2025-03-31-accounts

HCJB-UK Limited

Report and Financial Statements 2024-2025

The Directors present their report covering the financial year 1[st] April 2024 to 31[st] March 2025

Company number: 6140067 Charity number: 1119403

HCJB-UK Limited

Contents

For the Year ended 31[st] March 2025

	Pages
Directors’ report	2 - 10
Statement of Trustees Responsibilities	11
Independent Examiners’ Report	12
Statement of financial activities	13
Balance sheet	14
Notes to the financial statements	15 - 20
Statement of Cashflow	21

1

HCJB-UK Limited

Directors Report For the Year ended 31[st] March 2025

Reference and Administrative Details of the Company, its Directors and Advisors

Company Name and Number

The name of the company is HCJB-UK Limited, company number 6140067. The company was incorporated on 6[th] March 2007 and commenced activities on 19[th] September 2007. The company uses the business name ‘Reach Beyond’.

Charity Registration details

HCJB-UK Limited was registered as a charity in the United Kingdom on 25[th] May 2007. Its charity number is 1119403.

Registered Office Address

The address of the charity is Fountains Church, 1 Glydegate, Bradford, BD5 0BQ.

Directors

The Directors, who are also Trustees, who served during the year, were:

Mr Ian Hutchinson (Chair) Mr Martin Cooper (Vice Chair) Mr David Dykes (Treasurer) Mrs Anne Hilton Mr James Hockney Miss Ruth Steele Mrs Sam O’Brien

Senior Officers

The Chief Executive Officer of HCJB-UK Limited is Mr Colin Lowther. Mr Lowther is also the Company Secretary.

Bankers

The Bankers for HCJB-UK Limited are the Cooperative Bank plc, PO Box 250, Skelmersdale, WN8 6WT.

Accountants

The accountants for HCJB-UK Limited are Torevell Dent Ltd, Chartered Certified Accountants, Centre of Excellence, Hope Park, Trevor Foster Way, Bradford, BD5 8HH.

Structure, Governance and Management

Governing Document

HCJB-UK Limited is a charitable company limited by guarantee and not having a share capital. It was incorporated on 6[th] March 2007.

2

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Recruitment and Appointment of New Directors

Directors are recruited on the basis of providing a wide range of skills and experience that will enhance and add to the charity’s existing skills base. The process of appointing new Directors is as follows:

• 1) Details of suitable candidates are put forward by the present Directors.

• 2) Discussion and prayer take place within a Board meeting about those persons, looking at their past work and experience and whether they have the right qualities required to develop the work of HCJB-UK Limited.

• 3) Suitable candidates are then approached and asked to consider and pray about becoming Directors. They receive a presentation of current activity, meet representatives of the current Directors and are given the opportunity to ask questions. They are also given our information leaflet ‘Could you be a Director with HCJB-UK?’ together with an application form allowing them to confirm that they are not prohibited from acting as company directors.

• 4) If the person accepts the role, then a vote is taken at the next Board meeting to accept the candidate.

Induction and Training of New Directors

Most new Directors will already be familiar with the work of the charity and will be provided with copies of minutes and accounts from the past year to help them understand the current issues and topics under discussion. They will be asked to read and sign several key policies and procedures and be given a Reach Beyond email account. All new Directors are provided with a copy of ‘The Essential Trustee: What You Need to Know’ (document CC3 from the Gov.uk website).

Organisational Structure

The charity is structured with a Board of Directors making decisions about policy, overall direction and strategy, finalising senior personnel decisions and overseeing financial matters. The Directors normally meet four times each year with an AGM in winter or spring. During this year they met in May, July, October 2024, and January 2025 as well as a number of electronic meetings to discuss the business and work of the charity.

The Directors have appointed a Chief Executive Officer who manages the day-to-day work of the charity and who reports back to the Directors at their quarterly meetings. The Chief Executive Officer is responsible for day-to-day financial decisions, managing staff and planning current projects. The Chief Executive Officer also acts as Company Secretary to administer the work of the company. The Chief Executive is Mr Colin Lowther. During the year in question there were 23 staff and volunteers working for the charity.

Related Parties

The charity was incorporated on 6[th] March 2007 to support the work of the World Radio Missionary Fellowship Inc. which operated under the name HCJB Global until January 22[nd] , 2014. It then began using the business name of ‘Reach Beyond’. Reach Beyond is a fully registered not-for-profit entity based in the state of Colorado, USA.

Reach Beyond is an organisation that operates medical and media projects around the world. The medical work includes mobile medical clinics, community development, and water projects. The media work includes operating radio stations and producing programmes as well as facilitating local community FM stations and helping to train those who work in them. Reach Beyond is focused on five regions around the world – Europe/Eurasia, Asia-Pacific, North Africa/Middle East, Latin America and Sub-Saharan Africa – and has workers in each location.

Relationship with Related Parties

Our working relationship with Reach Beyond in the US includes: recruiting and seconding vocational workers to serve in the various regions where Reach Beyond operates; raising funds via our UK supporters for Reach Beyond projects overseas; and helping with training and IT-related projects at Reach Beyond operational sites.

3

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Relationship with Related Parties continued

HCJB-UK Limited and Reach Beyond in the US have together signed an Affiliate Agreement which covers areas such as: a definition of how we co-operate together; the overall strategy and vision of the co-operative projects; guidance on cooperative project funding; the support structure for UK volunteers who are transferred to work in a Reach Beyond US region; guidelines for communication and reporting structures; representation of the work in the US and the UK; spiritual commitments required; use of the Reach Beyond name and logo.

The charity makes occasional donations to overseas bodies such as the Reach Beyond offices in the US, Australia and the Netherlands, and to other organisations who share our aims and values. We aim to have a partnership agreement or affiliate agreement in place with all entities before they receive funds from us. It is a policy of the directors to review all such relationships before any payment is authorised. The directors place a high degree of importance upon existing relationships and full knowledge of the activities of the partner agencies. Appropriate checks are conducted to ensure that the agencies´ activities are charitable in respect of the law in England and Wales

Risk Management

The Directors have considered the major risks to which the charity is exposed and have established systems and procedures to manage those risks.

The Risk Register of the company has been reviewed during this period. The Register highlights areas where risks have been identified, the nature and level of the risk (low, medium, high), and the policies adopted to manage these risks and to reduce their impact. Here are the latest retained or ‘net’ risks of the charity after control procedures have been implemented:

High Risks

• Ineffective fundraising

• Risks of staff travelling overseas

• Risks of taking short term teams overseas

• Financial failure of our US partners

Medium Risks

• The charity lacks direction, strategy and forward planning

• Difficult employment issues

• Failures of disaster recovery and planning

• Poor project development

• There is a loss of key staff

• Weak security of assets

• Dangers in health, safety and environment

• Information Technology Issues

• Poor budgetary control and financial reporting

• Lack of reserves

• Poor cash flow

• Over-dependency on certain income sources

• Problems arising from compliance with donor-imposed restrictions

• Possible fraud or error

• Poor public perception

• Poor compliance with legislation and regulations

• Poor procedural and systems documentation

4

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Risk Management continued

Low Risks

• Trustee body lacks relevant skills or commitment

• There are conflicts of interest among the trustees

• Poor reporting to trustees (accuracy, timeliness and relevance)

• Weak capacity and poor use of resources including tangible fixed assets

• Poor volunteer management

• Problems with pension commitments

• Problems with investments

• Adverse publicity

• Poor regulatory reporting to the authorities

• Issues with taxation

• Lack of professional advice

Objectives and Activities

The Objects of the Charity

The advancement of the Christian faith by 1) modern methods of communication (such as radio and the Internet) in all parts of the world; 2) the relief of poverty and the improvement of the conditions of life in socially and economically disadvantaged communities in all parts of the world; 3) the relief of sickness and the preservation of health among people in all parts of the world; and by such other means being charitable as the Association may determine.

Public Benefit

HCJB-UK Limited is involved with a wide range of activities in pursuance of its charitable aims and the Directors are always vigilant to ensure that the projects we undertake are in line with these objectives. The Directors have paid due regard to the Charity Commission’s guidance on public benefit in deciding what activities the charity should undertake. The Directors consider that these activities, which are summarised below, provide benefit to the public.

Medical Work Overseas: The charity sends out and supports workers (long and short term) serving in clinics and mobile medical facilities in South America and in Central Asia. We also partner with a medical clinic in Greece serving refugees.

Community Development Overseas: The charity sends out and supports workers (long and short term) serving through clean water projects, hygiene and community development in South America, Sub-Saharan Africa, Central Asia and Europe.

Humanitarian Aid: The charity sends out teams to bring humanitarian aid and support to refugees on the Greek Islands.

Community Development in the UK: The charity runs a community centre in a disadvantaged part of Bradford, in order to serve vulnerable people with helpful services and activities so that their lives may be improved. Beneficiaries include the homeless, refugees and asylum seekers, the unemployed and those with mental health problems.

Media Training: The charity offers quality training in all aspects of media production to members of the public in the UK as well as other charities. We are also involved with radio training in Europe, Eurasia and Sub-Saharan Africa.

Media Production in the UK: The charity helps to produce a specialised English radio programme to help individual members of the public who are learning English both in the UK and overseas.

5

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Significant Activities for the Year, Achievements and Performance

During the year, the charity’s work focused on three key strategic areas: Mobilisation, Ministry Impact and Development, and Mission Coordination. Each area contributed to our purpose of enabling people to share God’s love through media, healthcare, and community development.

MOBILISATION

Our Mobilisation team continued to encourage and equip individuals for short-term, long-term, and vocational mission opportunities.

We provided regular support and member care for our 12 mission workers and their families, both overseas and in the UK, and continued to develop our operations manual to improve mobilisation processes.

Team members took part in online training and webinars to strengthen knowledge in mobilisation and international safeguarding, and we employed a new Mobilisation Assistant to expand our capacity.

We engaged with a number of individuals exploring mission service and welcomed a new mission worker to assist with media production for the Share English project. A debrief was completed with a young engineering student following a successful placement in Ecuador.

In partnership with UCCF, we visited several North East universities to inspire students about cross-cultural mission. Planning also began for a summer mission trip to West Africa, aimed at testing the water quality of wells managed by one of our partner organisations.

MINISTRY IMPACT & DEVELOPMENT

This area focused on developing and strengthening projects led by our UK-based and overseas mission workers.

Regional Projects

Our worker based in South Africa continued to lead the Sub-Saharan Africa Region, overseeing engineers, trainers, and media content creators.

Discussions also began regarding the appointment of two UK-based workers as joint Regional Directors for Europe and Eurasia, to strengthen leadership and regional coordination.

Refugee Response

Three short-term teams were mobilised to serve in Greece:

• A medical team supporting a partner ministry in Athens

• A construction team assisting with building projects

• A women’s ministry team serving at a centre on the island of Lesbos

In addition, a short-term worker spent four weeks serving with our partner organisation on Lesbos.

The Share English Project

Production continued on the Share English audio programmes. These are 15-minute radio episodes designed to help listeners practise English while exploring Christian faith. We experienced encouraging growth in social media engagement, as well as increased downloads from our podcast, mobile app, and YouTube channel. A new website for club leaders was launched, alongside the production of training videos to support leaders using Share English resources.

6

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

MINISTRY IMPACT & DEVELOPMENT continued

Millside Community Centre

The Millside Community Centre in Bradford continued to serve vulnerable local residents, including asylum seekers, refugees, and people experiencing homelessness. Key achievements during the year included:

• Accreditation to run IELTS language courses through NOCN

• Hosting the Welcome Café at the Keighley ECO Festival and other pop-up community events

• Preparing for the handover of the centre and staff to new ownership, completing the TUPE process with the buyers

MISSION COORDINATION

Our third strategic focus was ensuring the charity’s long-term sustainability through effective fundraising, communications, and partnerships.

Fundraising, Marketing and Publicity

The charity aspires to have the highest standards when it comes to raising funds from the public.

Fundraising activities were led by the CEO, supported by team members and an external consultant. Work included writing appeal letters, developing social media content, and preparing resources for churches.

We continued to raise funds for Reach Beyond’s global medical and media ministries through postal and email campaigns, church visits, and grant applications. Communications included three magazines, a monthly prayer email, and three project-focused appeal letters.

Trustees continued to oversee fundraising closely, receiving quarterly reports and updates on strategy. The charity remains committed to the Fundraising Regulator’s Code of Practice. No complaints or breaches occurred during the year, and we maintained high standards of transparency and care in all public communications.

The charity has done everything possible to protect vulnerable people and other members of the public from unreasonable intrusion into their privacy, from unreasonable and persistent approaches to procure money, and from placing undue pressure on individuals to make donations. This was done by communicating only to people who had asked to receive fundraising materials, and by carefully wording appeals and sending them out infrequently.

To strengthen financial sustainability, the charity sold its building in Bradford in March 2025, releasing funds for future operations. We also moved into new rented premises at Fountains Church, Bradford the same month.

In this period, we also began evaluating potential external consultants to support future fundraising strategy following the building sale.

Church Partnership and Engagement

We completed a review of church partnerships and began developing a new engagement plan. Activities included hosting a Pastors’ Lunch, producing church resources, and visiting congregations across the UK to share updates and encourage involvement in mission.

Media and Prayer Engagement

We continued our monthly online prayer event, PRAYERZONE Live , hosting 11 sessions covering various projects and mission themes. A 13-part radio series was also produced for TWR-UK, focusing on Reach Beyond’s global work and including an interactive skills quiz to inspire listeners toward mission involvement.

Volunteers

The charity benefitted from the contributions of 11 regular volunteers supporting administration, media, and community outreach at both the HCJB-UK office and Millside Centre. Their involvement continues to be an essential part of our ministry operations.

7

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

MISSION COORDINATION continued

Environmental Sustainability

We maintained our Carbon Net Zero status during the year, continuing to reduce emissions and offset carbon usage through the charity Climate Stewards.

Plans for Future Periods

Our top level objectives are:

• Mobilisation - to engage more people in short term mission, long term mission or on placements.

• Ministry Impact & Development – to support our UK-based workers as they are involved in direct ministry projects, e.g., refugee initiatives, community development or media.

• Fundraising – to engage a fundraising consultant to help the charity to become financially sustainable over the next 3 years.

Other plans:

• To support one of our mission couples in the UK as they take on the role of Europe/Eurasia Region Directors in June 2025.

• To focus our ministry efforts on the Sub-Saharan Africa Region and the Europe/Eurasia Region through mobilising new workers and raising appropriate funds for projects.

• To take out 4 church teams to serve refugees in Greece and elsewhere.

• To connect with new UK churches and practically re-engage existing churches, to build strong partnerships that will contribute to our work financially, in prayer and through mobilisation.

• For our Mobilisation team to work more closely and aligned with the Reach Beyond US Mobilisation team, sharing ideas, resources, and training together.

• To publicise more specific roles as opportunities for service with Reach Beyond during the year.

• To communicate appropriately with individual prayer supporters and donors, so that they know that we appreciate them and would like to see them more fully involved in the work.

• To improve the care and communication for our overseas field staff so that they feel adequately supported by the UK office.

• To continue to promote the efficient use of resources through the minimisation of waste, encouraging reduction in what we buy, re-using and recycling where possible, and committing to continual improvements through the setting of regular sustainability targets and monitoring our progress on these.

Financial Review

We believe the Financial Statement gives a fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing the Financial Statements we believe that we have:

• Selected suitable accounting policies and applied them consistently.

• Made judgements and estimates that are reasonable and prudent.

• Prepared the Financial Statements on a going concern basis.

8

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Financial Review continued

We believe that we have kept proper accounting records which disclose with reasonable accuracy the financial position of this charity. We have safeguarded the assets of the charity and have taken reasonable steps to prevent and detect fraud or any other irregularities.

Gifts designated for particular workers or projects are set aside for that purpose and treated as “restricted funds” as defined by the Charity Commissioners.

Statement of Financial Activities

The total income for the year ending 31st March 2025 was £562,376 (2024 was £477,143) and total expenses for the year were £585,505 (2024 was £560,359).

Our net outgoing resources for the year were £37,673 (2024: £87,462). The charity’s net assets are worth £532,040 compared to £569,713 at the previous period end.

Reserves

1. The purpose of our Reserves Policy is to:

2. Give confidence to funders by demonstrating good stewardship and financial management

3. Demonstrate the charity’s sustainability and capacity to manage unforeseen financial difficulties

4. Give voluntary funders, such as grant-makers, an understanding of why funding is needed to undertake a particular project or activity

5. Give assurance to lenders and creditors that the charity can meet its financial commitments

6. Manage risk to the charity’s reputation from holding substantial unspent funds at the year-end without explanation

7. HCJB-UK Ltd is currently dependent on donations and grants to sustain its activities. If these existing sources of income are depleted or lost, it is crucial to ensure that there are sufficient reserves to tide the charity over while further fundraising is carried out, or to allow the charity to wind up while meeting its obligation to staff and service users. The main concerns of the board are to ensure:

8. That UK-based staff can continue working, primarily to secure new funding for the charity

9. That overseas workers can be supported if the charity should go through a time of financial instability

10. It is the policy of the Directors to maintain reserves sufficient to cover all the Restricted Funds and three month’s operating costs. These reserves should be built up from the unrestricted income.

11. If the charity has excess reserves, then the board will consider how these funds could be best used and make this clear by designating funds for future expenditure.

12. If significant resources are held in reserves, then the board may consider investing some of these funds to obtain a financial return for the charity, as stated in our Investment Policy. In making these decisions, the board will consider the likelihood that some or all the reserves held may need to be accessed at short notice.

13. If the charity has excess reserves, the board will ensure that the organisation does not misrepresent the urgency or need for funds with donors.

14. The level of reserves should be calculated and monitored every 3 months by the Treasurer.

9

HCJB-UK Limited

Directors Report (continued) For the Year ended 31[st] March 2025

Reserves continued

1. This policy shall be reviewed annually and whenever there are significant changes in staff hours, staff numbers or new projects.

Payment Policy

We do not seek or take extended credit from our suppliers, working, in effect, on a cash basis and paying all bills within 30 days.

Investment Policy

The Directors have established a policy where surplus funds, which are not required for the day to day running of the charity, may be invested in a deposit account with the charity’s bankers or in an investment portfolio with a ‘cautious to moderate’ risk. This policy is reviewed annually or when needs dictate.

Conclusion

The Directors express their gratitude for the faithfulness of staff and volunteers who have worked unselfishly during the past year. Acknowledgement is made also to the many supporters who, with prayer or finance, have enabled the ministries to continue.

Above all, the Directors are grateful to God for His faithful provision and guidance during the past year; to Him be all the glory.

…………………………………………….

Ian Hutchinson

Chair of Directors

Date …………………….

10

HCJB-UK Limited

Statement of Trustees’ Responsibilities For the Year ended 31[st] March 2025

The trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice.

The trustees are required by company law to prepare financial statements for each financial year which give a true and fair view of the financial activities of the charity and of its financial position at the end of that year. In preparing those financial statements the trustees are required to:

• a) Select suitable accounting policies and apply them consistently

• b) Make adjustments and estimates that are reasonable and prudent

• c) State whether the policies adopted are in accordance with the Companies Act 2006 and with applicable accounting standards and statements of recommended practice, subject to any material departures disclosed and explained in the financial statements

• d) Prepare the financial statements on a going concern basis unless it is inappropriate to assume that the charity will continue in operation

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

11

’ - Independent Examiners Report to the Trustees of HCJB UK Limited Charitable Company

For the Year ended 31[st] March 2025

I report to the charity trustees on my examination of the accounts of the Company for the period ended 31 March 2025.

Responsibilities and basis of report

As the charity’s trustees of the Company (and also its directors for the purpose of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the Company 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 your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner’s statement

I confirm that I am qualified to undertake the examination because I am member of ACCA, 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:

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

2. The accounts do not accord with those records; or

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

4. The accounts 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 accounts 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 accounts to be reached.

………………………

Samantha J Sutcliffe FCCA Torevell Dent Limited Chartered Certified Accountants Centre of Excellence Hope Park Trevor Foster Way Bradford BD5 8HH

Date ………….

12

HCJB-UK Limited

Statement of Financial Activities For the Year ended 31[st] March 2025

Statement of Financial Activities For the Year ended 31st March 2025
				Total	Total
		Unrestricted	Restricted	Year ended	Year ended
		Funds	Funds	31.03.2025	31.03.2024
Income	Note	£	£	£	£
Income and endowments from:
Donations and Legacies		96,222	316,830	413,052	344,153
Community Centre/ Grant Funding		67,828	35,783	103,611	109,678
Other Trading Activities		45,713	-	45,713	23,312
Investment Income
Interest Received		-	-	-	-
		_	_	_	_
TOTAL	2	209,763	352,613	562,376	477,143
Expenditure
Expenditure On:
Raising Funds	3	8,631	-	8,631	12,723
Charitable Activities	4	218,342	343,815	562,157	540,216
Other Costs	4	14,717	-	14,717	7,420
		_	_	_	_
TOTAL		241,690	343,815	585,505	560,359
Net (Expenditure)/Income before		(31,927)	8,798	(23,129)	(83,216)
Net Gains/(Losses) on disposal of fixed assets		(14,544)	-	(14,544)	-
Net Gains/(Losses) on investments	6	-	-	-	(4,246)
		_	_	_	_
Net Income/(Expenditure)		(46,471)	8,798	(37,673)	(87,462)
Transfers between Funds		-	-	-	-
		_	_	_	_
Net Movement in funds		(46,471)	8,798	(37,673)	(87,462)
Reconciliation of Funds:
Total funds brought forward		445,799	123,914	569,713	657,175
		_	_	_	_
Total funds carried forward		399,328	132,712	532,040	569,713

The notes on pages 15 to 21 form part of these financial statements

13

HCJB-UK Limited

Balance Sheet

For the Year ended 31[st] March 2025

Notes Fixed Assets Tangible fixed assets 5 Current Assets Debtors 7 Cash at bank and in hand Creditors: amount falling due within one year 8 Net Current Assets Total Funds of the Charity General funds 9 Restricted funds	Year ended 31.03.2025 £ £ - 3,178 532,873 536,051 (4,011) 532,040 532,040 399,328 132,712 532,040	Year ended 31.03.2024 £ £ 392,181 4,697 181,168 185,865 (8,333) 177,532 569,713 445,799 123,914 569,713

The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2025.

The members have not required the company to obtain an audit of its financial statements for the period ended 31 March 2024 in accordance with Section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for:

• a) Ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and

• b) Preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial year and of its profit or loss for each financial year in accordance with the requirements of section 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.

These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies and with the Charities SORP (FRS 102) (effective January 2015).

The financial statements were approved by the Board of Trustees on …………. and were signed on its behalf by:

…………………………….

Ian Hutchinson Trustee

The notes on pages 15 to 21 form part of these financial statements

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HCJB-UK Limited

Notes to the Financial Statements For the Year ended 31[st] March 2025

1. ACCOUNTING POLICIES

Basis of Accounting

The financial statements have been prepared under the historical cost convention, in accordance with the Charities Act 2015 and the Companies Act 2006, and also in accordance with applicable accounting standards and the Charities SORP (FRS102)(effective January 2015).

Income and endowments

All incoming resources are included in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income:

• Voluntary income is received by way of grants, donations and gifts and is included in full in the Statement of Financial Activities when receivable.

• Donated services and facilities are included at the value to the charity where this can be quantified

• The value of services provided by volunteers has not been included in these accounts as it is not considered material

• Investment income is recognised on a receivable basis

Expenditure

Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered and is reported as part of the expenditure to which it relates.

Taxation

The charity is registered with the Charities Commission and is not subject to taxation on its normal activities.

Capital Expenditure

All expenditure of a capital nature is capitalised in the balance sheet.

Fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:

Audio visual & studio: 15% straight line basis Office equipment: 15% straight line basis Computer equipment: 15% straight line basis Fixtures & fittings: 2% straight line basis Freehold buildings: 2% straight line basis

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HCJB-UK Limited

Notes to the Financial Statements (cont) For the year ended 31[st] March 2025

ACCOUNTING POLICIES Continued

Funds Structure

The charity has a number of restricted income funds to account for situations where a donor requires that a donation must be spent on a part on a particular purpose or where funds have been raised for a specific purpose.

All other funds are unrestricted income funds and are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.

2. INCOMING SOURCES ANALYSED BETWEEN PROJECTS

		Community
	Community	Centre
Project	Centre Grant	General	Ministry	General
Income	Income	Income	Fund	Funds	Total
£	£	£	£	£	£
73,456	35,783	67,828	243,374	141,935	562,376
Summary of incoming resources					£
Incoming resources as detailed above					562,376
Interest received	per Statement of Financial Activities				-
					562,376

3. COSTS OF GENERATING VOLUNTARY INCOME

	Year ended	Year ended
	31.03.25	31.03.24
	£	£
Fundraising and Publicity
Advertising & Magazine	8,631	12,723
	8,631	12,723

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HCJB-UK Limited

Notes to the Financial Statements (cont) For the year ended 31[st] March 2025

		Year ended	Year ended
		31.03.2025	31.03.2024
4.	COST OF ACTIVITIES	£	£
	IN FURTHERANCE OF
	THE CHARITY’S OBJECTS
	Rent and Rates	2,388	1,771
	Insurance	5,716	5,472
	Light and Heat	5,537	5,471
	Staff Salaries	92,317	92,031
	Staff Pensions	3,910	3,834
	Staff Training and Recruitment	590	525
	Printing and Stationery	1,465	2,013
	Postage and Shipping	3,697	2,539
	Telephone	782	1,590
	Travel and Deputation	6,964	1,287
	Bank Charges	1,096	1,026
	Subscriptions	422	410
	Housekeeping	11,267	8,600
	Depreciation	-	11,139
	IT Costs	4,839	4,216
		140,990	141,924
	Ministry Fund Expenses	246,684	202,530
	Project Fund Expenses	46,061	49,013
	Community Centre Grant Expenses	128,422	146,749
		_	_
		562,157	540,216
		Year ended	Year ended
		31.03.2025	31.03.2024
		£	£
	OTHER COSTS
	Legal, Professional and Bookkeeping	13,007	5,554
	Accountancy Charges	1,710	1,866
		14,717	7,420

17

HCJB-UK Limited

Notes to the Financial Statements (cont) For the Year ended 31[st] March 2025

5. TANGIBLE FIXED ASSETS

Freehold Building £ Studio/ Audio Visual Equipment £ Computer Equipment £ Fixtures & Fittings £ Office Equipment £ Cost As at 1stApril 2024 380,000 17,323 32,597 152,753 49,950 Additions - - - - - Disposals (380,000) (17,323) (32,597) (152,753) (49,950) ( As at 31 March 2025 - - - - - Depreciation As at 1stApril 2024 107,666 17,323 32,597 32,906 49,950 Charge for Year - - - - - Eliminated on Disposals (107,666) (17,323) (32,597) (32,906) (49,950) ( As at 31 March 2025 - - - - - Net Book Value As at 31 March 2024 272,334 - - 119,847 - As at 31 March 2025 - - - - - 6. FIXED ASSET INVESTMENTS Year ended 31.03.2025 £ Quoted Investments Market value at 1 April 2023 - Addition / (Withdrawal) - Net investments gain/(loss) - Market Value at 31 March 2024 - Historical cost - 7. DEBTORS Year ended 31.03.2025 £ Trade Debtors 750 Gift Aid 2,428 3,178

Total £ 632,623 - 632,623) - 240,442 - 240,442) - 392,181 - Year ended 31.03.2024 £ 190,926 (186,680) (4,246) - 200,000 Year ended 31.03.2024 £ 1,125 3,572 4,697

18

HCJB-UK Limited

Notes to the Financial Statements (cont) For the year ended 31[st] March 2025

8. CREDITORS DUE WITHIN ONE YEAR

CREDITORS DUE WITHIN ONE YEAR
	Year ended	Year ended
	31.03.2025	31.03.2024
	£	£
Accruals	1,710	1,710
Credit Card	477	(118)
PAYE	912	2,637
Trade Creditors	912	4,104
	4,011	8,333

9. UNRESTRICTED FUNDS

						Loss	on
	Balance 1st		Incoming		Outgoing	Disposal of					Balance 31st
	April 2024		Resources		Resources	Asset			Transfer		March 2025
	£		£		£	£			£		£
Unrestricted
Funds
General	436,624		141,935		(164,687)	(14,544)				-	399,328
Community
Centre General
Fund		9,175	67,828		(77,003)			-		-	-
	445,799		209,763		(164,338)	(14,544)				-	399,328
10. RESTRICTED	FUNDS
	Balance 1st		Incoming		Outgoing	Investment					Balance 31st
	April 2024		Resources		Resources	Movement			Transfer		March 2025
		£		£	£		£			£	£
Restricted Funds
Ministry Funds		82,689		243,374	(246,684)			-		-	79,379
Project Funds		16,928		73,456	(46,061)			-		-	44,323
Community Centre
Grant		24,297		35,783	(51,070)			-		-	9,010
		123,914		352,613	(421,167)			-		-	132,712

19

HCJB-UK Limited

Notes to the Financial Statements (cont)

For the year ended 31[st] March 2025

11. ANALYSIS OF NET ASSETS BETWEEN FUNDS

	Unrestricted	Unrestricted	Restricted	Total
		£	£	£
Fund balances at 31st March 2025 are represented by:
Tangible fixed assets
Investment	-		-	-
Current assets	536,051		-	536,052
Liabilities	(4,011)		-	(4,012)
Total net assets	532,040		-	532,040

12. REMUNERATION AND EXPENSES PAID TO TRUSTEES

During the year there was no remuneration paid to the trustees of the charity. Trustees received expenses totalling £NIL (2024: £NIL).

13. STAFF COSTS

13. STAFF COSTS
	Year ended	Year ended
	31.03.2025	31.03.2024
	£	£
Salaries and National Insurance	92,317	92,031
The average number of full-time equivalent staff employed
by the charity during the year was	8	8

20

HCJB-UK Limited

Statement of Cashflow For the Year ended 31[st] March 2025

tement of Cashflow r the Year ended 31st March 2025
	Year ended	Year ended
	31.03.2025	31.03.2024
	Funds	Funds
	£	£
Cash flows from operating activities:
Net cash provided by (used in) operating activities as below	(25,933)	(77,273)
Cash flows from investing activities:
Investment Withdrawn	-	190,927
Purchase of property, plant and equipment	-	-
Proceeds from sale of property, plant and equipment	377,638	-
Additions from investments (net)	-	-
Net cash provided by (used in) investing activities	377,638	190,927
Net cash provided by (used in) financing activities
Change in cash and cash equivalents in the reporting period	351,705	113,654
Cash and cash equivalents at the beginning of the reporting
period	181,168	67,514
Cash and cash equivalents at the end of the reporting period	532,873	181,168
Reconciliation of net income/(expenditure) to net cash flow
from operating activities:
Net income/(expenditure) for the reporting period (as per the
statement of financial activities)	(37,673)	(87,462)
Adjustments for:
Depreciation charges	-	11,139
Loss on disposal of assets	14,544	-
(Increase)/decrease in debtors	1,517	1,208
(Decrease)/increase in creditors	(4,321)	(2,158)
Net cash provided by (used in) operating activities	(25,933)	(77,273)

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