more than just a set of recommendations: it offers a proven framework for creating vibrant, people-centred places that nurture the environment, support local ecosystems, and address the climate emergency head-on.
By providing clear strategies, robust technical advice, and measurable indicators, our guide ensures that anyone involved in building communities can make a genuine and lasting difference.
Key elements include:
- What good looks like - a vision for delivering sustainability goals
- Technical guidance and leadership standards - resources and best practice guidance
- Indicators - practical metrics for tracking progress
- How to be formally recognised as a Leader or Global Leader in One Planet Living.
## **Celebrating new One Planet Living Leaders**
One Planet Living Leaders are projects that represent the gold standard in sustainable placemaking. There are hundreds of One Planet Living projects around the world, but only the absolute best achieves the status of Leader or Global Leader. There are now 35 One Planet Living Leaders and Global Leaders. This year, we provided new Leadership recognition to the following:
- **Sustainable Ventures** : Europe’s largest climate tech ecosystem empowers entrepreneurs tackling the climate crisis by nurturing a collaborative community, helping to accelerate innovation in clean energy, sustainable transport, and the circular economy
- **Our Sustainable Goulburn Mulwaree** : This community-led initiative in NSW, Australia, fosters sustainability, climate resilience and a circular economy through local projects and community engagement
- **ecobirmingham:** from its innovative online One Planet Living Sustainability Toolkit - enabling individuals to create personalised, place ‑ based action plans - to co ‑ created Greener Community Plans in neighbourhoods like Sparkhill and Allens Cross, the charity
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## Bioregional Development Group
excels at turning complex sustainability principles into inclusive, practical change where it’s needed most.
## **Collaborating to create wider change**
Creating wider impact means going beyond individual projects – working with partners, policymakers and industry peers to shift the systems that shape how decisions are made.
This year, we continued to play an active role in shaping the policy landscape for the built environment. We joined forces with industry leaders through the TCPA and wider networks to respond to proposed changes to the National Planning Policy Framework (NPPF), which risk weakening the ability of local authorities to deliver on net zero. By signing joint letters, contributing to consultations and amplifying the collective voice of the sector, we made the case for a stronger, clearer policy that matches the scale of the climate crisis.
We welcomed the introduction of the Future Homes Standard, which includes an end to the use of fossil fuel gas, and a requirement for solar PV – something that’s crucial to reduce bills, avoid retrofit later, boost the country’s shift away from fossil fuels, and support the grid. This is a big win towards our 2030 vision, however, our campaign with the Good Homes Alliance and other industry leaders, backed by 250 organisations, had also proposed practical approaches to tackle the energy performance gap, and the big elephant in the room – embodied carbon. The Government has said it will investigate it, but nothing as yet. We will continue to bring real-life examples, and work through industry networks to follow through on this.
We also engaged directly with government and decision-makers at the House of Lords, making the case for planning decisions to align with the UK’s national carbon budgets in the Planning and Infrastructure Bill. Drawing on our practical experience, we highlighted how tools like our Net-zero Spatial Planning Tool can help local authorities deliver this in a way that is both easy and viable in practice. These conversations are critical – bridging the gap between policy ambition and the realities of delivery on the ground.
Across all this work, collaboration has been the thread running through everything. Whether signing joint statements, contributing evidence, or showing up in the room to challenge and support decision-makers, we’ve focused on one goal: helping move the system forward.
## **Embedding sustainability across our organisation**
- Decarbonisation report (financial year 2024 25)
Our science-based targets were first validated by the SBTi in 2022 – something we support many of our own clients to do – ensuring our own decarbonisation roadmap is aligned with industry best practice.
Bioregional’s total emissions were **139.7 tCO₂e in 2024/25** , with emissions overwhelmingly driven by Scope 3, which accounts for approximately 99% of our total footprint. This reflects the continued success in reducing operational emissions, meaning our footprint is now almost entirely value-chain-driven.
**Scope 1 and 2 emissions fell by 89% since our 2018/19 baseline** , and now account for less than 1% of our total emissions. This is mainly due to no longer using gas since moving
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## Bioregional Development Group
offices in 2022 and supporting our landlord to switch to a less carbon-intensive electricity tariff. This means we have already exceeded our target to reduce Scope 1 and 2 emissions by 50% by 2030 and have effectively decarbonised our direct operations.
**Scope 3 emissions fell by 9.6% since our baseline.** While this represents progress, it is more modest compared to reductions in our operational emissions and highlights that further action is needed across our value chain. A key driver of reductions has been business travel, where emissions have fallen by 72% since baseline to 9.6 tCO₂e, achieved by limiting international travel and prioritising virtual engagement. While this remains a strong reduction, it is slightly below our ambition of a 75% reduction by 2030. We are therefore continuing to refine our travel policy to ensure emissions remain within the trajectory required to meet this target.
Within Scope 3, purchased goods and services are now the dominant source of emissions, accounting for 117.6 tCO₂e, or approximately 84% of our total footprint. Employee commuting and homeworking (11.3 tCO₂e) and business travel (9.6 tCO₂e) are secondary contributors. Other categories such as capital goods, fuel- and energy-related activities, and waste are immaterial, each contributing less than 1% of total emissions.
We have previously realigned our baseline emissions for purchased goods and services and capital goods to reflect our updated methodology using SWC MRIO emission factors. This ensures greater accuracy and comparability over time.
A key focus for the year ahead will be reducing emissions associated with purchased goods and services, which now represent the majority of our footprint. We will prioritise engagement with key suppliers and continue to shift towards working with suppliers that have committed to science-based targets. We aim for 50% of our key suppliers (by emissions) to have sciencebased targets by 2025/26.
We have committed to:
- reduce our already low Scope 1 and 2 greenhouse-gas emissions – from property, and energy used for heating and lighting
We have also committed to reducing our Scope 3 emissions – indirect emissions from manufacturing, supply chains and company travel – even though the SBTi does not require SMEs to do so.
We will:
- require 50% of our key suppliers (measured by procurement emissions) to have science-based targets by 2025, and
- reduce our absolute emissions from business travel by 75% by 2030.
## **Continuing to foster team wellbeing**
We’re proud of our rich history of big ideas, forward-thinking attitudes and our proven track record of innovation – and 18 months ago, we took another step on that journey – trialling a 9-day working fortnight at full pay.
After six months, we had a load of data on the results – with great boosts to employee wellbeing being a key outcome.
Our burnout reduction was “both strong and statistically significant”, and the full results are as follows:
## **Staff wellbeing**
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
- Subjective wellbeing **↑ 15%**
- Psychological detachment **↑ 15%**
- Physical activity **↑ 15%**
- Burnout **↓ 14%**
- Body stress perception **↓ 12%**
- Positive emotions **↑ 11%**
- Negative emotions **↓ 10%**
## **Experience at work**
- Work engagement **↑ 14%**
- Intention to leave **↓ 13%**
- Task performance **↑ 12%**
We continued for another six months, and we’re now excited to say that we’re sticking with it for another 12 months.
## **Amplifying our impact**
## **Awards & recognition**
Our stand-out achievement was winning the William Sutton Prize for Sustainability 2025 for our new Retrofit Automation Tool, which takes away the painful, often messy work of retrofit data crunching, delivering net-zero pathways 3 times quicker. The prestigious prize, run by Clarion Housing Group, aims to turn groundbreaking concepts into real-world solutions that make lasting improvements to the built environment and local communities.
## **“We’ve seen first-hand how housing associations and asset owners struggle with the complexity and delays of planning large-scale retrofits. Our tool is designed to cut through these barriers, unlocking a clear and confident path to impactful implementation, and we hope that winning The William Sutton Prize will help accelerate our progress.”**
Lewis Knight, Director of Sustainable Places, Bioregional
We were also recognised for:
- edie Awards 2026 finalist: Consultancy of the Year
- Corporate LiveWire Innovation and Excellence Awards: Sustainability Consultancy of the Year 2025
- Best Sustainability Consultancy 2025: SME Greater London Enterprise Awards
- ClimateSort: one of the top 12 net-zero consultancies in the world
## **Events and digital reach**
- We chaired two packed Futurebuild events and spoke at two more, reaching over 500 attendees live
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
- We shared our practical insights and inspiring stories with more than 2,000 people at regional, national, and international events
- Our website received over 76,000 sessions
- Our free web resources were downloaded nearly 6,000 times
- Our webinar for our Net-zero Spatial Planning Tool had over 100 local authorities sign up
## **Our funders**
The trustees and staff would like to place on record their gratitude to all the organisations and individuals who continue to support the work of the charity. Our work would not be possible without the support of our partners and funders. Thank you.
## **Our clients in 2025/26**
A2Dominion, AECOM, Activate Learning, Aether, Aldersgate Group, Aviva Central Services UK Ltd, Bath and North East Somerset Council, Beale & Company Solicitors LLP, Bellway Homes, Biozone Scientific, Bloom Procurement Services LTD, Bowden Pillars Future CBS, Breckland Council, British Heart Foundation, BSI Group, Buckinghamshire Council, Burlodge, Cambridge City Council, Caterham Barracks Community Trust, Central Lincolnshire Council, Cherwell District Council, Clarion Housing Group, Cotswold District Council, Coventry City Council, Cranfield University, Dream, Eco Birmingham, Ealing Council, East Hampshire District Council, ECF, Edgars, Exeter University, Eyre Estate, Forest of Dean District Council, Frame Projects, Greater Cambridge Shared Planning Service, Hauser & Wirth Gallery Limited, Henry Adams LLP, Hinckley and Bosworth Borough Council, ICAX Limited, Kingfisher Group, Land Securities Properties LTD, Letchworth Garden City, Lichfields, London Borough of Camden, London Borough of Sutton, London Realty, Mansfield District Council, Matter Real Estate LLP, Microclima, Mitchells & Butlers, Muse, National Education Union, NG Bailey Group Limited, Nottingham City Council, Our Sustainable Goulburn Mulwaree, Placefirst Limited, Raven Housing Trust, Reading Borough Council, Redwood Software UK Ltd, RS Group, Royal Borough Kingston upon Thames, Rugby Borough Council, Sage Homes, Sandwell Metropolitan Council, Sidoli, Slough Borough Council, South Cambridgeshire District Council, South Kesteven District Council, South Staffordshire DC, Specsavers, Stafford Borough Council, Sustainable Ventures, Taggart Investments, Test Valley Borough Council, The Boomerang Tag, The Crown Estate, The Portman Estate, Troup Bywaters & Anders LLP, UKGBC, United Nations Environment Programme (UNEP), Urban Equation, Uttlesford District Council, Wagamama Group Limited, Warwick District Council, West Berkshire Council, West Oxfordshire District Council, Westminster City Council, Windmill Development Group, Wokingham Borough Council
## **Management and Governance**
Responsibility for the organisation lies with its trustees, who meet quarterly. Trustees regularly look at their skills sets and review, considering upcoming activity, whether there is a need for training or whether the charity could benefit from recruiting additional trustees with skills or experience that may be valuable within the organisation.
All potential trustees are given a pack containing previous years’ annual report and accounts, the charities memorandum and articles of association, and current Bioregional work plan. They are also directed to the Charities Commission guidance on the responsibilities of trustees.
Prospective trustees are asked to declare they are eligible to be a trustee. They are also asked if they can see any conflicts of interest with being a trustee of the organisation. References are taken up. A vote of existing trustees is then taken on whether to offer a trusteeship. If the potential trustee is backed by a majority of existing trustees, they are formally appointed as a trustee and director of the organisation.
Trustees serve a maximum of two four-year terms.
16
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
As part of trustee training and induction, trustees are invited to in-house seminars, project update meetings and question and answer sessions to enable them to fully understand the projects and activity of the charity. A one-day business planning event is held annually for all staff and trustees to review the previous year and plan the next five years’ aims and activities, together with quarterly strategic meetings to which all trustees are invited.
Day-to-day responsibility for the running of the charity is delegated to the Chief Executive, Sue Riddlestone, who is a member of staff, and who is line managed by the Chair of trustees. Decision-making responsibility is further shared by an executive team of senior staff.
## **Fundraising Policy**
Bioregional’s core fundraising focus is on trusts, foundations and grant making bodies. We do not use any third-party fundraisers.
Typically, we apply for large grants of £100,000 and over, and these applications are made for specific projects that will help us scale our impact. Occasionally we apply to smaller funds for one-off projects or for match funding.
We focus on trusts and foundations that list the environment, climate change, and sustainable behaviour and development as core priorities. For energy projects or projects focussed on the circular economy, we look for funders that support innovation and disruptive projects. These are often government or EU funds, or large foundations with specific aims.
The Director of Finance and Resources ensures that all costs of the project have been covered, and to confirm that any risks of accepting the grant are fully considered.
## **Financial Performance**
The financial results relate to the period 1 April 2025 to 31 March 2026 for the charity only. Group accounts have not been prepared as the wholly owned trading subsidiaries were wound up before the year the end. This means the comparative figures for last year are not on a like for like basis.
The charity’s income stood at £2.53m, a 5% increase from the £2.4m income generated in the previous year. The demand for our services remains high, however geopolitical and national policy are making it harder to win the impactful work we want to deliver. The following year will continue our focus in growing our income, impact, and maintaining the team.
Total expenditure for the year amounted to £2.59m (2024: £2.27m), an increase of £0.32m compared to the previous year. We continue to be vigilant, implementing effective and robust processes and internal controls to ensure efficiencies and value for money.
Salaries for the key management staff are reviewed as part of the overall
organisation salary review. The key management staff consist of the CEO, and three directors. The salary review is carried out by a remuneration subcommittee that consists of the Director of Finance and Resources and two members of the board of trustees. The salary review takes into consideration an annual uplift based on forecast inflation rates, a benchmarking review of the sector, and predicted increases in the salaries market for the forthcoming year. Proposals
17
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
made by the remuneration subcommittee are then considered by the whole Trustee board for their approval.
The net result of the charity for the year is a deficit of £0.06m (2025: group surplus of £0.34m).
The total funds of the charity at 31 March 2026 decreased by 10% to £0.65m (2025: group £0.66m), of which £0 is restricted (2025: £0).
## **Risk Management**
We maintain a risk register and regularly review the risks likely to impact our activities. Changes in legislation have influenced sustainability projects and initiatives.
Our strategy remains to diversify our activities to include new initiatives and new income streams in the coming year. We are now focusing our resources to speed up the change that is urgently required for us to be able to live within our planet’s resources. We are also working with property developers to instigate sustainable and affordable new homes and communities.
## **Reserves policy and going concern**
The reserves policy of Bioregional Development Group is to have a minimum of three months’ unrestricted expenditure in unrestricted reserves, but the aim is to have six months’ expenditure in reserve as the norm. We have prepared our reserves policy by looking at our forecasts for income and expenditure in the next financial year, taking a view on future needs and staff commitments, reliability of income, contingencies and risks and their likelihood and consequences in line with Charity Commission guidance. We believe this policy is a realistic assessment of the needs of the charity at this time and we will review it annually.
Reserves allow us to operate effectively as most work is paid for in arrears.
This buffer also enables a stable basis for growth and would allow us to meet our commitments if there was to be a funding shortfall. Often statutory funding requires match funding to be claimed. We have an obligation within the financial year to find this match funding from other sources. If we are unable to obtain match funding, we may require the use of reserves to meet the funder’s commitment. During the year, reserves have been used to fund areas of our work where there was a funding shortfall.
The free reserves balance (which is calculated as unrestricted funds excluding designated funds and fixed assets) at 31 March 2026 for the charity was £0.65m (2025: £0.72m). This is equivalent to 2.8 months (2025: 3.4 months) of unrestricted expenditure.
It is felt that 2.8 months of unrestricted expenditure is slightly below the target 3 months of free reserves. The budget for next year aims to increase free reserves to the target 3 months.
The trustees maintain that the group is a going concern based on the charity’s secured income and pipeline for the 2026/27 financial year.
We use the organisation’s reserves to generate an unrestricted income stream for the charity and have an ethical investments policy. The income derived from these investments is a byproduct of the reserves. Reserves are invested in a way that does not impede their intended use and are currently held as cash.
## **Statement of trustees’ responsibilities**
The trustees (who are also directors of Bioregional Development Group for the purposes of company law) are responsible for preparing the trustees’ report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
18
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
Bioregional Development Group (A Company Limited by Guarantee and Not Having Share Capital)
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and the group and of the income and expenditure of the group for that period.
In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102);
- make judgements and estimates that are reasonable and prudent;
- state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the group and charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Each of the trustees confirms that:
- so far as the trustee is aware, there is no relevant audit information of which the group and the charitable company’s auditor is unaware; and
- the trustee has taken all the steps that he/she ought to have taken as a trustee in order to make himself/herself aware of any relevant audit information and to establish that the charitable company’s auditor is aware of that information.
This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## **Auditors**
A resolution to reappoint Azets Audit Services as auditors and authorise the Trustees to fix their remuneration will be proposed at the annual general meeting.
Approved and signed on behalf of the Trustees on 01 July 2026.
Dorothy Mackenzie
Trustee – Chair
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
## **Independent Auditor’s Report to the Members of Bioregional Development Group**
## **Opinion**
We have audited the financial statements of Bioregional Development Group (the ‘charitable company’) for the year ended 31 March 2026 which comprise the group statement of financial activities, the group and charitable company balance sheets and statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the group’s and of the charitable company’s affairs as at 31 March 2026 and of the groups income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We 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’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group or charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
Bioregional Development Group (A Company Limited by Guarantee and Not Having Share Capital)
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- the information given in the financial statements is inconsistent in any material respect with the report; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the statement of responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group’s and the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the either intend to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
## **Extent to which the audit was considered capable of detecting irregularities, including fraud**
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.
We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.
In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:
- Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected, and alleged fraud;
- Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the company through enquiry and inspection;
- Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;
21
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having Share Capital)
## Bioregional Development Group
- Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business, and reviewing accounting estimates for indicators of potential bias;
- Reviewing minutes of meetings of those charged with governance.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
## **Other Matters**
Your attention is drawn to the fact that the charity has prepared financial statements in accordance with "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (as amended) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.
This has been done in order for the financial statements to provide a true and fair view in accordance with current Generally Accepted Accounting Practice.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
## **Sam Thomas (Senior Statutory Auditor)**
**for and on behalf of Azets Audit Services Statutory Auditor**
22/07/2026
Gladstone House 77-79 High Street Heathrow United Kingdom TW20 9HY
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Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having Share Capital)
## **Statement of Financial Activities (incorporating an income and expenditure account) for the year ended 31 March 2026**
|**Income**
Income from charitable activities:
Advisory income
**3**
Projects
**4**
Income from investment
Other income
**2**
**Total Income**
**Expenditure**
Charitable activities
Raising funds:
Other trading activities
**Total Expenditure**
**5**
**Net (deficit)/surplus before gains**
**and losses on investments**
**6**
Release of third party loan in trading
subsidiary
**Net (deficit)/surplus and net**
**movement in funds**
Fund balances at 1 April
**Fund balances at 31 March**
**13**
**Notes**|**£**
2,496,174
-
2,240
30,250
**2,528,664**
2,592,489
-
**2,592,489**
**(63,825)**
-
**(63,825)**
717,028
**653,203**
**Unrestricted**
**Funds**|**£**
-
-
-
-
**-**
-
-
**-**
**-**
-
**-**
-
**-**
**Restricted**
**Funds**|**Totals**
**Totals**
**£**
**£**
2,496,174
2,315,872
-
46,172
2,240
1,570
30,250
39,049
**2,528,664**
**2,402,663**
2,592,489
2,265,216
-
2,206
**2,592,489**
**2,267,422**
**(63,825)**
**135,241**
-
208,583
**(63,825)**
**343,824**
717,028
322,059
**653,203**
**665,883**
**2025**
**2026**|
|---|---|---|---|
All amounts relate to continuing activities. All recognised gains and losses during the year are incorporated in these figures. For comparatives to the previous financial year, see note 17. The comparative figures are not directly comparable, as they represent the results and financial position of the charity and its subsidiary (a group), whereas the current year reflects the charity only.
The notes on pages 26 to 39 form part of these financial statements.
23
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **Charity Balance Sheet as at 31 March 2026**
|**Notes**
**2026**
**£**
**Fixed Assets**
Intangible assets
**8**
28,586
Tangible assets
**9**
14,185
Investments
**10**
-
42,771
**Current Assets**
Debtors
**11**
718,426
Cash at bank and in hand
321,853
1,040,279
**Creditors**: amounts falling due within one year
**12**
(429,847)
**Net Current Assets**
610,432
**Total Net Assets**
**653,203**
**Capital and Reserves**
Restricted funds
-
Unrestricted funds
653,203
**Total Funds**
**13**
**653,203**|**2025**
**£**
26,049
12,805
1
38,855
611,411
370,484
981,895
(303,722)
678,173|
|---|---|
||**717,028**|
||-
717,028|
||**717,028**|
The financial statements were approved by the Board of Trustees and signed on 1 July 2026
Trustee – Chair
Trustee - Treasurer
Company Registration No. 02973226 (England and Wales) Charity Registration No. 1041486 (England and Wales) The notes on page 26 to 39 form part of these financial statements
24
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **Statement of Cash Flows at 31 March 2026**
|||**2026**||**2025**|
|---|---|---|---|---|
||Notes|**£**||**£**|
|**Cash flows from operating activities:**|||||
|Net cash provided by/(used in) operating activities|A|**(29,297)**||**134,351**|
|**Cash flows from investing activities:**|||||
|Investment income and interest received||2,240||2,295|
|Purchase of tangible fixed assets||(9,887)||(5,368)|
|Purchase of intangible fixed assets||(11,688)||(13,809)|
|**Net cash generated/(used) in investing activities**||**(19,335)**||**(16,882)**|
|**Change in cash and cash equivalents in the year**||(48,631)||117,469|
|**Cash and cash equivalents at 1 April**|B|370,484||253,015|
|**Cash and cash equivalents at 31 March**|B|**321,853**||**370,484**|
|**Notes to the statement of cash flows for the year to 31 March:**|||||
|**Reconciliation of net movement in funds to net cash used in operating**|**activities**||||
|||**2026**||**2025**|
|||**£**||**£**|
|**Net movement in funds (as per the statement of financial activities)**||(63,825)||137,446|
|**Adjustments for:**|||||
|Depreciation charge||8,507||7,177|
|Amortisation charge||9,151||2,516|
|Investment income and interest receivable||(2,240)||(2,295)|
|(Increase) in debtors||(107,015)||(45,115)|
|Increase in creditors||126,125||34,622|
|**Net cash provided by/(used in) operating activities**||**(29,297)**||**134,351**|
|**Analysis of cash and cash equivalents**|||||
|||**2026**||**2025**|
|||**£**||**£**|
|**Total cash and cash equivalents:**Cash at bank and in hand||**321,853**||**370,484**|
25
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having a Share Capital)
## Bioregional Development Group
## **Notes to the Financial Statements for the year ended 31 March 2026**
## **1. STATEMENT OF ACCOUNTING POLICIES**
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below, presented in sterling, and rounded to the nearest pound.
## **Basis of preparation**
These financial statements have been prepared for the year to 31 March 2026.
In the previous financial year, the charity prepared consolidated financial statements, including its wholly owned trading subsidiary. During the current year the subsidiary was closed and ceased to operate. The charity had no subsidiaries at the balance sheet date and has therefore prepared individual charity financial statements only.
The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements.
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
The charity constitutes a public benefit entity as defined by FRS 102.
## **Basis of consolidation**
The charity holds 33.65% of the share capital in Bioregional MiniMills (UK) Limited. In accordance with FRS 102 this associate is accounted for using the equity method.
As at 31 March 2026, the charity also held 9% of the share capital in One Planet Digital Limited.
## **Critical accounting estimates and areas of judgement**
Preparation of the financial statements requires the trustees and management to make significant judgements and estimates.
The items in the financial statements where these judgements and estimates have been made include:
- estimating the liability for multi-year project grants, including how much income to defer or accrue and how much income to recognise in the current period
- estimating the overhead cost apportioned to each department and charged to the trading subsidiary Bioregional Homes Ltd
- estimating the useful economic life of tangible fixed assets;
- estimating the useful economic life of intangible fixed assets; and
## **Assessment of going concern**
The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. They have made this assessment in respect to a period 12 months from the date of approval of these financial statements. This was done by reviewing the amount of secured income for 2026/27 at 31 March 2026 and the 2026/27 income pipeline.
26
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
The sector has rebounded back from the early 2025 geopolitical challenges with an increase in demand for our services at the beginning of 2026. We are confident we can reach our income target for 2026-27. The trend of increasing demand for our services is forecast to continue due to carbon reporting becoming mandatory, and the UK’s policy to achieve netzero carbon emissions by 2050.
Trustees have also considered the level of reserves of the group, along with the long-term funding agreements in place, the current income pipeline, and the ability to reduce costs swiftly. Taking all this into account they are of the opinion that there is no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern and the charity will have sufficient resources to meet its liabilities as they fall due.
## **Income recognition**
Income is recognised in the period in which the group and the charity have entitlement to income, the amount of the income can be measured reliably, and it is probable that the income will be received.
## _Advisory income_
Income from advisory activities is included in the period in which the company is entitled to receipt. It is measured at the fair value of the consideration received or receivable, excluding value added tax.
## _Project_
Income from projects comprises grants. This income is credited to the statement of financial activities when the group is entitled to the income unless it relates to funding for specific future periods either via explicit or implicit time conditions within the grant agreement. Grants which are subject to specific performance conditions are recognised when the performance conditions for their receipt have been met.
## _Donations_
Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received, the amount is accrued for where the receipt is considered probable.
In accordance with the Charities SORP FRS 102 volunteer time is not recognised.
## _Investment income_
Income receivable on deposits is recognised on an accruals basis.
## **Expenditure**
Expenditure is included in the statement of financial activities on an accruals basis net of any irrecoverable value added tax.
The cost of charitable activities is all expenditure directly relating to the objects of the charity. Direct and support costs are allocated across the different activities and are allocated based on the approximate time spent on each activity.
Governance costs are all costs attributable to the management of the charity’s assets, organisation, business planning and compliance with constitutional and statutory requirements.
27
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
Liabilities are recognized as expenditure as soon as there is a legal or constructive obligation committing the group and the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.
## **Fund accounting**
Following the requirements of the Statement of Recommended Practice all the funds of Bioregional Development Group have been analysed over the different types of funds, which are:
## _Restricted funds_
Restricted funds are those where the donor has imposed restrictions on how the fund may be used, but which do not prevent the fund being spent.
## _Unrestricted funds_
Unrestricted funds are those which are not subject to any special restrictions and they can be used as the trustees decide. Designated funds are part of unrestricted funds and are amounts the trustees have set aside to cover particular expenditure.
## **Leases**
Payments under operating leases are charged to the statement of financial activities in equal annual instalments over the period of the leases.
## **Tangible fixed assets**
Where individual fixed assets exceed a value of £1,000 or a bulk purchase of fixed assets exceeds £1,000, they are capitalised. They are stated at cost, which represents their purchase cost together with any incidental costs of acquisition less accumulated depreciation.
Depreciation is provided at the following annual rates in order to write off each asset over its useful life.
Office equipment 33% straight line Computer equipment 33% straight line Fixtures and fittings 20% straight line
## **Intangible assets**
The intangible assets relate to the development of the website, One Planet Digital platform, and One Planet Living Goals and Guidance for the UK built environment. Amortisation is provided at the following annual rates in order to write off each asset over its useful life.
Website development costs 25% straight line One Planet Digital platform 33% straight line One Planet Living Goals and Guidance 25% straight line Retrofit Automation Tool 25% straight line
## **Investments**
Investments in associates have been accounted for using the equity method.
28
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **Debtors**
Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.
## **Cash at bank and hand**
Cash at bank and hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition.
## **Creditors and provisions**
Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the group and the charity anticipate it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.
## **Foreign exchange**
Monetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at rates ruling at the date of transactions. Exchange differences are taken into account in arriving at the net incoming resources for the year.
## **Pension costs**
The charity pays contributions to a defined contribution scheme on behalf of staff. The pension costs are charged to the Statement of Financial Activities as the contributions fall due.
## **Taxation**
The company is registered with the Charity Commission No. 1041486 and as such is exempt from taxation under S.505 of ICTA 1988 on its charitable activities.
## **2. OTHER INCOME**
|Recharges to One Planet Digital
One Planet Living® Licensing Fees
Other income
**Total**|**2026**
**2025**
**£**
**£**
5,250
-
5,250
6,900
25,000
-
25,000
15,000
- - -
17,149
**30,250**
**-**
**30,250**
**39,049**
**Unrestricted**
**Funds**
**Restricted**
**Funds**|
|---|---|
29
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **3. ADVISORY INCOME**
|**3.**
**ADVISORY INCOME**||
|---|---|
|**2026**
**£**
Charitable Consultancy and contracting
2,492,228
-
2,492,228
Educational tours, talks, and training and research
3,946
-
3,946
**Total**
**2,496,174**
**-**
**2,496,174**
**Unrestricted**
**Funds**
**Restricted**
**Funds**|**2025**
**£**
2,309,136
6,736|
||**2,315,872**|
All advisory income in 2025 was unrestricted.
## **4. PROJECT INCOME**
||**Unrestricted**|**Restricted**|**Total**
|**Total**|
|---|---|---|---|---|
||**Funds**|**Funds**|**2026**|**2025**|
||**£**|**£**|**£**|**£**|
|**Innovation**|||||
|Affordable low carbon heating for
Responsible Social Landlord's|||- -|
7,244|
|Innovate UK Net Zero Living
Digital Accelerator|-||- -|
38,928|
|**Total**|**-**||**- -**|
**46,172**|
All 2025 income from projects was restricted.
All the £46,172 of project income was grant income.
30
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **5. TOTAL EXPENDITURE**
|**One Planet**
**Living**
**Advisory**
**Total**
**2026**
**£**
**£**
**£**
**Costs directly allocated to activities:**
Staff costs
107,265
1,416,798
1,524,063
Project direct costs
10,280
516,040
526,320
**Support costs and shared costs allocated to activities:**
Premises & office costs
9,916
155,815
165,731
Central resources staff costs
17,366
272,889
290,255
Communications
698
10,981
11,679
Professional services &
consultancy
1,536
24,145
25,681
Insurance & legal
649
10,194
10,843
Travel & subsistence
155
2,443
2,598
Amortisation & depreciation
973
15,305
16,278
Bad debt
- - -
Governance costs
261
4,111
4,372
Audit fees
878
13,791
14,669
**149,977**
**2,442,512**
**2,592,489**|**Total**
**2025**
**£**
1,362,805
276,390
173,355
344,836
36,594
30,045
9,586
1,272
9,693
4,392
4,738
13,716|
|---|---|
||**2,267,422**|
Support costs are allocated across expenditure categories based on final FTE allocation for the year.
## **Comparative figures for 2025**
||**One Planet**
**Living**|**Advisory**|**Bioregional**
**Homes**|**Total**|
|---|---|---|---|---|
|||||**2025**|
||**£**|**£**|**£**|**£**|
|**Costs directly allocated to**|**activities:**||||
|Staff costs|84,759|1,278,046|-|1,362,805|
|Project direct costs|8,376|265,808|2,206|276,390|
|**Support costs and shared**|**costs allocated to**|**activities:**|||
|Premises & office costs|9,841|163,514|-|173,355|
|Central resources staff costs|
19,576|325,260|-|344,836|
|Communications|2,077|34,517|-|36,594|
|Professional services &
consultancy|1,706|28,339|-|30,045|
|Insurance & legal|544|9,042|-|9,586|
|Travel & subsistence|72|1,200|-|1,272|
|Amortisation & depreciation|550|9,143|-|9,693|
|Bad debt|249|4,143|-|4,392|
|Governance costs|269|4,469|-|4,738|
|Audit fees|779|12,937|-|13,716|
||**128,798**|**2,136,418**|**2,206**|**2,267,422**|
31
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **6. NET (EXPENDITURE)**
Net (expenditure) is stated after charging:
|Net (expenditure) is stated after charging:|||
|---|---|---|
||**2026**|**2025**|
|||**Re-Stated**|
||**£**|**£**|
|Staff costs (note 7)|1,798,835|1,671,106|
|Auditor’s remuneration:|||
|Statutory audit services|||
|- Current year|14,669|13,716|
|Other services:taxation services|||
|- Current year|-|-|
|Depreciation|8,507|7,177|
|Amortisation|9,151|2,516|
|Operating lease rentals|50,753|48,336|
## **7. EMPLOYEE COSTS**
|**Staff costs**
Wages and salaries
Pension costs
Social security costs
**Average Headcount of staff (FTE)**|**2026**
**£**
1,511,246
121,781
165,809
**1,798,835**
31 (28.6)|**2025**
**Re-Stated**
**£**
1,435,776
79,100
156,230|
|---|---|---|
|||**1,671,106**|
|||29 (27)|
The number of employees that received emoluments over £60,000 were:
|||**2026**|**2025**|
|---|---|---|---|
|£90,000|- £99,999|1|0|
|£80,000|- £89,999|2|1|
|£70,000|- £79,999|4|3|
|£60,000|- £69,999|4|3|
No trustees received any remuneration in either the current or prior year. One (2025: one) trustee received reimbursements for expenses in 2026 totalling £45 (2025: £66).
The key management personnel of the group comprise the trustees and the leadership team made up of the Chief Executive Officer and the three (2025: three) heads of department. Total employee benefits of the key management personnel were £408,288 (2025: £353,202).
32
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **8. INTANGIBLE FIXED ASSETS**
|**Group and Charity**|**Websites**|**OPAP**
**Platform**|**OPL Goals &**
**Guidance**
**Framework**|**Retrofit**
**Automation**
**Tool**|
**Total**|
|---|---|---|---|---|---|
||**£**|**£**|||**£**|
|**Cost**||||||
|At 1 April 2025|32,744
6,148
22,417||||-
61,309|
|Additions||||11,688
11,688||
|Disposal||-|- -||- -|
|At 31 March 2026|32,744
6,148
22,417|||11,688
72,997||
|**Amortisation**||||||
|At 1 April 2025|32,744
2,049
467||||-
35,260|
|Charge for the year||-
2,049
5,604||1,498
9,151||
|At 31 March 2026|32,744
4,098
6,071|||1,498
44,411||
|**Net book value:**||||||
|At 31 March 2026||-
2,050
16,346||10,190
28,586||
|At 31 March 2025||-
4,099
21,950|||-
26,049|
|**9.**
**TANGIBLE FIXED**|**ASSETS**|||||
||**Computer**
**equipment**
**Fixtures and**
**fittings**
**Plant &**
**Other**
**Equipment**||||**Total**|
||**£**||**£**|**£**|**£**|
|**Cost:**||||||
|At 1 April 2025||58,385|5,728|2,293|66,406|
|Additions||9,887
|-|-|9,887|
|Disposal||31,647
|-|188|31,835|
|At 31 March 2026||36,625|5,728|2,105|108,128|
|**Depreciation:**||||||
|At 1 April 2025||49,924|2,396|1,281|53,601|
|Disposals||31,647
|-|188|31,835|
|Charge for the year||6,938|1,017|552|8,507|
|At 31 March 2026||25,215|3,413|1,645|93,943|
|**Net book value:**||||||
|At 31 March 2026||11,410|2,315|460|14,185|
|At 31 March 2025||8,461|3,332|1,012|12,805|
## **9. TANGIBLE FIXED ASSETS**
33
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **10. INVESTMENTS**
||**Subsidiaries**|**One Planet**
**Digital**|**BioRegional**
**MiniMills (UK)**|**Total**|
|---|---|---|---|---|
|**Cost**|**£**|**£**|**£**|**£**|
|At 1 April 2025|1|-|-|1|
|Additions|-|-|-|-|
|Disposals|(1)|-|-|(1)|
|Share of after tax losses in|||||
|associate|-|-|-|-|
|At 31 March 2026|-|-|-
|-|
At the end of the previous financial year the charity owned one wholly owned trading subsidiary, Bioregional Homes Limited. The subsidiary was wound up during the year on 3 June 2025.
**Net Net income/(expe Interest (liabilities) nditure) for held at 31 March the year ended 2026 31 March 2026 £ £** BioRegional MiniMills (UK) Limited (03447028 registered at 33% (114,352) - the same address as Bioregional Development Group)
BioRegional MiniMills (UK) Limited aims to develop a small paper pulp mill suitable for pulping local waste materials to reduce the pressure on world forests.
34
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **11. DEBTORS**
|**ITORS:**falling due within one year
Trade debtors
Accrued income and prepayments
Other debtors
Trade creditors
Other creditors
Deferred income
VAT Liability
Loans||**2026**
**2025**
**£**
**£**
381,854
354,440
335,940
256,971
632
-|
|---|---|---|
|||**718,426**
**611,411**|
|||**2026**
**2025**
**£**
**£**
65,651
29,916
130,147
105,074
120,567
91,562
113,482
77,170
- -
**429,847**
**303,722**|
||||
## **12. CREDITORS:** falling due within one year
Deferred income consists of advisory income received in advance for services still to be delivered.
## **Deferred income**
|**Deferred income**||
|---|---|
|Opening Balances
Released deferred income in period
Deferred income for period
Closing Balance|91,562
(91,562)
120,567|
||**120,567**|
35
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **13. MOVEMENT IN FUNDS**
|**At 1 April**
**2025**|**Income**|**Expenditure**|**At 31 March**
**2026**|
|---|---|---|---|
|**£**
**Total restricted funds**
**-**|**£**
**-**|**£**
**-**|**£**
**-**|
|**Total unrestricted funds**
**717,028**|**2,528,664**|**(2,592,489)**|**653,203**|
|**Total funds**
**717,028**|**2,528,664**|**(2,592,489)**|**653,203**|
## **Comparative movement in funds figures for 2025**
|**Restricted funds**
Innovation
**Total restricted funds**
**Total unrestricted funds**
**Total funds**|**At 1 April**
**2024**
**Income**
**Expenditure Other Gains/**
**(Losses)**
**At 31 March**
**2025**
**£**
**£**
**£**
**£**
-
46,172
(46,172)
- -|
|---|---|
||**-**
**46,172**
**(46,172)**
**- -**|
|||
||**322,059**
**2,356,491**
**(2,221,250)**
**208,583**
**665,883**|
|||
||**322,059**
**2,402,663**
**(2,267,422)**
**208,583**
**665,883**|
The purposes of the restricted funds are as follows **:**
**Innovation** : The funds were used for research and development of a tool to help local authorities with their central planning. This project was funded by Innovate UK.
36
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
(A Company Limited by Guarantee and Not Having a Share Capital)
## **14. NET ASSETS BETWEEN FUNDS**
|Investments
Intangible assets
Fixed assets
Current assets
Current liabilities
**Total funds**|**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**£**
**£**
**£**
- - -
28,586
- 28,586
14,185
- 14,185
1,040,279
- 1,040,279
- 429,847
- - 429,847
**653,203**
**- 653,203**|
|---|---|
## **Comparative net assets between funds figures for 2025**
|Investments
Intangible assets
Fixed assets
Current assets
Current liabilities
**Total funds**|**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**£**
**£**
**£**
1
-
1
26,049
-
26,049
12,805
-
12,805
981,895
-
981,895
(303,722)
-
(303,722)|
|---|---|
||**717,028**
**-**
**717,028**|
## **15. OBLIGATIONS UNDER LEASING AGREEMENTS**
The following payments are committed to be paid in respect of leased assets:
||**Land and**|**Buildings**|
|---|---|---|
||**Charity**|**Group**|
||**2026**|**2025**|
||**£**|**£**|
|Within less than one year|50,753|48,336|
|Between two and five years|-|-|
|More than 5 years|-|-|
37
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **16. RELATED PARTY TRANSACTIONS**
During the year, the group undertook the following transactions with related parties:
|**Name**|**Details**|**Value of transactions**
**during year**|**Amount owed to**
**Bioregional Development**
**Group at 31 March**|
|---|---|---|---|
|||**2026**
**2025**|**2026**
**2025**|
|||**£**
**£**|**£**
**£**|
|**Bioregional MiniMills**
**(UK) Limited**|Loan to BRMM|- -|50,000 50,000|
|**One Planet Digital**
**Limited**|Recharges|15,250 6,900|6,600 1,080|
## **Individuals’ shareholdings in group companies**
Sue Riddlestone (CEO) is the sole director of Bioregional MiniMills, has a 7.75% (2025: 7.75%) shareholding in the company, and is owed an outstanding loan of £25,000 (2025: £25,000) by Bioregional MiniMills.
38
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
## Bioregional Development Group
## (A Company Limited by Guarantee and Not Having a Share Capital)
## **17. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES**
|**Notes**
**Income**
Donations
Income from charitable activities:
Advisory income
**3**
Projects
**4**
Other trading activities
**19**
Income from investment
Other income
**2**
**Total Income**
**Expenditure**
Charitable activities
Raising funds:
Other trading activities
Share of after tax losses in associate
**Total Expenditure**
**5**
**Net surplus before gains and losses on**
**investments**
**6**
Release of third party loan in trading
subsidiary
**Net surplus and net movement in funds**
Fund balances at 1 April
**Fund balances at 31 March**
**13**|**Unrestricted**
**Funds**
**£**
-
2,315,872
-
-
25,072
39,049
**2,379,993**
2,219,044
25,708
-
**2,244,752**
**135,241**
208,583
**343,824**
322,059
**665,883**|**Restricted**
**Funds**
**Totals 2025**
**£**
**£**
-
-
-
2,315,872
46,172
46,172
-
-
-
25,072
-
39,049
**46,172**
**2,426,165**
46,172
2,265,216
-
25,708
-
-
**46,172**
**2,290,924**
**-**
**135,241**
-
208,583
**-**
**343,824**
-
322,059
**-**
**665,883**|
|---|---|---|
## **18. POST BALANCE SHEET EVENTS**
There were no post balance sheet events.
39
Docusign Envelope ID: AC69DCCF-9251-8BC8-81F1-F9C69669A400
(A Company Limited by Guarantee and Not Having a Share Capital)
## Bioregional Development Group
## **Legal and Administrative Information**
## **Constitution**
Bioregional Development Group was setup under a Memorandum and Articles of Association signed by its trustees on the 21 September 1994 and was registered as a charity on 4 October 1994 (charity number 1041486). Bioregional Group Development Group is a company limited by guarantee, registered in England and Wales with company number 02973226.
## **Members’ liability**
The liability of the members shall not exceed £10 each.
## **Trustees**
During the financial year 1 April 2025 to 31 March 2026 and up to the date of approval of these financial statements, Bioregional Development Group’s trustees were:
Chair: Jonathan Griffin (until 23 September 2025) Dorothy Brooks (from 1 July 2025) Treasurer: Sarah Kemmitt Trustees: Sarah Redshaw (until 1 July 2025) Zoë Arden (until 1 July 2025) Johann van Dyke Rob Sauven Munish Datta Ben Golding (from 1 July 2025) Owen Anderson (from 1 July 2025) Karen Hamilton (from 1 July 2025) Vivian Wiredu (from 1 July 2025) Simon Marx (from 1 July 2025) Rutang Thalawalla (from 1 July 2025) John Williams (from 1 July 2025)
## **Registered Address**
Bioregional Development Group Telephone: +44 (0)20 8404 4880 Sustainable Workspaces Email: info@bioregional.com 5[th] Floor County Hall Website: www.bioregional.com London SE1 7PB
Names and addresses of other relevant organisations are as follows:
## **Banker Auditor**
Triodos Bank Azets Audit Services Deanery Road 77-79 High Street Bristol Heathrow BS1 5AS TW20 9HY
**Patrons** : Professor Sir Ghillean Prance, FRS, VMH
## **Senior Management:**
Chief Executive Sue Riddlestone Director of Finance and Resources Tom Schuurman Director of Sustainable Places Lewis Knight Director of Sustainable Business Debbie Luffman
40