2020-12-31-accounts

MS world mission Ci. YBMS WOKI ' Mission ANNItAL REP.ORT.AND .FINANCIAL STATEMENTS }2019-20

BMS WORLD MISSION

Report and financial statements

14-month period ended 31 December 2020

Baptist Missionary Society

Registered charity number: 1174364 (England and Wales). Registered company number 10849689

BMS World Mission

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FROM GENERAL DIRECTOR AND CHAIR OF TRUSTEES

A word from the General Director and Chair of Trustees

We introduce BMS World Mission’s Annual Accounts for 2019-2020 with a reflection on a challenging period. When reports first emerged of a novel Coronavirus causing rising infection rates in China, we asked BMS supporters to pray for God's intervention. We could not have known then the seismic changes that would be required of us and our supporters in the UK, nor of our overseas mission workers, partners and global neighbours as the months rolled on. We begin 2021 thankful for all God has done to sustain us, doing immeasurably more than we knew to ask for. Above all, we thank God for BMS’ supporters, whose generosity allowed us to continue as much of our work as was safe to do so across four continents. Not only this, but their wonderful gifts to the BMS Coronavirus appeal also enabled us to co-ordinate a global Baptist response to the pandemic. Handing out more relief grants in 2020 than ever before, we worked with a diverse network of partners to address the economic fallout, food insecurity, physical and mental health crises and spiritual upheaval caused by Covid-19 across the world. The result was over 40,000 people reached with hope and help. Alongside our ongoing Coronavirus work, we remained agile, coming alongside the most marginalised and least evangelised wherever help was needed. When news reached us in August of the devastating Beirut blast, BMS supporters raised over £110,000 to meet the needs of families who had lost their homes, and to support children suffering from trauma. At Christmas, we organised a series of evangelistic outreach events with key partners in four countries across Asia. Our supporters joined us in prayer for the events, which shared the good news of Jesus Christ and gave practical support to over 20,000 people experiencing hopelessness after the pressures and strains of lockdown.

The combined efforts of these approaches – whether the result of planned work or rapid responses to urgent need – saw us achieve one of our proudest milestones in 2020. In December, we announced that, together, we had reached our ‘One Million Lives’ goal, transforming the lives of over one million people around the world through seven key ministries. We look forward to building on this work in 2021 and beyond, being led by God to where the need is greatest.

In all this, we pause to recognise how different our workplace looks to just one a year ago. We are immensely grateful to the BMS staff team for their resilience this past year, with a majority working online from home to curb the spread of Covid-19. BMS’ mission workers and partner workers have also displayed remarkable fortitude, often being a source of wisdom and inspiration for us on how to lean on God in hard times. Last but by no means

BMS World Mission

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FROM THE GENERAL DIRECTOR AND CHAIR OF TRUSTEES

least, we thank our supporters for journeying with us in tough circumstances, and for encouraging us so often this past year. It goes without saying that none of our work this past year would have been possible without the wonderful financial and prayer support of UK churches and Christians.

Every blessing,

Rev D Marc Owen Chair of the Board of Trustees

Dr Kang-San Tan General Director

BMS World Mission

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FROM THE GENERAL DIRECTOR AND CHAIR OF TRUSTEES

Introduction

The Board of Trustees (who are also the Directors for the purpose of Company Law) of the Baptist Missionary Society (also known as ‘BMS World Mission’ and ‘BMS’) presents its annual report and audited financial statements for the14 month period (hereafter ‘period’) to 31 December 2020.

The financial statements have been prepared in accordance with the requirements of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (Charities SORP FRS102), effective 1 January 2019 and with Companies Act 2006.

The Trustees’ Report is structured as follows:

	Section	Page Reference
1	Reference & administrative details	5
2	Objectives & activities	6
3	Structure, governance & management	8
4	Strategic report
4.1	Achievements &performance	12
4.2	Plans for futureperiods	22
4.3	Principle risks & uncertainties	23
4.4	Financial review	24
5	Statement of responsibilities of trustees	28
6	Independent Auditor’s report	29
7	Financial statements	32

David Marc Owen Chair of Trustees 17 May 2021

BMS World Mission

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Reference and administrative details

Members of the Board of Trustees

Rev David Marc Owen (Chair) Mr Robert Ashurst (Honorary Treasurer) Rev Simeon Baker Dr Elizabeth Bendor-Samuel (from Oct 2020) Ms Lynn Cadman Rev Lindsay Caplen (to March 2021) Dr Marion Carson Rev Kalyan Das

Ms Ruth Elliot (from Oct 2020) Rev David Ellis (to March 2020) Rev Maureen Hider (to Dec 2019) Rev Peter Maycock (to March 2020) Dr Stephen Green (from Oct 2020 to Feb 2021) Mr John Slater (Vice Chair) Dr Kang-San Tan Rev John Western (to March 2021) resigned to take up post with partner organisation

Key management personnel)

Dr Kang-San Tan (General Director) Mrs Sarah Anthony (Co-Director - Communications) (from Sept 2020) Rev Dr Arthur Brown (World Mission) Mr Mark Craig (Communications) (to January 2020) Mr Ben Drabble (Co-Director - Communications) (from Sept 2020) Ms Valerie Stevens (Finance & Corporate Services)

Auditor BDO LLP Bridgewater House Finzels Reach, Bristol BS1 6BX

Principal Solicitors Anthony Collins Solicitors LLP 134 Edmund Street Birmingham B3 2ES

Principal bankers Barclays Bank 123 Broadway Didcot OX11 8AW

Investment Managers CCLA Investment Management Limited Senator House 85 Queen Victoria Street London EC4V 4ET

Actuaries XPS Pension Group 1 Colmore Row Birmingham B3 2BJ

Principal office Baptist Missionary Society 129 Broadway, Didcot, OX11 8XD Telephone: [phone] Fax: [phone] Email: [e-mail] Website: bmsworldmission.org

BMS World Mission

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Objectives and activities

1. Charity objects and public benefit

The purpose of the Society is to enable Baptist churches to respond to the call of God throughout the world by pursuing the following objects:

a) To make known the gospel of Jesus Christ b) To prevent and relieve poverty c) To relieve sickness and promote and protect health d) To advance education e) To alleviate human suffering caused by disaster overseas

In pursuit of these objectives, BMS has a clearly articulated mission statement: “The Highest Goal of all we do is to bring people to a faith in our Lord and Saviour Jesus Christ and an experience of the abundant life that only he can provide.” This is expressed in a five-year strategic plan that seeks to ensure that these charitable objects are realised. The strategic plan has completed its fifth year of implementation with defined priorities across seven key ministries. A new five-year strategic plan is being prepared for 2021 – 2025.

BMS brings public benefit by focusing on the most marginalised and least evangelised areas of the world. In 2020 BMS worked in 7 of the 20 most fragile states defined by the Fragile State Index. This is down from 9 countries in 2019 because Mozambique and Uganda have moved out of the 20 most fragile country list, Mozambique with reduced political violence and Uganda after a reduction in refugees from South Sudan. 40% of overseas expenditure was in countries in the bottom quarter of the Human Development Index and 58% was in countries considered the least evangelised. Over 1.3m beneficiaries were impacted by BMS work during the five-year strategy period.

The charitable work of BMS is funded by over £6m of public donations per annum (£7m in this period).

2. Our Christian faith

BMS embodies the conviction that the God who is Father, Son and Holy Spirit has made himself known to humankind in many ways, but supremely in the person of Jesus Christ. He is the one whose life, death and resurrection have shaped our understanding of a broken world and an alienated people, but also the hope of forgiveness and reconciliation. Through all we do, we seek to both demonstrate and proclaim this good news.

Jesus was a radical figure. He welcomed those the world counted of little value. He sided with those who were perceived as outsiders. He challenged those who held power, and he reserved his righteous anger for those he considered hypocrites.

There are millions in the world today who are denied access to life in all its fullness because they are not valued, or they are forgotten because they are powerless or simply because they have never heard the good news about Jesus. These realities demand a broad response and to that end our mission is always holistic, seeking to meet people’s physical, spiritual and emotional needs.

As we live out our faith, we will do everything we can to address these issues irrespective of the background, faith or ethnic origin of those concerned, however advantaged or disadvantaged they may be.

1. Our charitable activities

We are reporting our activities against our 5-year strategy 2015 to 2020 under the following seven ministry headings:

• I. Church - growing culturally relevant expressions of Christian community, formed and led by indigenous believers. The aim is to share the gospel message with 500,000 people and plant 500 Christian communities over five years.

• II. Education - enhancing life opportunities by providing access to education for those on the margins, including all ages and especially women. The aim is to enable 50,000 people to access education and training over five years.

• III. Justice - enabling individual people and communities to access justice and to advocate for those without a voice and developing justice ministries in four countries. The aim is for 120,000 people to be impacted by justice ministries over five years.

• IV. Development – enabling individuals and communities to experience wellbeing, economically, socially and environmentally and intentionally planning for sustainability and resilience. The aim is to enable 100,000 people to develop sustainable livelihoods over five years.

• V. Health - helping people experience health and wellbeing through increasing access to training and provision of health and psychological care. The aim is to enable 100,000 people to access health care over five years.

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• VI. Leadership - empowering strong and effective indigenous leadership by equipping people with leadership skills and biblical understanding. The aim is to develop missional thinking among 20,000 people in the UK and 10,000 people overseas in ten partners over a period of five years.

• VII. Relief – working at effective collaborative responses to disasters and building resilience in those areas most at risk. The aim is to coordinate disaster relief responses impacting 100,000 people over a five-year period.

BMS World Mission

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Structure, governance and management

1. Governance

i Governing document

The governing documents of the charity are the Memorandum and Articles of Association, effective from inception on 4 July 2017.

On 1 November 2017 the whole of the activities, assets and liabilities of The Baptist Missionary Society (unincorporated charity number 233782) were transferred to The Baptist Missionary Society (incorporated charity number 1174364). On 29 October 2018 the Charity Commission confirmed a uniting direction such that the charity called The Baptist Missionary Society (charity number 233782 'the linked charity') shall be treated as forming part of the charity called The Baptist Missionary Society (charity number 1174364 'the reporting charity') for the purposes of Part 4 (registration) and Part 8 (accounting) of the Charities Act 2011. This direction takes effect for the whole of the financial year of the reporting charity in which it is made.

The direction will continue:

• until the Commission makes a further direction to bring the link to an end; or

• until such time that the charities, no longer have the same trustees or are no longer connected.

The effect of linking charities for accountancy and registration purposes means that:

• the charities are registered under a single registration number,

• the trustees are required to prepare a single set of accounts for the reporting charity and the linked charity, within which the individual funds of the linked charity or charities are reported as restricted funds and/or endowment, as appropriate and

• where accruals accounts are prepared, the Charities' Statement of Recommended Practice (SORP) must be used.

The linking of the charities under section 12 of the Charities Act 2011 is an administrative linkage, for reporting purposes only. It does not change the separate legal status of the charities, or the nature of restricted funds or endowment, and it does not constitute a merger. The trustees are under a duty to ensure that the funds of each charity are still applied solely in accordance with the respective trusts.

ii Restrictions to governing powers

The governing documents provide instructions as to the object, membership, annual meetings, Trustee appointments, property, dissolution of the charity and revision of the documents. There are no other specific restrictions to daily operations of the charity.

iii BMS Council

The BMS Council are the company members of BMS. Council members will normally serve three-year terms and may serve up to three consecutive terms. There may be up to 72 Council members who include the subscribers to the Memorandum, the Trustees and those appointed by the Baptist Unions of Great Britain, Scotland and Wales, the Irish Baptist Networks, the colleges recognised as Baptist colleges, and by co-optation. The Council normally meets at least twice a year. In 2020 the meeting that normally takes place in May was cancelled due to the Covid-19 pandemic. In October the meeting took place on-line.

iv Appointment of new Trustees

New Trustees are elected by the Council and serve normally for a term of 3 years and may serve a maximum of 3 terms. Those nominated as potential Trustees are reviewed to ensure they have the necessary skills to contribute to the charity’s development before the Council puts them forward for consideration.

v Induction and training of Trustees When elected, each new Trustee receives an induction pack including Charity Commission publications and a range of key organisation policies and documents. All Trustees receive an induction, co-ordinated by the Chair of Trustees and the General Director, which includes a presentation on the organisation, an opportunity to meet key staff and become familiar with the BMS. Trustees also have access to a secure intranet web-based system where they can access Board papers and other information. Trustees stay abreast of changes in good practice and legislation. They designate one full day meeting each year specifically for relevant Board training and in 2020 this included safeguarding training, and strategy monitoring tools.

vi Governance structures

The Board has a Board Manual that is used as a reference guide to good governance at Board level. To help the Trustees with the governance of the charity on a day-to-day basis and in accordance with good governance

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practice the following committees and advisory groups have been constituted with specific terms of reference and functions delegated by the Board. These are:

The Finance and Audit Committee – to advise on all aspects of the charity’s finances, including the financial accounts, annual estimates, risk management, investment management, income generation, property matters including Baptist House and Wallis House, salaries, mission personnel allowances, pensions and employment matters. They also advise on policy matters that relate to the future planning of the charity’s finances, including such issues as reserves and the balance between the different categories of expenditure. They consider the appointment of the external auditors and any questions of their resignation or dismissal; discuss with the external auditors before the audit commences the nature and scope of the audit; receive the auditors’ management reports following completion of their audit work and review the annual financial statements before submission to the Board of Trustees.

The Remuneration Committee – to advise the Board of Trustees on the appropriate remuneration of the General Director and Executive Directors and their Terms and Conditions of employment. The Committee also provides advice to the Board regarding the remuneration policy framework for BMS home staff. Furthermore, the Committee has power to act, under instruction from the Board, as a review body prior to full Board consideration on recommendations by the General Director and Executive Directors on matters relating to remuneration and staff terms and conditions of service.

vi Charity Governance Code

In 2019 the board of trustees carried out a self-assessment against the Charity Governance Code and the board concluded that the charity’s overall governance is robust and in line with good practice. In 2020 the board developed an action log to ensure continuous improvement against the Code’s recommended practice. In particular to ensure that a diverse range of skills, experience and other qualities continues to be represented on the board, and that this informs succession planning.

2. Organisation structure

Trustees are the final and top-level decision makers for the charity. The Board currently numbers 10 experienced and committed people who meet approximately four times per annum. The Executive Directors attend meetings of the Board but do not vote (with the exception of the General Director who is a Trustee). The key management personnel of the parent charity responsible for directing and controlling BMS, running and operating it on a day-to-day basis and carrying out the strategy and policies set by the Trustees. Other senior members of staff work with the Executive Directors on a regular basis.

Within BMS there are currently five main departments each with its own director:

• General Directorate (Kang-San Tan) – providing overall leadership for BMS with major emphasis on theological reflection, strategic thinking and representation

• Department of Finance and Corporate Services (Valerie Stevens) – responsible for all the support functions for BMS including accounting, investments, HR, administration and IT

• Department for World Mission (Arthur Brown) – responsible for BMS mission work overseas. Key roles include recruitment and placement of mission personnel and relationships with overseas partner bodies

• Mission Training and Hospitality, Birmingham (Mark Ord) – responsible for the delivery of training for BMS mission personnel and others, and facilitating cross-cultural mission in the UK

• Department for Communications (Sarah Anthony and Ben Drabble) – responsible for BMS’ corporate communications portfolio, including church relations, funding, creative content, event production and resources

Responsibility for our work overseas is supported by a team of Overseas Team Leaders who have responsibility for mission personnel and partners and combine this with leading specific ministries. Broadly speaking our work falls into 4 main geographic regions: Asia, sub-Saharan Africa, South America and Europe, Middle East and North Africa.

3. Pay and remuneration policy

The constitution makes particular provision for the General Director to be a Trustee as well as an Executive of the charity. All other Trustees give their time freely and no trustee remuneration was paid in the year, other than to the General Director. Details of this remuneration, trustee expenses and related party transactions are disclosed in note 10 to the accounts.

Salaries of all staff, including the Executive Directors, are reviewed annually, taking inflation and the overall financial position of BMS into consideration. The Board has a remuneration sub-committee whose delegated responsibility is to review and recommend staff salaries and benefits.

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An extensive grading and salary benchmarking exercise was undertaken in 2019. BMS developed a new job evaluation policy and the Board agreed to base BMS salaries on Croner median salaries for all charities in the £5m - £10m turnover range. The senior grades would be slightly lower than the median and junior grades slightly higher than the median. Holiday allowances were rationalised to give all staff grades the same holidays. BMS aims to award higher than average benefits including up to 10% employer pension contributions, generous holiday allowances and a range of flexible working opportunities within the needs of the charity.

1. Related organisations and companies

i Baptist Missionary Society India

BMS has worked in India since its inception more than 200 years ago, but formally registered as a charitable organisation on 19 March 2015. Its objects align with those of BMS, who appoints the Trustees. Accordingly, consolidated accounts incorporate the activity of BMS India.

ii Baptist House Limited

The charity has a 50% share in Baptist House Limited. The 50% share of assets and liabilities of this joint arrangement with the Baptist Union of Great Britain (BUGB) has been included under the appropriate headings of the Balance Sheet. BMS accounts for its share of the net costs as a service charge.

iii Overseas partner organisations

The charity works overseas with partner organisations, providing funding by way of grants and/or the provision of personnel. Details of these partners and grants can be found at Note 6 of the financial statements.

1. Investment policy and review of investment performance

2. i Investment powers

The Trustees have the power to invest in such assets as they see fit.

ii Investment policy

The statements of investments principles set out the principles governing decisions about investments for the general and endowment funds and incorporate the BMS ethical investment policy. These statements are reviewed by Trustees regularly.

The market value of General Fund investments at 31 December 2020 was £4.1m (31 October 2019 £3.7m); endowment and property fund investments were £2.5m (31 October 2019 £2.3m).

iii Investment selection

The entire BMS portfolio is invested in the CCLA Ethical Investment Fund to achieve investment requirements that balance income and capital growth, and to adhere closely to the BMS ethical investment policy. Both asset allocations are classified as ‘medium’ risk.

iv Investment performance during the year

The BMS General Fund investments and Endowment Fund investments (unless specifically allocated in accordance with the fund) are in the COIF Charities Ethical Investment Fund. The income yield for the fund for year to 31 December 2020 was 3.21%, and the net annualised return for the Fund was 9.8% (to 31 October 2019 the yield was 3.21% and net annualised return 13.61%).

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The graph showing market review data demonstrates the fund performance.

6. Grant making policy

The Bible informs BMS about the value of stewardship. This value asserts that all of our resources, including financial, are a gift of God and as such need to be used with respect for the giver and wisely for the good of others. This value of Christian stewardship underpins the BMS grant making policy in that it demands our integrity, diligence, good practice and wisdom.

Grant applications must meet specific BMS principles, represent good stewardship and be able to meet BMS criteria for monitoring, evaluation and learning. Partner organisations are subject to due diligence and money laundering procedures.

In the period the charity awarded grants of £1.4m (2019: £1.4m). The Trustees’ policy is that grants are made against a budget, approved by the Board of Trustees and managed by the Department for World Mission. Grants outside the budget are made from the mission innovation fund for new work, or from the relief fund in response to emergencies.

7. Going concern

Trustees are keenly aware that the global COVID-19 virus pandemic has introduced substantial uncertainty into all aspects of everyday activity. Income from supporters in 2020 has been very strong but in the context of the ongoing pandemic and the economic impact the trustees remain very cautious.

The trustees have made an assessment of the charity’s ability to continue as a going concern for a period of at least twelve months from the date on which the financial statements were approved for release. As a result of our assessment, we consider that the charity is able to continue to operate as a going concern and that it is appropriate to prepare the financial statements on a going concern basis.

We have made this assessment after reviewing the Charity’s forecasts and projections, which are being continually updated. The trustees are of the opinion that the Charity will have sufficient resources to meet its liabilities as they fall due; if necessary, this can be by drawing from investments.

In making our assessment we did not consider there to be any material uncertainty relating to events or conditions that individually or collectively may cast significant doubt on the charity’s ability to continue as a going concern following a review of the financial reserves in light of the ongoing impact of COVID-19, nor from any other material risk.

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Strategic report

Achievements and performance

What we have done so far

1. A note on methodology

- Reporting beneficiary reach and impact

Within the BMS strategic plan, the reach numbers allocated to each ministry are accepted as a standard indicator of output by BMS trustees.

Reporting reach numbers relies upon partner agencies reporting on the use of funding and contribution of BMS personnel. This report covers the fifth and final year of the strategy to 2020 and is the fourth annual report in this format. The annual target is taken as a 20% contribution towards the overall goal of ‘transforming one million lives by 2020’, ie 200,000 each year. Being a 14-month period, references to 2020 performance refer to the full 14-months.

BMS reporting requires partners to state the number of direct beneficiaries reached by BMS funding. Partner input to beneficiaries must be meaningful and substantial, with evidence of outputs and outcomes achieved. BMS will count direct ‘line of sight’ beneficiaries where there is a clear programmatic outcome of work through BMS mission personnel-led programmes or BMS-funded projects. In addition, BMS will consider the inclusion of pro rata beneficiary reporting when BMS is primarily investing in the capacity development of partner organisations. However, unless this is the only mechanism by which we can describe the nature of BMS’s investment in a given partnership, pro rata counting will otherwise be avoided.

- Reporting on mission practice BMS continues to work through local church movements, faith-based NGOs, institutions and networks to achieve impact. Primarily, BMS seeks to place people in long and short-term roles in order to add value to partner agency capacity and programmes. However, in addition, BMS provides grants, applies for grants from third parties, and provides direct technical assistance to partners in the form of staff time, training and consultancy. BMS seeks to represent its partners, be shaped by their voices and speak on their behalf into places of influence. BMS also seeks to connect the UK Baptist constituency to the complex needs of the world at a time when the majority Church is no longer located in the western world but in the global south.

BMS developed seven strategic ministry sector position papers. These papers established the normative boundaries of BMS’s mission practices and laid out a series of recommendations for the remainder of the strategy period.

1. Summary of activities during the year (* indicates pseudonym name used)

a. Church - Growing culturally relevant expressions of Christian community, formed and led by indigenous believers. The five-year aim is to share the gospel message with 500,000 people and plant 500 Christian communities.

The BMS ‘Church’ position paper emphasises the importance of growing Disciple Making Movements as a means for sharing faith and planting ‘informal’, ‘small group’ churches alongside ongoing encouragement to existing church partners.

It would have been reasonable to assume that this ministry should have been dealt a devastating blow by Covid-19. Around the world, lockdowns prevented churches from meeting. In spite of this, church ministry has flourished. Partners have innovated to find socially distanced ways of sharing faith and enjoy fellowship.

Going into 2020 the church sector was 212,000 beneficiaries or 42% off track. Steps were taken to intentionally invest in this ministry sector over the last two years. This has included added investment in Supported Partner Worker church planters and specific coordination of multi-partner and multi-country coordinated outreach projects. Having an Overseas Team Leader (OTL) with a singular focus on growing the scope of this ministry sector has undoubtedly provided an extra impetus.

The outcome of extra investment has seen significant growth in the outreach profile of partners in the Church ministry sector. In 2017-18, the number grew from a three-year total of 70,000 beneficiaries a year, to nearly 117,000 in FY 18-19. In FY 19-20 this rate of growth continued to reach 216,000 surpassing the 5- year target by 3700 people.

The increase this year may appear surprising. Two considerations should be born in mind. First, significant innovation and investment has been made in this sector. Second, the nature of discipleship making movements is that they rely on multiplication and so with ongoing support they grew increasingly rapidly year-on-year.

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Much of the Church ministry sector’s success has drawn heavily upon Big Life in India. Big Life have been the subject of various evaluative visits although the report detailing 189,000 people having been reached, is scant on detail but provides reassurance that the BMS supported church planting and discipling team are both highly active and highly impactful. Further work may need to be done to confirm the detail and robustness of the Big Life contribution to the strategy in 2020. However, what is undeniable is the impact that Big Life’s ministry is having on individual lives. They share this story, “Bikram, aged 20, is from a Hindu family and lives in aa village in the district of Ganjam…Unfortunately, he had suffered with paralysis for the last two years. He could not do anything because he was totally bedridden…. we visited his home and shared the Gospel with him and encouraged him to trust the Lord Jesus for his healing. We gave him a Bible and also prayed for him. God heard our prayer and Bikram informed us that God had healed him completely and he was able to start walking again. Having experienced this great miracle in his life, he left everything and accepted Christ and took baptism. Many people who were a witness to this miracle have also come to know Jesus and started fellowships in their homes.”

In 2020, due to lockdown and travel restrictions, the Overseas Team Leader (OTL) for evangelism utilised the opportunities afforded by virtual gatherings to provide training in Discipleship Making Movements (DMM). A case in point is the training offered to BMS workers Wit and Helen who have been church planting through partner Church of Christ in Thailand . They were able to implement a weaving project and build a community meeting centre (a ‘sala’) using funding from the BMS Mission Innovation Fund. They note, “although the Sala has only been open for a few months it has attracted the attention of the local community, many of whom have come to sit, eat and chat. During the daytime it is mostly adults who come, and older children and teenagers in the evenings……The basket-weaving group have expressed an interest in using the Sala to display and sell their products. This will also attract people to come and enjoy a snack and a chat whilst they are looking at the baskets”.

From community outreach to supporting churches in locations as diverse as France, Albania, Nepal and Bangladesh, BMS has supported mission workers and local pastors in day-to-day pastoral ministry. Significant investment has been provided to support mission workers and church planters in France who are involved in day-to-day local church ministry as well as the coordination of outreach programmes. BMS partner, the French Evangelical Baptist Federation, Fédération des Églises évangéliques baptistes de France (FEEBF) comment on the strategic value of the programme led by BMS worker Philip Halliday, “The Development / Church-Planting team has begun a process to dovetail the different services / tools that the FEEBF can make available to its churches – both existing tools and new ones. This is in order that – at whatever stage a particular church finds itself – the FEEBF might provide practical help to enable each of its congregations to develop” for example the experience a new and small church plant in the Breton town of Vannes has had; “Building on its own experience of working with 45 refugee families each year, despite only being a young and small congregation, the church-plant in Vannes succeeded in inspiring and coordinating a joint project in 2020 to unite a number of similar-minded organisations in and around Vannes in the goal of providing short-term emergency accommodation for two families at a time: asylum-seeker families or families that have suffered domestic violence.”

Through broadcast ministry partners such as SAT7 or Malaga Media Centre, BMS was able to support the Gospel’s reach to many millions of people in the Persian world and North Africa. For our purposes, BMS counts only confirmed expressions of interest. Nonetheless, this extended to more than 2000 people. One BMS worker involved in developing broadcast material notes feedback from ministry into north Africa: “When Suwailim understood that Christ is the way, the truth and the life, and that he is the sacrifice that God offered for us, he accepted that, and he gave his life to Jesus to be a follower of Christ. Mahbub sent him more material and some recordings of ours”.

Evangelism also spills into other sectors and infuses that work. Strong collaboration was seen between the OTL for Evangelism and Church and programmes in Bangladesh and rural development programmes in Uganda. For example, Disciple Making Movement training was provided for Genesis Acaye a BMS International Mission Worker in Gulu, Uganda. Genesis serves over 300 farming families who are yet to hear the good news of Christ. The OTL also provided significant support and to the Thai Karen Baptist Convention (TKBC) to aid their evangelistic outreach programmes (although the TKBC’s work is assigned to ‘Leadership Ministry’).

b. Education - Enhancing life opportunities by providing access to education for those on the margins, including all ages and especially women. The five-year aim is to enable 50,000 people to access education and training.

This has been an enormously disrupted sector due to schools having been closed in many parts of the world for a large part of the year. For our purposes, we have at least been on track, requiring just 3,500 additional

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beneficiaries in 2020 to reach our 5-year target. This target has been exceeded with more than 6000 beneficiaries added in the final year of the strategy and an overall return of 105% against target.

At the beginning of 2020, two compelling recommendations from the BMS’ strategy position paper for education stated that:

First. “Greater emphasis should be placed on the training of local teachers rather than as provider of teachers to local or expat children; that our greatest contribution in this ministry area would be as ‘a trainer, equipper, capacity enhancer and enabler of others”. Mentoring teachers was the most powerful and effective way of raising quality practice.

Second, “BMS will seek to develop environments that provoke or stimulate quality opportunities for learning. There are often overlooked, exciting opportunities afforded by emerging technology”.

Training of pre-school teachers was deemed especially critical. Education input during the first five years of life has the greatest impact on a child’s development and life chances. BMS Partner BBCS SHED in Bangladesh, through BMS trainer Louise Proctor and Supported Partner Worker Esther, sought to enhance the quality of Early Years Education across 27 church-run pre-schools. Louise comments, “The year 2020 began well, with a very successful week of teacher training. This included new teachers to start with and then all teachers together. We launched our newly written phonics teaching book and introduced the teachers to how to teach phonics. This training went very well with the teachers enjoying it and recognising the value of using phonics to teach English. There was a lot of positive feedback following the training, with all teachers reporting back how useful it was”

Following the return of the Proctors to the UK during lockdown, weekly training and coordination meetings with our partner BBCS SHED took place via Zoom. In Louise’s continued absence from Bangladesh, this prompted an initiative to expand the digital learning platform for Early Years Education in Bangladesh where we are in the process of rolling out a new cohort of regional trainers in a country that infrastructurally, is still difficult to access. This will significantly scale up the capacity for teacher training.

In the secondary sector, BMS partner KISC EQUIP in Nepal added considerable experience to this domain with teacher trainers Annie Tanner, Joy Ransom and Simon Hall working alongside supported partner workers Dil and Krishna. Much has been invested in improving computer technology within regional secondary schools. As Nepal moved to its own Covid-19 lockdown, many schools were able to move to remote learning. Adopting technology in order to encourage remote learning has been a feature even prior to Covid-19. School closures have been common due to strikes in Nepal. KISC EQUIP note the outcome of one remote learning workshop conducted with teachers in Lamjung District, “It was encouraging to know that these school leaders have already started to think outside the box. Some of them would be able to run online schools during the strike since they are now learning to use technology”.

KISC EQUIP fully embraced the potential of online learning. KISC EQUIP teacher trainers have conducted all training virtually during the pandemic lockdown, sessions being well attended by teachers and school leaders alike. It has been remarkable to witness the transformed growth mindset of these educators, and to see them better equipped to rise above significant challenges. Much of this training was facilitated across continents and multiple time zones. The BMS trainers connected in from Europe and North America respectively. It is so exciting to see how this initiative has spread across regions. Since May 2020, Dil and Krishna have formed private social media groups and are engaging and encouraging teachers, posting worksheets, quizzes, videos, and articles on regular basis. They are in constant communication with the school leaders in Lamjung, Nuwakot and Palpa regions.

Understandably Covid-19 forced a rethink around BMS’s education ministry as a whole. At the peak of the Covid-19 outbreak in April 2020, 194 nations had countrywide school closures. The World Economic Forum estimated that 91% of the world's children - approximately 1.6 billion- were out of school during this period of 2020. BMS were curtailed but continued to innovate using digital learning.

Other initiatives which have had to flex Covid-19 realities have included the LSESD SKiLD programme which included the added complexity of teaching people who already had additional learning needs. BMS partner in Lebanon LSESD, noted that of the 4326 people who have benefitted from the ministry of SKiLD – Marcus, a 27-year-old Mechanical Engineering Student with ADHD is a good illustrative example. They note, “[Marcus] has always struggled with education. He found hope when he came to SKILD centre at [Notre Dame University-Louaise] NDU with his mother for help knowing that there was a department that was ready to understand his difficulties and advocate his needs with the instructors. Consequently, the instructors have been able to understand his struggles and he has become more cooperative. For the first

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time in 9 years at NDU he has passed all his courses and he continued to come with distance learning during the pandemic and has passed all his courses again.”

As schools slowly begin to reopen, BMS will seek to engage with partners around issues related to child absence from schools due to increased child labour, with millions potentially lost to schooling and disappearing from formal education systems. Time and money have been invested in safeguarding consultancy with VIVA and through the work provided by Louise Lynch. Louise has followed up with 5 partners in the Asia region on areas of safeguarding policy and practice. However, BMS is concerned that periodic residential visits by partner organisations is inadequate to safeguard many child beneficiaries.

In a post-Covid world, BMS will continue not only to bring the hope of the Gospel, but also seek to redeem the lost education and obstructed life opportunities of the most vulnerable. As OTL for Education, Roger Pearce notes, “By giving teachers increasing access to digital platforms of training, we will be equipping them to ‘pay it forward’, becoming the best teachers they can possibly be, and the best educational resource for children when, Lord willing, classrooms are once again accessible to all”.

c. Justice - Enabling individual people and communities to access justice and to advocate for those without a voice. To develop justice ministries in four countries. The five-year aim is for 120,000 people to be impacted by justice ministries.

The Justice ministry was 38,000 beneficiaries off track going into F19-20 but with a target of 120,000 rather than 100,000. In hindsight, this target was over-ambitious given that BMS only has 2 significant justice partnerships to draw upon. More than any other ministry area, programmes within this ministry sector were hard to implement.

Where partners did innovate, they turned to mass media to offer legal education advice and BMS has not included mass media broadcasting within our beneficiary figures. Partners like Uganda Christian Lawyers Fellowship (UCLF) and the Association of Mozambican Christian Lawyers (AMAC) quickly moved to maximise their existing capabilities to exploit this forum in 2020. For example, communicating with up to 1 million people using radio within a BMS supported rights awareness programme in western Uganda, and up to a million people reached by land dispute broadcasts through radio based in Gulu.

The UCLF further innovated under the leadership of a new BMS Supported Partner Worker chief executive. A Pro bono Fund was established, providing wide-ranging public interest work and rights awareness training for the Uganda Police. It has been exciting to see the impact of movement towards national influencing for justice and fairness through UCLF in Uganda. BMS supported student work saw a seminar conducted on influencing government and commerce as well as the mobilisation of fellowships in 40 legal teaching institutions. UCLF student worker Joyce notes, “It is so important that Christians learn to occupy [significant] offices”. UCLF members were elected to the role of chair and vice chair of the Uganda Law Society, a further member being elected to the role of chair of the East Africa Law Society and at least 2 members standing as Parliamentarians.

In 2020 BMS funded the Paralegal Advisory Service work of UCLF into the Prison Service of Uganda to help transition from Danish government funding. Paralegals are embedded within Police Stations, Magistrates’ Courts, in Kampala, Gulu and Kasese with the aim of contributing to the process of detainee and case file decongestion in the criminal justice system in order to improve access to justice.

AMAC in Mozambique adapted programmes to meet Covid-19 realities. Supported Partner Worker Leonardo was active in mobilising 117 lawyers and students to meet and reflect together on God’s calling to do justice. BMS supported legal assistance officer Luis, held legal education sessions on local Christian radio to discuss the enforcement of religious freedom in Mozambique as well as providing legal aid for 65 clients in spite of Covid-19 restrictions.

The theme of religious liberty was further developed in the face of lockdown by supported partner worker Antonio who conducted legal education meetings for church leaders via Zoom.

Indeed, due to restrictions on worship around the world, freedom of religious belief and the right to assemble for worship was a preoccupation for justice work around the world. The Baptist World Alliance also provided guidance in this area, in particular co-working with BMS partners in Nepal and the in the Indian state of Orissa.

d. Development - Enabling individual people and communities to experience wellbeing economically, socially and environmentally, intentionally planning for sustainability and resilience.

Going into 2020, this ministry sector was far ahead of target. 123,000 beneficiaries against a 5-year target of 100,000. Year 5 was another significant year within this sector with over 29,000 additional beneficiaries.

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This is completely consistent with the average over the previous 4 years and demonstrates how programmes adapted to meet Covid-19 needs.

In Albania, BMS partner Tek Ura notes of Covid-19 that, “The impact upon our community in Kafja e Rremes has been monumental. Many who were living hand to mouth and working in the black market found themselves with no income. At Tek Ura, in the initial phase in March- June we focused on ensuring members from our activities were supported and projects could continue through varied ways, either on-line, one to one visits or through individual family support.”

In Afghanistan, International Assistance Mission (IAM) note, “Projects and programmes within IAM responded to Covid in different ways: some had to hibernate and suspend their activities due to government-mandated lock-downs. Others saw income reduce as donors or patient numbers (in the case of our eye-care programme) reduced. And others still, pivoted their activities away from what was planned to focus on Covid-19 response, including prioritising health messaging, and utilising our skills and experience to respond to the emotional and psychological impacts that Covid was having. As well as the expected changes to donor and patient income, Covid also impacted the economy of Afghanistan, with high levels of inflation as prices rose due to shortages and a higher level of unemployment”.

In Nepal, partner Multipurpose Community Development Service (MCDS) recognised that rapid flexing of development programmes had a critical impact upon the ability of communities to survive the economic and social ravages of the pandemic. Lots of communities rely on remittances from informal sector workers in India and the Middle East. This means of income dried up considerably causing both disorientation and loss of means of survival. MCDS worked with municipal government to inform communities about the necessity of quarantining and educated rural communities in Bhume District on the implications of the global pandemic. This also included added sessions aimed at improving community hygiene practices.

Beyond the need to flex programmes in view of Covid-19, there were still many activities that met the expectations of the Development Position Paper which emphasises civil society voice, community, church mobilisation methodology, addressing social exclusion and market-based approaches to livelihoods.

In Uganda for example, the agricultural livelihoods project replaced teaching farmers’ groups with training field workers to mentor small clusters of farmers individually resulting in seamless continuity of the project. At the Manica agricultural project in Mozambique, BMS worker, Carlos Tique distributed seeds and mentored 72 farmers. Community Church Mobilisation techniques were seen in various contexts. BMS workers Andy and Jutta Cowie enabled small ‘self-help’ groups in Guinea. They note the successes of the men’s self-help group in Timbi-Madina but also note how ethnic divisions disrupted and ultimately led to the closure of the women’s group. However, they note the legacy of the project on the lives of beneficiaries. One women comment; “Since joining the group, I have bought nicer clothes, shoes, and lotion. Overall, I am less dependent on my husband. [As a result of] the interest from the business I can use [income] for necessities. Before I needed to ask for money, this has changed totally.”

The Mozambican Baptist’s ‘women’s sewing’ project brings together women into small groups and they met local demands for face covering by producing several thousand masks in Sofala Province.

Gender justice as an organisational priority was advanced in 2019-20 through the development of the gender justice framework and 16 Days of Activism. Partners like Family Impact in Zimbabwe ran on-line marriage guidance and counselling services in a positive bid to reduce levels of gender- based violence.

e. Health - Helping people experience health and wellbeing through increasing access to training and provision of health and psychological care.

In a year marked by a global health emergency, BMS health work was both overwhelmed with need and also turned upside down as regular models of patient income failed to provide much needed sustainability.

Many of our supported health projects suffered as people stayed at home, community programmes outside of Covid-19 were mothballed. Society was both locked into curfews and simultaneously deprived of the financial means to access health care. As a result, beneficiary total in 2020 was substantially below the previous average of 62,500. However, significant work was still provided by community nurses in Nepal, maternal health and eye care in Afghanistan, special needs and HIV treatment in Thailand as well as vital tertiary health care services provided through two supported hospitals in Chad. The outcome was that more than 50,000 people received life giving health care. The health ministry sector as a whole far outstripped its 100,000 beneficiary target three times over during the 5-year strategy cycle.

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Hospital Director and principal surgeon, BMS International Mission Worker Kalbassou Dalbassou delivered surgery in the BMS built surgical centre at Guinebor 2 hospital in Chad (G2). His skills are critical to facing the many the challenges of surgery in the 4[th] poorest country in the world. G2 welcomed new mission personnel (the Shrubsoles and Spears families) at the start of 2020, substantially increasing the managerial and clinical capacity of the hospital. As a result of Covid-19, G2 treated 3000 fewer patients during the periods of lockdown with corresponding loss of income. G2 had great difficulty maintaining continuity of supplies of drugs and equipment, incurred higher prices for consumable items and greater consumption of cleaning materials and PPE. Government public messaging sought to keep people in isolation but also served to stigmatise Covid-19 sufferers. BMS has supported financially to enable G2 to cover costs at a rate which makes health care affordable without making the hospital financially unsustainable.

Elsewhere in Chad in the remote and insecure northern Tibesti region, BMS mission workers, Andrea and Mark Hotchkin, have been leading the rehabilitation of the Bardai Hospital, the only tertiary health care facility for 500kms in any direction. Andrea and Mark have worked to increase hospital usage which on arrival in 2017 equated to 1 in-patient on average per day, and has risen to 12 in 2020. They comment, “The inpatient capacity of the hospital was increased in January from 24 to 31 beds by emptying a 4th ward that had been use as an equipment store. Although the average number of patients per night over the whole year is 12, at times the hospital has been full and the average for the month of February after a battle on the frontier was 20. Without the extra beds the hospital would have been unable to cope with 4 major incidents (with between 10 and 25 casualties arriving at one time) that have occurred throughout the year.” Alongside significant training provided to the medical staff, there has been a focus on improved birthing practices in 2020. Of an expected 250 deliveries in the Bardai urban area about a third took place at the hospital. “However”, as Andrea notes, “The simple figures mask the reality of a marked ethnic discrepancy as it is unusual for Teda women to present for delivery. They do attend for antenatal care but prefer to deliver at home usually with a family member that has no training, seeing the hospital as a last resort.” Women from the south of Chad, temporarily resident due to their husbands work in the military etc are much more likely to attend. The hospital service covers the whole Tibesti with an estimated 1800 births a year.

Infant and maternal health is another dimension of the complicated public health picture of the Tibesti, and BMS funding enabled the establishment of a regional government Covid-19 infectious diseases unit. In Afghanistan income was also reduced as patient numbers dried up and community-based projects such as BLiSS were mothballed due to lockdown restrictions. BMS were able to provide funding to cover gap costs such as salaries as government back funding was suspended. Other programmes pivoted their activities away from what was planned to focus on Covid-19 response, including prioritising health messaging, and utilising our skills and experience to respond to the emotional and psychological impacts that Covid was having. One example of this was mental health work which was supported by BMS. The youth mental health project mobilised young people to respond to their communities by distributing hand sanitizers to 12 schools, providing support to family members by mobile phone, distributing public health messages, promoting better hygiene practices and giving mental health first aid training to 160 teachers. The story of rapid adaptation was also evident amongst BMS supported programmes at Green Pastures Hospital (GPH) through International Nepal Fellowship (INFN) in Pokhara, Nepal. From March 2020 as the Covid-19 pandemic spread across Nepal, GPH services were hampered severely. As patients could not travel to the hospitals or to their respective homes, GPH implemented their ‘telemedicine protocols’ and developed them into teaching materials. These protocols aimed to support people affected by disabilities at home and featured outreach teams dropping off essential medical supplies. Supported Partner Worker and Disability Coordinator BIshnu Giri coordinated the Covid response plan and implementation in Dang, Jumla and Mugu.

At Hope Home in Thailand, appropriate tailored care was given to children with acute needs. Some of the children also attend private facilities outside of the government services, which are an additional expense to Hope Home, but appropriate for achieving the long-term goal of each child living as independently as possible and achieving their maximum potential. While Hope Home supports the development of 16 children with special needs, it also provides assistance to the CAM aids care ministry where up to 750 people living with HIV are given support. A further 3000 students were educated on various areas of sexual and reproductive health. Hope Home staff have owned the vision with local leaders working towards sustainability of the project. “Nim) is a care giver at Hope Home who herself was raised in foster care for the latter part of her growing up years. Nim is studious and determined. Nim* represents Hope Home at the partner meetings arranged by ECPAT and she is confident and attentive at these trainings, and super keen to feedback information. In Thai culture it is hard to be the youngest and least qualified in a meeting

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room and yet she has found a way to have a clear voice and advocate for our children and their special needs”.

f. Leadership - Empowering strong and effective indigenous leadership by equipping people with leadership skills and biblical understanding. The five-year aim is to develop missional thinking among 20,000 people in the UK and 10,000 people overseas in ten partners.

This ministry area was already significantly surpassing its modest target going into the final year of strategy. Platforms for on-line learning allowed the leadership ministry to continue such that there were nearly as many beneficiaries in this ministry in 2020 as there were in the first three years of this strategy cycle combined. While ease of on-line teaching is a contributory factor, the scale up of ministry investment in the Thai Karen Baptist Confederation (TKBC) in Thailand is a major driver of these numbers. Across multiple ministries focusing on women, youth and sports ministry, the TKBC reported nearly 20,000 beneficiaries.

UK participation in mission leadership development through participation in Assemblies, events such as Catalyst and Ministers Conferences are all counted as Leadership. Although a smaller number, anyone who receives training through the BMS Mission Training and Hospitality department (MTH) is also considered under this ministry sector. This includes all areas of BMS overseas recruitment including teams, volunteers and other longer-term workers.

The Leadership position paper emphasises all of the above but headlines the role of supporting partner bodies who are providing higher education or ministry leadership skills. The encouragement here is to utilise the resources of theological institutions to enable and capacitate leaders in their local ministry. Inevitably Covid brought disruption but the trend was towards remote support for leaders, enabling them to continue with their local ministry.

In the Theological College of Zimbabwe (TCZ), where BMS have supported a key member of staff as a Supported Partner Worker, they were able to adapt to on-line learning and worked hard to facilitate placements and internships for their students in churches. ‘Learning on the job’ brought various unforeseen benefits. For example, TCZ note that a student named Dorcas* who had not previously had an opportunity to preach has “been preaching since she was accepted as an intern working under the pastor”. This is a consequence of the adaptations brought about by Covid-19. Anecdotal evidence from others such as BMS mission worker Daniel Clarke, working with theological students in Baptist Convention of Peru (CEBAL) suggests similar adaptation towards remote learning and practical involvement.

BMS also supports the College of Christian Theology Bangladesh (CCTB), particularly through capacity. BMS mission workers Peter and Louise Lynch have frequent engagement with CCTB students especially in the area of safeguarding training. Covid-19 accelerated welcome changes. They note, “CCTB took the courageous step to offer programmes and training online. We understood our limitations of capacity, power and skills but we were sure about this being God’s move. Now our BTh, MA and MDiv classes are successfully running online, and altogether 32 students are enrolled and the numbers are increasing”. BMS’s major input into CCBT is in the arena of Theological Education by Extension (TEE), this is another programme to have benefitted from adapted practices. “TEE Tutors training and TEE Classes are also taking place online. We hope and pray that through these initiatives more people will be trained now for the work of our Lord God’s kingdom as we will move further forward.” Programmes like TEE have clearly had an impact as people in the community are asked to explore theological ideas and move from a simple seed of faith to greater depth of knowledge. CCTB note the story of one beneficiary of the programme, “My name is Sadiva*. It is a Muslim name and I have not changed it so hearing my name people think I am a Muslim but now I have no fear and shame in identifying myself as a Christian or a follower of Jesus Christ. The TEE course helped me to confirm my identity in Christ.”

BMS also recognise the role of scholarships in assisting particular individuals to develop as leaders. In Nepal, BMS supports 16 students with scholarships through Minority Focus. In Lebanon, through Arab Baptist Theological Seminary (under LSESD), 4 students are supported through the degree programme. Two seminary students Abla and Aziz returning to Syria comment, “A lot of the people here ended up where they are because of the civil war. Our time at ABTS helped us gain skills that are proving very beneficial for our ministry within our community. We are beginning to form a small home group and are visiting with believers who have been impacted by the civil war. Pray for our family and our ministry here. Pray that the Lord works through us to bring His message of hope to the people living around us.”

BMS al so supports 4 students at Bethlehem Bible College. The partner adapted as many others have using online learning. The student body also serves as a community of support and hope. Especially in a Middle Eastern context where people have often surrendered traditional familial ties to become followers of Jesus. One student Karima* comments, “Bethlehem Bible College is my home, my family, a place with peace and

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love, because they didn’t just give me a chance to study, or an opportunity to work to have some pocket money. They gave me more than that - they gave me a family, because I don’t have a family of my own.” From this collegiate body, outreach, learning and community has also emerged, in part enabled by the creativity of adaptation necessitated by the Covid-19 crisis. “One positive result of the Covid-19 lockdown is that some of our faculty members decided to offer free online (Zoom) courses for the general public. There was great enthusiasm for these new classes and we had over 120 students enrolled. The courses included Early Childhood Parenting and Counselling, Palestinian Theology, and Church History. These courses provided a much-needed “virtual” community during the lockdown”.

In the UK, the majority of Minister’s Conferences took place early 2020 and BMS mission thinking was shared with around 900 Baptist ministers. There were virtual assemblies. As many as 300 participated in Operation Chad Harvest video promotional events. These included question and answer sessions with key staff and interviews with mission workers and Supported Partner Workers on the ground. It proved to be an accessible and educational way to develop mission thinking. The same was true of Catalyst Lite; greater informality and the ease of posing questions from the comfort of home appealed to many. Disappointingly the 2020 Action Team programme was cancelled. However, MTH were able to adapt and provide training for 286 people including initiatives such as Sam Sharpe, co-teaching with Spurgeon’s college and providing volunteer speaker training.

g. Relief - Working at effective collaborative responses to disasters and building resilience in those areas most at risk. The five-year aim is to coordinate disaster relief responses impacting 100,000 people.

Covid-19 has significantly dominated the relief fund in 2020, with over £0.6 million being spent in total for relief grants and in support of BMS’s ability to coordinate a global Baptist response to crises. Combined with non-Covid related disasters BMS relief grants supported in excess of 44,000 people, the number expected to rise significantly as final reports come in. The Covid-19 response has been highly complex as we attempted to guide the coordination of an ‘every country’ Baptist response through the Baptist World Alliance Forum for Aid and Development (BFAD) and made 47 relief grants in the financial year.

Within ‘day to day’ BMS work, the nature of the Covid-19 crisis is that grants which would otherwise have been used for everyday development or education projects were deferred. Instead, significant emergency assistance was given to partners for an array of emergency responses. This has been categorised as relief work with funding drawn from the relief fund. In some cases, such as Bardai, northern Chad, a local police station was converted by BMS mission workers, Drs Andrea and Mark Hotchkin, into a Covid testing centre. In other places, such as the refugee camps of Lesbos masks were made available to over 900 people. BMS was also able to contribute into existing network contacts to meet chronic need in locations such as Yemen. In total 31 Covid-19 relief grants were made to 21 different countries.

Other disasters also arose outside of the Covid-19 pandemic. Support was provided across Nepal, India and Bangladesh after monsoon floods and the devastation of Typhoon Amphan in the Bay of Bengal which devastated homes and livelihoods in India and Bangladesh. Materials were provided to restore and rebuild homes and the local Baptist partner worked to help restore income and livelihoods by providing seeds and animals to all the families affected by landslides from flood damage. Delivery is always harder than planning and so adaptation in the interests of the beneficiary proved critical. The partner notes, “As we were working in the Winter, which is the dry season in Bangladesh, the rivers were too low for people to transport goods on. So, we were unable to carry out our original plan to buy in Chittagong and transport out to the distribution centres. If we had, people would then have had difficulty in moving the goods to their area.” They further note, “Once we arrived in the Hill Tracts and consulted locally the best way to operate was clear. The most notable change was giving cash which the Pastors and community leaders accompanied the people to spend rather than buying goods to hand out from central locations. The geography of the area required this.” Through adaptation and strong local participation, they were able to help 192 household rebuild and restock. One example is that of Mr. Kiran* a man in his seventies suffering from leprosy, who had been forced to beg to survive. He stayed in the affected area of Jumpara which serves as a leper colony. On receiving the money, he is reported to have wept with gratitude and was able to substantially repair his house as a result.

The Lebanese port explosion necessitated a major response. BMS are deeply engaged with partner work in Lebanon, supporting refugee child education and having regularly responded to an array of humanitarian needs that have emerged from the decade long conflict in the Levante through a key Beirut based partner. The port explosion occurred at a time when Covid was rampant in Beirut and where the Lebanese economy was close to collapse. In June 2020, WFP conducted a random and anonymized web survey that found 50 percent of Lebanese and 75% of Syrians felt worried about not having enough food to eat in the last month.

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BMS was able to respond by supporting local workers with emergency top up wages in the face of uncontrolled inflation and support the repair of damaged homes.

On-going redevelopments work also continued. BMS spent out the last of its Nepal earthquake funding with the last in series of rebuilding grants. Responding to the on-going challenges left in the wake of Hurricane Idai in Mozambique was also a priority. This included mobile justice clinics to help people who had lost key documentation such as ID cards in the wake of the hurricane’s devastation in 2019. Winterisation of those displaced by conflict in Ukraine as well as refugees resulting from the long complex humanitarian emergencies of South Sudan and the Levante continued.

Two years ago, BMS seconded its Overseas Team Leader (Relief) for 0.5FTE to the Baptist World Alliance (BWA) to enable the establishment and facilitation of the BFAD network and operate as the de facto BWAid director for 2 years. The Baptist family relief response has been transformed and BWA have now appointed a full-time BWAid director.

2. Results against strategy 2020 targets

BMS is thrilled to have worked with our partners to exceed our five-year target. 39 countries. 1,300,000 lives transformed!

	Years 1-4	Year 5	5-year achievement	Target	performance based % to date
Church	287,651	216,081	503,732	500,000	101%
Education	46,167	6,173	52,340	50,000	105%
Justice	81,130	11,043	92,173	120,000	77%
Development	123,412	29,323	152,735	100,000	153%
Health	256,395	50,916	307,311	100,000	307%
Leadership	59,938	27,467	87,405	30,000	291%
Relief	60,598	44,244	104,842	100,000	105%
Total	915,291	385,247	1,300,538	1,000,000	130%

3. Mission Mobilisation

The history of BMS is one in which the central theme is God’s people coming together to enable the purposes of God. In the many generations covered by that period, there has been an ongoing cycle of challenge, encouragement, success, disappointment and the need for new thinking.

2020 has certainly seen all of these emotions and the aim has remained for BMS to catalyse the efforts of Christians supporting, doing and praying for mission endeavour across the world, however our overwhelming emotion this year has been one of gratitude for the support, generosity, sacrifice and kind encouragement of supporters; across BMS the team has great respect and admiration for our supporters.

Despite churches being closed they continued to engage and give to BMS. Individuals sent messages of support, prayed and gave record amounts in response to appeals.

• a. Giving – our financial period started well in the last 2 months of 2019. By early 2020 we were wondering how churches and supporters would be able to continue to enable BMS to carry on its work at its planned level. The reality is that donations from churches continued to flow, and donations from individuals were more generous than ever so that donation income including for relief work increased by 10% from £425k per month in 2019 to £470k per month in 2020.

Our focus has been on making supporter care the best it can be, and our teams love it when they can engage with them personally.

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"Thank you for inspiring us to give because we know that in giving to others, we ourselves are blessed – with the gift of joy! We too can play a part in what you are doing, so far from our shores but with the name of Jesus on our lips and singing in our hearts.”

Sisters, unable to go on holiday in 2020 gave the money to BMS instead

"We are so happy to be connected with such a practical yet loving association. In this time of feeling separated from church friends and our family, it is very helpful to be reminded of the active contact BMS has with so many parts of the world."

• b. Praying – in 2020 our volunteers, mission personnel and staff were unable to visit churches in the way they would usually but as church services moved to being online BMS provided resources and videos to help church leaders with imaginative services

SOLIDARITY SUNDAY 31 MAY

YOU CAN STILL COME TOGETHER IN PRAYER FOR THE WORLD

The world is united by an enemy. A virus that is stealing lives and spreading fear. For years to come, we will be remembered for how we responded. That’s why Christians all over the UK are making a united stand in prayer on Solidarity Sunday. It’s really easy to participate. Tailor the content for your church family by selecting the resources that work for you, or use all of them to build an inspiring and encouraging service.

Meanwhile our publications continued to reach a wide readership and inspired with stories of work carrying on despite and because of the pandemic.

• Engage – our flagship supporter magazine

• Exchange – our alumni magazine for those who have served with BMS and are amongst our best supporters

• Equipment – a small updating resource for BMS representatives in church

• Mission Catalyst – a ‘thinking’ resource for leaders

• Prayer Guide – our core prayer resource, for everyone

BMS issued a powerful statement in response to Black Lives Matter, with the conclusion

‘And to all the churches and individuals who are fighting for justice, to all those taking similar steps, to all those affirming a movement of justice that is long overdue support and success, we want to encourage you. Do not grow weary of doing good. This is right. This is of God. This is love and justice made manifest. We pray God’s guidance and God’s blessing on this movement of justice. Breath of God come, and fill the lungs of all who have been silenced. Give them voice and give the world ears to hear. Black Lives Matter.’

• c. Going – this traditional aspect of BMS work is changing. 2 British mission personnel were trained and sent in 2020 and whilst this will continue, BMS anticipates supporting more national mission personnel.

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Plans for future periods Strategy 2025

BMS is embarking on a new 5-year strategy and drawing together learning from the last 5-year strategy to influence its implementation. The focus will continue to be on countries with the most marginalised and least evangelised people, and, recognising the changing mission landscape, added to this are people on the move and the intention to deliberately move to more collaborative working with networks. As the axis of the Church rests firmly in the Global South, BMS seeks to find a supportive way to facilitate global mission yet also facilitate a strong level of UK engagement which in itself is transformative for those participating.

As a result of the changes some activities that BMS was previously involved in have been identified as no longer being core to the strategy and so some partnerships will be brought to a close over the next three years, and new partnerships established. Hospitality activity at Wallis House in Birmingham will not be re-started after the Covid-19 lockdown is lifted, and training will be increasingly carried out in or near to countries of service.

A balanced scorecard based on Kaplan and Norton framework is being developed as a tool for monitoring the outcomes and impact of the strategy and each section of BMS is reviewing the changes needed for them to deliver on the strategy.

Early 2021 BMS joined with Baptist bodies in the UK and the 241 member bodies of Baptist World Alliance in a campaign for access to the Covid-19 vaccine around the world.

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Principal risks and uncertainties

Trustees regularly review the internal and external risks to BMS and give consideration to organisational attitude to risk. Trustees have identified the most important potential risks and uncertainties that may seriously affect the performance, future prospects or reputation of BMS, and have assessed how the risks are being managed.

	Potential risk	How we manage the risk
	Safety and Security Risks are faced by BMS mission workers and staff as a result of the BMS strategy to work in fragile states amidst pronounced global insecurity.	BMS has a comprehensive 24-hour crisis management policy and crisis response plan, with detailed procedures for handling a wide range of crisis events. Our commitment to work in dangerous places requires us to embrace, but minimise, a certain level of risk. When necessary BMS withdraws or moves mission personnel for a period. Regular crisis response scenarios and reviews are undertaken to embedpreparedness.
	Safeguarding Issues around the protection of children and vulnerable adults in its care and in the care of mission workers.	Well-developed communication and safeguarding processes are in place and BMS has less tolerance to this risk than any other and has entered a partnership with a specialist provider to train staff and partners. BMS has an experienced trustee with designated responsibilityfor safeguarding
	Funding BMS support comes primarily from the Baptist denomination which provides a loyal and consistent support base. However, BMS is vulnerable to the financial strength, risks and uncertainties of the Baptist Unions of Great Britain, Scotland and Wales and their member churches. This is particularly exacerbated with the risks to the UK economy from both the Covid and potential Brexit impacts.	An independent but close relationship is maintained with the three mainland Baptist unions to stay abreast of their own risks and uncertainties. A direct communication and church partner programme has been developed to enhance direct relationships with over 2,000 churches and our individual supporter base. BMS has proved to be agile in its response to the pandemic in the UK and in the countries where it works whilst continuing to actively support partners overseas in their work and in their response to the pandemic. BMS uses a range of different mediums to actively engage with supporters and offer prayer, encouragement and material for church services (both in person and virtual).
	Impact Not demonstrating sufficient impact from our work, or failing to meet donor expectations	BMS seeks to maintain strong connections with our donors through a wide range of high-quality communication content. A plan is in place to proactively engage supporters in the new strategy. BMS has a rigorous reporting framework used to gauge outcomes and assess impact.
	Overseas Expenditure The majority of the charity’s expenditure takes place through partner grants which heightens risks in terms of fraud and ensuring this is spent in accordance with the Charity’s objectives, and also carries reputational risk. The new 2021 – 2025 strategy extends activity into new areas of work and new partners.	BMS has a rolling programme in relation to partner capacity building. This ensures that there is greater financial scrutiny over the overseas transactions, collaborative review of approaches to governance and where relevant, safeguarding training. Financial reviews and control capacity is monitored through regular reports to the Finance and Audit Advisory Committee. Special reviews are in place prior to working with new partners in connection with 2021 – 2025 strategy.
	Global Health Emergencies The nature of BMS work means that personnel are at greater risk of being a conduit for the spread ofglobal viruses.	BMS adheres to guidance issued by the UK government and has procedures in place to reduce the possibility of spread through its UK and overseas based personnel, of global pandemics.
	Covid-19 Pandemic The pandemic introduces extra stresses and demands on missionpersonnel and UK staff	BMS is actively promoting access to counselling, and has introduced extra contact, flexibility, resources and activities to engender well-being.

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Financial review

About our finances

1. Expenditure

Total expenditure for the period was £8.3m (2019 £7.6m) of which £7.9m (2019 £7.2m) was committed to supporting and developing the various charitable objects of BMS; this represents 95% (2019 95%) of total expenditure.

How we spent charitable expenditure of £7.9m

----- Start of picture text -----
Church
Mobilisation
15%
21%
Health
Relief 15%
8%
Education
9%
Development
21% Leadership Justice
5% 6%
----- End of picture text -----

2. Income

Total income for the period was £8.5m (2019 £8.1m). Taking account of the 14-month period this is a reduction of 10% but with substantial variations between income categories. Note that the graph below excludes income from one-off property sales.

----- Start of picture text -----
Income Sources
7.0
6.0
5.0
4.0
£m 2019
3.0
2020 annualised
2.0
2020
1.0
0.0
Donations Legacies Relief BMS India Investment,
property & other
(including
grants)
----- End of picture text -----

The graph compares categories of income, and includes an annualised 2020 bar to compare a 12-month equivalent with 2019. In a period when BMS was braced for income decline this shows a growth of more than 8% in donations, an enormous tribute to churches who have sought to maintain or increase their donations, and in particular a significant increase in giving from individual supporters towards appeals including Covid, Operation Chad, the Beirut explosion and Christmas appeals.

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Legacy income is usually determined by a small number of high value legacies. It is possible that this period may have been affected by delays in estate administration and the probate process.

BMS India income of £0.1m (2019£0.2m) was primarily donations from visitors to the Kolkata guesthouse which has been closed for several months. Profits from the guesthouse are normally used to support initiatives such as Street Servants in Kolkata and in 2020 BMS India drew from its reserves to continue this work.

Other income suffered reductions as the result of cancelling the 2020/2021 Action Team programme and closure of the residential centre, Wallis House. Grant income includes government funding from the furlough scheme.

The 10-year history graph below again includes the 12-month equivalent income figure and shows the decline in church income since 2016 and an increase in donations from individual supporters in 2020.

Ten-year history of donation income (excluding legacies and relief compared with CPI inflation)

----- Start of picture text -----
6,000
5,000
4,000
3,000
Donation income
2,000
Inflation (CPI)
1,000
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
----- End of picture text -----

3. Movement in funds

Taking the charity’s funds in total, there was net income for the period of £197k (2019 £549k), a net gain of £574k (2019 £525k) from the appreciation in value of the investment portfolio held by the charity, an actuarial loss on the defined benefit pension scheme of £1,196k (2019 gain of £1,083k), an exchange loss on assets held overseas of £39k (2019 gain of £12k) and a loss on exchange of forward contracts of £17k (2019 £6k). The overall position was a net reduction in total reserves of £0.5m (2019 an increase of £2.1m).

In the very uncertain period, BMS planned especially carefully to protect its cash and liquidity position, cash and cash equivalents increased by £1.0m (2019 reduction of £0.2m). This came about through careful cash management and also deferred legacy income that was received during the period. The balance sheet remains strong although disappointingly shows a pension fund deficit based on accounting provisions of £1.4m (2019 £nil).

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

4. Reserve policy and financial position

General funds

Trustees have a reserves policy that takes a risk-based approach. The policy is due for review in 2021. Financial stress testing in 2020 in the context of the Coronavirus pandemic will be taken into account in that review with an emphasis on cash and cash equivalents as well as free reserves.

Trustees have examined the requirement for free reserves which are those unrestricted reserves not invested in fixed assets, designated for specific purposes or otherwise committed, but does not take account of the pension reserve. Trustees consider that, given the nature of our work, this should equate to a range of between £3.0m to £3.5m, although with consideration being given to commitments made in the pension deficit repayment schedule. This would be expected to provide the flexibility and resilience to cover any short-term funding crisis or a medium-term recession.

The free reserves at 31 December 2020 were £6.6m with pension commitment to be paid by September 2022 of £0.6m (2019 £5.7m with pension commitments to be paid by September 2022 of £0.6m). Trustees maintain a financial plan to manage the budget so that the target level of reserves is achieved and maintained. Such plans will take into account the long-term funding status of the charity’s pension scheme and ensure that deficit payment commitments are met. The current balance exceeds the reserve policy by £3.1 - £3.6m. The Trustees have approved a 5-year financial plan as part of Strategy 2025. This allows for a drawing from reserves of £1.8m of which £0.95m is to maintain BMS activities through potential ongoing impact of Covid-19 on income, and £0.85m to invest in Strategy 2025.

The charity also holds funds designated for specific purposes, without restricting or committing the funds legally. At the end of the year, £5.6m (2019 £5.9m) was held in the fixed asset fund, representing the net book value of the charity’s unrestricted fixed assets, to indicate that these resources are not available for other purposes. The designated reserve (2019 £0.1m) for renovations at our centre in Birmingham (Wallis House) remains for utilisation in 2021. The Mission Innovation Fund has been replenished to £0.1m (2019 £0.1m) to be used during 2021 for innovative mission initiatives not included in our budgeted expenditure. £20k (2019 £21k) of the Carbon Offset Fund has been used to contribute towards environmental projects and the fund topped up with £8k from BMS carbon offset calculation.

The triennial valuation of the BMS defined benefit pension scheme was carried out as at 31 December 2018. The deficit in 2018 was calculated to be £1.5m. During 2020 no employer contributions were paid (2019 £0.7m). The fund valuation for accounting purposes at 31 December 2020 was a deficit of £1.4m (2019 was an unrecognised surplus). The funding position at 31 December 2020 based on technical provisions was a surplus of £0.4m.

Endowment funds

Included in the balance sheet are endowment funds totalling £2.3m (2019 £2.1m), the capital element not being available to be spent. Income from the endowment funds has been spent during the year.

Restricted Funds

Restricted funds are subject to specific conditions imposed by donors. The reserves policy for restricted funds is for sufficient assets to be held to meet the obligations of each fund and this is the case as at 31 December 2020 the total was £1.3m (2019 £1.5m).

5. BMS India

The accounts of BMS India have been consolidated with BMS. BMS India reserves of £0.4m (2019 £0.5m) are included in the restricted fund balance.

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

6. Effectiveness of activities to generate funds

BMS is registered with the Fundraising Regulator and is compliant with the Code of Fundraising Practice. We will respond to any future developments in full keeping with both the letter and spirit of any changes.

Direct fundraising costs are a very small proportion of BMS expenditure (less than 5%). A large proportion of our income comes from our carefully managed relationship between BMS and our supporting churches and their members.

BMS is registered with the Fundraising Regulator, the Fundraising Preference Service and is compliant with the Code of Fundraising Practice. We will respond to any future developments in full keeping with both the letter and spirit of any changes. Our commitment to these important voluntary standards ensures that we always champion the privacy and rights of our audience and minimise the risks of any of our fundraising activities resulting in distress, inconvenience or undue pressure, particularly on vulnerable people.

In the last year we received eight complaints in response to our fundraising material, out of tens of thousands of mailings. These matters were handled swiftly, carefully and in accordance with our fundraising complaints procedure.

We have received a positive response to our fresh approach to our appeals and have had some success in response to the development of our trusts and foundations income stream. We are thankful to God for his provision, and to our many supporters for their continued generosity.

7. Pension Fund arrangements

Following a review of our Pension Fund arrangements for UK staff and overseas mission workers, the defined benefit scheme was closed to future accruals and a defined contribution section of the scheme was opened on 1 November 2010. The defined contribution scheme is managed by Aviva and performance has met agreed targets. The triennial valuation of defined benefit section at 31 December 2018 showed a funding deficit of £1.5m. A revised ten-year recovery plan was agreed with the Pension Trustee and submitted to the Pensions Regulator. A deficit payment of £0.7m was paid in 2019, with a further £0.6m due by September 2022 and £0.4m by September 2025. The Trustees are pleased that the strength of the fund has enabled the Pension Trustee to put in place a long-term de-risking investment strategy to arrive at a long-term low dependency target in 15 years’ time of gilts + 0.5%. Equity investment is no longer a part of the portfolio, but it has been possible for the Pension Trustee to maintain a strong ethical and responsible position on investment fund selection.

Trustees support the Pension Trustee in its long-term approach to investment management.

1. Factors likely to affect the financial performance going forwards and post year-end events

The major financial concerns that BMS faces continues to be the potential impact of Covid-19 and Brexit on the UK economy to the extent that it affects our supporters. Covid-19 continues to affect operational activities in a variety of ways, but activities have been adapted to current needs in many countries rather than being halted.

In 2020 the damaging impact of Covid-19 on BMS was significantly less than anticipated. The ongoing impact has been factored into future financial plans and contingency actions agreed should the impact be greater than anticipated. The trustees have reviewed the plans and agreed a series of activities that should ensure financial stability if necessary.

On review of the financial plans to the end of June 2022, and given the further management actions that are feasible, the trustees have concluded that this will not affect the ability of the charity to continue as a going concern.

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TRUSTEES’ REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

Statement of Trustees’ responsibilities

Trustees are responsible for preparing the Strategic Report, the Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and charity and of the incoming resources and application of resources, including the income and expenditure, of the group and charity for that period.

In preparing these financial statements, Trustees are required to:

• select suitable accounting policies and then apply them consistently.

• make judgements and accounting estimates that are reasonable and prudent.

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and 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.

Financial statements are published on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the charity’s website is the responsibility of Trustees. Trustees’ responsibility also extends to the ongoing integrity of the financial statements contained therein.

9. Disclosure of information to auditor

The Trustees who held office at the date of approval of this Trustees' Report confirm that, so far as they are each aware, there is no relevant audit information of which the charity's auditor is unaware, and each Trustee has taken all the steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information.

1. Auditors

BDO LLP expressed their willingness to continue in office.

The Trustees’ Annual Report, including the Strategic Report, was approved by the Trustees on 17 May 2021 and signed on their behalf by:

David Marc Owen Chair of Trustees 17 May 2021

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AUDITOR’S REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

INDEPENDENT AUDITOR’S REPORT TO MEMBERS OF BMS WORLD MISSION

Opinion

We have audited the financial statements of BMS World Mission (“the Parent Charitable Company”) and its subsidiaries (“the Group”) for the period ended 31 December 2020 which comprise the Consolidated and Parent Charity Statement of Financial Activities, the Consolidated and Parent Charity Balance Sheets, the Consolidated and Parent Charity Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the Group’s and of the Parent Charitable Company’s affairs as at 31 December 2020 and of the Group’s incoming resources and application of resources and the Parent Charitable Company’s incoming resources and application of resources for the period then ended,

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Group and the Parent Charitable Company in accordance with the ethical requirements relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions related to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

• the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

• the Trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the Group or the Parent Charitable Company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Other information

The other information comprises the information included in the Annual Report and Financial Statements, other than the financial statements and our auditor’s report thereon. The other information comprises: The Trustees’ Report, which includes the Directors’ Report and the Strategic report. The Trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

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AUDITOR’S REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the Trustees’ Report, which includes the Directors’ Report and the Strategic report prepared for the purposes of Company Law, for the financial period for which the financial statements are prepared is consistent with the financial statements; and

• the Strategic report and the Directors’ Report, which are included in the Trustees’ report, have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Group and the Parent Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatement in the Strategic report or the Trustee’s report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept by the Parent Charitable Company, or returns adequate for our audit have not been received from branches not visited by us; or

• the Parent Charitable Company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Statement of Trustees’ responsibilities, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Group’s and the Parent Charitable Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Group or the Parent Charitable Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located at the Financial Reporting Council’s (“FRC’s”) website at: . This description forms part of our auditor’s report.

Use of our report

This report is made solely to the Charitable Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charitable Company’s members those matters we are required to state to them in an auditor’s report and for

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AUDITOR’S REPORT FOR THE PERIOD ENDED 31 DECEMBER 2020

no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charitable Company and the Charitable Company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Heather Wheelhouse (Senior Statutory Auditor) For and on behalf of BDO LLP, statutory auditor Bristol Date

BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127)

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BMS GROUP CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE PERIOD ENDED 31 DECEMBER 2020

	2020		Pro-forma 2019
Notes Income from: Donations, grants and legacies 2 Charitable activities Investment income 3 Other income 4	Unrestricted Restricted Endowment Total Funds Funds Funds 2020 £,000 £'000 £'000 £'000		Unrestricted Restricted Endowment Total Funds Funds Funds 2019 £,000 £'000 £'000 £'000
	6,277 1,505 - 7,782 94 - - 94 180 27 - 207 405 8 - 413		5,712 978 - 6,690 22 - - 22 207 25 1,032 116 - 232 1,148
Total income	6956 1540 8496		6973 1119 8092
	, , - ,		, , - ,
Expenditure on: Raising funds Charitable activities Church Education Justice Development Health Leadership Relief Mission mobilisation	370 - - 370 1,120 67 - 1,187 475 276 - 751 446 7 - 453 1,467 177 - 1,644 570 632 - 1,202 366 68 - 434 269 366 - 635 1,623 - - 1,623		333 - - 333 1,174 56 - 1,230 613 222 - 835 455 7 - 462 1,315 114 - 1,429 418 453 - 871 534 2 - 536 339 370 - 709 1,138 - - 1,138
	6,336 1,593 - 7,929		5,986 1,224 - 7,210
Total expenditure 5	6,706 1,593 - 8,299		6,319 1,224 - 7,543
Net income / (expenditure) before movement on investments Net gains on investments	250 (53) - 197 361 14 199 574		654 (105) - 549 342 13 176 531
Net income/(expenditure)	611 (39) 199 771		996 (92) 176 1,080
Other recognised gains/(losses): Actuarial gains on defined pension scheme Exchange differences Transfers between funds 9	(17) - - (17) (1,196) - - (1,196) - (39) - (39) 109 (109) - -		(6) - - (6) 1,083 - - 1,083 - 12 - 12 45 (45) - -
Net movement in funds	(493) (187) 199 (481)		2,118 (125) 176 2,169
Reconciliation of funds: Total funds brought forward	11,778 1,529 2,148 15,455		9,660 1,654 1,972 13,286
Total funds carried forward	11,285 1,342 2,347 14,974		11,778 1,529 2,148 15,455

The result for the year for Companies Act 2006 purposes is represented by the net movement in funds in the consolidated statement of financial activities. There are no recognised gains or losses in the current or preceding year other than those shown in the consolidated statement of financial activities above. All amounts derive from continuing operations.

There is no material difference between the net income/(expenditure) for the financial year stated above and their historical cost equivalents.

The notes on pages 37 to 54 also form part of these financial statements

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BMS PARENT CHARITY STATEMENT OF FINANCIAL ACTIVITIES FOR THE PERIOD ENDED 31 DECEMBER 2020

		2020		Pro-forma 2019
Income from: Donations, grants and legacies Charitable activities Investment income Other income	Notes 2 3 4	Unrestricted Restricted Endowment Total Funds Funds Funds 2020 £,000 £'000 £'000 £'000		Unrestricted Restricted Endowment Total Funds Funds Funds 2019 £,000 £'000 £'000 £'000
		6,277 1,413 - 7,690 94 - - 94 180 7 - 187 405 - - 405		5,712 799 - 6,511 22 - - 22 207 13 1,032 110 - 220 1,142
Total income		6,956 1,420 - 8,376		6,973 922 - 7,895
Expenditure on: Raising funds Charitable activities Church Education Justice Development Health Leadership Relief Mission mobilisation		370 - - 370 1,120 67 - 1,187 475 93 - 568 446 7 - 453 1,467 177 - 1,644 570 632 - 1,202 366 68 - 434 269 366 - 635 1,623 - - 1,623		333 - - 333 1,174 56 - 1,230 613 40 - 653 455 7 - 462 1,315 114 - 1,429 418 453 - 871 534 2 - 536 339 370 - 709 1,138 - - 1,138
		6,336 1,410 - 7,746		5,986 1,042 - 7,028
Total expenditure	5	6,706 1,410 - 8,116		6,319 1,042 - 7,361
Net income / (expenditure) before movement on investments Net gains on investments		250 10 - 260 361 14 199 574		654 (120) - 534 342 13 176 531
		611 24 199 834 109 (109) - - (17) - - (17) (1,196) - - (1,196)		996 (107) 176 1,065 45 (45) - - (6) - - (6) 1,083 - - 1,083
Net income/(expenditure)
Transfers between funds Other recognised gains/(losses): Actuarial (losses)/gains on defined pension scheme	9
Net movement in funds		(493) (85) 199 (379)		2,118 (152) 176 2,142
Reconciliation of funds: Total funds brought forward		11,778 1,001 2,148 14,927		9,660 1,153 1,972 12,785
Total funds carried forward		11,285 916 2,347 14,548		11,778 1,001 2,148 14,927

The notes on pages 37 to 54 also form part of these financial statements

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BALANCE SHEET AS AT 31 DECEMBER 2020 COMPANY NUMBER 10849689

BMS Group	BMS Group	BMS World Mission	BMS World Mission
2020 2019 Notes £'000 £'000 Fixed assets Tangible assets 11 6,261 6,594 Investments 12 6,625 6,056		2020 2019 £'000 £'000 5,969 6,263 6,625 6,056
Total fixed assets 12,886 12,650		12,594 12,319
Current assets Stock 2 5 Debtors 13 2,107 2,393 Investments 97 210 Cash at bank and in hand 1,978 981		2 5 2,066 2,363 1 19 1,947 955
Total current assets 4,184 3,589		4,016 3,342
Liabilities Creditors: amounts falling due within one year 14 (733) (784) Net current assets excluding pension liability 3,451 2,805 Defined benefit pension scheme liability 15 (1,363) -		(699) (734) 3,317 2,608 (1,363) -
Total net assets 14,974 15,455		14,548 14,927
The funds of the charity 9 Endowment funds 2,347 2,148 Restricted income funds 1,342 1,529 Unrestricted funds Designated funds 5,799 6,120 General funds (free reserves) 6,849 5,658 Total funds excluding pension reserve 16,337 15,455 Pension reserve (1,363) -		2,347 2,148 916 1,001 5,799 6,120 6,849 5,658 15,911 14,927 (1,363) -
Total funds	14,974 15,455	14,548 14,927

The financial statements on pages 32 to 54 were approved by the Trustees on 17 May 2021 and signed on their behalf by: Chair of Trustees Marc Owen Date: 17 May 2021 The notes on pages 37 to 54 also form part of these financial statements.

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CASHFLOW STATEMENT FOR THE PERIOD ENDED 31 DECEMBER 2020

			BMS Group	BMS Group	BMS World Mission	BMS World Mission
			2020	Pro-forma 2019	2020	Pro-forma 2019
			£'000	£'000	£'000	£'000
	Cash flow from operating activities:
	Net cash provided by/(used in)operating activities	(a)	695	(696)	763	(687)
	Cash flows from investing activities:
	Dividends, interest and other income from investments		207	232	187	220
	Proceeds from sale of tangible fixed assets		114	492	114	492
	Payments to acquire tangible fixed assets		(93)	(258)	(90)	(253)
	Net cash provided by investing activities		228	466	211	459
	Change in cash and cash equivalents in the		923	(230)	974	(228)
	year
	Cash and cash equivalents at the beginning of the year		1,191	1,410	974	1,203
	Change in cash and cash equivalents due to exchange rate movements		(39)	12	-	-
	Cash and cash equivalents at the end of the		2,075	1,191	1,948	974
	year
	(a)Reconciliation of net income to net cash
	flow from operating activities
	Net income for the reporting period (as per the Statement of Financial Activities)		771	1,080	834	1,065
	Depreciation		364	306	349	289
	(Gains) on investments		(574)	(531)	(574)	(531)
	Investment income		(207)	(232)	(187)	(220)
	(Profit) from sale of fixed assets		(78)	(395)	(78)	(395)
	(Loss) on Forward Exchange Contracts		(17)	(6)	(17)	(6)
	Currency re-translation on fixed assets		27	(8)	-	-
	Decrease in stocks		3	6	3	6
	Decrease/(Increase)in debtors		286	(356)	297	(346)
	(Decrease)/Increase in creditors		(51)	60	(35)	71
	Difference between net pension
	expense and cash contribution		171	(620)	171	(620)
	Net cash provided by/(used in) operating activities		695	(696)	763	(687)
	Analysis of changes in net funds
	Cash at bank and in hand		1,978	981	1,947	955
	Short term deposits		97	210	1	19
			2,075	1,191	1,948	974

BMS World Mission

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CASHFLOW STATEMENT FOR THE PERIOD ENDED 31 DECEMBER 2020

Analysis of changes in net debt

		BMS Group			BMS	World Mission
	Cash and	Forward			Cash and	Forward
	cash	Contract	Total		cash	Contract	Total
	Equivalents	Obligations			Equivalents	Obligations
	£'000	£'000	£'000		£'000	£'000	£'000
At 1 November 2019	1,191	(237)	954		974	(237)	737
Cashflows	923	242	1,165		974	242	1,216
Fair Value Movements	-	11	11		-	11	11
Foreign Exchange Movements	(39)	-	(39)		-	-	-
Other non-cash changes	-	(345)	(345)		-	(345)	(345)
At 31 December 2020	2,075	(329)	1,746	0	1,948	(329)	1,619
		BMS Group			BMS	World Mission
	Cash and cash	Forward Contract	Total		Cash and cash	Forward Contract	Total
	£'000	£'000	£'000		£'000	£'000	£'000
At 1 November 2018	1,410	-	1,410		1,202	-	1,202
Cashflows	(230)	-	(230)		(228)	-	(228)
Fair Value Movements	-	6	6		-	6	6
Foreign Exchange Movements	11	-	11		-	-	-
Other non-cash changes	-	(243)	(243)		-	(243)	(243)
At 31 October 2019	1,191	(237)	954	0	974	(237)	737

BMS World Mission

Page 36 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

1 Accounting policies

a Basis of preparation

The financial statements have been prepared under the historical cost convention as modified by the inclusion of investments at market value and in accordance with applicable accounting standards. In preparing the financial statements the charity has complied with the requirements of the Companies Act 2006 and the Statement of Recommended Practice ‘Accounting and Reporting by Charities applicable to charities preparing accounts in accordance with FRS102’.

During the year the charity changed the accounting reference date to 31 December. As a result the current figures in the financial statements cover a 14 month period for the CLG from the 1 November 2019 to 31 December 2020. The comparative figures are labelled as Pro-forma 2019.

The Statement of Financial Activities (SOFA) and Group Balance Sheet consolidate the financial statements of the charity and its wholly-controlled subsidiary, Baptist Missionary Society Trust, in India. The financial year end for the subsidiary is 31 March 2020 and its results are consolidated on a line-by-line basis.

The consolidated financial statements have been prepared in accordance with the group reconstruction principles of FRS102 using the merger accounting method for the combination of the group. Accordingly, the group's financial statements for 2020 have been prepared as if the charitable company limited by guarantee had always been the parent company of the group.

No separate financial statements have been prepared for the unincorporated charity due to a uniting direction from the Charity Commission dated 29 October 2018.

b Statutory information

BMS is a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address is 129 Broadway, Didcot OX11 8XD

c Assessment of going concern

BMS World Mission’s activities, its current financial position, and factors likely to affect its future development are set out within the report from the board. BMS has a 5 year financial plan to 2025 that shows it is able to continue its business-critical activities and remain a going concern. As at 31 December 2020 BMS World Mission had available cash balances of £1.98m and a further £6.3m of investments that could be drawn upon if required. The board’s assessment of going concern involved a number of subjective judgements including, but not limited to; decrease in church giving, impact of foreign exchange volatility, delays in the crystallisation of legacies where probate has been granted. In making their assessment the board have also considered the potential impact on its cashflows and liquidity. A stress test has been run on the cashflow forecasts to June 2022 and the board have contingency plans in place to mitigate potential adverse impacts on cashflow including, for instance, delays in non-essential expenditure, phasing of grants, delaying staff recruitment. The trustees concluded their assessment found that the financial plan and forecasts are robust and show that BMS is able to meet its obligations. BMS has not suffered significant negative financial impact as a result of COVID-19 to date. As part of the going concern assessment and conclusion, the continuing effects of COVID-19 and post Brexit transition have been considered in BMS’s forecasts and factored into the stress test carried out, including any mitigation actions that may be required. On this basis, given the strength of the balance sheet and availability and liquidity of unrestricted investments, the trustees believe that, while uncertainty exists, this does not pose a material uncertainty that would cast doubt on the charity’s ability to continue as a going concern. The board has a reasonable expectation that BMS has adequate resources to continue in operational existence for the foreseeable future, being a period of at least twelve months after the date on which the report and financial statements are signed. The board have considered the foreseeable future for their going concern assessment to cover the period to 31 December 2025. On this basis, the board continues to adopt the going concern basis in the financial statements

BMS World Mission

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

d Accounting estimates and judgements

Preparation of the financial statements in accordance with FRS102 requires the Trustees to make certain judgements and estimates. The items below are considered to be the most important in understanding the financial statements:

BMS recognises its liability to its defined benefit pension scheme. This involves actuarial estimates which are disclosed in note 15. The actuarial estimates take account of the anticipation that Covid-19 has had a negative impact on the life expectancy of scheme members and so the actuary conducted an analysis of the impact of Covid on the membership and this has been incorporated into life expectancy assumptions.

BMS has accrued £1,427k of legacy income based on the policy set out in note f below.

e Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the objectives of the charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds, which have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donors or which have been raised by the charity for particular purposes. The aim and use of each restricted fund is set out in the notes to the financial statements.

Endowment funds are those where donations are required to be retained as capital in accordance with the donors’ wishes – permanent or expendable according to the nature of the restriction.

Investment income and gains are allocated to the appropriate fund.

f Income

All income, including donations, legacies, grant income and investment income, is recognised where there is entitlement, probability of receipt and the amount can be measured with sufficient reliability.

Recognition of legacy income is dependent on the type of legacy, with pecuniary legacies recognised when probate has been granted. Residuary legacies are recognised at a discounted rate when they are measurable, probate has been granted and entitlement is clear.

No value is included where the legacy is subject to a life interest held by another party.

Grant income includes amounts claimed during 2020 under the UK Government's Coronavirus Job Retention Scheme recognised on a receivable basis

Investment income is recongnised on a receivable basis.

Income from charitable activities includes amounts relating to the sale of overseas properties and other charitable income streams. Charitable activities income is recognised on a receivable basis.

BMS 'Action Teams' is a gap-year student programme that runs from September to June. The income received from the students that was unspent at the year-end is treated as deferred income.

BMS World Mission

Page 38 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

g

Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Charitable activities include expenditure associated with mission mobilisation and the seven strategic ministries and include both the activities, direct costs and support costs relating to these. Costs which cannot be directly attributed have been allocated on a basis consistent with the use of the resources and staff time. Expenditure on raising funds are those costs incurred in seeking voluntary contributions and in the management of the charity’s investments. They do not include the costs of disseminating information in support of BMS’ charitable activities. Governance costs are the costs associated with the governance arrangements of the charity and include the cost of the annual audit of the accounts, the expenses of Trustee meetings and the costs of staff involved in supporting these activities. Grants payable are payments made to third parties in the furtherance of BMS charitable objects and are accounted for when the recipient has a reasonable expectation that they will receive a grant.

h Tangible fixed assets and depreciation

Tangible fixed assets costing more than £1,000 (individually or as part of a related project) are capitalised and included at cost including any incidental expenses of acquisition.

Depreciation is calculated to write down the original costs of the fixed assets over their estimated useful lives as follows:

Land No depreciation Buildings over 50 years Computer (included in furniture and equipment) over 3 years Furniture and equipment over 3 - 5 years Motor vehicles used overseas written off in year of purchase Solar panels and property modifications over 15 years

For BMS India, depreciation has been applied at the rates specified by the India Income Tax Act 1961, most specifically for buildings at 5%.

i Freehold land and buildings

Land and buildings are shown at original historical cost or probate value. There has been no impairment in value of assets held over the financial period.

j Investments

Investments are stated at market value at the Balance Sheet date. The Statement of Financial Activities includes the net gains and losses arising on revaluations and disposals throughout the year. Current asset investments are short-term, highly liquid investments that are readily convertible to known amounts of cash.

k Joint arrangement

Through a deed of trust, the charity is in a joint arrangement with the Baptist Union of Great Britain for the management of Baptist House, its headquarters building. Under the terms of this arrangement all responsibility for the letting and operation of the building was transferred to Baptist House Limited. The arrangement is governed by Articles of Association for Baptist House Limited and a Declaration of Trust with the Baptist Union of Great Britain.

The charity accounts for Baptist House Limited by recognising its share of the relevant assets and liabilities, income and expenditure arising from this arrangement in the Balance Sheet and Statement of Financial Activities respectively. Transactions between the charity and the joint arrangement are eliminated on incorporating these amounts into the accounts of the charity.

l Stock

Stock is valued at the lower of cost and estimated net realisable value.

BMS World Mission

Page 39 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

m Pensions

The charity’s defined benefit scheme is funded, with the assets of the scheme held separately from those of the charity, in separate Trustee-administered funds. Pension scheme assets are measured at fair value and liabilities are measured on an actuarial basis using the projected unit method and discounted at a rate equivalent to the current rate of return on a high quality corporate bond of equivalent currency and term to the scheme’s liabilities. The actuarial valuations are obtained at least triennially and are updated at each Balance Sheet date.

Where appropriate the resulting defined benefit liability is presented separately after other net assets on the face of the Balance Sheet.

The current service cost, past service costs and any gains and losses on settlements and curtailments are charged in resources expended in the Statement of Financial Activities. The interest costs and the expected return on assets are shown as a net amount of other finance costs or credits and included in resources expended. Actuarial gains and losses are recognised within the ‘gains and losses’ categories of the Statement of Financial Activities as ‘actuarial gains and losses on defined benefit pension scheme’.

Contributions to the charity’s defined contribution pension scheme are charged to the Statement of Financial Activities in the year in which they become payable.

n Foreign currencies

Assets and liabilities held in foreign currencies are translated into sterling at the rates of exchange ruling at the end of the financial year and the results of foreign operations are translated at the average rate of exchange for the year.

Differences on exchange arising from retranslation of foreign currency bank balances and other assets are reported under income and expenditure in the Consolidated Statement of Financial Activities.

All other foreign exchange differences are taken to the Statements of Financial Activities in the period in which they arise.

o Hedge Accounting

The charity has entered into a number of forward contracts for the purchase of Euros and US dollars in order to manage its exchange rate exposure. These contracts are measured at fair value at each reporting date.

p Financial instruments

Financial assets and financial liabilities are recognised when BMS becomes a party to the contractual provisions of the instrument. All financial assets and liabilities are initially measured at transaction price (including transaction costs). Financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Creditors and provisions are recognised where BMS has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

BMS World Mission

Page 40 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

2 Donations, grants and legacies
Donations Grants* Legacies BMS India	Unrestricted Restricted Total Pro-forma Funds Funds 2020 2019 £,000 £'000 £'000 £'000 5,270 1,317 6,587 5,105 158 86 244 - 849 10 859 1,406 - 92 92 179 6,277 1,505 7,782 6,690

*Grants includes £127k claimed under the Coronavirus Job Retention Scheme.

3 Investment income
UK investment dividends Interest on cash deposits Bank and other interest		Pro-forma Pro-forma 2020 2019 2020 2019 £'000 £'000 £'000 £'000 57 65 57 65 147 157 127 145 3 10 3 10 207 232 187 220 Charity Group
4 Other income
Profit on sale of fixed assets Income from property Grants Sundry income		Pro-forma Pro-forma 2020 2019 2020 2019 £'000 £'000 £'000 £'000 78 395 78 395 - 19 - 19 413 1,148 405 1,142 Charity Group - 54 - 54 335 680 327 674

BMS World Mission

Page 41 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

5 Analysis of expenditure Group

5 Analysis of expenditu	re Group
	Direct costs	Grant funding of activities	Support costs	Total 2020		Pro-forma 2019
	£'000	£'000	£'000		£'000	£'000
Expenditure on
raising funds:
Donations and legacies	273	-	97		370	333
Charitable activities
Church	660	215	312		1,187	1,230
Education	454	148	149		751	835
Justice	252	82	119		453	462
Development	860	352	432		1,644	1,429
Health	760	126	316		1,202	871
Leadership	172	148	114		434	536
Relief	90	378	167		635	709
Mission mobilisation	1,623	-	-		1,623	1,138
	5,144	1,449	1,706		8,299	7,543
Analysis of expenditure Charity
	Direct costs	Grant funding of activities	Support costs	Total 2020		Pro-forma 2019
	£'000	£'000	£'000		£'000	£'000
Expenditure on
raising funds
Donations and legacies	273	-	97		370	333
Charitable activities
Church	660	215	312		1,187	1,230
Education	271	148	149		568	653
Justice	252	82	119		453	462
Development	860	352	432		1,644	1,429
Health	760	126	316		1,202	871
Leadership	172	148	114		434	536
Relief	90	378	167		635	709
Mission mobilisation	1,623	-	-		1,623	1,138
	4,961	1,449	1,706		8,116	7,361

BMS World Mission

Page 42 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

6 Grants Payable

Grants Payable
Charitable activities Church Education Justice Development Health Leadership Relief Total	Asia Europe Middle East & North Africa South America Sub-Saharan Africa Total 2020 £'000 £'000 £'000 £'000 £'000 £'000 118 46 49 2 - 215 13 37 71 - 27 148 - - 4 - 78 82 134 87 - 12 119 352 57 - 8 - 61 126 32 19 73 15 9 148 180 28 63 8 99 378
	534 217 268 37 393 1,449

Grants totalling £30,000 and above were made to the following partners during the year.

Country Partner Lebanon LSESD Nepal United Mission to Nepal Albania Tek Ura Chad Guinebor 2 Hospital Uganda Cyan International Mozambique CBM India Big Life Ministries Netherlands EBF Bangladesh BBCS Israel/Palestine ABC Uganda UCLF Nepal NBCC Kosovo Osadus Mozambique AMAC Bangladesh BBCS - SHED Afghanistan IAM Various Other partners <£30,000 Total Grants	£'000 181 93 90 89 83 63 60 58 52 45 42 39 37 36 33 33 415
	1,449

BMS World Mission

Page 43 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

7 Governance costs
Audit fee Covid 19 fee Board of Trustees Other governance costs	2020 £'000 41 4 3 8 56	Pro-forma 2019 £'000 34 3 21 1 59

8 Subsidiary

BMS World Mission has a wholly controlled subsidiary, Baptist Missionary Society Trust, registered in West Bengal, India. The trust carries out mission activities from its base in Kolkata. The charity appoints the Trustees of BMS India and on the winding up or dissolution of the Trust, its assets pass to the charity. Since 19 March 2015, financial activity of BMS India has been consolidated into that of the charity. Accounts are made up to 31 March each year and copies may be obtained from the BMS registered office.

		Pro-forma 2019
	2020
	£'000	£'000
Total assets Total liabilities Funds Total incoming resources Total expenditure (Deficit)/Surplus for the year	120 (183) (63) 460 (34) 426	197 (182) 15 578 (50) 528

BMS World Mission

Page 44 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

9 Statement of funds

Endowment funds Cyril Edwards Trust Jane Mursell Trust Joy Bushon Sircar Trust Other endowment funds Endowment funds Cyril Edwards Trust Jane Mursell Trust Joy Bushon Sircar Trust Other endowment funds	Balance at 1.11.19 Incoming resources Resources expended Realised and unrealised gains Transfers Balance at 31.12.20 £'000 £'000 £'000 £'000 £'000 £'000 754 - - 72 - 826 813 - - 77 - 890 408 - - 33 - 441 173 - - 17 - 190
	2,148 - - 199 - 2,347
	Balance at 1.11.18 Incoming resources Resources expended Realised and unrealised gains Transfers Balance at 31.10.19 £'000 £'000 £'000 £'000 £'000 £'000 686 - - 68 - 754 740 - - 73 - 813 389 - - 19 - 408 157 - - 16 - 173
	1,972 - - 176 - 2,148

The income of the Cyril Edwards Trust is available to be used in any field where the charity operates.

The income of the Jane Mursell Trust is available to be used for women’s work within the charity.

The income of the Joy Bushon Sircar Trust is to be used to benefit specific educational and church work in the Barisal area of Bangladesh. The Trust is invested in US dollar securities which have been converted into sterling at the rate ruling at 31 December 2020.

BMS World Mission

Page 45 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

Restricted funds Emergency relief fund Health fund Restricted fixed assets reserve Restricted property funds	Balance at 1.11.19 Incoming resources Resources expended Realised and unrealised gains Transfers Balance at 31.12.20 £'000 £'000 £'000 £'000 £'000 £'000 334 437 (366) (51) 354 35 597 (632) - - - 415 - - - (58) 357 186 5 - 14 - 205
India	528 120 (183) (39) - 426
Other restricted funds Restricted funds Emergency relief fund Health fund Restricted fixed assets reserve Restricted property funds India Other restricted funds	31 381 (412) - - -
	1,529 1,540 (1,593) (25) (109) 1,342
	Balance at 1.11.18 Incoming resources Resources expended Realised and unrealised gains Transfers Balance at 31.10.19 £'000 £'000 £'000 £'000 £'000 £'000 508 241 (370) - (45) 334 - 399 (453) - 89 35 415 - - - - 415 141 45 - - - 186 501 197 (182) 12 - 528 89 250 (219) - (89) 31
	1,654 1,132 (1,224) 12 (45) 1,529

The emergency relief fund represents funds received for relief and disaster response around the world primarily where the charity is involved.

The restricted fixed assets reserve represents the value of properties which have been left to the charity with restricted use. Restricted property funds are held following the sale of property left to the charity with restricted use. Transfers to or from the funds reflect property transactions and depreciation.

The India fund represents the net value of assets owned in India by BMS India.

BMS World Mission

Page 46 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

Unrestricted funds Pension reserve Designated Fixed assets reserve Mission Innovation fund Major repairs fund Other designated funds General funds Free reserves Unrestricted funds Pension reserve Designated Fixed assets reserve Mission Innovation fund Major repairs fund Other designated funds General funds Free reserves	Balance at 1.11.19 Incoming resources Resources expended Realised and unrealised losses Transfers Balance at 31.12.20 £'000 £'000 £'000 £'000 £'000 £'000 - - (167) (1,196) - (1,363) 5,889 - - - (310) 5,579 100 7 (54) - 47 100 105 - - - - 105 26 1 (20) - 8 15
	6,120 8 (74) - (255) 5,799
	5,658 6,948 (6,465) 344 364 6,849
	11,778 6,956 (6,706) (852) 109 11,285
	Balance at 1.11.18 Incoming resources Resources expended Realised and unrealised gains Transfers Balance at 31.10.19 £'000 £'000 £'000 £'000 £'000 £'000 (1,703) - (237) 1,083 857 - 5,965 - - - (76) 5,889 100 - (52) - 52 100 105 - - - - 105 34 - (21) - 13 26
	6,204 - (73) - (11) 6,120
	5,160 6,973 (6,009) 335 (801) 5,658
	9,661 6,973 (6,319) 1,418 45 11,778

BMS World Mission

Page 47 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

The fixed assets reserve represents the amount set aside equivalent to the net book value of property and equipment used by the charity and purchased from unrestricted funds. The transfer from the fixed assets reserve is to the general fund to bring the reserve into line with the value of the fixed assets at the year end.

The Mission Innovation fund is used for innovative mission projects and will be used over the next two years. The major repairs fund is to meet the costs of large repair projects and it is anticipated that this will be used in the next two years.

10 Employees and Trustee Directors

The costs of mission personnel and other employees of the charity during the year were as follows:

Allowances and salaries Pension contributions National Insurance contributions Relocation payments Average number of employees Mission personnel Other employees	2020 Pro-forma 2019 £'000 £'000 3,257 2,680 418 359 189 145 5 8
	3,869 3,192
	78 86 58 55
	136 141

Included in the above employee costs are redundancy costs of £8,047 (2018/19 £Nil). Redundancy costs are provided for when they are estimable and settlement is probable within 12 months. At the balance sheet date there were redundancy costs of £1,455 (2018/19 £Nil) awaiting payment.

Employees and trustees

The number of employees whose emoluments, excluding employer’s pension contributions, amounted to over £60,000 for the fourteen months was as follows:

£60,000 for the fourteen months was as	follows:
	2020	2019
	Number	Number
£70,001-£80,000	1
£60,001 - £70,000	2	1

The total amount of employee benefits, including employer’s pension contributions, received by key management personnel for their services during the year was £271,296 (2018/19: £399,306).

BMS World Mission

Page 48 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

Trustees

No emoluments were paid to the Trustee Directors, with the exception of the General Director, Dr Kang-San Tan, who was employed by the charity and was remunerated on the same basis as other employees but received no remuneration for his duties as a Trustee Director. The constitution makes particular provision for the General Director to be an employee of the charity and the Charity Commission has given formal assent to this. Dr Tan’s emoluments as General Director were £74,138 for the fourteen months. For comparative purposes, the amount for the twelve months to 31/10/2020 was £ 62,822 (2018/19 £64,416 ). Dr Tan was also reimbursed for all necessary expenses incurred in carrying out his duties as an employee of the charity, a total of £1,500 (2018/19 – £7,723). Dr Tan is a member of the charity’s pension scheme and contributions totalling £7,899 (2018/9 – £6,422) were paid by the charity during the year.

During the year a total of £1,571(2018/19: £5,434) was reimbursed to 12 Trustee Directors (2019: 12) in respect of committee expenses. During the year there was one Trustee Director who had been a previous employeeof the charity and has rights within the BMS Pension Scheme as deferred pensioners.

11a Group Tangible Assets

Cost 01 November 2019 Transfer Additions Currency re- translation Disposals 31 December 2020 Depreciation 01 November 2019 Charge for year Disposals 31 December 2020 Net book value 31 December 2020 31 October 2019	Land and buildings Furniture and equipment Motor vehicles Total £'000 £'000 £'000 £'000 8,519 867 91 9,477 (7) 7 - - - 81 12 93 (29) 4 (2) (27) (50) (3) - (53)
	8,433 956 101 9,490
	2,284 523 76 2,883 223 127 14 364 (15) (3) - (18)
	2,492 647 90 3,229
	5,941 309 11 6,261 6,235 344 15 6,594

BMS World Mission

Page 49 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

11b Charity Tangible Assets

Cost 01 November 2019 Transfer Additions Disposals 31 December 2020 Depreciation 01 November 2019 Charge for year Disposals 31 December 2020 Net book value 31 December 2020 31 October 2019	Land and buildings Furniture and equipment Motor vehicles Total £'000 £'000 £'000 £'000 8,213 793 68 9,074 (7) 7 - - - 78 12 90 (50) (3) - (53)
	8,156 875 80 9,111
	2,248 495 68 2,811 216 121 12 349 (15) (3) - (18)
	2,449 613 80 3,142
	5,707 262 - 5,969 5,965 298 - 6,263

Furniture and Equipment contains computers, furniture and equipment, motor vehicles used overseas, solar panels and property improvements.

12 Investments held by group (Charity Only)
Analysis of movements in the year Market value at 1 November Add acquisitions at cost Less proceeds of disposal Net gains for the year Market value at 31 December Analysis of investments held at 31 December Pooled Fund Non-UK listed investments Indirect investments	2020 Pro-forma 2019 £'000 £'000 6,056 5,525 - - - - 569 531 6,625 6,056 6,625 6,056 6,183 5,648 442 408 442 408

The investment portfolio is held in the COIF Charities Ethical Investment Fund, managed by CCLA.

BMS World Mission

Page 50 of 54

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

13 Debtors
Trade debtors Other debtors Prepayments Accrued income	Pro-forma Pro-forma 2020 2019 2020 2019 £'000 £'000 £'000 £'000 33 117 33 117 539 465 498 435 108 125 108 125 1,427 1,686 1,427 1,686 2,107 2,393 2,066 2,363 Charity Group

During the financial year the charity entered into a number of forward contracts for the purchase of Euros and US dollars in order to manage its exchange rate exposure. These contracts are measured at fair value at each reporting date .Other debtors includes foreign currency forward exchange contracts valued at at fair value of £329k (2019 £237k).

14 Creditors: amounts falling due within one year

Loans PAYE and Social Security Trade creditors Other creditors Accruals Grants payable Deferred income	Pro-forma Pro-forma 2020 2019 2020 2019 £'000 £'000 £'000 £'000 2 2 2 2 18 38 18 38 256 197 256 197 388 342 354 292 57 167 57 167 12 7 12 7 - 31 - 31 Charity Group
	733 784 699 734

During the financial year the charity entered into a number of forward contracts for the purchase of Euros and US dollars in order to manage its exchange rate exposure. These contracts are measured at fair value at each reporting date .Other creditors includes foreign currency forward exchange contracts valued at at fair value of £329k (2019 £237k).

14a Deferred income

Opening balance Income Expenditure Closing balance	Pro-forma Pro-forma 2020 2019 2020 2019 £'000 £'000 £'000 £'000 31 159 31 159 51 45 51 45 (82) (173) (82) (173) Group Charity
	- 31 - 31

BMS World Mission

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

15 a Defined benefit arrangements

The Scheme is a registered scheme under UK legislation and is subject to the scheme funding requirements. The Scheme was established from 7 April 1962 under trust and is governed by the Scheme's trust deed and rules. The Pension Trustee is responsible for the operation and governance of the Scheme, including making decisions regarding the Scheme's funding and investment strategy in conjunction with the Charity. The defined benefit section of the Scheme was closed to future accrual on 31 October 2010.

The Scheme exposes the Company to actuarial risks such as; market (investment) risk, interest rate risk, inflation risk currency risk and longevity risk. The Scheme does not expose the Company to any unusual Scheme-specific or Company-specific risks.

The most recent formal actuarial valuation of the scheme was as at 31 December 2018. The liabilities at the reporting date have been calculated by updating the results of the formal actuarial valuation of the Scheme for the assumptions as detailed in the disclosures. Allowance has been made for expected mortality over the period, actual inflation experience as well as actual movement in financial conditions since the valuation.

The results of the actuarial valuation as at 31 December 2018 included an agreed recovery plan under which BMS pays deficit contributions of £579,000 by September 2022 and £359,000 by September 2025. BMS will continue to pay £150,000 a year towards the expected cost of the expenses of running the Scheme.The liabilities of the Scheme are based on the current value of expected benefit payment cashflows to members approximately over the next 60 years. The average duration of the liabilities is approximately 18 years.

The Trustees’ investment strategy includes investing in liability driven investment, the value of which will increase with decreases in interest rates and will move with inflation expectations. The Scheme has a long-term investment plan to de-risk its investments as the funding position improves.

Assumptions	2020	Pro-forma 2019
Discount rate	1.25%	1.90%
Inflation assumption (RPI)	2.90%	3.10%
Inflation assumption (CPI)	2.20%	2.10%
Rate of increase in salaries	2.20%	2.10%
Pension increases:
Pre 6 April 2006 benefits (RPI max 5%)	2.85%	3.05%
Pre 6 April 2006 benefits (CPI max 5%)	2.20%	2.10%
Pre 6 April 2006 benefits (greater of RPI/CPI max	2.85%	3.10%
Pre 6 April 2006 benefits (greater of RPI/CPI max	2.10%	2.20%

BMS World Mission

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

Assumed life expectancies on retirement at age 65 are: The assets in the scheme were: Bonds Cash and Net current assets The actual return on assets over the period was: Present value of funded obligations Net liability in balance sheet Property and infrastructure Liability driven investment Males retiring immediately Females retiring immediately Males retiring in 20 years time Females retiring in 20 years time (Deficit)/Surplus in funded scheme Fair value of scheme assets Irrecoverable surplus Fair value of scheme assets	2020 Pro-forma 2019 22.9 23.0 24.3 24.4 23.9 24.3 25.2 25.7 2020 Pro-forma 2019 £'000 £'000 3,794 11,511 - 1,631 10,752 8,455 23,263 15,454
	37,809 37,051
	£'000 £'000 (39,172) (36,535) 37,809 37,051
	(1,363) 516 - (516)
	(1,363) -

Reconciliation of opening and closing balances of the present value of the defined benefit obligation

	2020	Pro-forma 2019
	£'000	£'000
Benefit obligation at beginning of year	36,535	34,247
Interest cost	798	945
Actuarial losses	3,012	2,350
Benefits paid	(1,173)	(1,007)
Benefit obligation at end of year	39,172	36,535
Reconciliation of opening and closing balances of the fair value of scheme assets
	2020	Pro-forma 2019
	£'000	£'000
Fair value of scheme assets at beginning of year	37,051	32,544
Interest income on scheme assets	808	906
Return on assets, excluding interest income	1,300	3,949
Contributions by employers	175	857
Benefits paid	(1,173)	(1,007)
Scheme administration cost	(352)	(198)
Fair value of scheme assets at end of year	37,809	37,051

BMS World Mission

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER, 2020

The amounts recognised in the statement of financial activities:

The amounts recognised in the statement of financial activities:
	2020	Pro-forma 2019
	£'000	£'000
Service cost - administrative cost	352	198
Net interest on the net defined benefit liability	1	39
Total expense	353	237
Re-measurements of the net defined benefit liability (asset) to be shown in SOFA:
	2020	Pro-forma 2019
	£'000	£'000
Actuarial losses on the liabilities	3,012	2,350
Return on assets, excluding interest income	(1,300)	(3,949)
Change in amount of surplus not recoverable, excluding interest charge	(527)	516
Total re-measurement of the net defined benefit liability/(asset)
shown in the Statement of Financial Activities as 'Actuarial	1,185	(1,083)
gains on defined pension scheme'

Estimation of next year’s income statement

The amounts recognised in the income statement are:

Total expense Scheme expenses	2020 Pro-forma 2019 £'000 £'000 320 198
	320 198

16 Analysis of net assets between funds

Tangible fixed assets Investments Current assets Current liabilities Pension Fund	Unrestricted Funds Designated Funds Restricted Funds Endowment Funds Total 2020 Pro-forma 2019 £'000 £'000 £'000 £'000 £'000 £'000 - 5,612 649 - 6,261 6,594 4,073 - 205 2,347 6,625 6,056 3,475 187 522 - 4,184 3,589 (699) - (34) - (733) (784) (1,363) - - - (1,363) -
	5,486 5,799 1,342 2,347 14,974 15,455

BMS World Mission

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BMS World Mission PO Box 49 129 Broadway Didcot Oxfordshire OX11 8XA

www.bmsworldmission.org

The Baptist Missionary Society: registered in England and Wales as a charity (number 1174364) and a company limited by guarantee (number 10849689)