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2025-12-31-accounts

Trustees’ Report and Financial Statements for the year ended 31 December 2025

For THE BRITISH INSTITUTE OF HUMAN RIGHTS

(A company limited by guarantee and a registered charity)

Company Number: 04978121 Charity Number: 1101575

CONTENTS REFERENCE AND ADMINISTRATIVE DETAILS .............................................................................................. 3 TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) FOR YEAR ENDED 31 DECEMBER 2025 ................................................................................................................. 4 ABOUT US ...................................................................................................................................................................... 4 Public Benefit ........................................................................................................................................................ 5 Our Mission and Vision .................................................................................................................................. 5 Our Strategic Approach & Aims ............................................................................................................. 5 Our People .............................................................................................................................................................. 6 THE EXTERNAL OPERATING ENVIRONMENT ............................................................................................... 8 Challenging Financial Period and Resilience ............................................................................... 9 OUR ACHIEVEMENTS AND IMPACT ................................................................................................................ 9 Community Impact ....................................................................................................................................... 10 Public Body Impact ........................................................................................................................................ 13 Strategic Implementation Learning Themes .............................................................................. 14 Policy and Legal Influence Impact ..................................................................................................... 15 Sustaining BIHR ................................................................................................................................................. 18 FINANCIAL REVIEW ................................................................................................................................................ 20 Overview ............................................................................................................................................................... 20 Risks: Income, Expenditure and Mitigations ..................................................................................21 End-of-Year Position and Reserves ....................................................................................................21 Looking Ahead .................................................................................................................................................. 22 PLANS FOR THE FUTURE PERIOD ................................................................................................................... 22 STRUCTURE, GOVERNANCE & MANAGEMENT ...................................................................................... 24 Trustee Selection Methods ...................................................................................................................... 24 Trustee Responsibilities ............................................................................................................................. 24 TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS ..................... 25 INDEPENDENT EXAMINER'S REPORT ............................................................................... 27 STATEMENT OF FINANICAL ACTIVITIES .......................................................................... 29 BALANCE SHEET AS AT 31 DECEMBER 2025.................................................................... 30 NOTES TO FINANCIAL STATEMENTS ................................................................................ 31

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REFERENCE AND ADMINISTRATIVE DETAILS

STATUS: The British Institute of Human Rights is a company limited by guarantee without a share capital incorporated on 27 November 2003 and registered with the Charity Commission as a charity on 16 January 2004. Its governing rules are its Memorandum and Articles of Association.

REGISTERED CHARITY NUMBER :

1101575

REGISTERED COMPANY NUMBER : 04978121

COUNTRY OF INCORPORATION :

England and Wales

REGISTERED OFFICE :

167-169 Great Portland Street, Fifth Floor, London, W1W 5PF

DIRECTORS & TRUSTEES

KEY MANAGEMENT

Sanchita Hosali Carlyn Miller Phil Moore

INDEPENDENT EXAMINER

Francis Corbishley FCA, Independent Examiner

First Floor, 73-75 High Street, Stevenage, Hertfordshire, SG1 3HR

BANKERS

CAF Bank Ltd Barclays Bank PLC West Malling, Kent, ME19 4TA PO Box 289, Leicestershire, LE87 2BB

SOLICITORS

Bates, Wells & Braithwaite, 10 Queen Street Place, London, EC4R 1BE

WEBSITE ADDRESS:

www.bihr.org.uk

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TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) FOR YEAR ENDED 31 DECEMBER 2025

The Directors and Trustees present their annual report and financial statements for the year ended 31 December 2025. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's Memorandum and Articles of Association, the Companies Act 2006 and "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)" (effective 1 January 2019).

ABOUT US

The British Institute of Human Rights (BIHR) is a well-established, independent UK charity dedicated to promoting and advancing human rights across the UK. Founded in 1970, we were an early and consistent voice calling for the incorporation of the European Convention on Human Rights into domestic law. Since the Human Rights Act (HRA) was passed in 1998 to do precisely this, we have focused on its practical implementation: supporting people, communities, public bodies and officials to understand and use human rights in everyday life. Our work helps build a culture in which people can benefit from legal protections, and public authorities at all levels fulfil their duties under the HRA.

In 2025 this mission was more vital than ever. As set out in the external environment section, the year was characterised by political ambivalence around human rights protections, and growing strain on communities and public services. Against this backdrop, BIHR remained a trusted, evidence-based organisation working to ensure that human rights remain practical tools for fairness, dignity and accountability.

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Public Benefit

BIHR’s charitable objectives are to promote and advance human rights throughout the UK. The Trustees have had due regard to Charity Commission guidance on public benefit, including the guidance on political activity and the advancement of education. Our work delivers public benefit in a variety of ways, including:

These activities help prevent human rights violations, secure accountability in real life, support better decision-making in public services, and strengthen systems that uphold fairness for all.

Our Mission and Vision

BIHR’s vision is that of a strong and just society, in which all people can live well and flourish, safe in the knowledge that their human rights are being respected, protected, and fulfilled in their local communities and at the national level.

BIHR’s mission is to support people and organisations to use human rights advocacy and approaches in their everyday life to achieve positive social change.

Our Strategic Approach & Aims

BIHR’s work in 2025 was guided by our Strategic Framework (2020–2025), which focuses on enabling people, communities and public bodies to use the Human Rights Act to prevent, challenge and change poor decisions, policies and systems. Our approach remained rooted in co-production, accessibility and the integration of lived experience.

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  1. Support people to know and use their rights: delivering accessible human rights information and training that empowers individuals to challenge decisions that affect them.

  2. Support communities and civil society to drive rights-based change: through long-term programmes such as the UK-wide Community Programme and the London Communities Human Rights Programme.

  3. Support public bodies to embed a rights-respecting culture: including capacity-building with partners such as the Housing Ombudsman Service, Partners in Care and Health, and Midlands ADASS/NHSE.

  4. Inform national policy through evidence from practice: amplifying insights from communities and frontline practitioners to ensure policy debates remain grounded in lived realities.

  5. A Vibrant BIHR: sustaining and developing BIHR as a strong, resilient organisation with the capacity, governance, funding, and expertise needed to deliver our mission, maintain independence, and operate UK-wide beyond the “London bubble.”

Our People

BOARD OF TRUSTEES

Our Trustees govern BIHR and bring a breadth of expertise across human rights law, equality, finance, governance, social change, and lived experience. Their leadership ensures BIHR remains focused on our charitable purpose, compliant with legal requirements, and strategically grounded during a year marked by significant political and funding volatility. Trustee profiles are on our website.

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advocating for equality within parliament and in her wider work brings important insights to BIHR.

STAFF TEAM

The staff team continued to deliver BIHR’s work with professionalism, compassion, and deep expertise in human rights law, training, co-production, and programme delivery. The team’s ability to translate complex legal standards into accessible tools and practical approaches remains one of BIHR’s defining strengths. Our staff team is led by CEO Sanchita Hosali; all team profiles are listed on our website.

During 2025 the following staff left BIHR:

LIVED EXPERIENCE EXPERTS (LEE) CONSULTANTS

Our three LEE Consultants continue to be central to our work; they are Charli Clement, Hanna Gawron and Kirsten Peebles. They help shape programme development, co-deliver training, contribute to resources, and provide insight that

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grounds our work in the realities faced by people navigating rights issues across a range of areas. All LEE profiles are listed on our website.

THE EXTERNAL OPERATING ENVIRONMENT

The external environment in 2025 was marked by political uncertainty, shifting debates about human rights, and significant pressure on public services. Whilst various government figures reiterated the UK’s commitment to the European Convention on Human Rights (ECHR), this has been accompanied by rhetoric about “rebalancing” its application. This ambivalence was visible throughout the year and highlighted during BIHR’s Human Rights Day 2025 Gathering.

The year also marked 75 years of the ECHR and 25 years of the Human Rights Act (HRA), creating opportunities for reflection and public engagement. As raised at our Human Rights Day Gathering, and as themes in our ECHR 75th Anniversary Zine, much of the discussion often relies on inaccurate or partial claims about human rights, frequently framed through the lens of migration. This narrowed focus obscures the Convention’s everyday relevance across everyday life in the UK, including in health, education, housing, policing and social care.

Wider societal pressures also shaped our 2025 operating context. Rising polarisation, declining trust in institutions and the political system, and increased hostility towards marginalised groups continued to affect the communities we support. Public bodies who seek our services faced operational and resource constraints, creating environments where human rights risks come not only from individual decisions but from stretched systems struggling to meet people’s needs.

The charitable funding landscape also shifted. As the immediate threat of HRA repeal receded after the 2024 General Election, some funders redirected priorities away from human rights implementation, despite ongoing political and practical pressures on the Act. This reduction in dedicated human rights funding risks creating complacency at a moment when long-term investment in rights-respecting practice remains essential.

Across this landscape, BIHR’s work remained both crucial and in high demand. Communities, civil society groups and public services demonstrated a clear need for accessible, legally grounded support. Our focus on the practical implementation of the HRA - ensuring people and public bodies can use the rights they already hold - proved essential not just in itself but as a driver for systems change, and law and policy reform.

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Challenging Financial Period and Resilience

These external pressures translated into a challenging financial year for BIHR. The organisation experienced sudden contractions in public-sector commissioning following national restructuring and reduced budgets in health and social care, leading to planned programmes being paused or withdrawn.

Shifts in charitable funding trends added further difficulty. Several funders narrowed focus to specific themes or locations, reducing opportunities for organisations like BIHR that provide wider enabling and human rights-based infrastructure grounded in solidarity across communities. Taken together, and in an unexpected parallel, these pressures created a financial challenge, which our forecasting identified the earlier in the year.

In response, BIHR conducted a careful internal review and implemented cost-saving measures, including one redundancy, the planned end of a maternity-cover post, delayed recruitment, and a temporary reduction in working hours. These decisions were taken with transparency and with the long-term sustainability of the organisation – and retaining our knowledgeable and skilled staff team - in mind.

Even with these pressures, the team showed exceptional resilience. Programme delivery continued without compromise; community partners were supported; and significant policy influence was secured, including major progress on mental health law reform and significant HRA and ECHR visibility.

By the latter part of 2025, renewed consultancy income, new grants and careful planning began to stabilise our financial position, allowing BIHR to prepare for essential recruitment in early 2026.

The year reinforced the importance of organisations working to embed human rights in everyday decision-making; vital infrastructure that often sits outside traditional funding priorities yet remains critical to fairness, dignity and justice across systems.

OUR ACHIEVEMENTS AND IMPACT

In 2025, BIHR continued its unique role in the UK’s human rights landscape: translating the Human Rights Act (HRA) into practical tools for change across communities and public services and amplifying this evidence to shape national

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policy and systems. Despite a challenging financial year, demand for our human rights support and input remained consistently high. Across community partnerships, our London programme, and extensive public-body training, we reached thousands of people directly, enabling rights-respecting change in health, care, education, housing, and migration systems. Our impact reflects the strengths of BIHR’s approach: practical legal expertise on the HRA, co-production with lived experience, accessible tools, and an unwavering commitment to embedding human rights in everyday decisions.

Community Impact

UK-WIDE COMMUNITY PROGRAMME

2025 marked the conclusion of BIHR’s three-year UK Community Human Rights Programme, a flagship initiative delivering long-term, practical HRA implementation support to community and voluntary groups across all four nations. Over three years, 106 organisations from all 4 nations applied for just 30 places , reflecting exceptional national demand for accessible, accurate human rights capacity-building.

The programme supported groups working across asylum and migration, learning disability and autism, self-advocacy, domestic abuse, poverty, trauma recovery, LGBT rights, children and families, and Gypsy, Roma and Traveller communities. Many partners had never previously accessed human rights training. Workshop evaluations showed understanding rising from 2.8 to 4.3/5 , and confidence from 3.2 to 4.1/5 , with participants reporting they felt more able to challenge local decisions and public service access as a direct result.

Co-designed tools and practical impact: A defining feature of the programme was BIHR’s intensive co-design partnerships, producing 10 tailored human rights support tools grounded in lived experience and developed in accessible formats, including Easy Read, multilingual, visual, and video/audio versions. Partners consistently described the process as empowering and enabling long-term change across their organisations.

PARTNER IMPACT
Awesta Applied human rights arguments to challenge unsafe
housing, support refugees’ right to work and strengthen
advocacy for women entrepreneurs. “Equipped our team
with the knowledge and confidence we needed to challenge
unfairness.”

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Cwm Taf
People First		 Co-designed an Easy Read human rights card game.
Members reported pride and empowerment, saying BIHR
“held our members’ interests at heart and made sure their
voice was central.”
Parent and
Carer Alliance		 Developed a rights-based guide for families of disabled
children; used to influence decisions and keep families
together. “This will make a huge difference.”
ATD Fourth
World		 Reported a major shift in how they use the HRA in
anti-poverty work; now applying rights reasoning in both
internal and public discussions. “A very powerful tool to
ensure respect forpeople in my community.”

Broader system influence: The programme’s reach extended far beyond individual groups. Community evidence fed directly into BIHR’s submissions to Parliament, national policy engagement and public-facing resources such as the ECHR 75th Anniversary Zine. Partners used HRA tools to challenge restrictive practices in mental health and social care, secure safer housing, and strengthen advocacy in education and migration settings. These ripple effects show how early, accurate HRA support can shift systems as well as individual outcomes.

What communities told us: Community partners consistently said the HRA gave them a clear, lawful language to articulate injustice and shift conversations with public bodies from requests to enforceable duties. Many reported increased agency, stronger solidarity across issues, and long-term cultural change within their organisations. As one participant put it: “I will now use human rights on a daily basis.”

What communities say they need next: At BIHR’s 2025 Funder Learning Event to share insights, community partners articulated three UK-wide calls for sustaining and expanding this model of support:

  1. Resource HRA advocacy now, before the next political crisis; early support builds the foundations for collective defence of rights.

  2. Champion everyday HRA upskilling, the “quiet” but vital work that secures independence, stops unlawful detention, and prevents harmful cuts. These everyday wins drive systemic change.

  3. Amplify community voices, ensuring authentic stories of people using the HRA to secure dignity, safety and fairness are heard and valued. Positive storytelling strengthens legitimacy and counters misinformation.

A transformative legacy: Partners described the programme as invaluable - yet far too short – and consistently called for continued support. The cumulative impact is clear: when communities understand and can use the HRA

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confidently, they drive meaningful change in everyday decisions and influence national policy, exactly as the HRA intended.

LONDON COMMUNITIES’ HUMAN RIGHTS PROGRAMME

2025 was the first full delivery year of our London Communities Programme, developed with Just Fair. It supports communities experiencing inequality to use the HRA to challenge unfair decisions in housing, education, community safety and migration.

PARTNER IMPACT
IRMO Young people and families connected rights to experiences
of exclusion; human rights now integrated into staff and
volunteer induction. Understanding rose from 3.1 to 3.6/5.
Southall
Community
Alliance		 Applied rights to early years, safety and local service
access; understanding of human rights rose from 2.7 to
4/5; support for HRA reached 100%. HRA helped structure
engagement with councillors.
Unfold Young people and women reported this was the first time
rights felt relevant to their experiences; understanding of
human rights increased from 3.4 to 3.7/5; support for the
Act reached 100%.
Community
Plan for
Holloway		 Used human rights to influence redevelopment of the
former Holloway Prison site, improving focus on women’s
safety and inclusion. Understanding of human rights rose
from 3.1 to 3.7/5.

Partners described how the HRA gave clarity in complex situations, strengthened local advocacy, and built solidarity among communities facing different but interconnected inequalities.

London Summer Human Rights Event: In July 2025 we hosted a packed London Summer Human Rights Event to mark the end of the programme’s first full delivery year. Over 50 community members and representatives from grassroots organisations across London joined IRMO, Southall Community Alliance, Unfold and Community Plan for Holloway to share learning and celebrate progress. The event included an interactive human rights workshop and a panel where partners spoke about how using the HRA has strengthened their advocacy. From challenging discriminatory school admissions to improving women’s safety in local redevelopment plans, through to young people directly sharing how their discussions with local officials have shifted dramatically. A consistent message from all partners was the power of the Human Rights Act to give real authority to

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community-led advocacy. The event closed with a creative session where participants produced rights-based letters and posters to use in their local organising, reinforcing the growing confidence and solidarity across London’s diverse communities.

Impact Story: Community Campaigning for Systems Change

When the Council proposed closing most local children's centres, SCA used BIHR’s support to use the HRA to mobilise local parents with rights-based campaigning tools. Community members spoke up at public meetings and raised human rights-based concerns, contributing to ongoing scrutiny of the proposals.

Impact Story: Individual Advocacy Changing Lives

IRMO used HRA arguments to challenge a refusal of temporary accommodation for Sara and Ana, a mother and daughter fleeing domestic violence. Human rights advocacy secured safe temporary accommodation, keeping the family together.

ADDITIONAL COMMUNITY SUPPORT

Beyond formal programmes, BIHR delivered targeted support to groups across the UK. This included follow-up support and short-form training for organisations newly encountering rights risks in health, housing, education and care.

Public Body Impact

Public bodies remained central to BIHR’s change model. As duty-bearers under the HRA, their decisions directly affect people’s lives; practical HRA implementation support is a powerful tool to strengthen fairness, accountability and lawful practice. In 2025, our major partnerships demonstrated the depth of impact that rights-based training can achieve.

WEST MIDLANDS ADASS & NHS ENGLAND MIDLANDS

A regional programme supporting rights-respecting discharge and reducing inappropriate inpatient placements for autistic people and people with learning disabilities. It included leadership workshops, practitioner training and practice-leadership cohorts. Impact:

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Practitioners reported challenging blanket restrictions, amending care plans, raising proportionality arguments and securing less restrictive options - demonstrating immediate systems impact.

“I didn't realise the extent to which the HRA can be helpful in helping us articulate 'doing the right thing' before. It’s important that all public sector workers understand the duty and their responsibilities within it”. Commissioner in leadership support

PARTNERS IN CARE AND HEALTH (PCH)

A national programme supporting practitioners working with young autistic people and young people with a learning disability. In 2025 we delivered four in-person workshops for 62 practitioners. Impact:

“I think this training should be mandatory for all social workers and managers”

HOUSING OMBUDSMAN SERVICE (HOS)

We delivered a major organisational capacity-building programme for nearly 300 staff. In 2025, we completed the programme work, with an internal handbook following 25 workshops delivered the previous year. Staff strengthened their ability to apply the HRA in investigations, reviews and decisions across complaints handling and adjudication functions.

Strategic Implementation Learning Themes

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Together, these insights underline that embedding the HRA requires time, partnership and practical tools. When organisations are supported well, human rights become a driver of tangible change in decisions, systems and outcomes .

Policy and Legal Influence Impact

In 2025, BIHR’s policy and influencing work generated significant, tangible impact across national debates, legislative, policy and systems reforms about human rights. Our work ensured that lived experience and practical insights of the Human Rights Act (HRA) from communities and public bodies shaped decisions at the highest levels of government and parliament. In a year marked by political ambivalence and increasing concerns about people’s social and economic realities, BIHR provided clear, accurate, accessible, and human evidence driven by our HRA in practice expertise, strengthening the UK’s human rights ecosystem.

THE RITES COMMITTEE

Our RITES Committee - which stands for Real-life Insights, Tips, Experiences, and Stories - brings together people who have effectively used our Human Rights Act to bring about meaningful change for themselves, loved ones and their

communities. Drawn from our practical collaborations with various communities and frontline services, the members exemplify the universalism of human rights in action. Our experts share valuable insights on the HRA in critical areas such as social work, learning disabilities, neurodiversity, autism, substance recovery, migration, education, asylum, mental health, and advocacy by and with marginalised communities. We support the RITES Committee through core funding, ensuring members have the resources and time needed, including from our staff team, to thrive, backed by a paid participation policy. The RITES Committee played a key role in our influencing achievements in 2025:

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Parliamentary reports quoted RITES members, and BIHR secured a dedicated lived experience roundtable at Westminster, ensuring that people with first-hand experience informed scrutiny of legislative change on mental health law. Their insights demonstrably shifted the tone and content of political scrutiny. A member reflected: “This roundtable was ground-breaking in how it listened to us, and that is something to celebrate in and of itself.”

MENTAL HEALTH ACT REFORM

BIHR played a key role in shaping what became the new Mental Health Act, passed in December 2025. Our involvement led to direct and significant improvements in the law, the scrutiny process and the protections available to people receiving mental health care. Key achievements included:

One of the most significant achievements was the successful advocacy for an amendment recognising that mental health after-care delivered by independent providers still carries human rights duties. This change strengthens accountability and safeguards the rights of people whose care is arranged or funded by the NHS. It also demonstrates the impact of BIHR’s combined strengths in HRA legal expertise, lived experience leadership and long-standing practical insight in mental health settings. We have now been invited to be on the Department of Health & Social Care expert group informing the development of the statutory

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Code of Practice for the new Mental Health Act, providing an important opportunity for ensuring people’s human rights are at its heart.

ECHR 75TH ANNIVERSARY ZINE

To mark 75 years of the ECHR and 25 years of the HRA, BIHR produced the ECHR 75th Anniversary Zine - a creative, accessible resource designed to shift public and political conversation back to the people whose lives are shaped by human rights. It brought together real stories from across the UK, contributions from lived experience experts, and insights from legal and civil society partners.

The Zine showed what the ECHR and HRA look like in

everyday life across health care, housing, education, migration and community safety. It quickly became a widely shared tool used by community groups, service providers and national organisations to build confidence, spark conversations and counter misinformation. Its focus on real stories reinforced that human rights are not abstract, they are practical protections that matter in daily life.

HUMAN RIGHTS DAY 2025

BIHR’s Human Rights Day 2025 gathering brought together community organisations, young people, lived experience experts, legal practitioners, academics, parliamentarians and civil society groups to reflect on 75 years of the ECHR and 25 years of the HRA. It provided a national platform where

rights-holders and community advocates could speak alongside policymakers and legal experts, grounding discussions in real-world experience.

The Minister for Human Rights opened the event by acknowledging BIHR’s role in making rights practical and accessible, and reaffirmed the UK’s commitment to the ECHR. He also received BIHR’s open letter - signed by more than 180 groups - calling for continued protection of the HRA and ECHR, supported by community-created Easy Read and video versions.

Hanna, Lived Experience Expert, BIHR

Jake Richards MP, Under-Secretary of State, Ministry of Justice

The event showcased BIHR’s strengths as a convenor: centring the HRA and ECHR and lived experience, amplifying community voices rarely heard in Westminster

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and connecting them with legal and policy expertise. It strengthened sector solidarity, anchoring the national conversation in the everyday realities of rights.

EVIDENCE-INFORMED POLICY ENGAGEMENT

Throughout 2025, BIHR provided parliamentarians, government officials and civil society networks with accessible, accurate analysis of the HRA and its application across housing, mental health, asylum, equality law, the rule of law, and social care. Our contributions included explaining legal standards, identifying rights risks in proposed reforms and sharing examples from frontline practice and community casework.

CIVIL SOCIETY NETWORKS AND COLLABORATION

BIHR continued to play an active role across the wider human rights ecosystem. We supported organisations to speak confidently about the HRA, contributed to coalition work across human rights, equalities, migration, mental health and disability rights, and shared insight from our community and frontline programmes. Our convening power is widely recognised as a bridge between lived experience, public-service practice and national policy thinking.

STRENGTHENING THE HUMAN RIGHTS ECOSYSTEM

2025 confirmed the ongoing need for long-term investment in human rights implementation. Through our influencing work, BIHR secured legislative improvements, strengthened public understanding, equipped communities and practitioners with practical tools, and ensured that lived experience and real-world practice shaped national debates. Our work demonstrated that practical HRA implementation is essential infrastructure for fairness, accountability and dignity across systems in the UK.

Sustaining BIHR

FINANCIAL CHALLENGES AND RESILIENCE

2025 brought significant financial pressures for BIHR. Public-sector commissioning became unpredictable due to national restructuring and reduced budgets in health and social care, leading to several planned commissions being paused or withdrawn. At the same time, shifts in the charitable funding landscape meant fewer opportunities for Human Rights Act implementation work, as funders increasingly prioritised issue or place-based programmes. These combined trends created sustained uncertainty in income and required careful financial management throughout the year.

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In response, BIHR implemented targeted cost-saving measures to protect delivery and maintain organisational stability. Staffing, our largest expenditure, underwent structured review, leading to one redundancy, the planned end of a maternity cover post, and a temporary reduction in working hours. Operational spending was tightly controlled, with non-essential costs paused and efficiencies introduced across procurement and internal systems. Despite these unavoidable adjustments, programme delivery continued uninterrupted, supported by the dedication, resilience and flexibility of the staff team.

By late 2025, income from renewed consultancy work, additional grants and careful financial oversight helped stabilise the organisation. BIHR ended the year in a stronger position than anticipated mid-year, enabling essential recruitment planning for 2026 and positioning the organisation for recovery and future growth.

OUR STAFF

OUR TEAM: Our small team brings together specialist HRA/ECHR expertise and professional backgrounds across social work, health, education, welfare and community development. This is supported by strong finance, operations, governance and charity-law capability. In 2025 we successfully supported a period of maternity leave, recruiting temporary cover to ensure continuity of delivery and welcoming the postholder back into their role later in the year. Cost-saving measures introduced during the year meant BIHR’s staffing structure changed. Across 2025 we had nine staff members and ended the year with six, with plans to recruit at least one post early in 2026. A full list of staff is on page 7.

STAFF WELLBEING AND REMOTE WORKING: Staff wellbeing remained a priority. Measures included monthly wellbeing time during working hours, decompression time after delivery, monthly team sessions, and planned non-delivery periods to support balance and sustainability during a pressured year.

IT AND OPERATIONS: BIHR continued to invest in IT and cybersecurity infrastructure, ensuring strong systems, updated policies and secure processes. The organisation achieved Cyber Essentials re-certification in 2025.

OUR TRUSTEES

Our Board of Trustees brings strategic and operational expertise spanning operations, finance, HR, human rights law, parliamentary work, social change, fundraising and lived experience of disability and service use. There were no new trustee appointments in 2025. A full list of trustees is provided on page 8. Trustees remained highly engaged throughout the year, chairing and speaking at

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programme and policy events, and participating in the annual whole-team and trustee meeting to support learning, accountability and strategic alignment.

OUR GRANT FUNDING

BIHR continued to prioritise a balanced funding mix across core and project grants. However, 2025 brought a more challenging environment. With the perceived threat to the Human Rights Act reduced after 2024, several funders shifted away from rights-infrastructure work, contributing to uncertainty in long-term funding. Despite this, BIHR secured new restricted and unrestricted grants later in the year and navigating these sector-wide shifts remains a strategic focus for 2026. In 2025 our grant funders included:

We secured multi-year funding for 2026+ from: The Baring Foundation and LEF.

FINANCIAL REVIEW

Overview

The Statement of Financial activities show total net outgoing resources in the year of £57.082 (2024: outgoing resources of £61,523) and total funds being carried forward at year-end of £64,850 (2024: £121,932). The balance in the unrestricted funds decreased by £38,840 (2024: decreased by £46,078) from £103,072 on 1 January 2025 to £64,232 on 31 December 2025. The balance in the restricted funds decreased by £18,242 (2024: decreased by £15,444) from £18,860 on 1 January 2025 to £618 on 31 December 2025.

Although year-end funds were lower than in previous years, it should be noted that confirmation of two new grants was received in December 2025, one for £150,000 over three years and another for £180,000 over three years. The first instalments of these two grants (£50,000 and £75,000 respectively) were paid to the Charity in January 2026. In addition, new training and consultancy work was agreed with clients at the end of 2025, with payments from these agreements (£156,270 in total) due and received in January 2026, with a total of £281,270 in

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newly secured income due and received In January 2026, the year-end position was in reality far stronger, therefore, than the year-ends funds alone might suggest.

Risks: Income, Expenditure and Mitigations

2025 brought significant financial challenges. Several expected public-sector commissions were paused or withdrawn due to wider system restructuring and reduced budgets in health and social care, directly impacting BIHR’s fee-based work. At the same time, shifts in charitable funding priorities - with many funders focusing on specific themes or geographies - reduced opportunities for long-term grants supporting HRA implementation. These combined pressures required close financial monitoring throughout the year.

In response, BIHR implemented targeted cost-saving measures to protect delivery and organisational stability. Staffing, the largest area of expenditure, underwent structured review, resulting in one redundancy, the planned end of a maternity-cover post, and a temporary reduction in working hours across the team. Operational costs were tightly controlled, with non-essential spending paused and procurement efficiencies introduced. Despite these reductions, programme delivery continued without interruption, supported by the resilience and flexibility of the staff team.

The Board monitored financial risk closely, reviewing income volatility, restricted and unrestricted funding availability, the impact of reduced staffing capacity and external economic uncertainty. Regular reporting and proactive decision-making enabled BIHR to sustain its core work while navigating a difficult operating environment.

End-of-Year Position and Reserves

BIHR’s reserves policy is to maintain unrestricted reserves equivalent to three to six months of operating expenditure, setting a target range of £125,000 to £250,000. This provides a financial buffer to protect continuity of activities during periods of instability. For most of 2025 the organisation remained within this target range.

Mid-year forecasting, however, indicated that year-end reserves were likely to fall below the lower threshold due to the income pressures described above. Trustees therefore agreed early mitigation measures, including cost reductions and a temporary draw on reserves to safeguard delivery while new income was

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secured. This strategic use of reserves enabled BIHR to maintain core activities and preserve organisational stability.

While the figure for year-end reserves (£64,232) did, as a result, indeed fall below the lower threshold of £125,00 specified above, it should be noted, as outlined earlier, that a total of £281,270 in newly secured income (a mix of grant, training and consultancy income) was due (and received) in January 2026. This helped to strengthen BIHR’s financial position significantly, allowing the year to close on a far more stable footing than anticipated mid-year. Trustees will prioritise rebuilding reserves during 2026 to ensure resilience amidst ongoing sector uncertainty.

Looking Ahead

While 2025 was a difficult year, the organisation ended the period in a more stable position than anticipated at mid-year. BIHR begins 2026 with:

Our focus in 2026 will be to consolidate this recovery, diversify income further, and reinforce BIHR’s unique role in supporting the practical implementation of the Human Rights Act across the UK.

PLANS FOR THE FUTURE PERIOD

BIHR enters 2026 with a clear, shared strategy shaped through six months of learning and consultation with community partners, staff and Trustees. This work confirmed both the urgency of the moment and the scale of opportunity. The next five years will see a deepening of political contestation around the Human Rights Act (HRA) and European Convention on Human Rights (ECHR), growing pressure on public services, and increasing division across the UK. These realities informed BIHR’s new Strategy for 2026–2031, which sets a focused, practical programme to secure everyday justice.

At its core, the new strategy recognises that the challenge ahead is not simply to defend rights in principle, but to further and more fully embed them in practice.

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Much of the harm facing people and communities stems not from gaps in the law, but from gaps in implementation: low legal literacy, systems under strain and a political narrative that misrepresents human rights as obstacles rather than safeguards. BIHR’s future work will address these challenges directly, strengthening everyday use of the HRA while building the evidence, stories and alliances needed to protect universal rights nationally.

Over the next year, BIHR will focus on five priorities.

1. Deepen community partnerships and human rights capacity: We will expand

our community programmes across all four nations, focusing on groups closest to rights issues but furthest from support. Partners will co-develop practical advocacy tools, build confidence to challenge unfair decisions and contribute directly to national influencing, ensuring lived experience remains at the centre of change.

2. Strengthen public service systems through strategic HRA implementation:

Work with public bodies will focus on embedding human rights across health, care, housing, welfare and education. Multi-part programmes, practice leadership, tailored tools and reflective spaces will support lawful, fair and rights-respecting decisions across everyday services.

3. Amplify authentic stories of human rights in action: BIHR will expand its

evidence base by capturing real examples of decisions changed, practices improved and dignity secured. These stories will inform policy, strengthen public understanding and challenge misinformation with practical truth. They will also create a stronger, shared narrative across civil society.

4. Build alliances and resilience across the human rights ecosystem: BIHR will

continue to convene and connect community groups, public bodies and civil society networks, ensuring learning flows across sectors and across UK nations. This will support collective responses to threats to the HRA/ECHR and build solidarity around rights-respecting practice.

5. Invest in organisational sustainability: To deliver its strategy, BIHR will focus on

diversifying income, strengthening digital and evaluation systems, and supporting staff wellbeing and development. Trustees will prioritise rebuilding reserves to protect long-term stability and impact.

Taken together, these plans position BIHR to meet the next five years with clarity, confidence and purpose. Our focus is simple: to further and more fully embed the Human Rights Act where it matters most, in the systems and decisions that shape

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everyday life, and build the collective strength needed to secure universal human rights for the future.

STRUCTURE, GOVERNANCE & MANAGEMENT

The British Institute of Human Rights is a company limited by guarantee without a share capital incorporated on 27 November 2003 and registered with the Charity Commission on 16 January 2004 as a charity. Its governing rules are its Memorandum and Articles of Association.

The Trustees, who are also the Directors for the purpose of company law, and who served during the year and up to the date of the signature of the financial statements were:

Sanchita Hosali is a Director, for Company Secretarial purposes, but not a Trustee.

None of the Trustees and Directors has any beneficial interest in the company. All the Trustees and Directors are members of the company and guarantee to contribute £1 in the event of a winding up.

Trustee Selection Methods

New trustees are appointed by existing trustees, who use a variety of methods, including direct research and approaches, and open advertising and selection, depending on need. Trustees serve for a term of three years and are eligible for re-appointment. During 2025 no new Trustees were appointed.

Trustee Responsibilities

The trustees meet quarterly, with additional meetings as required. Trustees determine pay and remuneration for key management personnel on the advice of the Chair and Honorary Treasurer, who act as the remuneration subcommittee of the Trustee Board. In doing so, Trustees have regard to both performance and the pay scales established by the charity, which seek to be consistent with remuneration levels in organisations of comparable size, reach

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and status. The ongoing management of the charity is delegated to the CEO. In 2024 activities were delivered mainly through the work of on average ten staff members, supported by trustees.

TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS

The charity trustees (who are also the directors of the charity or the purposes of company law) are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing the financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to 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 hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

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.

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Statement as to disclosure to our Independent Examiner

In so far as the trustees are aware at the time of approving our trustees’ annual report:

Approval

This report was approved by the Trustees on 21 May 2026 and signed on their behalf.

Imran Khan KC Chair and Trustee

Mark Hilton Honorary Treasurer and Trustee

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INDEPENDENT EXAMINER'S REPORT TO THE DIRECTORS & TRUSTEES OF THE BRITISH INSTITUTE OF HUMAN RIGHTS

I report to the Directors and Trustees on my examination of the financial statements of The British Institute of Human Rights (the charity) for the year ended 31 December 2025.

Responsibilities and basis of report

As the Directors and Trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).

Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act) (amended 2022). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act (amended 2022).

Independent examiner's statement

Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act (amended 2022). I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

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  1. accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or

  2. the financial statements do not accord with those records; or

  3. the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the financial statements give a true and fair view which is not a matter considered as part of an independent examination; or

  4. the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

F J Corbishley

Francis Corbishley FCA Independent Examiner Moore Northern Home Counties Limited First Floor 73-75 High Street Stevenage Hertfordshire SG1 3HR

Dated:

03 Jun 2026

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STATEMENT OF FINANICAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2025

Unrestricted Restricted Total **Unrestricted ** Restricted Total
funds funds funds funds
2025 2025 2025 2024 2024 2024
Notes £ £ £ £ £ £
Income from:
Donations and
legacies 3 148,618 - 148,618 144,617 - 144,617
Charitable activities 4 121,489 71,003 192,492 150,914 163,588 314,502
Investments 5 1,709 - 1,709 3,455 - 3,455
Total income 271,816 71,003 342,819 298,986 163,588 462,574
Expenditure on:
Charitable activities 6 310,657 89,245 399,902 350,130 173,966 524,096
Total expenditure 310,657 89,245 399,902 350,130 173,966 524,096
Net expenditure (38,841) (18,242) (57,083) (51,144)
(10,378)		 (61,522)
Transfers between
funds - - - 5,066 (5,066) -
Net movement in
funds (38,841) (18,242) (57,083) (46,078)
(15,444)		 (61,522)
Reconciliation of funds:
Fund balances at 1 January
2025 103,074 18,860 121,934 149,152 34,304 183,456
Fund balances at 31
December 2025 64,233 618 64,851 103,074 18,860 121,934

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

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BALANCE SHEET AS AT 31 DECEMBER 2025

2025
2025
Notes
£
Current assets
Debtors
10
156,511
Cash at bank and in hand
100,736
257,247
Creditors: amounts falling due within
one year
11
(192,396)
Net current assets
The funds of the charity
Restricted income funds
13
Unrestricted funds		 2024
£
£
£
438
188,731
189,169
(67,235)
64,851
121,934
618
18,860
64,233
103,074
64,851
121,934
121,934

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2025.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the Directors and Trustees on 21 May 2026

Mark Hilton Imran Khan KC Trustee Trustee

Company registration number 04978121 (England and Wales)

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NOTES TO FINANCIAL STATEMENTS

1. ACCOUNTING POLICIES

Charity information

The British Institute of Human Rights is a charitable company limited by guarantee incorporated in England and Wales. The registered office is 167-169 Great Portland Street, Fifth Floor, London, W1W 5PF, England.

1.1 Accounting convention

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 UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The British Institute of Human Rights meets the definition of a public interest entity under FRS102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

1.2 Going concern

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. 2025 brought significant financial pressures for BIHR in ‑ that public sector commissioning became unpredictable, and shifts in the charitable funding landscape meant fewer opportunities for Human Rights Act implementation work. These trends adversely affected BIHR’s income in 2025 but, in response, the charity ‑ implemented targeted cost saving measures to protect delivery and maintain organisational stability. In late 2025, the charity also secured income for renewed consultancy work (to take place in 2026) and additional grants (for 2026 and beyond), and these helped stabilise the organisation further. BIHR therefore ended the year in a

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‑ far stronger position than anticipated mid year. The trustees are therefore confident about the charity's future and, accordingly, the financial statements have been prepared on a going concern basis.

1.3 Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Donated Services And Facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

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Interest Receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank

Fund Accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are grants and donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

1.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Allocation of Support Costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity’s activities.

These costs have been allocated between cost of raising funds and expenditure on charitable activities.

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1.5 Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.6 Employee benefits

Short Term Benefits

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Employee Termination Benefits

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

2. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS

The following judgements (apart from those involving estimates) have had the most significant effect on amounts recognised in the financial statements.

Accounting estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The following judgements (apart from those involving estimates) have been made in the process of applying the above accounting policies that have had the most significant effect on amounts recognised in the financial statements:

Useful Economic Lives of Tangible Assets

The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets.

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Contributions in Kind

The value of the contributions in kind are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market.

There are no key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets or liabilities within the financial year.

3. DONATIONS AND LEGACIES

Unrestricted Unrestricted
funds funds
2025 2024
£ £
Donations and gifts 148,618 144,617
Donations and Gifts
Bromley Trust 15,000 10,000
John Elleman Foundation - 42,000
Joseph Rowntree Charitable Trust 30,000 30,000
Tudor Trust 42,592 38,720
AB Charitable Trust 45,000 20,000
Other 16,026 3,897
148,618 144,617

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4. CHARITABLE ACTIVITIES

Income Income
from from
Charitable Charitable
Activities Activities
2025 2024
£ £
Services provided under contract 121,489 150,914
Performance related grants 71,003 163,588
192,492 314,502
Analysis by fund
Unrestricted funds 121,489 150,914
Restricted funds 71,003 163,588
192,492 314,502
Grants for the provision of goods Restricted Unrestricted Total 2025 Total 2024
and services Funds Funds
£ £ £ £
Baring Foundation (Community
Programme) 16,667 - 16,667 54,000
Baring Foundation (London
Communities) 54,336 - 54,336 107,488
Other Restricted Income - - - 2,100
71,003 - 71,003 163,588

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Training, consultancy and Restricted Unrestricted Total 2025 Total 2024
contracts Funds Funds
£ £ £ £
Parliamentary and Health Service
Ombudsman - - - 6,000
Local Government Association - 8,654 8,654 16,002
NHS England & Improvement - 1,705 1,705 -
Housing Ombudsman Service - - - 38,058
Tees, Esk & Wear Valley NHS
Foundation Trust - - - 53,977
East of England NHS Specialised
Mental Health Provider Collaborative - 10,800 10,800 -
Leeds & York Partnership NHS
Foundation Trust 34,551 34,551 -
Baring Foundation 500 500
West Midlands ADASS 25,271 25,271
BNP Paribas Real Estate 9,160 9,160
Other public sector training and
consultancy - - - 28,230
Other not-for-profit sector training
and consultancy - 6,615 6,615 4,115
Other private sector training and
consultancy - - -
Reimbursed expenses - 1,893 1,893 -
- 99,148 99,148 146,382
Other Restricted Unrestricted
Total 2025		 Total 2024
Funds Funds
£ £ £ £
Royalties, publishing & speaking fees - 295 295 1,375
Sale of resources - 172 172 334
Open courses income - 21,874 21,874 2,823
- 22,341 22,341 4,532

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5. INCOME FROM INVESTMENTS

NCOME FROM INVESTMENTS
Unrestricted Unrestricted
funds funds
2025 2024
£ £
Interest receivable
1,709		 3,455
XPENDITURE ON CHARITABLE ACTIVITIES
Expenditure on Expenditure on
charitable charitable
activities activities
2025 2024
£ £
Direct costs
Staff costs
342,051		 415,072
Programme Costs
21,407		 59,969
Office Costs
25,256		 33,247
Premises Costs
1,081		 1,246
389,795 509,534
Share of support and governance costs (see note 7)
Governance
10,107		 14,562
399,902 524,096
Analysis by fund
Unrestricted funds
310,657		 350,130
Restricted funds
89,245		 173,966
399,902 524,096

6. EXPENDITURE ON CHARITABLE ACTIVITIES

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7. SUPPORT COSTS

Support Governance 2025 Support
Governance		 2024
costs costs costs
costs
£ £ £ £
£		 £
Payroll and
accounting 5,140 2,205 7,345 6,761
2,261		 9,022
Independent
Examination - 2,700 2,700 -
2,604		 2,604
Management
committee - - - -
488		 488
Other - 62 62 -
2,448		 2,448
5,140 4,967 10,107 6,761
7,801		 14,562
Analysed between
Charitable activities 5,140 4,967 10,107 6,761
7,801		 14,562

8. EMPLOYEES

The average monthly number of employees during the year was:

2025 2024
Number Number
Staff 8 10
The number of employees whose annual remuneration was
more than £60,000 is as follows:
2025 2024
Number Number
£60,001 to £70,000 1 1

The charity does not operate its own pension fund but did contribute to the personal pension plans of ten (2024: twelve) employees during the year.

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The key management personnel comprise the trustees and the senior management team (being the CEO, Head of Policy and Programmes and Head of Operations) (2024: being the CEO and Head of Policy and Programmes and Operations Manager). The total employee benefits of the key management personnel of the charity were £151,488 (2024: £163,776).

9. TAXATION

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

10. DEBTORS

2025
Amounts falling due within one year:
£
Trade debtors
156,270
Prepayments and accrued income
241
156,511		 2024
£
-
438
438

11. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025
Notes
£
Other taxation and social security
13,940
Deferred income
12
173,569
Trade creditors
627
Other creditors
4,260
192,396		 2024
£
18,419
42,904
1,742
4,170
67,235

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12. DEFERRED INCOME

DEFERRED INCOME
2025 2024
£ £
Other deferred income 173,569 42,904
Deferred income is included in the financial statements as follows:
2025 2024
£ £
Deferred income is included within:
Current liabilities 173,569 42,904
Movements in the year:
Deferred income at 1 January 2025 42,904 172,869
Released from previous periods (42,904) (172,869)
Resources deferred in the year 173,569 42,904
Deferred income at 31 December 2025 173,569 42,904

13. RESTRICTED FUNDS

The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.

At Incoming Resources Transfers At 31
1 January resources expended December
2025 2025
£ £ £ £ £
Baring Foundation
(Community Programme) 10,810 16,667 (27,477) - -
Baring Foundation (London
Communities) 8,050 54,337 (61,769) - 618
18,860 71,004 (89,246) - 618

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Previous year: At Incoming Resources Transfers At 31
1 January resources expended December
2024 2024
£ £ £ £ £
Baring Foundation
(Community Programme) 13,561 54,000 (56,751) 10,810
Co-op Local Community
Fund 4,703 (4,703) -
The Law Society Charity 363 (363) -
Baring Foundation (London
Communities) 14,467 107,488 (113,905) 8,050
Tudor Trust (Wellbeing) 1,210 (1,210) -
EHRC Travel Grant 2,100 (2,100) -
34,304 163,588 (173,966) (5,066) 18,860

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14. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2025 2025 2025 2024 2024 2024
£ £ £ £ £ £
Fund balances at 31
December 2025 are
represented by:
Current
assets/(liabilities) 64,233 618 64,851 103,074 18,860 121,934
64,233 618 64,851 103,074 18,860 121,934

15. RELATED PARTY TRANSACTIONS

There were no disclosable related party transactions during the year (2024 - none).

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