2023-10-31-accounts

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

Annual report & Audited financial statements for the year ended 31 October 2023

Unlocking self-belief since 1932

£395,777

WAS THE VALUE OF DONATED HOURS AND GIFTS IN KIND FROM OUR PROFESSIONAL VOLUNTEERS IN 2023.

THANK YOU TO OUR DONORS AND OUR LEADERS

Trusts/Foundations

Trustees

29th May 1961 Charitable Trust (The) - Alecto Trust -

Marvin Rees MBES (President) - Ian Maginnis (Chair) - David Tilston (Treasurer) - Carolyn Young - Claire Royston - David Wells - Jim Hopkinson MBES - Mark Fawcett - Rahul Moodgal - Soo Redshaw MBES - Tim Passingham.

Andrew Croft Memorial Fund - Artemis Charitable Foundation - Barratt Foundation (The) - Britford Bridge Trust (The) - Carpenter Charitable Trust - Chapman Charitable Trust - Drapers’ Company (The) - Dudley and Geoffrey Cox Charitable Trust - Elizabeth Errington Charitable Trust - Erach and Roshan Sadri Foundation (ERSF) - Ernest Kleinwort Charitable Trust - Ethel and Gwynne Morgan Charitable Trust - Exilarch’s Foundation (The) - GMVKR Trust - Hartz Family Foundation (The) - Hodge Foundation - John Armitage Charitable Trust - Johnnie Johnson Trust - J R Asprey Family Charitable Foundation (The) - Misses Barrie Charitable Trust - Peacock Charitable Trust - PF Charitable Trust - Portal Trust (The) - Sandy and Zorica Glen Charitable Settlement.

Fellows

Alex Gregory MBE FBES - Ben Saunders FBES - Belinda Kirk FBES - Bruce Manning FBES - Caroline Hodges FBES - Chris Wright FBES - Daragh Horgan FBES - David Dangoor FBES - Doug Oppenheim FBES - Guðrún Tryggvadóttir FBES - Honor Wilson-Fletcher MBE FBES - James Dyer FBES - Colonel John Blasford Snell CBE FBES - Jules Penney FBES - Justin Warwick FBES - Dr Lucy Obolensky FBES - Major General Sir Michael Hobbs KCVO CBE FBES - Nigel Harling FBES - Pen Hadow FBES - Dr Peter Allison FBES - Lieutenant General Peter Pearson CB CBE FBES - Sir Ranulph Fiennes OBE FBES - Teddy Watson FBES - Tori James FBES

Patrons

Anastasia Critides - Arabella Connell - Daragh & Anne Horgan - David & Judy Dangoor - David Simonson - George Moss - John & Catherine Hartz - Michael Oakley - Rahul Moodgal - Reepa & Krupesh Patel - Tim Kirk - Tim Passingham.

Development Board

Rahul Moodgal (Chair) - Arabella Connell - Ben Saunders FBES - Carlotta Newbury - Duncan Souster - Jon Slade - Krupesh Patel - Petra Dismorr - Stuart Denard - Tim Passingham

Individuals

Andy Charlton - Andy Serkis MBES - Chris Heaney - Daniel Mazhindu MBES - Frances Morgan - Frank Esson MBES and Joanna Esson - George Bullard MBES - Guðrún Tryggvadóttir FBES - Ian & Janet Sinclair - James Dyer FBES - Jennie Richardson MBES - Joanne Hay - John Bothamley - Judi Morgan - Kate Wilson - Katie Beck MBES - Keith Breslauer - Kwesia X MBES - Liz Easton - Lucy Obolensky FBES - Mark Evans MBE FRGS - Neil Laughton MBES - Nigel Williams - Nigel Winser - Paul Rose - Ralph Doe - Rupert Eastwood - Shane Winser - Sophie Fernande - Steve Jones FRGS FEWM

Companies/Organisations

Bain & Company - Bala 4 x 4 Driving School - BBC Radio 4 - Brown Advisory - Cambridge Management Consulting - Catch22 - CBT Naryn - Christian Mountain Centre - Financial Times - Flying Squirrel Cabins - Hammersmith Academy - Hengistbury Investment Partners LLP - iConnections - Institute of Directors - Investec - ITMC, Kyrgyzstan - Kluane - National Park Authority - KSP London - Milestone Hotel & Residences - National Fostering Group - Pacific Market International Worldwide - Patron Capital - PayPal - Strategy B - Surrey 4 x 4 - Venture Trust - Wildfox Events - Wolverine Retail Ltd

It was one of the most extraordinary experiences of my life at the time.

Andy Serkis, Member, British Exploring Society

I realized it’s okay to be scared and to focus on staying positive and doing your best. Even just telling myself ‘I can do this!’ when I felt like giving up showed me how my attitude can shape my life. I took this lesson back home by joining a gardening group I’d been wanting to but was too nervous before.

Niveah, Hartz Scottish Explorers 2023

MEET NIVEAH

Hartz Scottish Explorers 2023

I was in year 13…feeling quite demoralised by personal struggles and a sore rejection from my dream university. Worries about my future and exam results often clouded me. I found that walking in my local park gave me some peace during this stressful time. Wanting to immerse myself further in this feeling, I pushed myself to sign up for the Scotland expedition. I was yearning for change. Initially, spending two weeks in the wild felt unimaginable. Would enjoying my local park and walks be ‘enough’ for me to thrive on the expedition? How will I deal with bad weather?

On Expedition I clicked instantly with my Fire. Everyone was so friendly with a contagious excitement for the adventures ahead. The explorers came from all over the UK so it was cool to spend time with people I’d probably never cross paths with otherwise. Who knew that we would be splashing around in a cold loch together, helping to rebuild a local museum, or conquering the 10th highest mountain in the UK! Our daily fire meetups were golden – a chance to let loose after a long day. After an inspiring, sometimes wet, day in the highlands, it was relaxing to scribble in the fire journal and to read about the trip from other explorers’ viewpoints.

I learned practical skills like setting up a tent and packing a bag efficiently. Surprisingly, the knowledge stuff about plants helped me hike better. Since I could identify water-loving plants like cotton grass and sphagnum moss, I could walk on drier paths and avoid soggy socks!

Exploring ancient Scottish settlements on breaks from hiking made me think about sustainability in a whole new light…about the link between their lifestyles and the highlands today. Just like the ancient settlers, we camp near streams, which were our only water source. Similarly, we had to be really careful about how we did things like using the toilet or washing dishes to keep the water clean.

I’m so happy I took the plunge with this expedition. It grew my social skills, fitness, care for the environment and self-awareness. I felt such a deep connection to nature in the highlands; I never thought I would enjoy the rainy outdoors, let alone swimming in a freezing lake!

The expedition was full of challenges, highs The discomfort that I and lows, leaving me with lifelong lessons…

when climbing Ben Lawers there was some felt at first due to the tricky terrain. My mind flooded with doubt and I felt like I couldn’t continue. I felt physically midges, heavy packs and

stretched in a way I’d never felt, which was rain was outweighed by uncomfortable. The support of the Leaders and

Young Explorers helped me to realise that fear the breathtaking mountain is not a weakness but rather an opportunity for growth. I realised it’s okay to be scared and to views, and how supportive

focus on staying positive and doing your best. my Fire was of each other. Even just telling myself ‘I can do this!’ when I felt like giving up showed me how my attitude can Niveah, Hartz Scottish Explorers 2023 shape my life…

Also, I was surprised to discover the level of focus and self-awareness I developed from being away from my phone because it plays such a big part in my everyday life!

Reference and administrative information 7 Council’s Report: 8 •[Introduction from Our Chair] 10 •[About Us] 22 •[Who We Are Reaching] 32 •[Financial Review]

Financial Statements:

39 •[Independent Auditor’s Report] 42 •[Statement of Financial Activities] 44 •[Balance Sheet] 45 •[Statement of Cash Flows] 46 •[Notes to the Financial Statements]

REFERENCE AND ADMINISTRATIVE INFORMATION

President Marvin Rees OBE Charity 802196 Registration Members of Ian Maginnis Number the Council (Chair) David Tilston Company 2411786 (Treasurer) Number (England and Wales) Susan Redshaw Registered 1 Kensington Gore Rahul Moodgal Office and London Carolyn Young Principal SW7 2AR Address Mark Fawcett Tim Passingham Email address info@britishexploring.org Jim Hopkinson Web address www.britishexploring.org David Wells Dr Claire Royston Bankers Royal Bank of Scotland PLC 49 Charing Cross Chief Honor Wilson-Fletcher London Executive (Responsible for SW1A 2DX Officer day-to-day management) Auditor Kreston Reeves LLP

Kreston Reeves LLP Second Floor 168 Shoreditch High Street London E1 6RA

The Council (board of trustees) presents its report and audited financial statements for the year ended 31 October 2023.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the governing document (Articles of Association), the Charities Act 2011, Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019).

7 7

Reference and administrative information

Introduction from Our Chair

About us

What We Have Achieved?

Financial Review

ABOUT THIS YEAR

An introduction from our Chair, Ian Maginnis

I’m very pleased to say that 2022/23 was another successful year for British Exploring Society: a year in which our programmes delivered transformative outcomes for a diverse group of young people, many from challenging backgrounds; and a year in which we continued to progress our strategy – ‘A Wild Future’ – which sets the path for long-term growth and sustainability.

We know that what we do is really important. Recent national research that we commissioned told us that young people recognise that developing ‘life skills’ – such as bravery, confidence, physical and psychological well-being, and the ability to deal with challenging situations – is essential for a happy and successful adult life. But they also told us that they are developing these skills too late: when they are already adults over the age of 21.

We are now the only national charity able to provide programmes in the wilderness that are long enough to be truly transformative. Our focus is on responsive, high-impact, work, with those who will benefit most, and where we can deliver long-lasting impact. Our effectiveness comes from the expertise and ways of working that we have developed over 90 years: we know what we do works.

We want the outdoors to be fairer and more open, and welcome young people from right across society. Our Young Explorers represent an inclusive, diverse, cross-section of young people from a wide range of communities and experiences of adolescence. We are proud to work with young people living in foster care or leaving care, with the neurodiverse and those with physical impairment, as well as young people growing up in communities identified as facing multiple disadvantages.

700 young people benefitted from our work during the financial year. We delivered four fullscale expedition programmes in the UK and overseas, ten Expedition Workshops and one archive workshop. The young people we worked with reported improvements in their life-skills and mental well-being as a result of our programmes, and gave highly positive feedback on their experience with us. We achieved all this, despite another year in which the external environment was very challenging, particularly for fundraising and for recruiting volunteer Leaders.

700 YOUNG PEOPLE BENEFITTED FROM OUR WORK THIS YEAR.

We have continued to refine and simplify our programme approach, to prepare us for future growth and long-term sustainability. Having completed two full overseas programme years post-pandemic, we have sufficient learning to be able to adapt our programmes and organisationally, to meet the needs of the young people we serve in future.

Our outcomes and impact speak for themselves, and show the value of what we do. I want to thank everyone in the British Exploring Society community – our staff, our sponsors and donors, our partners and our Leaders – for everything they have done to make this year such a success. I do hope you enjoy reading this report to find out more about us.

Thanks for the opportunity to be part of British Exploring Society and the positive experience that was 2023, and recognition for the collective efforts of everyone…to deliver what is a remarkable offer to young people. Having been involved for many years in education…but seeing by contrast the vibrant culture and impact of personal development through expedition has been a real privilege. Your charity provides what it does not because it is a legal requirement, but because the people involved believe in it, and want to be part of it, and that positive culture in no small way plays its part in the incredible outcomes for the Young Explorers themselves. Chief Leader, 2023

Council’s Report

Introduction from Our Chair

About us

What We Have Achieved?

Financial Review

82%

of previous expedition participants from the 1930’s - 1990’s told us in 2023 that their expedition had a positive or very positive impact on their personal development, confidence, staying on track, managing their feelings. (see page 27)

ABOUT US

Our purpose

Our purpose is to unlock self-belief; to help young people Find their Fire.

Our vision

Our vision is for all young people to be able to contribute confidently in the world. We want equal access to challenging learning and adventure in the wilderness as an unbeatable preparation for adult life.

Our mission

Our mission is to grow and celebrate a diverse,

inclusive community of young people with the skills, resilience, and determination to make lasting positive decisions in their own lives, and to deliver community benefit and positive environmental change.

As a charity, our core values are: Courage , Challenge , Community and Self-belief

British Exploring Society has a unique heritage, founded on the belief that challenging experiences can define lives, empowering and equipping young people with the courage, skills, resilience, and determination to make the most of their future. We prepare and give young people access to adventures and expeditions to remote locations where they face challenges, gain skills and learn about themselves – as well as acquiring knowledge relevant to their lives and to the fragile environments that they explore with us.

The results are transformative – not just in terms of practical skills and resilience, but in a new-found confidence and self-belief which they carry forward to their future life.

More than this, through their adventure together, our young people forge friendships for life and become part of a unique supportive and continuing community of explorers with shared experiences, values and perspectives on the world.

Wild places are where we work, and wild places are critical to us in achieving the outcomes we seek.

2023 IN BRIEF

17% At least 41% Identified as from a black or minority ethnic background.

23% Declared a disability or long term illness.

Of the young people who went on expedition this year are from areas of deprivation, 23%

700

41% Came from households of less than £23,000 a year.

Being from the highest levels of multiple deprivation.

Young people benefitted from our work this year.

Young people fundraised

The average ratio of Leaders to young people in 2023 was 1:2.2

£177,598

To learn key skills and to help others participate In future.

MY COMPASS OUTCOMES

My Compass outcomes star greatest average differences reported were in relation to making decisions that matter, confidence, managing my feelings and problem solving.

Warwick Edinburgh Mental wellbeing Scale biggest changes reported were in dealing with problems and feeling optimistic about the future.

SEE PAGE 24 FOR OUR FULL IMPACT REPORT FOR THE YEAR.

Council’s Report

WHAT DO WE DO?

We use this model to ask ourselves: Who are we trying to help? What are we trying to fix? How will we try and fix it? How will we know it has worked? Here it is:

Our corner stones are our values. They are modelled by our staff and Leader team and developed in our Young Explorers through our programmes.

SELF-BELIEF COMMUNITY COURAGE CHALLENGE

[In ][wild and remote locations]
[For ][diverse groups of young people]
[Supported by ][reliable, inspiring role models]

----- Start of picture text -----
Removal from
Support Networks Contextualised
and applied
learning
Challenging
experiences
Time to
practice skills
and behaviours
Our purpose is to help
young people unlock self-belief
- to Find their Fire
Making positive, independent choices
Stretched by Resilient, determined, motivated
goal setting Forming supportive relationships,
contributing socially
Curious, clear about their
Autonomous
place in the world.
enquiry
Safe Space
Opportunities to
take responsibility
Freedom from
boundaries and
expectations
��e
�
n
�
�
�
�
m
�
A
�
�
e�
�
�
�
� K
� �
� �
o �
� l
� �
� �
P �
e
----- End of picture text -----

How we recruit – our partners

Partnership working helps us reach and support marginalised groups. We have worked with some partners, like Catch22, for over a decade.

Our Leaders

Volunteering is core to our community and its impact. Professional volunteering supports key outcomes for us. For many young people, it is the first time an adult is picked to be with them, not paid to be. The ratio of Leaders to young people on expedition this year was on average 1:2.2.

Fundraising by young people

We provide fully funded places for all, to ensure fairer access to our activities. To acquire valuable skills for life, and after a simple means-test, we ask young people to fundraise to a goal when joining a full expedition programme.

Young people fundraised £177,598.67. These donations by young people help other young people to participate in future.

Our core activities;

[Programmes including a period in the ] wilderness in the UK
[Programmes including a period in the ] wilderness overseas
[Expedition Workshops, Archive Workshops]

Our wilderness programmes include;

[A UK training weekend (all programmes)]
[A UK training expedition week ] (overseas programmes)
[A wilderness phase of 2, 3 or 5 weeks]
[Explorer Celebrations – reflection and ] presentation day (all programmes)

The scale and impact of your work was truly encapsulated at the celebration event…the collective experiences of everyone involved in this one expedition season was amazing.

New Chief Leader for 2023

Council’s Report

THE YOUNG EXPLORER’S JOURNEY

We are always available to support Young Explorers. We build connections and learn how to support them better along the way. They develop responsibility, confidence, problem-solving and communication skills as they go.

Programme details

[2 back-to-back UK expeditions, Hartz ] Scottish Explorers, Highlands of Scotland
[Dangoor Next Generation, Iceland ]
[Yukon, Canada]
[Kyrgyzstan]
[Expedition workshops in 10 locations ]
[Hybrid Archive Workshop]

01 Application

Supporting 03 Documents

Confirming 04

Confirming Their Place

Application The Young Explorer finds out about the opportunity and fills The Young in the online application form. Explorer Chat02

The Young Explorer officially accepts their place on the programme and their means- tested fundraising target. They make their first fundraising contribution, and their guardian provides consent for them to participate.

The Young Explorer provides us with important additional information which helps give a better sense of how we can support them on their journey. This includes the “Supporting You” (medical) Form, Character Reference, and Household Income declaration which helps us to give the young person a means tested fundraising target.

The Young Explorer has an initial conversation with the Engagement team; an opportunity for us to get to know each other and answer questions. For some, it’s the first time they’ve ever spoken to a stranger on the phone.

Travel 11

Fitness and 10

12

Travel

Essentials

Fitness and Mental Health

Training Expedition (overseas programmes)

The Young Explorer takes the necessary steps to ensure they can The Young Explorer receives their travel. Depending on the expedition, fitness and wellbeing pack and this can include a passport, a visa, begins taking steps to mentally and vaccinations. and physically prepare for life on expedition.

The Young Explorer attends the training expedition in the UK, where over four days they will get an idea of what life will be like on expedition.

Medical 1-1

The Young Explorer has a 1-1 meeting with the expedition Medical Leader to discuss their medical history and what support they may or may not need on expedition.

Final Preparations 13 and Support Calls

15

16

‘Back to reality’ and Reflection

The Young Explorer finalises their kit, fundraising and travel essentials, supported by regular follow up calls with the Engagement team.

Upon returning home, the Young Explorer returns to their ‘normal’ life End of Programme and reflects on their experience. Celebration They are invited to write Real Life Stories for British Exploring Society Three months after returning, the and submit photos for the Young Young Explorer attends their end Explorer Photo Competition. of programme celebration event

Three months after returning, the Young Explorer attends their end of programme celebration event and is reunited for the day with their Fire and Leaders. They celebrate and reflect together on how the expedition experience has changed their day-to-day life, and what they plan to do next. They also become a Member of British Exploring Society.

Expedition

The Young Explorer departs for their expedition either by train to Scotland or from a London airport. For some, this will be the first time they travel significantly far from home.

Fundraising 05

Fundraising Chat

The Young Explorer has a follow up phone call with the Engagement team to brainstorm ideas for fundraising and where they may need support in their preparation.

Induction Weekend 08

Induction Weekend (UK and overseas programmes)

The Young Explorer attends their induction weekend, where they meet their Fire and Leaders in person for the first time.

Find Your Path

With their Young Explorer journey complete, they go out into the world better equipped to make lasting positive decisions for themselves, their community, and the environment. As life-long Members, they will always be a part of British Exploring Society.

06 Fundraising

The Young Explorer puts their brainstorm into action and starts fundraising. Fundraising activities could include raffles, bake sales, part-time jobs

and/or sponsored challenges.

Kit List and 07

Kit List and Support Chats

The Young Explorer begins sourcing personal kit for their expedition and has regular check-in support chats with the Engagement team.

Council’s Report

Programme:

DANGOOR NEXT GENERATION ICELAND

We are pleased to continue to work in partnership with Catch22 to deliver this programme and remain indebted to the Dangoor family for their sustained support.

The overseas expedition phase provides opportunities for trekking, including river crossings. We work in an area of North East Iceland which includes the Askja Volcano and surrounding lava fields, Sellandafjall Mountain, Alderjarfoss waterfall and the southern edge of Lake Myvatn. Base Camp is located adjacent to the Sudura River 3km from the nearest settlement – Svartarkot Farm – on whose land the team are based, thanks to the ongoing generosity of the landowners.

“I’m going to copy a passage I wrote in my online blog while out in Iceland. These little moments of joy. The things I took for granted. Although I’m deprived and have less, I have a feeling of fulfilment. The people I’ve met, I’ve almost forgot what I left behind. It’s a dangerous mixture of refreshing and terrifying. I almost don’t recognise myself, the things I thought I couldn’t live without have become luxuries. My normal routine (way of living) has been abolished. Thank you for this”.

3 WEEKS OVERSEAS. 30 YOUNG EXPLORERS AND 13 LEADERS

Les Morgan Leader of the Year for 2023

Our Les Morgan Leader of the Year for 2023 was Gaby Wood, Chief Leader for our Iceland programme. Nominated by her fellow Leaders, they said that:

‘’Gaby…ensures everything that needs to

happen gets done, whilst also keeping the safety, well being and experience of young people and leaders at the forefront of her decision making. Gaby’s consistent energy, positive outlook, and genuine care for the entire expedition team was integral in the success of this year’s DNG expedition. Gaby was the most incredible chief leader that I could have asked to work with.’’

Programme:

KYRGYZSTAN

Our second expedition to the area, and double the size this year.

Our second expedition to the area, double the size this year. We are exceptionally grateful for the support of the Eastwood family in funding basecamp, in memory of Alexander Eastwood. It provides opportunities for high altitude trekking based in the Naryn region towards the south of Kyrgyzstan. Base Camp was situated at the Northern-Eastern end of the At-Bashi mountain range and the terrain included mountain ridges and steep terrain including grass plains, rock, scree, and potential for ice.

WEEKS OVERSEAS. 35 YOUNG EXPLORERS

AND 16 LEADERS

‘Snacks of the Expedition’ by a Young Explorer, 2023

Council’s Report

Programme:

CANADIAN YUKON

We are indebted to Keith Breslauer (Patron Capial) for supporting our basecamp in the Yukon this year and helping make this expedition possible.

Based in the Yukon Territory of northwestern Canada, it provides trekking and canoe-based river journeys of up to 5 days. The team used basecamp locations on privately and publicly owned land around Dezadeash Lake, south of Haines Junction. The team trekked in Kluane National Park and the surrounding area. The park is home to Canada’s highest peak (Mount Logan) and its largest ice field. It is well-known for its fantastic scenic landscape and there are glaciers in the far west of the park. The entire area of the Yukon is home to abundant wildlife including 3 black and grizzly bears.

WEEKS OVERSEAS. 38 YOUNG EXPLORERS AND 19 LEADERS.

Les Morgan Young Explorer of the Year 2023

Our Les Morgan Young Explorer of the Year, drawn from nominations by Chief Leaders, went this year to Musa Bin Ali Sajjad.

“Musa is incredibly persistent. He demonstrated courage in taking part in such an expedition that was at odds to his previous life experience, social groups and never complained no matter what the challenge. Frequently helping out his own Fire and volunteering for digging latrines, tidying, cleaning, stacking equipment, all without prompting. His good humour was infectious, taking part and starting games to lift spirits.”

The Moodgal Inspiration Award

The Moodgal Inspiration Award –

in its inaugural year, went to Ronan Duffy, a Young Explorer who joined us on our Canadian Yukon programme. Nominations for this award can come from any person – a fellow Young Explorer, Leader, partner or member of staff.

“The emotional maturity displayed by Ronan was exceptional. He managed to be simultaneously a confidante, friend and guard and was immensely helpful to the leadership team. His happygo-lucky attitude inspired the other members of the team he was with provided an instant boost to the mood of whichever group were lucky enough to have him. He has truly charmed the members of the Yukon trip. Ronan is incredibly self-aware for his age and has a genuine willingness to help people. I can see him being an inspiring social leader one day.”

Programme:

HARTZ SCOTTISH EXPLORERS PARTS 1 & 2

Hartz Scottish Explorers Part 1 and 2 each 2 weeks in Scotland. 50 Young Explorers and 18 Leaders.

The Hartz programme was devised and is made possible by the continuing support of the Hartz family, whose commitment to inclusion in adventure is a driving force behind this programme. Hartz Scottish Explorers 2023 expeditions were both delivered from a base camp in Ardtalnaig, on the banks of Loch Tay. Fires had the chance to participate in multi-day expeditions in the highlands surrounding Loch Tay in the areas both on the North and South sides.

IN SCOTLAND EACH. 50 YOUNG EXPLORERS AND 18 LEADERS.

Winner of the Teddy Watson Emerging Leader Award in Memory of Jean Sinclair

Our winner of the Teddy Watson Emerging Leader Award in Memory of Jean Sinclair this year was Katherine Durkin, who lead for us on both Hartz 1 and Hartz 2.

“Nominated by her fellow leaders, they said that she was; quiet, very thoughtful and very capable leader and…came across as deeply committed, supportive and kind - always ensuring the best interests of the Young Explorers were met.

Katherine was a brilliant Social Leader... worked hard to understand the interests, skills, and goals of young explorers…and supported them to explore, develop, and meet these throughout the entire duration of the expedition.”

‘Team Phoenix Rawr’ by a Young Explorer, 2023

18 Council’s Report

Council’s Report

It’s good that you get to go on adventures and meet new people. It’s great that this can help you on your CV and give you leadership skills.

Student, Greenfaulds High School

FIRST STEPS IN ADVENTURE

November 22 – October 2023. EXPEDITION 532 YOUNG PEOPLE ATTENDED WORKSHOPS

YOUNG PEOPLE ATTENDED EXPEDITION WORKSHOPS

We are indebted to George Moss for supporting us in the development of our Expeditions Workshops.

Archive Workshop

Our archive plan is taking shape, with our archivist now making appearances whenever possible at events and celebrations, engaging our newest Members and welcoming them to our community and heritage. We completed a trial pre-expedition Archive workshop with 6 members of the Kyrgyzstan 2023 programme. This was to introduce the cohort to our history and invite them to find their own place within it. It was delivered with support from two Explorer Ambassadors, whose stories from their expedition allowed us to weave the past into the present. We plan to take this forward into the next expedition season as a more inclusive pre-expedition engagement tool.

We now have 5 trained facilitators across the UK. We work with schools across England and Scotland in 10 locations. Lasting a full morning or afternoon, using ‘real’ resources from our expedition planning processes, we worked with Leaders to design active participation workshops for secondary schools. The workshops;

[Provide valued content and stand-alone learning ]
[Develop decision-making under pressure and ] support strategies for positive well-being
[Present new and relatable adult role-models ]
[Dispel myths -about fitness, suitability, and the ] purpose of modern adventure and exploration
[Provide fun and learning in an exciting context, ] as we do on our programmes.

Lots of prep needed, not as easy as you think. I have learnt that you have to work together with your team to get tasks done.

Student, Sir William Robertson Academy

Council’s Report

Introduction from Our Chair

About us

What We Have Achieved?

Financial Review

WHO WE ARE REACHING?

700

[49% of Young Explorers][ were referred to us ] through our network of schools, youth organisations and partnerships this year. The 19 young people who joined us from care this year found us through partners. Our Leader roles in 2023 were also in part filled by staff seconded from referring partner organisations like Catch22.

YOUNG PEOPLE BENEFITTED FROM OUR ACTIVITIES DURING THE FINANCIAL YEAR.

[Means testing indicates that ] [41% of the young people] with us this year come from households of less than £23,000 a year. Mean household income in the UK after taxes and benefits in 2022 was £38,100 .

[Post-code analysis (in England - not available in other ] countries in the UK) indicates that at least 41% of the young people who went on expedition this year are from areas of deprivation, 23% being from the highest levels of multiple deprivation. This measure can indicate poor access to employment, health, training and education, barriers to housing and services and a poor living environment, as well as economic disadvantage.

VOLUNTEER PROFESSIONAL LEADERS PREPARED FOR AND PARTICIPATED IN INDUCTION AND TRAINING. 64 PARTICIPATED IN EXPEDITIONS IN THE FIELD IN 2023.

[Our cohort of young people included ] [17% ][identifying ] as from a black or minority ethnic background, and 23% of young people declared a disability or long term illness. 19 young people joined us from care this year.

I gained a lot of confidence in my own…skills, as well as understanding I 49% am better at a lot of social interactions than I thought. I realised I am able to stand up for myself of Young Explorers were even when that is referred to us through our network of schools, really hard. I have youth organisations and learned about some partnerships this year. other people with autism, and I found this really valuable for my personal development.

Young Explorer, 2023

Council’s Report

She doubted herself for a very long time, but she doesn’t doubt herself now.

Family feedback 2023

WHAT IMPACT ARE WE HAVING?

Young people need the skills, behaviours, and confidence to look after their mental well-being, make good decisions, seize opportunities, and tackle contemporary challenges.

We use quantitative and qualitative evidence and wide-ranging anonymous feedback;

Socio-economic data + My Compass tool + Leader, Young Explorer, family, partner feedback + The Short Warwick–Edinburgh Mental Well-being Scale + Real Life Stories = a more complete narrative of the difference our programmes make.

We help them secure these skills and to recognise the value of these behaviours.

“She wants to go out in the world now”.

Family feedback 2023

Outcomes of My Compass – all expedition programmes

“From someone who was really introverted and a homebody, she now has big plans. She’s found what she’s really passionate about”.

The My Compass tool is completed during training, and at points during expedition. It guides goal setting and reflective conversations, encouraging young people to think about what they hope to learn and to consider any skills or personal qualities they hope to build on.

Family feedback 2023

Understanding the data

The Compass has 8 points and 6 intervals on each point. 1 interval change is significant, and more so at the ‘beginning’ or centre of each point than towards its outer edge. Mean figures inevitably conceal much larger steps for some. An interval change might mark a shift from, for example “I am not in control of my feelings or of what triggers them” to “I can work out why I feel how I do but can’t always control the feelings” .

This year, the greatest significant average differences across all programmes were in relation to making decisions that matter, confidence, managing feelings and problem solving. 3 previous years of data are shown for comparison.

The Short Warwick –

Edinburgh Mental Well-being Scale

This externally validated tool relates to a person’s psychological well-being. It was designed by NHS Scotland, Universities of Warwick and Edinburgh to be used by organisations delivering practical programmes.

The biggest changes Young Explorers felt from the beginning to the end of the programme were in dealing with problems and feeling optimistic about the future.

Young Explorer feedback –

self reported awareness of progression

Young Explorers are asked about their feelings, about advice they would give to future Young Explorers, about their learning and gains from the experience in anonymous feedback in which we track when My Compass themes are spontaneously referenced. The world and me, confidence and people and me stand out at the highest frequency;

----- Start of picture text -----
Making
Managing Staying Problem People The world
All expeditions decisions my feelings on track Comms solving and me Confidence and me
that matter
Interval 2023 0.90 0.86 0.67 0.83 0.79 0.98 1.00 0.74
Interval 2022 0.75 0.48 0.70 0.70 0.64 0.60 0.72 0.67
Interval 2021 0.72 0.77 0.62 0.69 0.77 0.74 0.96 0.74
Interval 2019 1.02 1.04 0.98 0.99 0.80 1.16 1.01 1.28
----- End of picture text -----

----- Start of picture text -----
I’ve been
I’ve been I’ve been able
feeling I’ve been I’ve been I’ve been
I’ve been feeling close to make up
All expeditions optimistic feeling useful feeling dealing with thinking to other my own mind
about the relaxed problems well clearly
people about things
future
Interval 2023 0.66 0.54 0.55 0.65 0.43 0.56 0.53
Interval 2022 0.30 0.68 0.46 0.49 0.51 0.67 0.45
Interval 2021 0.29 0.70 0.33 0.39 0.34 0.72 0.19
----- End of picture text -----

My Compass themes	Number of references	Interval
People and me	49	0.98
Confidence	58	1.00
The world and me	53	0.74

Council’s Report

UNLOCKING SELF-BELIEF TAKES TIME

This translates into:

949 344 CONTACT HOURS OF CONTACT HOURS OF ENGAGEMENT, TRAINING, ENGAGEMENT, TRAINING, MEDICAL 121’S AND MEDICAL 121’S AND EXPEDITION FOR EVERY EXPEDITION FOR EVERY YOUNG PERSON ON A YOUNG PERSON ON A PROGRAMME WITH PROGRAMME WITH A 5-WEEK EXPEDITION. A 2-WEEK EXPEDITION.

613

OUR TEAM, LEADERS AND FACILITATORS SPENT

87,982

CONTACT HOURS OF ENGAGEMENT, TRAINING, MEDICAL 121’S AND EXPEDITION FOR EVERY YOUNG PERSON ON A PROGRAMME WITH A 3-WEEK EXPEDITION.

HOURS OF INTENSIVE CONTACT TIME IN TOTAL WITH YOUNG PEOPLE.

Our Impact over time

We have created an annual questionnaire to Members (previous expedition participants) using themes from My Compass and questions originally devised by Penn State University for their doctorate research paper ‘The perceived long-term influence of youth expeditions on participants’ lives’ by Maria Jose Ramirez Canas in December 2019. The questionnaire will be

sent each November as part of a communication to also clarify contact details. It was sent to

4500 members in November 2023. The questionnaire is non-compulsory and nonincentivised. At the time of this report, we had over 400 responses from every decade of birth from 1930’s to 1990’s.

The average overall positive impact reported by members does not significantly change, irrespective of the decade of their birth:

----- Start of picture text -----
• [82%] [ say their expedition had a ] Average Impact by Decade
positive or very positive impact
9
on their Personal development,
8
confidence, staying on track,
managing their feelings 7
• [81%] [ say their expedition had a ] 6
positive or very positive impact
on their Skills – problem 5
solving, communication, 4
making decisions that matter
3
• [93%] [ say their expedition was ]
Enjoyable and meaningful 2
• [79%] [ agree or strongly agree ] 1
that their expedition changed
0
the course of their life
1930 1940 1950 1960 1970 1980 1990 2000
----- End of picture text -----

[81.5%][ say their expedition ] had a positive or very positive impact on their interest in the environment

The above-average economic and societal contribution of our Members at work, and as volunteers;

What we cannot yet measure

The positive changes Young Explorers go on to make in their lives;

[74%][ say their expedition had ] a positive or very positive impact on their attitude to volunteering, community value

The social action and volunteering which participants undertake with us, and subsequently.

The life-long community of support we work to build and maintain;

Council’s Report

30 YEARS ON Explorers from Svalbard, 1993

It made me braver. Took away

I am willing to take on challenges, and recognise the good parts of myself – Svalbard 93 has left its mark on me, a big slash of before/after. It has taken time to realise all that happened, and to feel the effects, but it is there - I’m still a bit wild, or at least I’m willing to listen to that - I’m more adventurous, more willing than ever to try physical challenges. I’ve become more aware of the good bits of my character, and I’ve worked on the less good - and all of that began over the summer of 1993. The most important thing that remains are the incredible bonds and friendships that were hammered out - something fairly unique I think. When messages appear or emails, or talk of reunions or the odd picture, I pretty much drop everything.

self-imposed restrictions – Svalbard had an impact that was completely disproportionate to the amount of time we actually spent out there. It was one of the most profound experiences I have ever had - and is something by which all other big life events have been measured ever since. There are specific moments…But I remember more the general feeling of hugely intense emotions and being truly part of something in a way I hadn’t before. It feels like those bonds are always there, no matter what…I realised recently that actually what Svalbard did was to make me braver, in ways other than necessarily the purely physical. It made me less afraid to be myself, better at not feeling restricted by self-imposed limits on what I think I can or can’t do.

– Tom Shaw

– Louise Savic

It gave me breathing space to make my own decisions – I dropped out of school aged 17 as I could not see the point in continuing with an education that didn’t seem to fulfil my needs. Having left school, I needed to do something…I must admit, from memory, I had no real desire to go camping, skiing, climbing or counting Reindeer! To this day, I work pretty hard to avoid those activities...I spend my working days coaching and instructing people who work or want to be trained to work in the Watersports Industry, so I do work in the outdoors and I love every minute of it. The expedition helped me have me some breathing space to decide that going back to education was probably a good idea. Two years after the exped I gained my BTEC National Diploma in Sport and Exercise Science, which I thoroughly enjoyed. By this stage I really had Watersports under my skin and had pretty much decided to make a career of it. My “A star” 16 year old son has decided that A levels are not for him...my experience aged 17/18 has helped me better understand and feel comfortable with his decision to make “different” choices. My folks really struggled with this.

I became more confident, able

to cope with uncertainly – I came away a more confident, assured person, happier to face uncertainty without knowing everything will necessarily be alright on the other side. Immediately when we got back from the expedition I found

out I didn’t get the grades in my A-levels to go to medical school as planned. Still flying on the high of my recent experience I somehow confidently changed track – one I am happily still on now running my own engineering consultancy in mid-Wales. Svalbard left me with a deep appreciation for the environment we live in and it is a privilege to pass that on to my children.

– Crispin Angood

I learned incredible negotiation

skills – …it was beautiful and wild and awe inspiring, but for me it was the people that have left the most lasting impression. The depth of connection and friendship forged in that time has impacted me in so many ways through out my life. I think all these learned skills affected my choices in my first career as a social worker. If you can work through long drop digging rotas, smelly tent mates and attempts to make camp food more palatable you can negotiate anything. The bonds we forged have been held in a special part of my heart…It is impossible to explain how folk from such a short period of time such a long time ago have remained friends of such value.

Kate Towse

I learned about community, and

what a real team is – I now know that being able to find humour in the face of hardship is a hallmark of a strongly bonded team, and I feel really fortunate to have been part of one at such a young and formative age. Indeed, the oddness of recent times (plus WhatsApp) has burnished our links and there’s now routine communication which I really value. Why? Well, they are friends I hold dear for reasons that are hard to explain, but which are rooted in a shared discovery of a hard but magnificent wilderness… these friends have been (and are still) a calming touchstone that transports me back to a simpler, more mindful time when life was stripped back to toil, food and laughter; to the joy of community and a shared meal; to little wins like triumphantly finding your lost spoon or an uneaten dextrose tablet. Svalbard in 1993 was full of adventure, friendship and laughter, but probably the most valuable thing I brought home was a personal realisation that life near the bone really is where it is sweetest.

– Aran Jess

– Edward Curtis

Council’s Report

Now that I’m home and the reality has all passed, I always try to seek the best in every circumstance...It has taught me to look beyond the negatives and see what life has to teach me.

Young Explorer 2023

WHAT’S NEXT?

Keeping the strategic momentum going

[To celebrate the value of young voices ] in our work, we invited applications for Explorer Ambassadors this year, and recruited our first cohort of 8. They share the unique experience of having been on expedition with us, but with their varied backgrounds and life paths since, are an invaluable guide to young people just starting their journey into the outdoors. They are able to challenge us to improve and develop through their experiences. They are paid for their time with us, and we are beginning to provide training for them as we understand better how to support them.
[We are launching a new programme with a ] strong focus on environmental decision making – Pinnacle Wild Leadership
[We are re-siting our Scottish programmes - ] to Blair Atholl near the Cairngorms and to the Hebrides. Our Islands programme will have a particular focus on field science.
[We have completed and will start to implement ] a knowledge review as part of a commitment made at an inclusion forum we hosted at St George’s House in April 2022.
[We have changed our approach to recruitment, ] including for trustees, and altered our terms of employment and appraisal to support a more diverse workforce.
[We finished the year with a lecture at the Royal ] Geographical Society – ‘A Wild and a Fairer Future’ highlighting the remaining challenges to making the outdoors a fairer, more welcoming place for all.

British Exploring Society gave me the opportunity to be myself without judgment, I was more than just a label for the first time in my life. I was able to share my specialist interests with like-minded people and I could channel my impulsivity into exploration. This allowed me to see my diagnosis of autism and ADHD as a positive, because I wasn’t being told to sit inside the box, and I loved it! Young Explorer 2023

Council’s Report

Introduction from Our Chair

About us

What We Have Achieved?

Financial Review

FINANCIAL REVIEW

2022/23 has been a year

British Exploring Society

We are also now assisted

of quiet consolidation, and a preparation for change at British Exploring Society. In our fundraising we continue to tackle real challenges, and

generated £1,615,677 of income (2022: £1,571,104). The total cost of our charitable activities amounted to £1,828,694 (2022: £1,622,872).

in challenging times by thus generated £1,615,677 of income far being able to control our (2022: £1,571,104). The total programming with sufficient cost of our charitable activities foresight to be able to manage amounted to £1,828,694 our overall income. We took (2022: £1,622,872). the decision in August 2023, There was a net deficit on the for example, to reduce some unrestricted, restricted and of our overseas activity in endowment funds of £213,017 2024. This advance decision (2022: £51,768) reflecting the avoided unnecessary start decision to run two overseas up costs and reduces our expeditions during the year in financial commitments whilst line with our charitable object we continue to develop our and the challenging fundraising pipeline of supporters. We environment. Our forecasts of have subsequently announced the net deficit as we progressed an internal reorganisation to through the year led us to take more closely coordinate our the decisions to reduce our fundraising and membership overseas activity in 2024 and services activities so that our implement the reorganisation Members are better informed as discussed above. of our activities and means by which they can support the The main activities in the year to charity. In addition the new 31 October 2023 are outlined in organisation is better placed the sections above. to drive operational efficiencies. The income and expenditure of the charity are reflected in the Statement of Financial Activities on page 42 of these financial statements.

we are still not meeting every programme funding target we would like to.

We welcome the prospect of a gradually more robust future with the professionalism of a highly effective Development board, and with a growing pipeline of individuals, trusts and foundations joining us in the last year. We are also now at full strength in the fundraising team following an extended recruitment exercise during 2022/23. We have been supported by the increasingly successful endeavours of the young people who learn how to fundraise as part of their programme with us, too.

Carbon reporting for 2022/23

In our 10-year strategy A Wild

Future we made a commitment to report on our greenhouse gas emissions, and to share our progress in becoming a more sustainable organization in our annual report. We commenced carbon reporting for 2023 in January 2024.

Our overall carbon footprint which includes office costs and programmatic activities for 2022 has been calculated by Carbon Managers for us at 415 tonnes CO2e. In this year, our expedition activities were overseas and in the UK. We will report in full on our 2023 emission in next year’s annual report. We have purchased Pending Insurance Units to offset our greenhouse gas emissions for 2022. PIUs are carbon credits in mitigation of our carbon emissions. Units purchased will accumulate over time to offset emissions already incurred. Our PIUs will be available on the UK Land Carbon Registry for public scrutiny. We have sought high conservation/ restoration value schemes of genuine value to landowners, with public access. We continue to work with ForestCarbon www.forestcarbon.co.uk at Hawkshaw on the Scottish Borders. They plant native broadleaves (Downy Birch, Oak, Aspen, Willow, Alder, Scots Pine, Rowan, Thorny Scrub) and support flood mitigation,

improved water quality and wildlife.

It has pedestrian access and the right to roam. We hope that the site will be of programmatic/knowledge value to us as it matures.

Going forward, we aim to deliver an average 5% per annum reduction in our principal source of emissions – flights - to deliver a 50% overall reduction in emissions from flights by 2032.

Investment Policy and Performance

In accordance with the Articles of Association, the Council has the power to invest in such stocks, shares, investments and property as they see fit. No fund managers are currently engaged.

Reserves Policy

The reserves policy is implemented with other governance and financial controls, and is intended to support these policies and the goals identified in British Exploring Society strategic and operational plans. The reserves fund is a sum set aside by Council. The minimum amount to be designated as reserves is designed to be enough to maintain ongoing operations and programmes for a set period, measured in months. The target minimum is equal to 3 months of average operating costs.

The reserves target minimum will

be calculated and agreed each year alongside approval of the annual budget and will be included in regular financial reporting. The level of the reserves fund must be dynamic, will be reviewed by Finance Committee, and will be adjusted in response to internal and external changes.

The balance held as unrestricted funds at 31st October 2023 was £167,459 of which £125,852 are regarded as free reserves, after allowing for funds tied up in tangible fixed assets. The balance held as restricted and endowment funds at 31st October 2023 was £395,923. At the 31 October 2023 free reserves stood at approximately 1.5 months’ worth of average operating costs. Council has approved a budget for 23/24 which reflects the reduction in overseas expeditions for the current year and takes account of an increase in fundraising staff and the evolution of our fundraising strategy as mentioned above. The budget returns our free reserves towards the equivalent of our target minimum of 3 months of average operating costs by the end of the budget year.

Going Concern

After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The current economic conditions, particularly in relation to fundraising, have been reviewed and taken into consideration. Like most programmebased charities, British Exploring Society depends on the continued support of existing and new donors throughout the year. Grants continue to be received and plans have been put in place for future activities. The trustees have also taken account of progress in the fundraising strategy with donations beginning to be received from new supporters, the reorganisation and focus on operational improvements, and the level of restricted and endowment funds of £395,923 at 31 October 2023 and which in certain circumstances could be more flexibly utilised. For these reasons, the trustees continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies.

The Statement of Financial Activities is shown on page 42.

Council’s Report

STRUCTURE, GOVERNANCE AND MANAGEMENT

Current British Exploring Policies:

[Take Down]
[Archive Management]
[VIP Visits]
[Anti-Bullying ]
[Visitors ]
[Ant-corruption and Bribery]
[Whistleblowing ]
[Conflicts of Interest]
[Complaints ]

Council is ultimately accountable for the effectiveness of the charity in the achievement of its purpose. The Council’s primary responsibilities relate to policy, strategy and performance, meeting, or exceeding standards in all areas of statutory regulation, fundraising and financial performance and the safety and well-being of everyone, particularly the young people that the charity works with. The executive team under the direction of the Chief Executive Officer is responsible for implementing policy and strategy. The executive team and Chief Executive Officer design and deliver operational plans, manage risk on a day-to-day basis, make recommendations to Council in all areas of activity, and are accountable to Council for performance against all agreed performance indicators. The responsibility for all activities towards the achievement of the charity’s charitable purpose which take place overseas during expeditions is delegated to contracted volunteer Chief Leaders.

[Data & Privacy Protection]
[Environmental ]
[Ethical Fundraising and Partnerships]
[Ethical Expeditions ]
[Equity, Diversity and ] Inclusion Policy
[Expenses ]
[Fellowship ]
[Finance and Procedures]
[Grievance Capability and Disciplinary]
[Health & Safety at Work]
[Membership ]
[Photography and Filming ]
[References ]
[Reserves ]
[Risk Management ]
[Safe Operations ]

As of the end of the financial year, the charity was employing 15 full-time and 3 part-time employees who manage the direction and day-to-day administration of the charity. Many volunteers offer their services regularly or on an ad hoc basis and assist Council and staff. A significant number provide specialist professional services to the charity as a donation.

Members of Council meet regularly in person or remotely, at a full Council meeting (minimum

four per annum) or by way of sub-committee meetings, to manage its affairs. Individual Council members additionally dedicate their time to oversee specific areas of activity to support the executive staff team.

Council from time to time appoints Advisors to Council. These are individuals with expertise in areas of strategic significance to the charity and are listed on the website of the charity. They have no fixed term of office.

The Company is limited by guarantee and governed by Articles of Association which were updated in 2017 at its AGM. Third party indemnity provision is in force at the time of approval of the report or during the period, for the benefit of one or more directors, this is fact. British Exploring Society has in place trustees, Directors, and Officers Public Liability insurance.

Members of Council, listed on page 3, are the directors for the purposes of the Companies Act 2006 and trustees for the purposes of the Charities Act 2011. Members of the Council are appointed at Council or at the Annual General Meeting each year. Since the Company is limited by guarantee, none of the members of the Council has any beneficial interests in shares in the Company. The Council is entitled to propose candidates

for election to Council and to appoint additional Council members and the Chief Executive’s senior members of Council. New members of Council are leadership team identify risks to British Exploring recruited to the Council by formal application and Society. The major risks are documented, monitored with the support of a nominations sub-committee. by the senior leadership team on a continuous In selecting new members of Council, consideration basis, and reviewed at each Council meeting. is given to the specific contribution they can make An Operations sub-committee supports the to the Council and the charity. A regular skills Executive team in the oversight of risk in relation and training audit is undertaken to ensure that to programme development and delivery. At least appointments reflect the strategic priorities of two Council members serve on this committee. the charity.

Areas affected by risk include programmes, finances, governance, operations, insurance, compliance with law and regulation, and external perceptions and relationships.

Members of Council are limited to two four-year terms, after which a two-year break is enforced before the possibility of a further term.

The pay and remuneration of the Chief Executive Officer is set by Council and is kept under annual review. Several criteria are used in setting pay:

Programme risk management process

The Chief Executive, supported by the Head of Expeditions and their Expeditions Managers, is responsible for establishing and operating a system for managing programmes and their associated risks. On expedition, this is delegated to Chief Leaders, who as agents of the charity are responsible for the system.

[Nature of the role and responsibilities;]
[The sector-average salary ] for comparable positions;
[General trends in pay.]

Approach to Managing Risk

This system includes checking compliance with British Exploring Society standard operating procedures (SOPs). These cover all technical aspects of preparing and delivering a programme and the standards and skills expected of Leaders and Experts including their ability to dynamically assess and manage the changing risks to which a programme may be exposed.

The charity must manage two categories of risk: those to itself and those to the Leaders and young people who participate on its programmes in wild and remote areas. Council is responsible for the oversight of both. The Executive works with Council to agree risk appetite and tolerance on a dynamic, case-by-case basis. Effective governance and oversight of risk provide assurance that British Exploring Society’s activities will not be adversely affected by predictable risks, which in turn reduces the likelihood of not achieving its strategy, or the occurrence of material incidents that could have a significant impact on the charity’s reputation and financial sustainability.

SOPs are reviewed by the British Exploring Society senior leadership team and technical advisors. They are updated in the light of practical experience and changes in practice and regulation. Individual risk management plans and control measures are also subject to interrogation through a targeted

[Safeguarding]

Council’s Report

desk-based process of research which considers environmental, political, and other risks which we may not have been previously encountered in the field just prior to departure.

Expedition Leadership

A capable Chief Leader with experience and judgement is the anchor for a safe, well-managed programme delivering long term outcomes. The Chief Executive, Head of Expeditions and/or Expeditions Managers question each candidate Chief Leader at length and satisfy themselves about their abilities and experience before appointment. The British Exploring Society executive team reserves the right to require a Chief Leader to stand down from expedition leadership at any point if they have reason to believe that the individual can no longer effectively manage dynamic risk assessment in the field or support the delivery of wider charitable objectives to the appropriate standard.

The responsibility for selecting and developing a strong, cohesive expedition leadership team which understands the mission, ethos and expectations of British Exploring Society, rests with the Chief Leader, Head of Expeditions and Expeditions Manager, and is overseen by the Chief Executive who reports to Council. Each Chief Leader works closely with the British Exploring Society office throughout the planning process. They assess risks relevant to programme objectives, client group and environment, and, following relevant operating procedures, develops a comprehensive set of plans including for rich content, communications, major incidents, and medical emergencies. The nominated expedition lead at British Exploring Society reviews the risk assessment, itinerary and plans.

Before each new programme, Young Explorers, Leaders and Experts are trained to identify and manage risks.

At the start of a programme further training is given. A Chief Leader, liaising with the British Exploring Society office in London, will adapt their plans, risk assessment and control measures to suit the circumstances in the field at the time.

Financial Risk

Financial risk represents the risk to the charity of having insufficient funds to carry out its committed charitable activities, due to over-reaching in planning such activities, insufficient fund-raising or general poor management or funds and expenses. Council mitigates financial risk through the appointment of a finance sub-committee of Council chaired by the Treasurer, which meets approximately two weeks before every Council meeting. Executive staff present the latest accounts, forecasts and operating data for review and cross-checking by the sub-committee before such information is submitted to Council. Members of the sub-committee can request ad hoc reports on financial and operating matters. Council Members have direct oversight of fundraising performance. The finance sub-committee is given delegated authority to manage the deposits and investments of the Society. The Charity’s Finance Policy and Procedures and Reserves Policy are reviewed annually. Council has primary oversight of fundraising given its importance to the charity.

Programme risk management oversight

[Council members monitor processes and ] review the Chief Executive’s assessment of the readiness of each programme to commence before authorisation.
[‘Consent to deploy’ for each programme is ] usually delegated to the Operations Committee.
[Council members may attend participant ] training or spend time in the field in the UK.
[Council reviews post-expedition reports and ] performance data and remedial actions to be incorporated into future planning. This ensures that the charity’s system for identifying and managing risks to Leaders and participants and to the charity are robust and transparent.

The charity is a member of the Expedition Providers’ Association. Learning Outside the Classroom, its accrediting body, assesses the following areas to seek assurance about expedition risk:

[British Exploring Society standard operating ] procedures and the risk management process;
[The expeditions/operations team;]
[The CEO as risk manager;]
[Technical advisors who support the design ] of policies, procedures and mitigation of risk;
[Chief Leaders as agents in the field;]
[Compliance with British Standard 8848; and]
[Members of Council monitoring all stages of ] an expedition.

British Exploring Society’s Council and its Operations sub-committee is satisfied that the charity’s ability to identify, manage and review risks to the safety of expeditions and programmes is sound, and worked effectively in 2022/23.

Our Charitable Object is to advance the education of young people by providing inspirational and challenging scientific expeditions to remote, wild environments and so promote the development of their confidence, teamwork, leadership and spirit of adventure and exploration.

Public Benefit, Fundraising and Council Responsibilities

The trustees have taken due note of their responsibilities under the Charity Commission’s guidance on public benefit. They are confident of the impact of British Exploring Society and the benefit to wider society through work in the following areas:

[The relief of those in need because of ] disadvantage through specific programmes to provide progression opportunities for young people most at risk in society;
[The advancement of education through ] the development of individual capabilities, competencies, skills and understanding;
[The advancement of community development ] through the active promotion of volunteering and civic responsibility;
[The advancement of science through research, ] and independent research projects; and
[The advancement of environmental protection ] through the promotion and better understanding of sustainable development and biodiversity.

Statement of responsibility in relation to fundraising

[British Exploring Society takes its duties in relation ] to fundraising under Data Privacy and Protection regulation and per The Code of Fundraising Practice seriously. In addition to its own Ethical Fundraising Policy, it is registered with the Fundraising Regulator.The Code of Fundraising Practice outlines the standards expected of all charitable fundraising organisations across the UK. Those standards were developed by the fundraising community through the work of the Chartered Institute of Fundraising (CIoF) and the Fundraising Regulator. Council has overall accountability for fundraising standards at British Exploring Society. Any material issues that arise are reviewed by the Finance Committee in the first instance, before escalation to Council as appropriate.

We raise funds via an in-house fundraising team and donations are received through the following channels: Charitable Trusts and Foundations, Corporates, Individuals and Events. Our fundraising activities are closely monitored by our Senior Leadership Team,which reports to our Board of Trustees.

We received no complaints in relation to fundraising activities in the 2022/23 financial year. Finance Committee had no cause to review any noncompliance with any area of fund-raising activity.

We are registered with the regulatory body for fundraising in the UK, the Fundraising Regulator, and pay an annual levy to support

its work. We adhere to the standards outlined in the regulator’s Code of Fundraising Practise. We regularly review our fundraising activities to ensure they fully comply with the code, do not place an unreasonable intrusion on anyone’s privacy or put them undue pressure on them to donate.

Our work brings us into regular contact with young people between the ages of 14 and 26, some of whom may be particularly vulnerable. We work and fundraise alongside our community of Members, families and carers, schools and public institutions, other charities, and local communities. British Exploring Society is committed, and recognises that it has an obligation, to always protect those in vulnerable circumstances. Should we ever suspect that someone we engage with through our fundraising activity is lacking capacity or is in vulnerable circumstances, we will take steps to terminate any contract or commitment in a way which seeks to protect that person and their dignity, having due regard for any desire they have expressed to support British Exploring Society.

Council’s Report

INDEPENDENT AUDITOR’S REPORT

Statement of Council Members’ Responsibilities

Members of Council are responsible for preparing the Council’s Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires members of Council to prepare financial statements for each financial year, which give a true and fair view of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements, the members of the Council are required to:

[Select suitable accounting policies and then ] apply them consistently;
[Observe the methods and principles in the ] Charities SORP 2019 (FRS102);
[Make judgements and 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; and
[Prepare the financial statements on the going ] concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The members of Council are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The members of Council are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Disclosure of information to the Auditor

So far as each member of Council at the date of approval of this report is aware:

[there is no relevant audit information of ] which the company’s auditor is unaware; and
[Certain members of Council, on its behalf, have ] made the appropriate enquiries and have taken all reasonable steps to make themselves aware of any relevant audit information and to ensure that the auditors are aware of that information.

Small company special provisions

The Council Report has been prepared taking advantage of the small companies’ exemption in Section 415A of the Companies Act 2006. The accounts comply with the current statutory requirements, the governing document and SORP 2019.

This report was approved on 18th March 2024 and signed on behalf of the Council by:

David Tilston Ian Maginnis Treasurer Chair of Trustees

Independent Auditor’s Report

Statement of Financial Activities

Opinion

We have audited the financial statements of British

Exploring Society (the ‘charitable company’) for the year ended 31 October 2023 which comprise Statement of Financial Activities incorporating income and expenditure account, the Balance Sheet, the Statement of Cash Flows and the related 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 charitable ] company’s affairs as at 31 October 2023, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
[have been properly prepared in accordance with ] United Kingdom Generally Accepted Accounting Practice; and
[have been prepared in accordance with the ] requirements of the Charities Act 2011.

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 charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Financial Statements

Council’s Report

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Annual report other than the financial statements and our Auditors’ report thereon. The trustees are responsible for the other information contained within the Annual report. 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. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

[the information given in the trustees’ report is ] inconsistent in any material respect with the financial statements; or
[sufficient accounting records ] have not been kept; or
[the financial statements are not in agreement ] with the accounting records and returns; or
[we have not received all the information and ] explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 38, 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 determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the 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 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 section 145 of the Charities Act 2011 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 Auditors’ 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.

Irregularities, including fraud, are instances of non compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Capability of the audit in detecting irregularities, including fraud.

Based on our understanding of the charity and the sector as a whole, and through discussion with the trustees and other management (as required by auditing standards), we identified that the principal risks of non compliance with laws and regulations related to health and safety, GDPR and employment law. We considered the extent to which non compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities SORP (FRS 102) Second Edition (released October 2019), the Companies Act 2006 and other relevant charity legislation. We communicated identified laws and regulations throughout our team and remained alert to any indications of non compliance throughout the audit. We evaluated trustees and management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks related to posting inappropriate journal entries to manipulate the desired financial results and management bias in accounting estimates and judgemental areas of the financial statements. Audit procedures performed by the engagement team included:

•[Discussions with management and assessment ] of known or suspected instances of noncompliance with laws and regulations (including health and safety) and fraud, and review of the reports made by management; and

[ Assessment of identified risk factors; and ]
[ Confirmation of related parties with ] management and review of transactions throughout the period to identify any previously undisclosed transactions with related parties outside the normal course of business; and
[ Reading minutes of meetings of those charged ] with governance; and
[ Review of significant and unusual transactions ] and evaluation of the underlying financial rationale supporting the transactions; and
[ Identifying and testing journal entries, in ] particular any manual entries made at the year end for financial statement preparation.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Use of our report

[Obtain an understanding of internal control ] relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion of the effectiveness of the charitable company’s internal control.

This report is made solely to the charitable company’s members, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an Auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

[Evaluate the appropriateness of accounting ] policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

•[Conclude on the appropriateness of the trustees’ ] report, or for the opinions we have formed. use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required Stephen Tanner BSc(Econ) FCA, Senior to draw attention in our Auditors’ report to the Statutory Auditor related disclosures in the financial statements or, if such disclosures are inadequate, to modify For and on behalf of Kreston Reeves LLP, our opinion. Our conclusions are based on Statutory Auditor the audit evidence obtained up to the date of Kreston Reeves LLP our Auditors’ report. However, future events or conditions may cause the charitable company Second Floor to cease to continue as a going concern.

For and on behalf of Kreston Reeves LLP, Statutory Auditor

168 Shoreditch High Street

•[Evaluate the overall presentation, structure and ] content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

London

E1 6RA

Kreston Reeves LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

18th March 2024

Financial Statements

Statement of financial activities

Independent Auditor’s Report Statement of Financial Activities

STATEMENT OF FINANCIAL ACTIVITIES

1,282 TOTAL DONATIONS RECEIVED IN 2022/2023

For the year ending 31st October 2023

Income	Notes	Unrestricted Funds (£)	Restricted Funds (£)	Endowment Fund (£)	Total 2023 (£)	Total 2022 (£)
Donations Income from charitable activities:	2	744,706	451,589	110	1,196,405	952,518
Contributions from participants, supporters and sponsors	3	36,252	366,799	-	403,051	616,156
Income from investments	4	11,467	-	-	11,467	1,189
Other income Total incoming resources Expenditure	5 Notes	4,754 797,179 Unrestricted Funds (£)	- 818,388 Restricted Funds (£)	- 110 Endowment Fund (£)	4,754 1,615,677 Total 2023 (£)	1,241 1,571,104 Total 2022 (£)
Expenditure on raising funds
Expenditure on charitable activities	6	677,719	1,150,975	-	1,828,694	1,622,872
Total expenditure Net income/(expenditure) and net movement in funds for the year before transfers Transfer between funds Net income/(expenditure) Reconciliation of funds Total funds brought forward Total funds carried forward	Notes 13	677,719 119,460 (237,589) (118,129) Unrestricted Funds (£) 285,588 167,459	1,150,975 (332,587) 262,663 (69,924) Restricted Funds (£) 446,785 376,861	- 110 (25,074) (24,964) Endowment Fund (£) 44,026 19,062	1,828,694 (213,017) - (213,017) Total 2023 (£) 776,399 563,382	1,622,872 (51,768) - (51,768) Total 2022 (£) 828,167 776,399

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

Financial Statements

Balance sheet

As at 31st October 2023

----- Start of picture text -----
Notes Unrestricted Restricted Endowment Total 2023 Total 2022
Fixed Assets Funds (£) Funds (£) Fund (£) (£) (£)
Tangible fixed assets 7 41,607 - - 41,607 56,132
Total fixed assets 41,607 - - 41,607 56,132
Notes Unrestricted Restricted Endowment Total 2023 Total 2022
Current Assets Funds (£) Funds (£) Fund (£) (£) (£)
Cash at bank and in hand 151,890 376,861 19,062 547,813 629,643
Debtors 8 73,962 - - 73,962 172,195
Total current assets 225,852 376,861 19,062 621,775 801,838
Notes Unrestricted Restricted Endowment Total 2023 Total 2022
Creditors Funds (£) Funds (£) Fund (£) (£) (£)
Amounts falling due within one year 9 (100,000) - - (100,000) (81,571)
Net current assets 125,852 376,861 19,062 521,775 720,267
Net assets 167,459 376,861 19,062 563,382 776,399
Notes Unrestricted Restricted Endowment Total 2023 Total 2022
Charity Funds Funds (£) Funds (£) Fund (£) (£) (£)
Endowment funds - - 19,062 19,062 44,026
Restricted income funds - 376,861 - 376,861 446,785
Unrestricted income funds 167,459 - - 167,459 285,588
Total charity funds 13 167,459 376,861 19,062 563,382 766,399
----- End of picture text -----

The financial statements were approved and David Tilston Ian Maginnis authorised for issue on 18th March 2024 and Treasurer Chair signed on behalf of Council by:

The financial statements have been prepared in accordance with the special provisions relating to small companies within Part 15 of the Companies Act 2016.

Statement of cash flows

For the year ending 31st October 2023

Cash fows from operating activities	Notes	2023 (£)	2022 (£)
Net cash used in operating activities	15	(67,101)	(90,002)
Cash fows from investing activities
Interest		11,467	1,189
Purchase of assets		(26,196)	(15,984)
Net cash fow by investing activities		(14,729)	(14,795)
Change in cash and cash equivalents in the year		(81,830)	(104,797)
Cash and cash equivalents brought forward		629,643	734,440
Cash and cash equivalents carried forward		547,813	629,643

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

For the year ended 31st October 2023

1. Accounting Policies

The financial statements have

1.1 Basis of accounting

1.3 Recognition of donated services

been prepared in sterling, which is the functional currency, and are rounded to the nearest £1.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. The accounting policies set out below have been consistently applied to all years presented unless otherwise stated.

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

1.2 Income

Expedition contributions are accounted for as receivable by the Company and recognised in the statement of Financial Activities, except where they relate to an expedition occurring in a later year, when they are deferred within creditors and credited to the Statement of Financial Activities in the year the expedition takes place. Donations in kind or by way of donated equipment are accounted for on receipt, at the estimated value. Voluntary income and donations are accounted for on receipt by the charity and recognised in the Statement of Financial Activities. Legacies are accounted for where there is a reasonable degree of certainty as to the amounts receivable.

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

British Exploring Society meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

1.4 Expenditure

Expenses and grants payable are recognised in the accounts when they are accrued when they are incurred by the charity, with the exception of costs for future expeditions, which are deferred within debtors and charged to the Statement of Financial Activities in the year the expedition takes place. Grant applications are considered by the Expedition Co-ordinators and Chief Executive and awards are given to deserving cases to fund participation in expeditions.

Expenditure is allocated to the activity where the cost relates directly to that activity. The staff and office costs incurred on each activity are apportioned on the following basis, which is an estimate, based on staff time, of the amount attributable to each activity:

Cost of expeditions: 95%

Management and administration of the charity: 5%

1.5 Capitalised staff policy

Staff costs which are directly attributable to bringing a fixed asset into working condition for its intended use are capitalised as a tangible fixed asset.

1.6 Depreciation

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost, less estimated residual value, of each asset over its expected useful life. The useful economic lives of expedition equipment items are reviewed and adjusted annually. The brought forward values are then written off over this period. Depreciation is calculated on the following basis:

Expedition equipment: between 1 and 10 years, straight line basis

Office equipment and computers: 25% straight line basis

Individual items of equipment costing less than £100 are not capitalised.

1.7 Debtors

Trade and other debtors are recognised at the settlement amount due.

1.8 Cash at bank and in hand

Cash at bank includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.9 Creditors

Creditors are recognised at their settlement amount.

1.10 Reserves

The charity holds reserves which have been designated for the following purposes:

[Restricted Permanent ]

Endowment Funds are maintained as required by the individual trust deeds; some of these allow for the income to be accumulated to provide a meaningful grant at a later date.

[Restricted Funds][ are certain ]

donations made with conditions attached (e.g. for use in subsidising Explorers from particular areas or supporting the outreach project) and are kept in a Restricted Fund until applied.

1.11 Foreign currencies

Assets and liabilities in foreign currencies are translated into sterling at the rates of exchange at the balance sheet date. Transactions

in foreign currencies are translated

into sterling at the rate ruling on the date of transaction. Exchange differences are reflected in the Statement of Financial Activities.

1.12 Operating leases

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are reflected in the Statement of Financial Activities as incurred.

1.13 Pensions

Contributions in respect of the defined contribution pension scheme are charged to the Statement of Financial Activities for the year in which they are payable to the scheme. Differences between contributions payable and contributions actually paid in the year are shown as either accruals or prepayments at the year end. At the year end, there were accruals of £4,021 (2022: £0).

Employer contributions made to the scheme during 2022/23 amount to £19,207 (2022: £19,241).

1.14 Members’ liability

The society is a company limited by guarantee. In the event of the society being wound up, the liability in respect of the guarantee is limited to £1 per member.

1.15 Going Concern

After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The current economic conditions, particularly in relation to fundraising, have been reviewed and taken into consideration. Like most programme-based charities, British Exploring Society depends on the continued support of existing and new donors throughout the year. Grants continue to be received and plans have been put in place for future activities. The trustees have also taken account of progress in the fundraising strategy with donations beginning to be received from new supporters, the reorganisation and focus on operational improvements, and the level of restricted and endowment funds of £395,923 at 31 October 2023 and which in certain circumstances could be more flexibly utilised. For these reasons, The trustees continue to adopt the going concern basis in preparing the financial statements.

Financial Statements

Notes to the Financial Statements

For the year ending 31st October 2023

----- Start of picture text -----
Unrestricted Restricted Endowment Total 2023 Total 2022
2. Income from donations
Funds (£) Funds (£) Fund (£) (£) (£)
Cash donations 634,313 166,205 110 800,628 782,504
Donated services 110,393 285,384 - 395,777 170,014
744,706 451,589 110 1,196,405 952,518
Cash donations 646,331 135,863 310 - 782,504
Donated services 4,500 165,514 - - 170,014
650,831 301,377 310 - 952,518
Unrestricted Restricted Endowment Total 2023 Total 2022
3. Income from charitable activities
Funds (£) Funds (£) Fund (£) (£) (£)
-
Contributions from participants, supporters and sponsors 36,252 366,799 403,051 616,156
36,252 366,799 - 403,051 616,156
- -
Contributions from participants, supporters and sponsors 85,127 531,029 616,156
85,127 531,029 - - 616,156
Unrestricted Restricted Endowment Total 2023 Total 2022
4. Income from investments
Funds (£) Funds (£) Fund (£) (£) (£)
- -
Interest receivable on cash deposits 11,467 11,467 1,189
11,467 - - 11,467 1,189
- - -
Interest receivable on cash deposits 1,189 1,189
1,189 - - - 1,189
----- End of picture text -----

Notes to the Financial Statements

For the year ending 31st October 2023

----- Start of picture text -----
Unrestricted Restricted Endowment Total 2023 Total 2022
5. Other income
Funds (£) Funds (£) Fund (£) (£) (£)
- -
Miscellaneous receipts 4,754 4,754 1,241
4,754 - - 4,754 1,241
- - -
Miscellaneous receipts 1,241 1,241
1,241 - - - 1,241
Unrestricted Restricted Endowment Total 2023 Total 2022
6. Charitable activities
Funds (£) Funds (£) Fund (£) (£) (£)
Cost of expeditions:
-
Total expedition costs 31,718 608,969 640,687 665,797
Donated services 110,393 285,384 - 395,777 170,014
-
Salary cost 458,935 241,515 700,450 694,693
- -
Depreciation 15,107 15,107 9,415
Total cost of expeditions 601,046 1,150,975 - 1,752,021 1,539,919
Governance costs:
- -
Salary costs 36,866 36,866 36,563
- -
Office costs 5,787 5,787 12,617
Auditors fees 7,400 - - 7,400 6,800
- -
Depreciation 26,620 26,620 26,973
Total governance cost 76,673 - - 76,673 82,953
Total charitable activities 677,719 1,150,975 - 1,828,694 1,622,872
----- End of picture text -----

Financial Statements

Notes to the Financial Statements

For the year ending 31st October 2023

6. Charitable activities (continued)	Unrestricted Funds (£)	Restricted Funds (£)	Endowment Fund (£)	Total 2023 (£)	Total 2022 (£)
Cost of expeditions:
Total expedition costs	37,386	628,411	-	-	665,797
Donated services	4,500	165,514	-	-	170,014
Salary costs	452,987	241,706	-	-	694,693
Depreciation Total cost of expeditions	- 494,873	9,415 1,045,046	- -	- -	9,415 1,539,919

Governance costs:
Salary costs	36,563	-	-	-	36,563
Ofice costs	12,617	-	-	-	12,617
Auditors fees	6,800	-	-	-	6,800
Depreciation	26,973	-	-	-	26,973

Total governance costs	82,953	-	-	-	82,953
Grants awarded to individuals	-	-	-	-	-

Total charitable activities	577,826	1,045,046	-	-	1,622,872

Notes to the Financial Statements

For the year ending 31st October 2023

----- Start of picture text -----
Expedition Office Equipment Total
7. Tangible Fixed Assets Equipment (£) & Computers (£) (£)
Cost:
At 1 November 2022 258,760 161,739 420,499
Additions 25,220 976 26,196
At 31 October 2023 283,980 162,715 446,695
Depreciation:
At 1 November 2022 235,684 128,683 364,367
Provided in the year 15,107 25,614 40,721
At 31 October 2023 250,791 154,297 405,088
Net Book Value at 31 October 2023 33,189 8,418 41,607
Net Book Value at 31 October 2022 23,076 33,056 56,132
8. Debtors 2023 (£) 2022 (£)
Other debtors 51,614 172,195
Prepayments & accrued income 22,348 -
Total 73,962 172,195
9. Creditors: Amounts falling 2023 (£) 2022 (£)
due within one year
Trade creditors 69,502 32,898
Other creditors - 3,968
Expedition Contributions in advance - 20,000
Social Security 21,610 17,905
Accruals 8,888 6,800
Total 100,000 81,571
----- End of picture text -----

Financial Statements

Notes to the Financial Statements

For the year ending 31st October 2023

10. Deferred Income

----- Start of picture text -----
2023 (£) 2022 (£)
Deferred income comprises expedition contributions
received in advance for the 2024 expeditions
Balance as at 1 November 2022 20,000 -
Amount released to income from charitable activities (20,000) -
-
Amount deferred in the year 20,000
Total - 20,000
2023 (£) 2022 (£)
11. Staff Costs
Staff wages and salaries 655,588 647,033
Social security cost 62,521 64,982
Other Pension cost 19,207 19,241
Total 737,316 731,256
2023 (No.) 2022 (No.)
Full Time Employees 15 15
Part Time Employees 3 3
Total number of Employees 18 18
----- End of picture text -----

One Staff member received benefits above £60,000. The number of employees whose employee benefits (excluding employer pension costs) was £60,000 or more was:

No members of Council received any remuneration or benefits in kind in the year. No members of Council received expenses relating to travel and subsistence, or staff entertaining (2022: nil).

----- Start of picture text -----
2023 2022
1 1
----- End of picture text -----

British Exploring Society considers its key management personnel comprise Council members and the Chief Executive Officer. The total employment benefits paid to key management personnel (including employer pension contributions) were £102,999 (2022: £102,999).

----- Start of picture text -----
£100,000 to £110,000
----- End of picture text -----

Notes to the Financial Statements

For the year ending 31st October 2023

12. Analysis of net assets between funds


12. Analysis of net	Unrestricted	Restricted	Endowment	Total
assets between funds	Funds (£)	Funds (£)	Fund (£)	2023 (£)
Tangible Fixed Assets	41,607	-	-	41,607
Debtors	73,962	-	-	73,962
Cash at bank and in hand	151,890	376,861	19,062	547,813
Creditors	(100,000)	-	-	(100,000)
Total	167,459	376,861	19,062	563,382
	Unrestricted	Restricted	Endowment	Total
	Funds (£)	Funds (£)	Funds (£)	2022 (£)
Tangible Fixed Assets	56,132	-	-	56,132
Debtors	172,195	-	-	172,195
Cash at bank and in hand	138,832	446,785	44,026	629,643
Creditors	(81,571)	-	-	(81,571)
Total	285,588	-	-	776,399

The charity paid £2,810 (2022 £3,293) for Trustees’ indemnity insurance.

Financial Statements

Notes to the Financial Statements

For the year ending 31st October 2023

13. Analysis of fund balances: Movement in resources

Expenditure Transfers Carried Forward (£) (£) 31/10/2023 (£)

Brought Forward 01/11/2022 (£)

Income (£)

----- Start of picture text -----
Unrestricted Funds:
General fund 285,588 797,179 677,719 (237,589) 167,459
Total Unrestricted Funds 285,588 797,179 677,719 (237,589) 167,459
Brought Income Expenditure Transfers Carried
Restricted Funds:
Forward (£) (£) (£) Forward
- -
Sandy and Zorica Glen Charitable Settlement 200,00 5,000 195,000
The Exilarch’s Foundation - 170,254 170,254 - -
The Band Trust 142,928 - 30,000 - 112,928
- - -
The Hartz Family Foundation 120,000 120,000
Other Restricted Funds 103,857 545,479 843,066 262,663 68,933
Total Restricted Funds 446,785 835,733 1,168,320 262,663 376,861
Brought Income Expenditure Transfers Carried
Restricted Permanent Endowment Funds:
Forward (£) (£) (£) Forward
Michael Garvey Bursary 11,708 50 - - 11,758
Alexander Eastwood Award 25,074 - - (25,074) -
Tim Ward-Wilson Memorial Award 7,244 60 - - 7,304
Total Permanent Endowment Funds 44,026 110 - (25,074) 19,062
Total Funds 776,399 1,633,022 1,846,039 - 563,382
----- End of picture text -----

Notes to the Financial Statements

For the year ending 31st October 2023

14. Taxation

British Exploring Society is a registered charity and is exempt from taxation on income applied for charitable purposes under section 505(1) of the Income and Corporation Taxes Act 1988.

15. Reconciliation of net movement in funds to net cash flow from operating activities

2023 (£)

2022 (£)

Net (expenditure)	(213,017)	(51,768)
Add back depreciation	40,721	36,388
Less interest income shown in investing activities	(11,467)	(1,189)
Decrease (Increase) in Debtors	98,233	(85,328)
Increase in Creditors	18,429	11,895
Net Cash Used in Operating activities	(67,101)	(90,002)

16. Related party transactions

Donations amounting to £265,610 were received from Council members (2022: 59,504). There are no other related party transactions during the year.

The restricted and permanent endowment funds totalling £395,923 (2022: £490,811) are represented by cash balances of £395,923 held within Cash at Bank. Further detail relating to the fund structure is provided in the accounting policies note (page 47, note 1.15). £25,074 was derestricted from permanent endowment to fund other restricted activities in 2023.

Financial Statements

A company limited by guarantee and not having share capital.

Tel: +44 20 4534 0777 Email: info@britishexploring.org Web: www.britishexploring.org Facebook: British Exploring Society X: @Brit_exploring Instagram: @Brit_exploring LinkedIn: British Exploring Society British Exploring Society 1 Kensington Gore London SW7 2AR

Registered charity Number: 802196 Company Number: 2411786

£395,777

THANK YOU TO OUR DONORS AND OUR LEADERS

Trusts/Foundations

Trustees

Fellows

Patrons

Development Board

Individuals

Companies/Organisations

It was one of the most extraordinary experiences of my life at the time.

MEET NIVEAH

CONTENTS

Financial Statements:

REFERENCE AND ADMINISTRATIVE INFORMATION

ABOUT THIS YEAR

82%

ABOUT US

Our purpose

Our vision

Our mission

2023 IN BRIEF

£177,598

MY COMPASS OUTCOMES

WHAT DO WE DO?

We use this model to ask ourselves: Who are we trying to help? What are we trying to fix? How will we try and fix it? How will we know it has worked? Here it is:

SELF-BELIEF COMMUNITY COURAGE CHALLENGE

How we recruit – our partners

Our Leaders

Fundraising by young people

Our core activities;

Our wilderness programmes include;

THE YOUNG EXPLORER’S JOURNEY

Programme details

Supporting 03 Documents

Confirming 04

Confirming Their Place

Fitness and 10

12

Fitness and Mental Health

Training Expedition (overseas programmes)

Medical 1-1

Final Preparations 13 and Support Calls

15

16

Fundraising 05

Induction Weekend 08

Find Your Path

06

Fundraising

Kit List and 07

Kit List and Support Chats

DANGOOR NEXT GENERATION ICELAND

KYRGYZSTAN

CANADIAN YUKON

Les Morgan Young Explorer of the Year 2023

The Moodgal Inspiration Award

It’s good that you get to go on adventures and meet new people. It’s great that this can help you on your CV and give you leadership skills.

FIRST STEPS IN ADVENTURE

November 22 – October 2023. EXPEDITION 532 YOUNG PEOPLE ATTENDED WORKSHOPS

We are indebted to George Moss for supporting us in the development of our Expeditions Workshops.

Archive Workshop

WHO WE ARE REACHING?

She doubted herself for a very long time, but she doesn’t doubt herself now.

WHAT IMPACT ARE WE HAVING?

We use quantitative and qualitative evidence and wide-ranging anonymous feedback;

We help them secure these skills and to recognise the value of these behaviours.

“She wants to go out in the world now”.

Outcomes of My Compass – all expedition programmes

Understanding the data

The Short Warwick –

Edinburgh Mental Well-being Scale

Young Explorer feedback –

self reported awareness of progression

UNLOCKING SELF-BELIEF TAKES TIME

Our Impact over time

What we cannot yet measure

It made me braver. Took away

I became more confident, able

WHAT’S NEXT?