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2025-12-31-accounts

BRITISH BALLET ORGANIZATION LIMITED Limited by Guarantee Trustees Report and Financial Statements for the year ended 31 December2025 Registered Charity Number 277177 Registered Company Number 01402656 IVAfA• bluesFiire bbodance The British Ballet Organization

Contents Welcome from the Chair of the Board............................ Message from the Chief Executive OffiGer........... Officials, Trustees andmanagement........ Founders. Founder President...................................... President...... Vice Pie8idents Patron5... Trustee5... Senior M8nagement............................ Reportof the frustees................... Structure............... Prlncipal Activities Mission Objective and Publlc Benef it. Strategic objectives and Future Outlook... Strategically Grow Membershlp . Embrace International Opportunlties . Raise our profile in thè dance sector......... Celebrate our Centenary. .10 .10 .10 .11 .12 How will we measure success? .13 Future outlooli. .13 Corporate Governance.......... President and Vico Presldents .14 .14 Board of Trustees....................... .14 Meetings Recrultment . .14 .14 Induction and training Related partiès . Independence.......................... Indemnitles and insurance .14 .15 Outsourcing Policy. .15 Managementandcommittees................................ Senior Management Committee..,................................................ .16 .16 Quallty Assurance Committee . Quallflcations and Awards Approval Board BBO Dance Supplies Ltd. .16 .16 .17 Fundraising............................. .17 Volunt6èrs........................ .17

Principal rislcs and uncertainties............................. Governance, ris1<, and control.... .77 .17 Operational Risk Management........ Exposure io Rlsk........... People................... Competltor Activity and the wlder market...... External breachès of IT Infrastructure............................. .17 .18 .18 .18 .18 Economic Climate................ .19 Statutory and Regulatory Compliancè. Financial Review................. .19 .21 Overview..... . . .21 Reserves Policy.. .21 Investment Policy . Remuneration Policy......... .21 .21 Going Conc8rn................... Statementof Trustees'Responsibilities................ Statémènt of disclosure to our auditors...... .21 .22 .22 Audltor. .22 Administrative Information.................. Registered Charity and Company Name Regulators. Auditors and aecountants..................... IndependentAuditor'sReport...... ConsoliTdated Statement of Fin8ncialActivities....................... Group andCharityBalance Sheet.... Group and Charitystatementof Cashflows....................... Accountingpolicies.................... Notes to theFinan¢ialStatements....................... .23 -23 .23 .23 .24 .27 .28 .29 .30 ..33

Welcome from the Chair ofthe Board l am pleased to present the Annual Report and Financial Statemen18 for the British Ballet Organization Limited Itrading 8s bbocsancel lor the year to December 31, 2025. 2025 represented a significant milestone foi the organisation as it celebiated its 95 year. The financi81 results are a stronÉ indication that bbodance remains fobust despite ch811enging trading ¢onditions. There continues to be positive momentum in all bbodance activsties. Exams are holding strong against a cultural change in attitudes to formal assessment in so manysubjects. This is 8 wonderfultestament to the strength of the syllab5 that bbod8nce offers and shows us that the dedication of our ie8chers is paying dividends in continuingto provide high qualitytraining and a platform for regulated assessment in dance. During the financialyear the organisation also m8rked the end ol its first decade based in Battgrsea Reach, Wandsworth.- facilities which were designed and opened back in 2015. bbodaneè now has a solid looring in the Wandsworth community, offering local residents, artists and ils own members a range of seNicets and events. Being Highly Commended at the Wandsworth Chamber ol Commerce Business Awards, for Best Creative Sector Bu8iness, was a wonderlul indi¢ation of the impact being made by staff, tenants and hirers of the building. The stall team at bbodanc8 Headquarters continues to support members with high Quality fea¢hing Qualifications and Continued Professional Development lor everyone from teachingassistants to the most seasDn8d of dance teaching professionals. We look foiward 10 the first cohorts of teachers tekingthe newly launched bbodon¢o Licenti9te qualifications. I have been delighted by the overwhelming interest we havg had in our re¢ruitm8nt Campaign lor the Board ol Trustees. We are in the process of making appointments which, once complete, will ensure bbodance has a strengthened Boaid lo move fonNard with the strategy that lies 8head. My thanks must extend to exlstingTiustees, all ol whom have offered outstanding support over the last few ye8rs, not leasl in 2025. Our strategy planning is being drlven by our Chief Executive Officer, Fiona Knowei. There will be a focus on inclusion and accessibility as well as consolidating the core activlties of bbodance., looking after our members and focusing on our international communiiy of members. as well as those in the UK. We are committed to ensuring that bbodance continues io be seen as one of the highest quality dance education institutions and remains tiue to its mission to inspire excellence and promote the education. training and enjoyment of dance. Nlc Esprnosa Chairman

Message from the Chief Executive Officer 2025 was 2 personal milestone for me, marking the completion of 1 S years ol service with bbodance. It Is incredible to look back to where we have come from since l joined the organisation and it is exciting to look ahead as we approach ciur centenary. When I started working for bbodance I was immediately struck by the passion and loyalty that was embedded within the membership. I quickly tuned into the care and dedication that exist5 in every corner ol what our people do. Fiom the wonderful members and examiners to the team at headquarters that l am 80 very lucky to be a part ol today, there are so many people for whom bbodance means $0 much. The way 18ppr08ch every new idea and challenge is ro consider how B solution may best setve our membership. Dance t88¢hing is not just a vocation- it is a passion and I feel very privileggd to play a part in the journey of so many through leading bbodance. We continue to work hard to support our teaching members so that they have the best possible chance ol succeeding in their businesses and this has been bolstered enormovsly this p8st y8ar with the addition of our Head of Mernbership, Ellen Courtney. Ellen's 8ppointment has strengthened an alreadygreat team and the impact of her work is being felt alre8dy. Having enjoyed a profèssion81 d8n¢e career and having run her own dance school, Ellen is perfectly placed to support our t8a¢hers brilliantly. Our 95 yeer has been one of the busiest yet and l am continually proud ol what we manage to achieve. I am constantly impressed by the infectious enthusiasm of our members and the fantastic support that bbodance ieeeives from outstandingfaculty and a group of proactive trustees., l am indebted to them all. The other aspect of what bbodance does, runninga thriving. multi-purpose bullding in Batterse8 Reach, w8S highlight in 2025. We have attracted some excellent tenants and hirers who enrich the bulldlng and the local Community. Our Headquarters are now a thriving centre of well-being. offering Pilates, physiotherapy, yoga and massage therapy alongside dance, martial arts and other recreational performing arts activities. We have continued to suppon Tavaziva Dance., a touring dan¢e eompany with administrative headquarters in our buildsng. We have partnered to offerdan¢e professionals company classes and opportunities to learn from the company's Artistic Director, Bawren Tavaziva. Thi5 year we ollered a series ol classes for young 8ncers which were Completely free to attend and were ¢njoyed immensely by allwho attended. Other bbodance student events at Headquariers continue to include carefully Curated intensive tralning weeks and m8Sterclasses, vocational exams and our London Scholars Scheme. It is a joy to see so many young people and creatives benefitting from the facilities and activities on offer. We were honoured to be shortlisted in second place for the Wandsworth Business Awards under the Creative Sector category and have been shortlisted again in 2026. Internationally, our core offering continues to flourish in both Austr81i8 and New Zealand where our Branch Administrators continue to support our members in these territories. With digital platforms becoming more accessible to 811, we areworking hard across the group to bringtogether members from all regions to ensure that everyone can benefit from allthai bbodance hasto offer. There remain 8 number ol wayswe can extend this provision and it is our intention to continue expandingour relatlOll8hips internalionally in comingyears. l am energised and confident that we can continue to elevate the profile ol bbodance within the dance community and I look forward to what Ihe year ahead will bring. Fiona Knower Chlef Executive Officer

Officials, Trustees and Management Foijn ders Edouard Espinos8 Eve Kelland Foiindp,r Prp8idpnt Dame Ninette de Valois OM CH DBE Pi p..%iclpi?t Brenda Last OBE Vice Presiiloii ts Sir D8vid Bintley CBE Cynthia Harvey Lauren Cuthbertson (Resigned 18 February 20251 Patrons Agnes Oaks CBE Bonnie Langford Brandon L8wrence Craig Revel-Horwood Doreen Wells M8rchioness of Londonderry Gillian Revie Joseph Powell-main Mark Baldwin OBE Mariinjames Robert Parker Tandy Muir-warden Thomas Edur CBE Wayne Sleep OBE Wendy Ellis Somes Triistees Nicholas Espinosa Chris Cavanagh Lavaniya Das 18net Lamb8rt Anne Stayt Richard Thom AnneWalk6r MBE Ichairmanl IAppolnted 16 lune 20261 IAppointed 10 March 20261 (Resigned 26 February 20251 Seiiioi Mc?Ilc7geii?ei)t Chief Executive Officer Artistic Director Head of Finance Head of Memb6rship Head of Teaching Qu8lific8tions Regulatory and Quality Assurance Advisor Senior Branch Administrator IAustralasi81 Fiona Knower Anit8YounE MBE Suresh Perera Ellen Courtney Shelly S8int-Smith Libby Costello Elizabeth Derby (Appointed 2 lune 20251

r•(bv Photo by Creative Studios

Report ofthe Trustees The Board of Trustees, who are al80 directors under company law, are pleased to present the annual report and the consolidated financial statements of the charity, its branches and its subsidiary for the year ending 31 December 2025. The annu81 report and financial statements comply with Charities Act 2011, the Companies Act 2006, the Articles of Association and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charit18s preparing their accounts in accordance with Financial Reporting Standard applic8ble in the UK and Ireland IFRS 1021 (effective I january 20191. Although the subsidiary is exempt from audit by virtue of Section 477 of Companies Act 2006, the tinancial statements are also prepared to meet the requirements for a directors, report and accounts for Companles Aci purposes. StrLlC,ture The British Ballet Org8niz8tion was founded in 1930. registered as a Charity in England and Wales on 26 February 1978 No 277177 and established as a private company limited by guaiantee without share capital on 29 November 1978 No 1402656. Revised Articles of Memorandum and Objects were adopted on 31 August 2005 and subsequently replaced with revised Articles of Association on 6 july 2012, bringing the Articles of Association into compliance with the Companies Act 2006. E8ch member has undertaken to contribute to the 8ssets of the charity in the event of being wound up while shtslhe is a member, or within one yeer of ce8sing to be a member, for payment of debts and liabilities of the charity contracted before ceasing to be a member, and of the costs, charges and expenses of winding up, and for the 8dlustment of the rights of the contributors amongst themselves. such amount as may be required not exceeding £1 each. The Charity consists of the UK charity and the two branches overseas and the Group includes the Charity and a subsidiary company. The Charity trades as bbodance. In Australia bbodance is registered as a not-for-profit branch of a foreign entity with ARBN No 076365403 on 13 November 1996 and as an Unincorporated Entity with the Australian Business Register IABRI on 18 November 1999 with A8N No 78 207 575 900. In New Zeatand bbodance is register8d as a not-for-profit branch of a foreign entity and a local Charity in NZ on 14 August 2000 No CC36353 and has an IRD No 68 994 306 and New Ze818nd Business Number INZBNI 9429052765780. BBO Dance Supplies Ltd was established in England as a priv8le company with shares on 14 january 2000 No 03907230. and is 100% owned by British Ballet Organization Ltd. Its primary purpose is to provide an additional legal identity to maiket sales of dancewear, syllabi, merchandise and other learning material. The company covenants its profits to the Charity. bbodance is an awarding organisation offering qualifications recognised in England and Wales and is required through the Board of Trustees to issue an annual Statement of Compli8nce to the Office of Qualifications and Examinations Regulation lofquall, and Qualifi¢8tion Wales. The organisation continues to be supported by an external adviserwho 8Cts as Responsible Off icer IROI. Reports are presented in advance of allTrusl8e meetings. Statements ot Compliance for 2025 IEng18nd and Wales) have been submitted in a tlmely fashion. bbodance branches follow regulated spe¢ilications and processes in the awarding of recognised qualifications to students in those countries where they operate and manage. bbodancts is required to report any Safeguarding lincluding Prevent) incidents to the Charity Commission, as well as Ofqual, and Qualifications Wales where there is an event which could hlve an adverse effect, leading to loss of stand8rds, integrity, or public confidence in qualific8tions. bbodance follows the Charity Grievance code.

Principal Activities The activities driven bythe organisation promote the education,training and enjoyment of dance, and are offered to a broad renge of people. with mixed abilities, throughout the United Kingdom and internationally. These services oan be accessed through www.bbo.dance bbodance provides dance training, dance teacher education and dance assessment services to stud6nts and teachers. These are provided in its role as.. A t6aching qualification organisation - recognised by Ofqual and Qualification Wales to deliver regulated te8ching quglifications to aspiring dance teachers A dance awarding organisation- recognised by Ofqu818nd Qu81ification Wales to deliver regulated examination qualifications in Classical Ballet, Musical Theatre, Contemporary, Tap* jazz, AcroD8ncer and Modern Dance A membership organisation offering registered dance t6achers the opportunity to undertakè continuing professional education, students of dance to enjoy dance in all its forms, and a support body to thos8 n6eding help and 8SSlStance Mission To inspire excellence and promote the education, training, and enjoyment ol dance. Objective and Public Benefit The charity's objects are specifically restricted to adv8nce the education of the public in the art of ballet and associated dance forms. The Trustees consider that the organisation's activities meet its charitable objectives. The fees for student activities are set to be as 8ffordable as possible and we arè p8rticul8rly proud of our thriving Teacher training programme and our S¢hol8rs scheme for its acc8$sibility in the market. As g charity registered In England and W81es, the charitable company also acts in accordance with the Charity Commission for England and Wales guidance Dn public benefit including the guidance 'Public Benefit.. running 8 Ch8rity IPB21' and ihe Charities Act 2011. . f'.Tr Photo by Creatlve Studlos

Strategic objectives and Future Outlook Our principel objective remains to grow our Tnembership. which will, in turn, enhance our core activities. Additionally) we aim to fDCUS on our membership and activities outside of the UK, predominantly focussing on our two branches in Australia and New Zealand. We aim to enhance the quality of dance provision and bring dance to the wider community, offering accessible pathways to dance for all. The Trustees. throughout their planning and revi8w processes, are awar8 of their responsibilities to 8n8ure that there is a clear public benefit derived from the activities of the organisation. The reporting year has been fruitful in terms of st8bilisation and ensuring efficiencies in all that we do. A new 5 year Strategic Plan has been approved by th6 Board and encompasses the following key areas which will help us to continue providing high quality support to dance t8ach8r8 at every 8tag8 of their dance career. Strategically Grow Membership This is keyto the contlnued success of bbodance. It is through dance teachers that we attract the students who benefit from bhodance training, examination candidates and future dance teachers. It is expected thet growth in membership will have a positive impact on examinations. CPD. teaching qualifications. student events and the Scholars Scheme. A larger membership means a greater presence and stronger influence in the dgnce sector. We will: do more to nurture our teaching qualification awardees to encourage them to become a teaching member with the organisation. including helping them to understand the business acumen they need to complement their artistic and teaching skills. welcome qualified danc8 teachers lookingto joln th8 Inclusive m8mbershlp of an outstanding awarding organisation. aim to be sector leadars in inclusive practice,. championing inclusion alongside safety in all that we do $0 that bbod8nce is recognised as an organisation that anyone can be a part of. work to maximise appropriate opportunities to use automation. Al and digital products to make bbodanc6 as eff icient as possible,. thus keeping the organisation appe81ing to current and prospective members. Embrace International Opportunities We have two international branches in Australia and New Zealand. These branches are well established and have a committed membership base which is looked after locally by our team in Sydney. There is a huge opportunity to expand in this market, which we have not proactlvely done over the past f8w years. We knowthat we need to.. put in place plans of how we engage with communities and regions with little or no bbodance presenca both in territories we already work in and those farther afield. focus on supporting the branches to contribute positively to membership growth, in lints with the UK membership. 10

endeavour to offer more CPD and training opportunities that are accessible in realtime across different locations io engage and inspire more teachers in person. work with partners to embed bbod8nce in existing schools where there is no formal syllabi 8t present. partner with appropriate local organisatlons io rai88 the profile ol bbod8nce in Australia, New Zealand and a number of other areas where we already have pockets ot teachinE members. Raise our profile in the dance sector bbodance will work hard to retain its position as one of the leading dance awarding organisations and membership societies globally. Reaching a 'wider dance community, also refers to a diversified pool of dance teachers and students who may not realise that they can access our membership and qualifications due to accessibility requirements. We want everyone to understand the opportunities available to them through bbodance and to make bbodance products as accessible as possible. In order to ensure our Continued presenc& amongst the most respected of dance organisations and to elevate this status further. we will.. Work with respected partners and align with fg¢ulty. P8trons and alumni who are highly regarded within the dance industry. tocus on creating a panel of highly respected and successful dance professionals who champion the organisation and be more structured and proactive in the waythat we engage with our Patrons. work with partners and expand our EDI work to highlight opportunitiey for those who may not see themselves as typical dance t68ch8rs and students.. removing barriers where possible. seek appropriate dance sector partners to Blign our leaching qu81ification courses with. in order to increase awaren8ss of what we can offer and to make bbodance a well-known provider of high quality. 8ccessible qualifications. implement an alumni strategy to engage with past Scholars and teaching qualificatlon students. create a business plan for the group's trading subsidiary, BBO Dance Supplies, to ensure that we maximise opportunities relating tD merchandise and appropriat6 educational supplies. create awards and competition opportunities to highlight the great work of our members and students! 11

Celebrate our Centenary. This is where we will really harness our herit8ge. We want to use this wonderful milestone to really help elevate the organisation and people's awareness of 811 that bbodance can offer. We will run events and campaigns relating to the history of the org8ni8ation. We will celebrate our long-standing members and inspire our newest members to become a part ot our rich heritage. We believe there are fundraising opportunities attached to the centenary celebrations which present a 'once in a generation, chance foi the betterment of the organisation and its members. We want to ensure the Genten8ry celebratlons are effectlve in promotlng our mlssion and celgbrating our horltage. We want to include our membership in these celebrations wherever possible. bbodance reatlv dlo$ 12

How will we measure success? We will me85ur8 the success of our strategy on a regular basis through key performance indicators IKPl81 in these areas and we vvill review and adapt the strategy as appropriate to meet the challenges and opportunities that arise over the course of the five years. Growth in membership numbers globally Growth in Teaching Qualification graduate numljers Growth in Examination entries Student engagement at 8V8nts and via the bbodance Scholars Scheme Member feedback Partner engagetnent Activity in new regions Reputation and standing in the industry Future outLook The outlook for bbodance is certainly bright. There is a continued commitmentfrDm the Board to ensure that th6 organisation delivers high quality, inclusive products to the dance community which will support the strategylo grow membership. We continue to review and ctevelop syllabi to ensure they are relevant and support the high881 ou81ity of dance teaching. We ara working hard to engage parties who can add value to the teaching member's experience through informalive CPD sessions and general business support. We remain committed to deliver our mission to inspire excellence and to promote the education, training and enjoyment of dance, to people from all walks of life, in communities across thg world. Photo by Creative Studlo$ 13

Corporate Governance President and Vice Presideiits Brenda Last OBE continues to serve as President of bbodance alongside Vice Presidents Sir Davld Blntley CBE and Lauren Cuthbertson. Board of Trustees The aff airs and property of the charity are managed by a Board of Trustees which may exercise 811 such powers of the Trust as not required by its Articles of Association to be exercised in general meeting. At the end Df 2025 there were 4 appointed Trustees. Janet Lambert r8siEned in February 2025. Lavaniya Das and Chris Cavanagh have since been appointed in 2C>26. Nicholas Espinosa Chris C8vanagh Lavaniya Das janet Lambert Anne Stayt Richard Thom Annewalker MBE ICh8irmanl IAppointed 16June 20261 IAppointed 10 March 20261 (Resigned 26 February 20251 Meetings There were four Board meetings in the reporting y6ar 8nd one pre-audit meeting with a Trustee. Recruitment The identificalion and recruitment of Trustees was made a priority in 2025. Traditionallythe org8nisation's policy has been lo source new Trustees by personal referral from contacts made through the operation ot the organisation. In 2025 an external recruitment campaign was devised to seek Trustees with specific skills from a wider audienc8. The marketing of this campaign was carried out via bbodance soci81 mediB. as well as through the Responsible Influenc8 In Arts and Culture IRIACI network (t]ttpi￿rg/I. Through both of these cBmpaigns, bbodance h8s been incredibly fortunate to have had a number ol individuals come lorward who are keen to support its work. At the time of writing there has been one appointment and it is expected thai there will be a number more in coming months. Suitable prospective Trustees 8r¢ co-opted to attend the next Trustee meeting as an observer and subsequently appointed at the following meeting. Thus far three Trustees have been appointed and there is an on-going process which may result in the appointment of one further Trustee in 2026. InclLlCtion and training New Trustees are provided with an inductlon pack which conslsts of the Memorandum and Articles of Association, the current strategic planning documents. past Financi81 Statements and copies of previous tneetines and Audit ieports. New and ongoingTruste8s are offered relevant training. if required, from professional advisers and maintain their competence by reading material produced by the Charity Commission and other publications as appropriate. 14

ReLated parties Trustees must disclose any contractual relationship with a related party. The daughter ofthe Executive Chairman, Stephanie Espinosa-martin. is a Trustee ol the Espinosa Memorial Fund IEMFI which provides gr8nis to bbodance. A grant of £8,000 was made in 202512024 £7,000). Det8ils of thes8 grants are included in not8 2 and 12 to the accounts. The CEO of bbod8nce, Fiona Knower, sits as Trustee on the Board of the Espinosa Memorial Fund IEMFI. The EMF appreciates the more detailed contribution th8t the CEO can bring to th8ir own discussions. No Trustees received remuneration or other benefit from their work with the charity. The Executive Chairman works up to 1 day a week in the office or from home on an unremuner8ted b88iS. Independence At each meeting during the year the Trustees record their adherence io the organisation's Conflict of Interest Policy. Indemnities and insurance bbodance takes out indemnity insurance to indemnify it against loss arising from the neglect or default ol its trustees. employees or agents and to indemnify the trustees and other officeTS against the consequence or any neglect or default on their part. Outsourcing Policy The ongoing arrangements for the organisation's IT and HR support, a8 well as external advice for Safeguarding and Healih and Safety issues, continue along with several contracts for the maintenance of the premises at Batterses Reach Headquarters in London. L< 15

Management and committees The Chair is responsible for the leadership and management of the Board. The Chief Executive Off icer is responsible for the leadershlp and day-to-day management of the Group to ensure the delivery of the strategy agreed by the board. The CEO is supported by members of the board. The Board does not operate any sub-committees but there are a number of committees which assist Managament. Senior ManaEement Committee Th8 CEO and Trustees are further advised by the Senior Management Committee ISMCI which meets four times annually. Memborship of the Senitsr Management Committee consists of.. Executive Chair Chief Executive Officer Artistic Director Head of Finance Head of Membership Head of Teaching Qualifications Qu81ificalions Manager Regulatory 8nd Quality Assurance Advisor Quality Assurance Coimmittee The Committee ensures that bbodance fulfils the regulatory requirements of Ofqual and Qualifications Wales, as specified in iheir respective Conditions ol Recognition. Membership of the Quality Assuran¢8 Committee is as lollows: Executive Chair (Chairl Chief Executive Officer Artistic Director Head of Teaching Qualitications Qualifications Nanager Regulatory and Qu81ity Assur8nce Advisor Qualifications and Awards Approval Board The Committee approv6S the introduction of all new syllabi for Performing Arts Graded Examinations. regulated qualific8tions and non-regutatgd awards and, where necessary, recommends withdrawal of a qualification. Membership of the Quallflcations and Awards Approval Board Is as follows: Executive Chair IChai¥l Artistic Director Chief Executive Officer Head of Teaching Qualifications Qualifications Manager Regulatory 8nd Quality Assurance Advisor Marketing and Business Development Coordinator Specialist Advisors wher6 appropriate 16

BBO Dance Supplies Ltd The business of the company is included In the meetings of the Board of Trustees of bbod8nce as and when necessary. An annual general meeting is not required to be held in accordance with Part 13 Isec281 sec3611 of th8 Companies Act 2006. Fundraising The charity does not carry oui significant fundraising activities. Accordingly, the charity does not use any professional fundraisers, nor is it subscribed to anyfundraising codes 01 standards. VolLinteers In 2025 there continuod to be a valuable contribution from a number of volunteers, malnly comprising Regional Representatives forthe membership and House Mothers for our r8sid6ntial Dance Days event. Over 36 days have been volunteered in the reporting period, including.. 12 House Mothers at Dance Days 8 Regional Reps helping to coordin8te regional meetings and CPD Principal risks and uncertainties Governance, risk, and control The Trustees require the Chief Executive to maintain a risk register for the organisation. The risk assessment is reviewed annually. and $8par8te specific risk assessments are conducted for issues such as IT; events.. Health and Safety. There is a Risk Assessment carried out for every event run by the organisation. At an operational level the risk process is reviewed regularly to ensure there are no de18ys in reporting to the Board if an issue arises. The operational review is led by SMC with input from tha entire team. Operation81 Risk Management The Chief Executive, alongside various members of the Senior Management Committee 2re responsible for activating and managing the Business Continuity Plan in the event of any incidents that have potential to critically damage ihe org8nisation. The Board would be updated throughout any such incident and would offer strategic guidance where appropriate. There are 8 number of systems and processes in place to mitigate risk, including but not limited to: Regulation by Oqu81. Qualification Wales and the Charities Commission Annual external aLJdit Retention ol expert advice in relation to HR, Health and Safety, Tax and Safeguarding Strategic planning and an annugl budEet cycle Comprehensive insurance cover Business Continuity Planning Regu12r cyber security tr8ining for staff Internal controls including delegated authority and robust finance processes A Staff Handbook detailing policies 8nd procedures 17

Exposure to Risk Senior Management regularly reviews risk to the organisation and maintains a Risk Register accordingly. This is reviewed in full annually by the B08rd with any important updates and issues being esc81ated to the Board 8S required between annual reviews. Particular risks that are currently identified include lin no particular orderl are.. Pe.ople bbodance relies on a wide network of people to deliver its work, including staff at Headquarters, teaching members, and examiners assessing candidates. While this people-centred appr08ch is a key strength of the organisetion, it also presents inherent risks, particularly in relation to safeguarding, assessment integrity, and reputBtional impact. These ri8ks are man8ged through robust polici6s, procedures. and monitoring systems. Teaching members are required to adhere to a Professional Code of Conduct and are tnonitored to ensure compliance with safeguarding, health and safety, and related policies. Safeguarding childr8n and vulnerable adults remains centr8lto the organisation's activities. supported by a strong culture of inclusion and continuous professional development. All teaching members, examiners, and relevant Bmployees are subject to Enhanced DBS checks. renewed everythree years. To protect the integrity of assessments and certification, certificates are printed on secure papar and tracked to prevent duplication or counterfeiting. The oiganisation also uses secure examin8tion software, ExamTrack. to manage and monitor candidate data. Access to amend records is restricted to a limit8d number Df authorised staff, with all changes electronically audited to deter and identify any malioious activity. Competitor Activity and the wider market The number of organisations offering syllBbi and Support to private sector dance teachers has increased significantly over the past decade, with notable growth in the last five years. Al the same time, some major Competitors have expanded and diversified their dance genre offerings. Combined with a broader cultural shift away from formal 8ssessment in some areas, these developments present a significant competitive risk to bbodance. In response. bbodance coniinues to strengthen its market position through ongoing review and development of its syllabi genres and membership offer. All syllabi are subject to a robust review cycle at least every live years to ensure they remain current, relevant. and fit for purpose. Reviews are conducted through the organisation's quality assur8nce processes, with input from external panels where appropriate. bbod8nce is 8lso building strategic partnerships to enhance its reputation as a high-qualityalternative within the sector. Social media and member testimonials are used to promote the value of the organisation's offer, while rigorous membership standards ensure that all members hold appropriate Qualifications, training, and safegu8rding credentials, including an Enhanced DBS check or international equivalent. This consistent approach places safety, well-being. and profession81 standards atihe centre of the organis8tion'8 work. In recognition ot differing le8rner needs, bbod8nce continues lo offer graded assessments and dance awards for students who may not be suited to full gr8ded examinaiions. This flexible approach supports students with limited class time, accessibility requirements, or those seeking shorter progression routes, enabling more 16arners to engage with and succeed through bbodanc8 provision, ensuring inclusive practice for all learners. External breaches of IT infra8tructure Cyber security remains a signilic8nt risk for all oreanisations. including bbodance. To mitigat8 this, bbodance holds Cyber Essentials certification and uses outsourced IT support to provide proactive mginten8nc8, centralised security, and secure back-up systems through Miciosofl Azure and Datto. 18

The organisation operates a secure network with strict access controls, firewalls, regular security upd8tes, and automated security scanning to identify and address vulneiabilities proactively. All users are provided with Office 365 Business Premium licen¢es, which include advanced endpoint security features. In addition, bbodance maintains comprehensive Cyber Insurance to mitigate the imp8¢t of any potential breach or cyber incident. Economic Climate Global political and economic instability has created 8 challenging fingnciol climate in recent years. bbodance remains committed to keeping its services and products as affordable and accessible as possible for te8¢hers and students, despite rising operational cog18. To manage these pressures, Senior Management and the Board actively pursue appropriate income diversifi¢8tion 8nd closely monitor areas ot financi81 perform8nce. Key performance indicstors are reviewed regularly through weekly team meetings to identify and address issues promptly. In addition, fortnightly meetings with Senior Nan2gement and teams supporting the Australia and New Zealand branches ensure consistent oversight and discussion across the org8nisation. Statutory and Regulatory Compliance The riskof non-compliance with slatutory and regulatoryobligations is increased by the geographic21 separation ot the two branches. To mitigate this, the UK-based Responsible Officer leads standardisation and compliance activities across the group, ensuring consistency through examinertraining, Standardisation events. and regular communication between the UK 8nd branch teams. This ramains an onEoinE area of monitoring and review. Photo by Creatlve Studlos 19

Photo bycreative Studios 20

Financial Review Overview The results forthe year ended 31 December 2025 forthe group are shown in the Statement of FinancialActivities contained within these accounts. Incoming Tesources from charitable actNities and other trading activitles ol £1,122,22412024: É1,082.7751 and grants. donations and interest of £8,852 12024: £7.0741 generated total income of £1.131,07612024: £1.089.8491. Total operation81 expenditure was £1,197,780 12024: £1,154,305) resulting in a net deficit of £66,70412024 deficit.. £64.4561. At 31 December 2025 the group's net assets stood at £3.047,82812024.' £3,114,532). After taking into accounl funds lied up in fixed assets. free reserves at 31 December 2025 for the group were £305,17812024'. £229,120). All funds in the current and prior yeBr were unlestricted. The annual figure of £120,843 shown in the 8ccounts for depreciation12024: £136,681) is not a current Of luture drain on cash but is the result of significant capital expenditure already incurred. This was for the purchase of Ensign House together with its fixtures, fittings and equipment. Such expenditure will be of benefit for many years and is therefore written off ovei 8 longer period than they6ar in which it was incurred. Resewes Polic.y The reserves policy is to retain between 3-and &moTrths costs and to build on this forthe future which equate to approximately £300k to £600k. Presently free reserves ot £305,17812024- 229,1201 are at the lower thresh-hold of that target, however the Trustees 8¥e continuing to endeavour to takè steps to ensure those free reserves are further increased in the next few years. In the reporting year to December 2025 monies trom the government's Coronavirus Business Interruption Loan Scheme continued lo be repaid. The funds were never utilised. and repayments are all on schedule. Investment Policy The Trustees h8ve the power to invest any funds not r8quired for immediate use on deposit or invest as they see Remuneration Policy The pay of all staff is reviewed annually in conjunction wth the annual budgeting process. The Trustees act as 8 Remuneration Committee for the CEO and senior staff. Staff continue to benefit from flexible, hybrid workirbg, where roles allow. Going Concern The op8rational review and resultant decisions continue as an ongoing process as the v8riables 8re myriad and so it is difficult to evaluate wth any certainty the outcomes on the organisation's various activities. However. due tothe org8nisation's planning andth8 availability of a significant unencumbered asset on ihe balance sh&et, the Board of Trustees have a reasonable expectation thatthe organisatiorb will continue in operaiional existence forthe toresee8ble ftjture. The financial statements have therefore been prepared on a going concern basis. 21

Statement of Trustees, Responsibilities The Trustee5 (who are also the diTrctorsforthe purposes of the company lawl are responsible for preparing the Trustees, Report and the financial statements in accordance wth applicable law and Urbited Xingdom Accounting St8nd8rds IUK GenerallyAccepted Accounting Practice). Company law requires theTrustees to preparefinancial 8talementsfoT each financialyeai. Undercompar7y law the Trustees must not approve the financial statements unless they are satisfied that they gve B true 8nd fair viewof the state of affairs of the charit8blecompany anil of the incomingresourcesand application of resources. including its income and expenditure. of the charitable company for ihai period. In preparing these linan¢i81 st8tements. the Trustees are required to: select sultable accountingpolicies then apply them consistently: observe the methods and piinciples in the Charities SORP: makejudgements and estimates that are reasonable and prudent: state whether applicable UK accounting standards have followed. subject to 8ny material departur8s disclosed and explained in the firbancial statements- prepare the financial statements on the going concem basis unlèss It is inappropriate to presume that the charitable companywill continue in business. The Trustees are responsible for keeping properaccountingrecords which disclosewith reasonable 8ccur8cy at any time the linancial position of the charitBbl8 company 8nd to enable thern to ensuie that the financial statements comply with the Companies Act 2006. They are atso responsible for safeguarding the assets ol the charitable company and hence for taking reasonable sleps for the prevention and detection of fraud and other irregulariiies. Statement of disclosure to our auditors In so far as the Truste8s are aware there is no relevant audit information of which the charitable company's auditoris unaware and the trustees have taken allstepsthat theyouEht to have taken to m8keihemselves gware of 8ny relevant audit information and to establish Ihai the auditof is aware ol that infoirnation. Auditor Blue Spire Limited wll be invited to tender for the next 8udit cycle. A resolution to appoint Auditors will b8 proposed at the lorthcomingAnnua General Meeting. This report has been prepared in accordance Wih the provisions applicable to companies entitled to the smo11 companies. exemption. Appioved bythe Board of Trustees and signed on theirbehalf by- Ni¢ E$plnosa ChalTmAn Date 22

Administrative Information Registered Charity and Compgny N8me Britlsh Ballet Org8nization. trading as bbodance Reglstered In: England and W8le8 Austr811a Newzealand As a company limited by guarantee No 01402656 ! As a Charlty No 277177 CC36353 ABN 78 207 575 900 IRD No 068994 306 As a branch ARBN No 07&35403 NZBN 9429052765780 UK Australia Newzealand National Westminstei Bank plc 149 Church Road Barnes London SW13 9HS Westpac Shops 27128 Macquarie C8ntre 109 Watertoo Road North Ryde NSW2113 Banks ANZBank 6 Victoria Road Davenport Auckland Regulators The Company and Charity is registered with the Office of Qualifications and Examination Regulation (Ofquall Registration No RN5115 and Qualifications in Wales. The Council for Dance. Drama and Musical Theatre validates bbodance as a Dance Awdrdirbg Organisation. The company and charity is registered with the Information Commissioners Office. Registration NumberZB722182. Auditors and accountants Independent Auditor Blue Spire Limited Cawley Priory, South Pallant, Chichester, West Sussex, P019 1SY Ouraddresses UK Australla Newzealand Cawley Priory South Pallant Chichester West Sussex P0191SY Untt A, Ensign House Battersea Reach Juniper Dlive London SW18 1TA Unrt 20 2- 4 May Street Hornsby, Westtield NSW2077 Staples Rodway Ltd PO 3899 Shortland Street Auckland 1140 Registered Offl¢e 9 Cassini8 Avenue Marsden Park NSW 2765 9 Cassinia Avenue Marsden Park NSW 2765 Buslness Offices i Phone Emall Iweb +44 8748 1241 info@bbo.dance www.bbo.dance +612 9686 6008 liz.derby@bbo.dance www.bbodance +612 9686 6008 liz.derby@bbo.dance 23

BRITISH BALLET ORGANIZATION LIMITED CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDEO 31 DECEMBER 2025 INDEPENDENT AUDITOR'S REPORT Independent Audltovs Report to the Members of British Ballot Organization Limited Opinion Vve have a(KJrted the finar￿val stalwnents of Brth"sh Bal￿t Organviabon Limited Ilhe 'p￿nI tharitab￿ ccmpany'l and its sub5KIia￿eS (the 'group) for the year erKled 31 Decemter 2025 wh￿￿ cornprise the ¢onsdidaled statement of financial a¢bvilEs, the group and parent charty balance sheet. the group and parent charity stement of cashfjows and notes lo the financia statements, including 5vJnthcant a(tounting The finanLyal ieFxytt"ng frarTwrk that has been ap￿￿d in their preparabon is applThble law and Unrted ￿ryd0M Accwntiro Slandatds. irKludry Financial Reporting Standard 102 Tl Financial Reporting Sfand&rd v? the UK and RewblK of (Uniied IQ"n￿l Generally Accep￿1 Awounting Practice). In our (ynion the financial slalerynts'. g￿e a true and fair wew ofthe stale ofthe group's arKI parent charitat4e company's affaK5 as at 31 December 2025, and ofthe group's irLoming resources arKI ap￿ati￿ 0f￿sol￿ces. I￿Udir@ ts income and expenditure, forlhe year then ended., have been property p￿pa￿ in accordance with Urwted King(yn Generalty Attepted ALuunting Pra¢bce", and have been prepared in ar£￿rtar￿ Y￿1h the requremerts ofthe C(xry)anies Ad20C6. Basis foropinion We conducted OUT audf( in a￿O[dar￿ wth Intwnalional S￿dards ￿ A￿l￿"ng IUKI IISAS (UK)} and applicabSe law Our responsibilib.es underlh05e standardsarefurtherdesuibed inlhe aUdtiwresp(x)sibil￿eSf￿the a¢Jdit oflhefinancial staletnents sectK>n of our rewt. We a￿ irylependerrt of the gioup arKI parent Charitable company in XCLYdance wlh the ethical requirements that are Televant to (AIra￿lI£ ofthe finanaal statements In the UK. i￿judIng Ihe FRC'S Ethi￿1 Standard, and we have fulfilled our other ethical responsibilities in accordance with these lequ1￿Ments. We believe that the audf( ewdence we have obtained Is suffvent and appropriate lo provKle a basts ts our opinion. Conclusions rèlatlng to going concem In audrting the financial state￿EntS, we have CO￿U￿ed that trustees. IBe ofthe g￿ng Co￿￿￿ b8sB of accountiro the preparalw)n oflhe ffftancd statem￿lS is apFrowkile. Based on the wcrfk we have perforrTd, we have not klentfied any material uncertainbes rdating to events or ccndthons tha( indNKlually or collectThiely, may cast 5ignfftanl doubt on the group and parent Chartsb￿ company's ability to continue a5 a going concern for a peri)J ofat least mwths frcm Ihe frfHnLyal staten￿ntS are authorised for issue. Our reS￿r61b1lt[eS and the respc¥)sitxI￿.es ofthe twstees th reSp￿tIO wi¥J (xrtem are descri￿ in re￿vant 5eclKln5 oflhis wort. Other infomiation The other information comprtses the ￿formall0n nduded in repyt ofthe tr￿te&S. otherthan the fina￿131 statements and our auditorfs ieport Ihweon. The trustees we responsitje for thr uiforMats'c￿. Our opinion on the financial statem￿t$ does not cover the other infNmation and. except to the extent ottJwse expliuty std in ￿r report. we do not express any form ofas5urance condusion thereon. Our re5pon5ibilty i8 to read the other Inf￿all)n aThl. in dryrg so, consideT Ythether the cther Infomiat￿￿ ￿ materially inconsElenl wth the financk?I slaiements w our kn(￿edge obtained in the cwrse of the audit ￿ othenmse ap￿arS lo be maleria15y misstated. If we identfy such maleriJ inconsisiencEs cy apparent materkil misstatements, we are required lo determine whether this gNes rise lo a maleriJ mi%slatement in the finarrial slalenEnts IFEMse￿es. If, based on the work we have performed, ￿ condude11￿t Ihere is a Mat￿￿1 ￿$slatement oflhi5 Othet infotrn3ti￿, wè are rewired lo report that fact. We have nOth￿g lo r4M)rt in ltru"s regard. Opinions on other matters prescribed by the Companies Act 2006 In our cpinion, based on the Wfmk und&tsken in the course ofthe audrt". the infomiation gNen in the Iruslee5' reFx)rt. whth indudes Ihe diTectCX3' rep(rt prepared lorthe purposes of company law. kn the financid year for whth the finar￿￿31 slalemen15 aTe prepared is ¢￿$￿tent with the financial slalemenls., and the d￿e¢t(￿, ￿P)rt Th￿ded wilhin the tru5tee5' rewrt has been wepared in a￿rdance wth aPpI￿a￿e legal requrements. 24

BRITISH BALLET ORGANIZATION LIMITED CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2W25 INDEPENDENT AUDITOR'S REPORT Matters on which vo are rnquired to report by èxc8Ptlon In the light of the knoMedge and underslandirKJ of the group and parent ¢haritabk cotTr)ary and its en￿ronment obtained in the couise ofthe audit, we have not KlenlifEd rnthal misstatements ￿ the direct(s' reporL We have nothing lo repcwt ￿ res￿ ofthe frAo%%iNJ matters in relatK)n toN%l)ich the CompanEs A( 2006 ￿qUireS us to report lo you il, in our c4)inion'. adequate awounting records have ￿)1 ben kept by path chant8bkc¢xnpw)y. or rettjms a(Sequalefor our 8udil have not been re￿Ned from brarthes not vi8rted by us,. L the parent d)atitaNe coryanws f￿armi81 stalements are not ￿ agrewnenl wlh the ￿countir0 records and reiurns.. or Certain disdosures of trustees. renwjnerabon SFecTfEd by law a￿ mt made., or we have not rec￿Ved all the inlom)athJn and expi3natiws require for(KTr audtr, or trustee5 were not entIt￿d to wepaie the financial statements in ￿lXY￿a[￿ wth the companies, regime and take advantage ol the snwll ￿MpanieS. exwiiptions in the dirEth' repx)rt and from the rpquirement to prepa￿ a strategic reporL Responsibilitie5 of tru5te•s As explained more fully in the slaternenl ol Injstees, respDnsibilitEs, ts trLtstees Ivtho we a150 the dweGtots of the parent charitable compary for the purposes of company law) are reSpC￿sIble for the preparabon Df the financial stslements and lor being satisfied that they give a true and faIrv￿, and such Intem￿ control as the trustees detemiine is necessary lo enaNe Ihe prepar8b.on of financial statements that a￿ free from material misslaletTnl. whether due lo tra￿ 01 error. In prepanrvJ ItrE financial stat￿nents. the trustees are responsibk fcy a5se5yng the group and parent charitable company's ability lo continLJe a8 a gcrfng concern, d15d05ing. as appI￿ab￿, mattws related to goir@ concem and uS￿g the going concern basi5 of counting unless thelruslees either inlend to Ih]utdate groupor parentcharita14e company orto¢ease operations. or have no realistic akterrthe bul lo (k> $0. Auditor Tesponsibilities for the auditofthe financial statements Our 0￿"ectIveS are to obtain reasonable asstKance abjul whelhw Ihe fin￿(#3[ statements as a whje a￿ free from rnaterial misstatement, whether due to frawj or error, and to issue an aLKJitor's rep)rt that i[KI￿leS our opi)ion. ReaSona￿e assuran is a high level of assurance, but ￿ ncl a guarantee that an a￿rt co1￿Ucted ￿ accoidance wth ISAS IUKI will always delect a materigl mr￿latement when il exis&. MisstalenEnts can arise from fral￿ or error aTKI are ¢onsidered materia if, indmdually or ￿ the ag9regale, they could ￿sOnabty be expected to lnfiUer￿ the econo￿ deayon$ of users taken on the bas￿ of these financial stalernerts. Irregularities, irKlvding fraud, are inlances of n(Th¢(Xn[￿1artt bmth I￿3 and regulab"ors. We design piwedures in line with our reswn5ilJ"libes. wuined above, lo del£rl material misstatements in re5ped of rregularities, ￿lduding fraud. The extent lo thich our proGethJres are capable of deterting ffegularthes. incknling tra￿1 i8 detsI￿d beknw. 8ased wr UTKlerstanding oflhe Charity and the Sectr￿ n whth (( operates, idenbfied the kYl￿1paI laws arKI ￿gUlationS that direcuy affect the financia stalemeTts lo ￿ the Charities Act. CLYnpanEs Acl, and Emptoymenl ACL We assessed the extent ol Complian￿ wlch these and reguLati)ns as part of wr [￿￿e￿IreS ￿ the reLiled fipanck41 statement rte￿£. In ￿ld1￿.￿, ts Charty is sU4"￿tIO nwty other laws and regulab.ons Yh)ere the cOrwUen￿ d non.complian￿ could have a material effect on amounts ￿ disck)sLJ￿S in the ffflanaal stalernents. ts oistance through the impositKJn offines or litigation. There is a limrtation to areas rw51 Iikety lo have such an effect. AudrtirKJ standards Imilthe reqUI￿d audit proTrdures1o idenlfy on-compliance withlhese laws arKI reguktMslo enqLWy ofthe Tnjsteesand th￿rnan￿[rEn1and Ir￿peCt￿￿OfregU1atory and legal correspondence rf any. Audrt prccedures perforrne(I by the engagemwtleam Enquiry of management, those with governa￿ arwTKI Fal arKI Wential lrtwJalK)n and ¢l&rns", Enquiry ofentity siaff lo ￿entify any ￿StanceS ofnorpcompfwrrE lav￿ and regulations. Remwng minutes ol meeb"ng5 ofthose charged wth govemance". Reiriewng ftnancial 5taletnenl dtsdc6ures and le5try lo siwrbng d￿un￿ntati(￿ to assess compliance with applicalAe laws 2nd ￿9￿3￿'0ns. Perfomiing audrtwoth over the risk of Managen￿nt overrpje of controls, indudiro testibry ofjournal entries and other adjustrnents for apwoprBtene5s. evaluabThJ the busne5S tatK)n* of signffunt trar￿aCt￿n5 oulsi(k the nomial Course of business and revieing acccyjnb'ng estimates for bias. Because ol the inherert lirnitalDn5 of an Ihere is a risk that￿￿ ￿11 not detect all Irregu￿￿￿eS, including fvse ￿adIng to a material misstatement in the fina[￿131 stateM￿lS crf nc¥Fcomplia)¢e wth regulation. Th￿ risk increases Ihe more that compliance with a law or regulation rmved from Ihe events and tranwtions reflecied in the finanGo1 statements, as we will be less likely to become aware of instances of noTrcompliance. The risk is aL80 9realer regarding irregularities occurring due to traud rather Ihan error. as fraud Invofves Inten￿￿al Cor￿￿m￿L forg￿, coHusH)n, unission or misrepresentation. 25

BRITISH BALLET ORGANIZATION LIMITED CONSOLIDATED FINANCNL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 INDEPENDENT AUDITOR'S REPORT A ftjrther descriptTOn of our 1$ FRCS Vebsile ai h S'.1h￿￿.frc. assurancelaud1l￿-S-reS onsibililies-for-lhe-audrt-o14￿fildeScri oTrof-th&audiloRkE2°k80%995-res description forms part of our al￿￿orf8 reFK¥L .ukjaUditor¥Ja￿l((. nsibiliits-for. This Use ofour report Thi5 repcyt i5 made solety lo trE charilable cryntmny's members. as a L￿. in alu)rdar￿ vAth Chaplw 3 of Part 16 of the Crmp￿1e5 Act 20(E. OuraudttvK)th ha8 been uNlertaken so thalwe M￿lState to the ch8ntable company's members hose matter5 we are required lo state lo Ihem in ￿ aLJitorfs repC￿ and fu Tr) purpose. To tlr filksl exient pemiitted by law, we do not accept or assume res￿￿sibl1ty to anyorE C￿h￿ than the ch*rtable c4xnpa)y and the charilabie company's members as a body, fff our autht tINs rew( cf forthe opnwJn5 we have fomed. Scyjth Pallanl ch￿￿ester st Sussex P019 1SY Geoffiey Frost BS For and on tEhal onsl FCA {Sen￿r Statutory Audrtcf} f ￿ue Spire Limrted, Stthry Authtor

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BRITISH BALLET ORGANIZATION LIMITED CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 GROUP AND CHARJTY BALANCE SHEET AS AT 31 DECEMBER 2025 Group Charity 2025 2024 2025 2024 Not• FIXED AS8Ers Taty1b￿ ass8t$ InveslmeD 13 14 2.742.651 1885,412 2.742,651 100 2.742,751 2,8ts5,412 2.742M1 2,W.412 2.885,512 CURRENT ASSETS Slocks O&blDrg C8sh ai hand and ￿ bank Total currgni ass•lg 4.013 82.597 484.363 550.973 16 38.41B 567.831 61V.15D 36,15S 566,584 602.740 62.497 483.546 546.143 CLIFIRENT LIABILITIES Crcdiiors. amoun15 l&lwg due one ye3E 17 (3OZ.89)1 1294.7701 1322,8B1 1319,7571 N¢t C￿rI•￿t assets oi IliabiSlERsl 307,26Q 356,203 279 6.386 Total as¥ots le99 cur¢•fyt liabl￿1[•S 3.01J.911 3.141.615 3.D22,Sl0 3.111.898 CredilNs'. amounls due after AM)re tran one >•r 19 12.OB31 P7.0831 12.083) 127,0831 Nt #ssetsllliblitTesl 3.047.828 3.114.532 2.D20.527 3.084,815 THE FUNDS OF THE CHARITY tjnrgstrtctsd fuhd¥ Designo18d fvnds General funds Totsl unre¥iiKted funds 22 2.775.677 272.151 3.047.828 2.B85.412 229.120 3.114.532 2.629223 391.304 3.020.527 2.885.412 199.403 3.084.815 Total charity fund 3.047.828 3.fj14.532 3,020.$27 3.084.815 The fin8n¢4al 51alempnt5 have beerywepa￿d kn ￿￿￿8[￿e proviSN)ns (rflheCthTr)aThesAcl ap￿￿b￿loC0￿p8n￿B subjed lo tt¢ small cutnpaiiles re&Thne. The a¢wany￿9 N>lfyS IDmi p•rt Dflkse fin•raal sts*ments. Appioved triy th2 trust￿ arml on tsr behaK. ¢Ewn féGior Dale J.L &dk 2o2L. Brits5h B￿le1 Organ￿lm￿ Limtted Compdlly frlvrnber.. Tr402656 28

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