OpenCharities

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

← British Exploring Society

2024-10-31-accounts

Annual report & Accounts for the year ended 31 October 2024 Unlocking self-belief since 1932

REFERENCE AND ADMINISTRATIVE INFORMATION

Members Lord Rees OBE of Council (Interim Chair, appointed Oct 2024) Carolyn Young Jim Hopkinson Mark Fawcett Rahul Moodgal Tim Passingham James Smith (appointed Feb 2024) Lindsay Selmes (appointed Feb 2024) Sarah Greasley (appointed Feb 2024) Richard Kleiner (Treasurer – Appointed Oct 2024) Ian Maginnis (Chair, retired April 2024) Susan Redshaw (retired April 2024) David Tilston (Treasurer, resigned Oct 2024) David Wells (resigned April 2024) Dr Claire Royston (resigned Sept 2024) Richard Walton (Chair, appointed Nov 2023, resigned Oct 2024)

Charity registration 802196 number Company number 2411786 Registered office 1 Kensington Gore, and principal London SW7 2AR place of business

Email address info@britishexploring.org Web address www.britishexploring.org Bankers Royal Bank of Scotland PLC, 49 Charing Cross, London SW1A 2DX

Independent Chariot House Limited Examiner

President Lord Rees OBE (Interim Chair, appointed Oct 2024)

79%

OF MEMBERS AGREE OR STRONGLY AGREE THAT THEIR EXPEDITION CHANGED THE COURSE OF THEIR LIFE

The Council (board of trustees) presents its report and independently examined financial statements for the year ended 31 October 2024.

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).

2

CONTENTS

Introduction

Introduction
About Us 4
Meet Ellie, Naffie & Rahim 8
An overview of where we are 12
Our Programmes
What did we do in 2024? 16
Who are we helping? 17
Expedition & Archive Workshops 19
The Young Explorer Journey 20
UK Expeditions 24
Overseas Expeditions 26
Next Steps 28
2024 Awards 29
Our Impact
Our impact on mental well-being 35
Beyond the numbers 37
Our impact over time 39
What’s next? 42
Financials
Structure, Governance & Management 43
Financial Review 47
Independent Examiner's Report 50
Statement of Financial Activities 51

3

ABOUT US

I think it’s something every young person deserves the opportunity to do and I can’t emphasise enough that if you take that opportunity you won’t regret it.”

Young Explorer Feedback

British Exploring Society is a youth development charity founded in 1932 by Surgeon Commander George Murray Levick RN, a member of Captain Scott’s final Antarctic expedition (1910-1913).

Much has changed since then. But the core idea - young people preparing for life by developing resilience and confidence through adventure and learning in a remote wilderness in small self-contained groups - remains at the heart of our work and is reflected in our purpose, vision and mission.

Our Purpose

To help young people unlock self-belief - to Find their Fire.

Our Vision

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

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.

Our core values are Courage , Challenge , Community and Self-Belief . As you read through this report, you’ll see these values and their impact clearly reflected in personal testimony, through programme design, and in the outcomes we report.

Since 1932

229

EXPEDITIONS HAVE BEEN RUN ACROSS 6 CONTINENTS AND AT LEAST 99 DIFFERENT LOCATIONS.

Based on our tea per head, per expedition formula *Based entirely on anecdotal evidence.

4 Introduction

OUR APPROACH

Over 90 years of learning how best to combine Adventure, Knowledge and Personal Development, in wild and remote places. Unlocking self-belief in diverse groups of young people with the support of exceptional leaders and role models.

Our 3-part approach gives young people, particularly those who are most disadvantaged, the ideal opportunity to grow and thrive in the face of (and importantly away from) the challenges they live with.

And it ensures we continually 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?

TAKE ME TO PAGE 8 MEET SOME OF OUR YOUNG EXPLORERS TO GET A SENSE OF OUR APPROACH IN ACTION

==> picture [489 x 489] intentionally omitted <==

----- Start of picture text -----
Removal from Contextualised
Support Networks 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
Resilient, determined, motivated
Stretched by Forming supportive relationships,
goal setting contributing socially Autonomous
Curious, clear about their enquiry
place in the world.
Safe Space
Opportunities to
take responsibility
Freedom from
boundaries and
expectations
re
t
u
n
t
e
n
m
ve
p
d
o
l
A
e
v
e
D
l
a
n K
o n
s o
Per lwe
d
g
e
----- End of picture text -----

5 Introduction

Through participation in these challenging physical and emotional activities, outdoor adventure learning interventions can support pupils to develop noncognitive skills such as resilience, self-confidence and motivation.”

FULLY FUNDED ADVENTURES ACCESSIBLE TO ALL

With the support of an amazing community of donors, we are able to provide fully funded expedition programme places for all. This provides a fair and equal starting point for all young people.

Household income bands are divided by the following scale:

Band 1 £0 < £23,000

Band 2 £23,001 – £45,000

Band 3 £45,001+

But over 90 years of experience tells us that personal fundraising is also an important challenge which develops potent life skills and fosters commitment, so we undertake a simple means test for all young people and support them to fundraise to an achievable goal.

54% of Young Explorers that went on expedition declared total household income below £23,000. This placed them on Band 1, our most accessible fundraising target. 41% of Young Explorers were on Band 1 in 2023.

Participant fundraising embeds

new determination and confidence, supports opportunities for young people in the future, and underpins our commitment to community.

Young Explorers – or their guardians if they are under 18 years of age – are asked questions about their total household income/any state benefits.

British Exploring Society is entirely dependent on fundraising, and on the generosity of its supporters.

“To fundraise, I made a pledge to draw in Iceland and then people who donated received a drawing from me when I returned. It’s helped me reach out to people and try something new.”

Holly,

Young Explorer

The application of these noncognitive skills in the classroom may in turn have a positive effect on academic outcomes.”

Education Endowment Foundation

6 Introduction

REACHING THOSE WHO WILL BENEFIT MOST

I found British Exploring Society through an ad on Instagram, just after my psychiatrist suggested I seek out an adventure in nature to help with my PTSD.”

Rahim,

Young Explorer

20%

OF YOUNG EXPLORERS LEARNT ABOUT OUR PROGRAMMES FROM SOCIAL MEDIA – A SIGNIFICANT INCREASE FROM PREVIOUS YEARS.

We work with young people aged 14-25 years from across the UK, and while any young person can apply to join our programmes, we’re particularly focused on finding and supporting those from communities lacking access, or the confidence to access, learning opportunities outside the classroom, or individuals with poor educational and employment prospects, and young people facing personal, emotional and social difficulties.

Widening access to our programmes via partnerships with youth organisations, schools and charities means young people who may never consider one of our programmes for themselves are supported and encouraged to join us by someone they know and trust.

We are indebted to long-term partners like Catch22 who have worked closely with us for many seasons. This year, 46% of Young Explorers came through our partners and 23% of Young Explorers learnt about British Exploring Society from friends and family. These numbers are consistent with the previous season.

This is notable because in 2024 we allocated more resources towards paid advertising on social media than we had done previously, in a bid to reach young people who otherwise would not have come across us organically.

7 Introduction

MEET ELLIE, NAFFIE & RAHIM

Introduction Our Programmes Impact Financials

There is no universal ‘youth voice’. Each young person who joins us is unique. Ellie, Naffie and Rahim speak for themselves, but the diversity of their stories points to the breadth of experience within our community of participants every year.

Their words are uplifting. They help us explain the need we are here to meet, and they shine a light on the capacity of young people everywhere, still, to be courageous and to tackle challenges when they feel empowered and supported.

So, we’ve asked Ellie, Naffie and Rahim to continue to add their personal insights and reflections throughout this report.

You will also find anonymous quotes from other Young Explorers in this report, where the words of young people illustrate key parts of the text better than anything we can claim. These words were all supplied in post-expedition surveys, or as part of real-life stories, in 2024.

It matters to us that while reading a report like this, we never forget that there are real people with remarkable stories behind the numbers.

ae ~ eet READ MORE YOUNG PEOPLE’S REAL LIFE STORIES HERE

8 Introduction

ELLIE

Having pushed themselves to pursue a career in what is historically not a diverse or inclusive sector, and after working for 2 years as a Community Engagement Ranger in the Scottish Highlands and feeling like an “imposter”, Ellie was looking for an opportunity that would challenge them to find the courage to take the next step on their development journey.

This shot is of me on expedition just beneath the summit of Mount Ushba, in Georgia.”

Ellie,

Young Explorer

“We’re always told, “believe in

yourself” as we grow up, but that’s something I’ve struggled with since school. I grew up as one of the weird kids, never getting through a week with quite as much style and ease as my peers. Now into adulthood, that thought manifests as a real lack of self-confidence, and oodles of doubt…

I knew my abilities were there, I just had to believe in them.

So, when I heard about British Exploring Society’s Pinnacle Wild Leadership Programme, it sounded like exactly what I needed.

I threw myself into the training and fundraising with huge enthusiasm… But as our departure date drew closer, the reality sank in, along with the self-doubt that I could go through with it…

I learnt so much over the course of the expedition, from the challenging environment we were embracing, and from the rest of my Fire.

==> picture [102 x 98] intentionally omitted <==

----- Start of picture text -----
n
ure
e t
t
m
n
p
e
o
v
l
d
e
A
ev
D
nal Kno
rso lwe
eP dg
e
----- End of picture text -----

There were plenty of opportunities to put into practice the leadership theories we’d learned about during the training… With each day my confidence grew along with the self-belief that if I could do this, I could do anything.

My understanding of the mountains and leading others in them has come on leaps and bounds. So much so, I’ve finally had the confidence and experience to do my Summer Mountain Leader training with Mountaineering Scotland in the Cairngorms... I hope to do my assessment next year, and then return as a British Exploring Society Leader in the not too distant future.

I thought back to my last year of university, stuck in the tenement flat in Glasgow, dreaming of one day being in the mountains. I’d finally made it.”

9 Introduction

NAFFIE

Naffie joined us aged 16, through our partner the National Fostering Group (NFG). NFG help us to ensure that the opportunities we offer reach young people living in care. This is me taking a quick break from walking during a 3-night trek away from basecamp in the Cairngorms.” Naffie, Young Explorer z iT 10 Introduction

“I remember when one of my social workers brought up young exploring. Honestly, it was not my thing. I just went along with it to keep things simple and move on.

Coming to training made me consider going on the expedition more. But all the information and the ideas of pushing me out of my comfort zone got quite overwhelming, especially since it’s something I am not used to.

The sound of two weeks away from home without a phone, no toilet, no proper shower and food was something I was not ready for mentally and physically. However, towards the end of the training, spending time and working with amazing people in my team helped to put all the negative thoughts aside and think about all the good things I’ll be getting out of this trip. It helped to know everyone in my team was feeling as nervous as me.

Going on this expedition pushed me to open up and embrace my emotions.

==> picture [112 x 114] intentionally omitted <==

----- Start of picture text -----
| [a]
@,
n
ure
e t
t
m
n
p
e
o
v
l
d
e
A
ev
D
nal Kno
rso lwe
eP dg
e
----- End of picture text -----

It made me realise that it’s okay to express how I feel and that it can help me be more authentic to myself. The support from my Leaders by creating activities that involve expressing emotions has encouraged me to be true to myself in the future and instead of hiding my feelings away, talk about them as that can make me feel alright in the end.

Having that space to share my feelings with my team and Leaders every day has given me encouragement in the future to express my feelings with friends and family.

Getting out of my comfort zone was like opening a door to a whole new world of possibilities. When I stepped out of that cosy zone, it helped me to push myself to grow, learn, and experience things I never thought possible. It’s all about expanding your horizons, taking on challenges, and discovering the best version of yourself.“

RAHIM

At age 19, Rahim found us independently after his psychiatrist had encouraged him to seek an adventure in nature. As a refugee and survivor of armed conflict, Rahim worried he’d fit in with his Fire. With his courage, and with support and encouragement, he took the risk and thrived.

That’s me at our Explorer Celebrations event, where I was awarded the Moodgal Inspiration Award. Head to page 29 to learn a bit more about that.”

Rahim,

“It was a typical rainy day in Glasgow, just like usual. I had just returned from my appointment with the psychiatrist, as I was undergoing treatment for PTSD. While browsing my phone, I was surprised by an Instagram ad about British Exploring Society and joining an expedition. It felt as if my phone was eavesdropping on me, especially since the doctor had advised me to step out of my comfort zone and seek an adventure in nature, even if it was a small one.

I applied and I was contacted by British Exploring Society team. They patiently explained what I was getting into and how the expedition will be . I felt like I was taking a big risk, especially because I struggle a bit with English… I questioned myself a lot – how would I be able to make friends? Would I be accepted by them, given that I come from a very different culture?

==> picture [102 x 98] intentionally omitted <==

----- Start of picture text -----
n
ure
e t
t
m
n
p
e
o
v
l
d
e
A
ev
D
nal Kno
rso lwe
eP dg
e
----- End of picture text -----

In a blink of an eye 13 days went by. We had 13 days of long walks, climbing hills, uncomfortable sleeping, tasteless food, and midges. On the other hand, it was 13 days of wonders, mountains, rivers, lakes, amazing views, and wildflowers and animals.

Once upon a time in different circumstances, these were far dreams and imaginary pictures for me. If I had been told several years ago that I would find myself on the top of a mountain, resting on the clouds, in a remote area where the only sound is the flowing river and the only light is the shining stars, I would never have believed it. I never imagined that I would survive the war, nor did I think I would live to see my 20th birthday.

After returning home, the change in my mental state was significant and noticeable, and I felt an overwhelming happiness. I realized that there was still so much more for me to see and explore, and I felt a greater ability to manage my feelings.”

Young Explorer

11 Introduction

OUR BIGGEST CHALLENGE

By Honor Wilson-Fletcher, CEO of British Exploring Society

Unlocking the door: the cycle of anxiety and stress for young people

2024 was a year of amazing individual outcomes – and of robust, urgent reflection. Our commitment to working with underrepresented, disadvantaged groups of young people was severely challenged

Despite increasing focus on one-toone support and partnership with organisations providing practical and pastoral back up, 41 young people dropped out of our programmes post-confirmation, the highest number ever.

We cannot help young people

who are not with us. Those we are focused on supporting are most likely to have experienced significant and lasting negative consequences, many relating to their mental health, post-COVID.

Pre-existing mental health

conditions reappeared and deteriorated; black/black British children bore the brunt of economic disadvantage during COVID - a strong risk factor for mental illness - and those already at risk of abuse and neglect with the loss of support structures, closure of schools and switch to online social service provision experienced increased exposure.

Affected young people are withdrawing from school, work, programmes like ours and social activities. They have avoided seeing friends and family and stopped applying for jobs or attending interviews.

Unauthorised and authorised

absence rates from school are very high and those who become absent, are more likely to stay absent. The Prince’s Trust Index reports that 35% now believe their mental health will stop them achieving their ambitions altogether.

55% describe their poor mental health as anxiety and 62% describe experiencing stress - in relation to school, work, socialising, the unknown. Anxiety and stress reduce trust, wipe out confidence and undermine resilience. We wish to recognise and mitigate the impact of anxiety and low resilience to enable young people to join us.

By the end of 2024 we had reviewed our programmes to acknowledge changes in behaviour and attitudes – to give young people access at a pace they can manage - to the opportunities most likely to support them in conquering their anxiety and poor well-being. If we can help them conquer their fears and stay with us, it is more rewarding than ever to see how quickly they start to build agency and confidence.

We hope you consider all this, as you digest this report and read a little about our plans for 2025 and beyond.

12 Introduction

FINDING A SOLUTION!

Experiential team-based adventures with outstanding Leaders offer a powerful way to role-model and develop empathy. Empathy helps keep you safer. It provides a foundation for appropriate risktaking and enables you to be confident, curious and to participate more fully.

It’s hard to imagine a parent or carer not enthusiastically agreeing to their child taking part in an empathybuilding program. It’s a building block for well-being, after all.

So what’s getting in the way? And why do so few state schools prioritise adventurous activities?

We need courageous future leaders. We rely on there being energetic and enterprising entrepreneurs willing to take risks - driving up productivity and spearheading invention, to contribute to our national ability to resource the services we need, and to help our citizens to thrive.

Given the evidence of long-term positive impact demonstrated in this annual report - and from other organisations working in the outdoors - you would hope that every young person in the country should already be in possession of a pair of boots and a waterproof jacket by the time they get to secondary school.

In our first episode of The Basecamp Broadcast , recorded to support publication of this annual report, Martin Houghton-Brown, SecretaryGeneral of the Duke of Edinburgh International Award and I pondered why charitable organisations working with young people face a range of challenges. He brought a uniquely international perspective to our conversation which was invaluable. We considered what we need to do (and are already doing) to ensure that the longlasting benefits of what we still sometimes call ‘type-two fun’ are available to all. And of course, we celebrated the intense privilege of working with young people.

SCAN TO LISTEN TO MARTIN AND HONOR IN CONVERSATION.

13 Introduction

==> picture [58 x 90] intentionally omitted <==

Introduction

Our Programmes

Our Impact

Financials

THANK YOU FOR YOUR SUPPORT IN 2024

Trusts/Foundations

Trustees

Lord Rees OBE FBES (Interim Chair appointed Oct 2024) - Carolyn Young - James Smith (appointed Feb 2024) - Jim Hopkinson - Lindsay Selmes (appointed Feb 2024) - Mark Fawcett - Rahul Moodgal - Sarah Greasley (appointed Feb 2024) - Tim Passingham - Richard Kleiner (Treasurer – Appointed Oct 2024) - Ian Maginnis (Chair, retired April 2024) - Susan Redshaw (retired April 2024) - David Tilston (Treasurer, resigned Oct 2024) - David Wells (resigned April 2024) - Dr Claire Royston (resigned Sept 2024) - Richard Walton (Chair, appointed Nov 2023, resigned Oct 2024)

Andrew Croft Memorial Fund - Carpenter Charitable Trust - Dudley and Geoffrey Cox Charitable Trust - Ethel and Gwynne Morgan Charitable Trust - Exilarch’s Foundation (The) - Foyle Foundation - French Huguenot Church of London Charitable Trust - Gill Foundation - Hartz Family Foundation (The) - John Armitage Charitable Trust - John Scott Charitable Trust - Lord Barnby’s Foundation - Mainhouse Charitable Trust - Peacock Charitable Trust - PF Charitable Trust - Portal Trust (The) - Progress Foundation - Project Giving Back - Roger Raymond Charitable Trust - Sandy and Zorica Glen Charitable Settlement - Swire Charitable Trust - T5 Dare - Tunicate Trust

Development Board

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

Patrons

Arabella Connell - Bryan and Maureen Wilsher - Daragh & Anne Horgan - David & Judy Dangoor - David Simonson - Ian and Janet Sinclair - Jeff Owen - John & Catherine Hartz - Michael Oakley - Nick Hide - Nigel Vardy - Rahul Moodgal - Reepa & Krupesh Patel - Tim Passingham

Fellows

Lord Rees OBE FBES - Alex Gregory MBE FBES - Belinda Kirk FBES - Ben Saunders FBES - Bruce Manning FBES - Caroline Hodges FBES - Chris Wright FBES - Colonel John Blasford Snell CBE FBES - Daragh Horgan FBES - David Dangoor FBES - Doug Oppenheim FBES - Dr Lucy Obolensky FBES - Dr Peter Allison FBES -

We extend our heartfelt gratitude to all the individuals and organisations whose unwavering support has been instrumental in our achievements this year.

To those who wish to remain anonymous, please know that your contributions are appreciated and have not gone unnoticed.

Guðrún Tryggvadóttir FBES - Honor WilsonFletcher MBE FBES - James Dyer FBES - Jules Penney FBES - Justin Warwick FBES - Lieutenant General Peter Pearson CB CBE FBES - Major General Sir Michael Hobbs KCVO CBE FBES - Nigel Harling FBES - Pen Hadow FBES - Preet Chandi MBE FBES - Sir Ranulph Fiennes OBE FBES - Steve Jones FRGS FEWN FBES - Teddy Watson FBES - Tori James FBES

Individuals

Andy Browning - Caroline Hodges - Charlie Marlow Thomas - Ed Bussey - Guy Wilner - Ian & Janet Sinclair - Rebecca LoutchinaMyndiuk - Sue Brown - Sunny Elvy - Susannah Cass

Companies/Organisations

Bain & Company - Brown Advisory - Cambridge Management Consulting - Catch22 - Financial Times - Galvanise Climate Solutions - Kanishka by Atul Kochhar - The Milestone Hotel & Residences - Moxton Education - National Fostering Group - North Peak Advisory

Tech/board advisors

Arabella Connell - Chris Heaney - Daragh Horgan FBES - James Dyer FBES - Krupesh Patel - Lucy Obolensky FBES - Mat Etheridge - Nigel Williams - Rachel Smillie - Rupert Eastwood

14 Introduction

2024 IN NUMBERS

We also...

Introduction

Our Programmes Our Impact Financials

284 100 YOUNG PEOPLE SUPPORTED NIGHTS IN TENTS ACROSS ALL OUR PROGRAMMES

153 46 YOUNG PEOPLE INTRODUCED TO ADVENTURE VIA ONE OF OUR HALF-DAY EXPEDITION WORKSHOPS

VOLUNTEER EXPEDITION LEADERS GAVE THEIR TIME AND EXPERTISE

69 YOUNG EXPLORERS EMBARKED ON MULTI-WEEK EXPEDITIONS

19

ADDITIONAL SCHOOL WEEKS OF SUPPORT (ON AVERAGE) RECEIVED BY YOUNG EXPLORERS, HELPING THEM UNLOCK SELF-BELIEF.

Broadened the horizons of 95% of Young Explorers

Sharing brews, news and views since 1932

92 years is a long life for a community of shared experience.

Go to page 39 to learn more about what our Members tell us about the sustained positive impact of their journeys with us 10, 20 or 30 years ago.

Marriages and families have been forged through connections at British Exploring Society, and there are a good number of households where young people are now turning up with the rucksacks (and stories) supplied by their grandparents on expedition. So much has changed over those 92 years – but some things haven’t changed at all. We witness and value the genuine shared experience of young people irrespective of when they joined us, their background, or how they found us.

15 Introduction

WHAT DID WE DO IN 2024?

Introduction Our Programmes Our Impact

Financials

Throughout 2024, 284 young people acquired and developed skills via one or more of British Exploring Society’s programmes:

Residential Training (29 participants)

29 young people took part in one or more training events lasting 2-4 nights before withdrawing from their programme. Each training event is designed to offer standalone benefits and knowledge and where possible the young person will be given the chance to take part in another activity.

2+ weeks in remote wildernesses of Iceland, Georgia, Scottish Highlands and the Scottish Islands, where we provided Young Explorers with the skills that enabled them to have the confidence and agency to shape their own expeditions, focusing on positive risk-taking, increased responsibility and overcoming challenges.

(33 participants)

Sessions enabling Young Explorers to explore our archives and learn about the changes and continuities in our programmes over the years, while gaining context for their own adventures.

16 Our Programmes

WHO ARE WE HELPING?

==> picture [112 x 149] intentionally omitted <==

----- Start of picture text -----
54%
----- End of picture text -----

OF YOUNG EXPLORERS WHO JOINED AN EXPEDITION HAD A TOTAL HOUSEHOLD INCOME OF LESS THAN £23,000 A YEAR

In order to deliver the right programmes to support the needs of our young people, we must understand their well-being, living conditions and financial situation.

Young people applying to our programmes[*] are asked for details of their socio-economic circumstances, including through our Equal Opportunities form.

Disability and/or long-term health conditions

37% of Young Explorers declared that they had a disability or long-term health condition. This is a 14% increase from the previous year.

A person has a disability if they have a physical or mental impairment which has a substantial and long-term negative effect on their ability to carry out normal day-to-day activities.

The effect of an impairment is longterm if it has lasted for at least 12 months or is likely to do so.

Often, impairment refers to the actual condition, while a disability is the restriction of ability caused by the condition.

Young people often do not have a clear definition of conditions classified as a disability and may have a long-term health condition that is managed through daily medication which is not declared appropriately. Mental health conditions are often not considered as a disability by young people and have been previously under-reported.

While filling out our Supporting You forms significantly more (13 Young Explorers) disclosed mental health issues than were flagged in our Equal Opportunities forms.

Care-experienced participants

16 young people in care joined us on an expedition, predominantly through our partnership with the National Fostering Group.

Financial circumstances

54% of Young Explorers who joined an expedition had a total household income of less than £23,000 a year. The Office for National Statistics calculated average household income in the UK in 2023 as £34,500. Average household income for the poorest fifth of the population was £16,400.

41% 54%

SINCE 2023 WE SAW A 13 PERCENT POINT INCREASE IN YOUNG EXPLORERS ON OUR LOWEST INCOME BAND.

This suggests we are reaching more young people who previously might not have considered joining a British Exploring Society programme due to perceived financial barriers.

17 Our Programmes

Nature specific outdoor learning has measurable socio-economic academic, and well-being benefits…”

Mann et Al 2022,

‘Getting out of the classroom and into nature - a systematic review of nature specific outdoor learning on children’s learning and development’

Living conditions and wider experience of deprivation

Deprivation extends beyond poverty to include poor educational outcomes, social isolation, poor healthcare and poor mental and physical well-being.

38% of our Young Explorers with English postcodes reside in areas that have levels of deprivation. 16% of the 38% reside in areas with some of the highest levels of deprivation in England.

British Exploring Society uses the Index of Multiple Deprivation (IMD) which combines measures across seven distinct aspects of deprivation. The tool is used by inputting the postcodes of each Young Explorer who resides in England into the IMD system, which calculates indices per post code.

The Index looks at a compound range of factors – including access to education, work and healthcare as well as economic profile.

The results may not be a full reflection of the demographic of our Young Explorers as it reflects where a young person resides and not whether they are in care or have other circumstances impacting on their experience as an adolescent. However, along with other data we analyse, it helps create a more accurate profile.

Volunteer Leader Diversity

2024 data indicates increases and decreases in under-represented groups among our Leaders, compared to the past two expedition seasons.

However, the overall decrease in Leader numbers in 2024 compared to that in 2022 and 2023 respectively may slightly skew the data set.

There is an increase in the percentage of Leaders who identify as being of (non-white) Ethnic Minority by 9% overall since 2021.

Leaders reporting a disability

decreased in 2024, by a factor of 14.27% – the lowest figure reported between 2021 and 2024. In reporting Gender, those who identify as Male increased by 10.59%. 2024 had our highest reported percentage of male Leaders in the time period.

38%

OF OUR YOUNG EXPLORERS WITH ENGLISH POST CODES, RESIDE IN AREAS THAT HAVE LEVELS OF DEPRIVATION

18 Our Programmes

EXPEDITION & ARCHIVE WORKSHOPS

Made possible by the Hartz Family Foundation

Expedition Workshops have led to some great conversations with young people who may not have previously considered leaving their towns, let alone undertaking an expedition before.”

Tara Geoghegan, Senior Skills Development Coordinator

Expedition Workshops

These workshops take young people through a day-in-the-life on one of our expedition programmes.

They aim to dispel myths about fitness, suitability, and the purpose of modern adventure and exploration as well as to provide fun and learning in an exciting context, as we do on our programmes.

Finding a way to measure the outcomes of Expedition Workshops had been a goal for us and in 2024 we introduced a ‘2-minute My Compass’ – a tool consistent with our My Compass outcomes tool for Expeditions (see page 32) but fit to be used during a 2.5 hour workshop.

The tool was only used once in the 2023/24 financial year which does not give us enough data to report on the outcomes. We will continue to use the ‘2-minute My Compass’ in the next season to measure the outcomes of this programme.

Archive Workshops

After a successful pilot of our preexpedition Archive Workshop last spring we were able to host our second in-person Archive Workshop.

This year it was open to participants from all programmes, with members of the Hartz Islands, Pinnacle Wild Leadership programme and Dangoor Next Generation Iceland in attendance.

The aim of the workshop was to engage our newest Members and ensure they felt a part of and able to contribute to our community and heritage.

In addition to the pre-departure Archive Workshop, we also held a session at our Explorer Celebrations event giving our new Members who had just returned from expedition an insight into our past and how their expedition has contributed to our archive.

19 Our Programmes

THE YOUNG EXPLORER’S JOURNEY

Introduction

Our Programmes Our Impact

Financials

Up to 26

SCHOOL WEEKSWORTH OF ADVENTURE, CHALLENGE AND PERSONAL DEVELOPMENT.

Our expedition programmes are intentionally designed to be intensive and demanding to ensure we give Young Explorers the best opportunity to learn new skills, practise behaviours and develop positive relationships.

We also understand that joining one of our expeditions is often a big step for many young people.

Our 17-step Young Explorers Journey (illustrated over the next few pages) is a person-centred and enabling approach which seeks to make every young person feel valued and supported throughout our programmes and beyond.

From pre-programme application support to post-expedition followup, our dedicated Young People team works closely with each individual young person every step of the way to make sure they receive the necessary support and encouragement they need so they are ready to fully participate.

From start to finish the Young Explorer’s Journey equates to several school weeks worth of additional Adventure, Challenge and Personal Development for each Young Explorer:

CLICK TO WATCH A 3- MINUTE VIDEO WALK THROUGH OF THE YOUNG EXPLORER’S JOURNEY

20 Our Programmes

01

Application

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

06

Fundraising

The Young Explorer puts their ideas 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 Young People Team.

The Young 02 Explorer Chat

The Young Explorer has an initial conversation with the Young People 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.

Fundraising 05 Chat

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

Induction Weekend 08

Induction Weekend (UK and overseas programmes)

Supporting 03 Documents

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.

Confirming 04 Their Place

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

them to participate.

09

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.

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

21 Our Programmes

Fitness and 10 Mental Health

The Young Explorer receives their fitness and well-being pack and begins taking steps to mentally and physically prepare for life on expedition.

‘Back to reality’ 15 and Reflection

Upon returning home, the Young Explorer returns to their ‘normal’ life and reflects on their experience. They are invited to write Real Life Stories for British Exploring Society.

16

End of Programme – Explorer Celebrations

Travel 11 Essentials

12

The Young Explorer takes the necessary steps to ensure they can travel. Depending on the expedition, this can include a passport, a visa, and vaccinations.

Training Expedition (overseas programmes)

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.

14 f ~5 Expedition The Young Explorer departs for their expedition either by Final Preparations train to Scotland or from a and Support Calls13

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.

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

17

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.

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 recognise and reflect together on how the expedition experience has changed their day-to-day life, and what they plan to do next. They are also welcomed as Members British Exploring Society.

22 Our Programmes

A JOURNEY OF PROFOUND CHANGE

Introduction

Our Programmes Our Impact Financials

Extended time away is essential for deep and lasting transformation. True behavioural change requires repetition, and real personal transformation involves reflection, challenge, and adaptation - all of which take time.

On our expeditions, Young Explorers are away from their everyday stresses and familiar surroundings for several weeks. This gives them the time to recognise and break ingrained patterns, foster new perspectives, and redefine their identity.

Whilst away, Young Explorers encounter varied challenges that require resilience, adaptability and problem solving. They are given the time to practise and master these new skills and behaviours and reach ’breakthrough’ moments.

TAKE ME TO FOR A QUICK REMINDER PAGE 5 OF OUR APPROACH TO DESIGNING PROGRAMMES, HEAD TO PAGE 5

In the supportive environments of their Fires (teams), they form deeper bonds, learn conflict resolution, develop trust, and build the confidence needed to sustain their growth upon returning home – they ‘Find Their Fire’.

23 Our Programmes

Programme:

HARTZ HIGHLANDS

Made possible by the Hartz Family Foundation

21 Young Explorers joined the expedition at Edinburgh Waverley Station and were transported by coach to Calvine off the A9 before hiking to Basecamp Thomas.

A UK-based expedition programme with 1 phase of advance training, for young people ready for their first wilderness expedition experience, and/or who for a number of reasons would rather explore the wilderness in the UK.

The weather was favourable, and Young Explorers enjoyed exploring the wild area, recording wildlife, completing surveys for the FreshWater Watch citizen science project, learning navigation and camp craft, and summiting a number of Corbetts and Munros.

Duration:

The three Fires spent one night and most of a day in Basecamp Thomas completing in-country training, before spreading out onto individual journeys, wild camping for 11 nights.

Basecamp Thomas:

Atholl Estates, Glen Bruar

Chief Leader:

Susannah Cass (Les Morgan Leader of the Year for 2024)

Supplies and provisioning ran smoothly and the Basecamp Manager was able to generate all required electricity through a solar power system rather than using a petrol generator, reducing noise and carbon emissions.

Fires returned to basecamp for a final celebration night, before an early morning walk out via the Falls of Bruar to meet the return coach to Edinburgh.

Fires:

25

YOUNG PEOPLE TOOK PART IN INDUCTION AT BARNSWOOD SCOUT CAMP, MACCLESFIELD AND 21 WENT ON TO A 2-WEEK EXPEDITION IN THE CAIRNGORMS

24 Our Programmes

Programme:

HARTZ ISLANDS

Made possible and inspired by the Hartz Family Foundation

Our first expedition that visited several Scottish Islands.

A UK-based expedition programme in a remote part of Scotland offering physical and emotional challenges.

The main party set out by bus from Glasgow to a campsite at Ullapool, sailing the next day to Stornoway on the Isle of Lewis.

During the three weeks, Young Explorers travelled across Lewis and Harris, Berneray, North Uist, Benbecula, South Uist, and Barra. The expedition concluded by returning to the mainland at Mallaig, followed by an overnight camp at Arisaig beach and a bus back to Glasgow.

Young Explorers met a Bumblebee specialist from Species on the Edge and learned more about their work and the status of bumblebees in the UK. The expedition was given 12 sapling trees to plant by Lews Castle staff who also shared their knowledge of local flora and fungi.

+5

Fires:

The expedition experienced highly unfavourable weather, with heavy rain and wind that was unseasonable even for western Scotland.

23

YOUNG PEOPLE TOOK PART IN INDUCTION IN A TRAINING WEEK ON DARTMOOR NATIONAL PARK AND 17 WENT ON TO COMPLETE A 3 WEEK EXPEDITION IN THE OUTER HEBRIDES

The weather caused some damage to equipment, including tents, and it was very difficult to keep sleeping bags dry.

The weather conditions made knowledge activities and media work hard to accomplish due to the impact of heavy rain and wind on visibility and equipment. However, the Leaders and Young Explorers coped admirably and took as many opportunities as possible to learn from the unique setting.

Hartz Islands saw British Exploring Society’s first ever mobile basecamp in the UK”

25 Our Programmes

Programme:

DANGOOR NEXT GENERATION ICELAND

Made possible by British Exploring Society’s relationship with its most transformational donor – The Exilarch’s Foundation

An expedition programme for young people willing to take on 2-stage UK training and an extended period in the wilderness at the edge of the Arctic Circle.

During the 3-week expedition, the two Fires embarked on an exciting journey, trekking an impressive 120 to 150 kilometres - spending only the first and last nights at Basecamp Dangoor rather than returning after short tours.

Location:

Iceland

This maximised their time wild camping and gave the Fires the opportunity to practice effective planning of rations and resources.

Remaining in the field for an extended period enabled the Young Explorers to travel further and see more of the unique geography of Iceland, and to experience an immersive experience while remaining in safe reach of assistance had it been needed.

They explored the stunning landscapes of Aldeyjarfoss waterfall, Sellandjafjall Mountain, and the Askja volcano with its surrounding lava fields. They also participated in valuable knowledge activities, such as water sampling, which enhanced their understanding of the environment.

Fires:

28

YOUNG PEOPLE TOOK PART IN A TRAINING WEEK ON DARTMOOR, AND 16 WENT ON TO A 3-WEEK EXPEDITION

We explored Askja volcano in Iceland – NASA uses the volcano’s crater to train its lunar astronauts because its terrain so closely resembles the moon.”

26 Our Programmes

This shot was taken by my fellow Young Explorer, Kacper”

Ellie, Young Explorer

Programme:

PINNACLE WILD LEADERSHIP GEORGIA

Made possible with the support, guidance and inspiration of the Sandy and Zorica Glen Charitable Settlement

Georgia offers high-quality long-distance trek routes and mountain locations.

Our most stretching programme – designed to help 18+ young adults develop as ethical leaders and to understand what leadership means in the context of environmental sustainability and the great outdoors. The programme included 2 UK training events, a UK expedition and then a 4-week overseas expedition. Applicants went through a 2-stage application process for selection.

The valley is surrounded by high mountains in all directions with a number of access routes into further valleys and up onto the alpine terrain above. We operated from Basecamp Glen at 1600m up to 3300m at the edges of the main glacial areas of the Caucasus.

Location: Georgia

The Fires worked together to plan tours, undertaking trekking-based activity in this mountainous region, drawing on logistics from Basecamp Glen, undertaking knowledgebased projects and furthering their understanding and practice of leadership, in line with the programme aims.

The Fires explored deep into the Dolra valley to the north and along the east and western flanks of the Caucasus mountains from Basecamp Glen, climbing and trekking through alpine meadows, loose scree paths,

15

YOUNG PEOPLE PARTICIPATED IN THE UK EXPEDITION ON DARTMOOR BEFORE PROCEEDING TO FULL EXPEDITION IN THE CAUCASUS MOUNTAINS

up into glacial lakes and the glaciers themselves, ascending to over 3500m to gain an understanding of the area and to practice and develop their emerging leadership.

Basecamp Glen kept the Young Explorer supplied with enough nuts, oats, buckwheat and dehydrated meals to support their endeavours, and ensuring that they have plenty of fresh menus when they return between phases. However, Young Explorer were creative with their rations and produced their own lines in honey doughnuts, drop scones and flapjacks.

The Young Explorers practiced their leadership in the context of this wild alpine landscape and left with insight, reflection and actions that will help them develop as leaders of the future and start working at implementing themselves as these leaders across their lives, industries and futures.

27 Our Programmes

“For our end of programme celebration we met other Young Explorers who had been on expeditions throughout British Exploring Society’s 92 years of history”

Naffie, Young Explorer

NEXT STEPS

Explorer Celebrations

In October 2024 our Young Explorers and Leaders joined us at our Explorer Celebrations event in London.

During the day we held reflection sessions where Young Explorers and Leaders looked back on their experience and how it has already begun to impact them and their lives back home, as well as careerfocused workshop sessions that helped them begin to think about what they might go on to do next.

Young Explorers who took part in an Expedition Programme during the year were awarded lifetime Membership of British Exploring

YOU CAN WATCH A HIGHLIGHT VIDEO OF THE 2024 SEASON THAT WAS SHARED AT THE EVENT HERE

Society, granting access to a global network of fellow Members as well as the opportunity to attend events and become more involved.

Coming together at Explorer Celebrations to celebrate our Young Explorers and Leaders is made possible thanks to the generosity of Rahul Moodgal.

Find Your Path

During the first year after completing their expedition programme with us, our newest Members receive a series of six email newsletters – Find Your Path. Centred around our core values of Courage, Self-Belief, Challenge and Community, these newsletters are designed to engage and guide our young people to reflect further on their expedition experiences. The newsletters also offer information, support and inspiration to help our young people embed the skills they have learnt, communicate their achievements and continue their personal development journey.

Sunny Elvy (left) and Ed Bussey (right)

28 Our Programmes

OUR 2024 YOUNG EXPLORERS AWARDS

Dan’s biggest act of kindness came during the expedition on the day we were summiting Askja Volcano. Before we even asked the group, Dan selflessly volunteered to stay behind at camp with another Young Explorer who could not summit, despite the fact that Dan was so looking forward to it himself.”

Danyal’s Fire Leaders

The Les Morgan Memorial Award

With thanks to Judi Morgan for supporting this award

The Les Morgan Memorial Award is presented annually to a Young Explorer who has shown exceptional initiative or leadership in adverse circumstances on expedition. For this award, nominations can only be made by our Chief Leaders, in consultation with their expedition leadership team.

The Moodgal Inspiration Award

The Moodgal Inspiration Award is presented annually to a Young Explorer who through their kindness or generosity to others, or through their fundraising efforts, have empowered themselves and inspired and helped others. Nominations for this award can be made by Young Explorers, Leaders, British Exploring Society's team and representatives from our partner organisations.

Danyal, Dangoor Next Generation Iceland

The Les Morgan Memorial Award winner

“His infectious enthusiasm kept morale high, and his efforts inspired the entire group to stay focused and work together. Danyal’s contributions were essential to the success of the expedition…”

Rahim, Hartz Highlands

The Moodgal Inspiration Award winner

“We were a Fire from all different backgrounds with very different life experiences and we got on so well and Rahim played a big role in that…”

29 Our Programmes

OUR 2024 LEADER AWARDS

Watson Emerging Leader of the Year Award

With thanks to Ian & Janet Sinclair for supporting this award

The Watson Emerging Leader of the Year Award in memory of Jean Sinclair is designed to recognise and reward emerging talent, or to identify new, additional or more senior leadership actions on the part of a Leader who may have worked with us for some time.

The Les Morgan Memorial Award

With thanks to Frances Morgan for supporting this award

The Les Morgan Leader of the Year Award is to identify and celebrate consistent excellence in any area of Leadership, or to recognise an individual who has supported and helped develop their fellow Leaders, providing guidance and direction for them as well as for Young Explorers in preparation for and throughout their expedition experiences.

Alex Donaldson, Social Leader Hartz Islands

Watson Emerging Leader of the Year Award winner

“His positive energy, patience, and compassion made a lasting impact on both the Young Explorers and his fellow Leaders, who were inspired by his natural ability to connect with and uplift those around him…”

Jude Kriwald, Basecamp Manager Hartz Highlands

Watson Emerging Leader of the Year Award winner

“ His positive attitude and genuine kindness towards everyone — Leaders and Young Explorers alike — set the tone for a welcoming and supportive base camp…”

Susannah Cass,

Chief Leader Hartz Highlands & Deputy Chief Leader Hartz Islands

The Les Morgan Leader of the Year Award winner

“She always upheld the spirit and values of British Exploring Society, gently bringing the team back to them during discussions about how to manage challenging situations…”

30 Our Programmes

OUR IMPACT

Introduction Our Programmes Our Impact Financials

Each year we are helping young people to:

We use several tools to collect qualitative and quantitative data from across our programmes that help us establish and demonstrate the changes in young people who have taken part.

31 Our Impact

MY COMPASS

Talking as well as walking – guided goal setting with My Compass.

==> picture [341 x 295] intentionally omitted <==

----- Start of picture text -----
Making decisions
that matter
World Managing
and me my feelings
My Staying
Confidence
Compass on track
People and me Communication
Problem solving
----- End of picture text -----

Start of the End of the This is an example of how expedition expedition a Young Explorer would fill out My Compass

How does it work?

The My Compass tool is completed during training, at the start of the expedition, in the middle of the expedition and at the end of the expedition.

It is based on 5 steps. A ‘5’ means they are already really skilled and ‘1’ means they think they are not very skilled in a particular area, at that time. It helps guide reflective conversation with young people, encouraging them to think about what they hope to learn and how with us and to consider any areas of their own skills or personal qualities that they aim to build on.

Through those reflecting conversations, Young Explorers develop confidence, practice and learn. They tend to judge themselves much more robustly by the end of a programme. My Compass outcomes indicate the success of that learning process.

The greatest quantitative average area of growth in 2024 is ‘People and Me’.

‘Confidence’ and ‘Making decisions that matter’ then follow as the joint second greatest area of improvement.

On analysis of comparative year on year data (as displayed in the next page), the three greatest points of average growth this year have now remained the highest points of average growth for two years consecutively. Equally, the lowest growth interval has remained consistent for the same period (staying on track). This consistent data set could point to a better understanding of the tool, and a more standardised experience across expeditions.

32 Our Impact

We can see Significant and Outstanding self-recognised increases across all expeditions, with the largest increase in The World and Me, followed by People and Me, and Managing my Feelings.

My Compass in 2024 - The Intervals

==> picture [379 x 114] intentionally omitted <==

----- Start of picture text -----
All
expeditions
Average start 3.21 3.23 3.41 3.29 3.32 3.04 3.34 3.59
Average end 4.06 3.96 3.65 4.10 4.08 4.02 4.19 4.06
Interval 0.85 0.73 0.24 0.82 0.76 0.99 0.85 0.47
Making decisions that matter Managing my feelings Staying on track Communication Problem solving People and me Confidence The world and me
----- End of picture text -----

Previous years for comparison

==> picture [379 x 134] intentionally omitted <==

----- Start of picture text -----
All
expeditions
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
Making decisions that matter Managing my feelings Staying on track Communication Problem solving People and me Confidence The world and me
----- End of picture text -----

My Compass in 2024 - Percentages

==> picture [378 x 153] intentionally omitted <==

----- Start of picture text -----
All
expeditions
Decrease 2% 2% 6% 2% 4% 4% 1% 8%
No change 2% 29% 38% 31% 34% 28% 35% 25%
Increase 6% 46% 31% 43% 41% 33% 33% 35%
Significant increase 2% 18% 23% 21% 19% 28% 26% 22%
Outstanding increase 2% 6% 2% 3% 2% 7% 4% 10%
Making decisions that matter Managing my feelings Staying on track Communication Problem solving People and me Confidence The world and me
----- End of picture text -----

Pre-pandemic, in 2019, the average starting point sat at 3.26, just 0.04 off the 2024 average starting point. We can only speculate on the reasons for this consistent starting point decline, and whether it points to a wider fall in the opportunities for young people to understand their resilience, and a failing confidence in their own abilities, or whether alternatively there was a temporary post-pandemic “boost” in how Young

People view themselves, which is now levelling back out to pre-pandemic levels.

The table and graph above identify the number by percentage, of young people who showed different types of movement on their selfassessment scores ranging between small decreases to outstanding increases of two or more points.

33 Our Impact

Young Explorers who completed My Compass:

RECOGNISED AN RECOGNISED AN IMPROVEMENT IN THEIR INCREASE IN THEIR UNDERSTANDING OF ABILITY TO MAKE 81% 67% THEIR IMPACT ON DECISIONS THAT MATTER THE WORLD RECOGNISED AN RECOGNISED AN INCREASE IN THEIR INCREASE IN 69% ABILITY TO MANAGE 64% THEIR CONFIDENCE THEIR FEELINGS RECOGNISED AN RECOGNISED AN INCREASE IN THEIR INCREASE IN THEIR 68% PEOPLE SKILLS 62% ABILITY TO SOLVE PROBLEMS RECOGNISED AN RECOGNISED AN INCREASE IN THEIR INCREASE IN THEIR 67% COMMUNICATION SKILLS 56% ABILITY TO STAY ON TRACK

34 Our Impact

==> picture [61 x 52] intentionally omitted <==

The support from my Leaders by creating activities that involve expressing emotions has encouraged me to be true to myself in the future and instead of hiding my feelings away, talk about them as that can make me feel alright in the end.

Naffie, Young Explorer

OUR IMPACT ON MENTAL WELL-BEING

Reducing anxiety and coping better with problems

Using the Short Warwick-Edinburgh Mental Well-being Scale, by the end of their expeditions with us, Young Explorers scored above the cut off for ‘high wellbeing’ – putting them inside the top 15% for mental wellbeing in the UK population.

The tool was designed by NHS Health Scotland, University of Warwick and University of Edinburgh and is not meant to be used to identify people who have or probably have a mental illness.

There was an average increase felt by Young Explorers across each area of the scale. The most prominent observations display that at the start of the expedition, Young Explorers were feeling anxious, and hadn’t been dealing with their problems well. These were also the two biggest areas of positive change throughout our expeditions.

The Scale (SWEMWBS) relates to a person’s psychological functioning, life satisfaction and ability to develop and maintain mutually benefitting relationships.

Psychological well-being includes the ability to maintain a sense of autonomy, self-acceptance, personal growth, purpose in life and self-esteem.

On average, at the end of the Expedition, Young Explorers felt most optimistic about the future and as though they had been able to make up their own mind about things.

*The Short Warwick-Edinburgh Mental Well-being Scale (SWEMWBS) is designed to assess mental well-being. It asks participants to score themselves on a scale of 1-5 against seven positively worded statements to measure both feelings and functioning related to mental well-being. On our expeditions, Young Explorers are asked to assess themselves at the start and end of their programme.

We also asked Young Explorers to reflect on their use of the SWEMWBS on expedition as part of their post expedition survey. Please see charts below and tables on the next page.

Young Explorers responded that the Warwick–Edinburgh Mental Well-being Scale helped them:

==> picture [61 x 61] intentionally omitted <==

----- Start of picture text -----
80%
----- End of picture text -----

RECOGNISE HOW THEY WERE FEELING ON EXPEDITION

==> picture [54 x 61] intentionally omitted <==

----- Start of picture text -----
63%
----- End of picture text -----

IMPROVE THEIR WELLBEING ON EXPEDITION

==> picture [54 x 60] intentionally omitted <==

----- Start of picture text -----
61%
----- End of picture text -----

DISCUSS THEIR WELLBEING AND FEELINGS ON EXPEDITION

35 Our Impact

Year on year, young people are rating their skills, competencies and well-being as weaker, or poorer, when they start with us.

Average SWEMWBS scores across all expeditions in 2024

I’ve been feeling
optimistic about
the future		 I’ve been feeling
useful		 I’ve been
feeling relaxed		 I’ve been
dealing with
problems well		 I’ve been
thinking clearly		 I’ve been
feeling close
to other people		 I’ve been able
to make up
my own mind
about things
Start of expedition
3.52		 3.32 3.03 3.31 3.54 3.37 3.64
End of expedition
4.11		 3.94 3.87 4.00 4.02 3.88 4.21
Interval
0.59		 0.62 0.84 0.69 0.47 0.52 0.56
We’re getting better at supporting mental well-being We’re getting better at supporting mental well-being
I’ve been feeling
optimistic about
the future		 I’ve been feeling
useful		 I’ve been
feeling relaxed		 I’ve been
dealing with
problems well		 I’ve been
thinking clearly		 I’ve been
feeling close
to other people		 I’ve been able
to make up
my own mind
about things
Interval 2023
0.66		 0.54 0.55 0.65 0.42 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

We’re getting better at supporting mental well-being

There continues to be a year on year growth in the overall average interval (growth) score between 2021 through to 2024. Young Explorers now record an overall average interval score of 0.61 compared to a 0.42 in 2021 (0.51 in 2022 and 0.56 in 2023).

The bigger picture – how do young people think they are doing in 2024?

2023 had an average starting point of 3.44, whereas the 2024 starting point averaged 3.30. In fact, the average starting point of My Compass has reduced year on year since 2021, falling from an average starting point of 3.50.

As with the My Compass tool, the overall average start point for the Mental Well-being Scale has dropped since 2021, when the overall average start point was 3.66. In 2024 this was 3.39 (3.45 in 2022 and 3.37 in 2023).

These drops in starting point are particularly note worthy in light of the systemic issues raised earlier in this report (see page 12). It is indicative of the challenges that young people face today.

36 Our Impact

BEYOND THE NUMBERS

==> picture [71 x 30] intentionally omitted <==

----- Start of picture text -----
95%
----- End of picture text -----

OF YOUNG EXPLORERS ‘AGREE’ OR ‘STRONGLY AGREE’ THAT THEIR EXPEDITION HAS HELPED THEM GAIN A BETTER UNDERSTANDING OF THE NATURAL WORLD

Qualitative Evidence

Qualitative evidence aims to provide a better understanding of how we have delivered impact through firsthand experience, truthful reporting and asking Young Explorers to record their own personal perspective. It creates the narrative that supports the numbers – our quantitative outcomes data.

With so many factors at play in the completion of self-assessments at any given time, data can only be considered alongside the contextual background of verbal/ written narrative.

The process of collecting qualitative evidence benefits British Exploring Society and the Young Explorers who are involved. When a Young Explorer completes a programme, part of the after-programme support is to help them communicate their experience. Through the collecting of qualitative information, we give Young Explorers the opportunity to reflect on their experience and to put into words the difference it has made to them.

A Wild Future?

“I learnt a lot about glaciers and the threats they face. I also gained a deeper appreciation for the natural world by meeting more like-minded people who care about the planet, I felt less apathetic and more empowered to take action to save the planet.”

– Young Explorer feedback

The responses to the ‘Commitment to the Environment’ section of the PostExpedition Survey indicate that our expeditions have helped the majority of Young Explorers better understand the natural world around them and have also given them curiosity to continue their learning.

95% of Young Explorers ‘agree’ or ‘strongly agree’ that their expedition has helped them gain a better understanding of the natural world as well as that they are eager to continue learning about the natural world.

88% of Young Explorers ‘agree’ or ‘strongly agree’ that they feel able to share their knowledge of the natural world with others.

“Embarking on an expedition in the Outer Hebrides was transformative. The rugged landscapes, with their windswept cliffs and pristine beaches, offered a profound connection to nature. Encountering diverse wildlife, from elusive otters to majestic sea eagles, deepened my appreciation for the environment. Immersed in this breathtaking setting, I bonded with a remarkable group of people, each adding unique perspectives and insights. The challenges of the journey fostered personal growth, pushing me beyond my comfort zone and enhancing my resilience. Overall, it was a journey of discovery, both the wild beauty around me and of my own strength within.”

– Young Explorer feedback

37 Our Impact

Young Explorer feedback from post expedition survey

Readers will already have encountered some Young Explorer feedback elsewhere in this report. Young Explorers are asked about how they felt after their expedition, what advice would they give to future Young Explorers and what they had learnt/gained from the experience;

“Being on expedition made me more aware of how resilient I am. It also gave me insight into the impact that being outdoors can have on even the most reluctant adventurer!”

“On my expedition the most valuable skill I learned was perseverance, to keep going in the face of loss and struggles, to always keep trying and pushing through despite what lies ahead.”

“I think the most valuable piece of knowledge I gained was about myself. I found that I am capable of going on a big adventure like this, and not only cope, but have an amazing time! I gained loads of practical skills in terms of trekking and camping too. Overall, it was a massive confidence boost and helped me to believe in myself, both in terms of going on expeditions and in general life.”

“I felt like I gained so much from the whole experience, from the training weekends to the travel to the expedition itself. Confidence, friends, fun, knowledge, selfawareness and a greater appreciation of the natural world. It has changed my goals in life and reminded me what is important while improving my mental health.”

“Absolutely amazing, it was tough at times, but it has taught me a lot of valuable lessons that I could not have otherwise drawn myself, it has taught me to value myself so much better.”

Expedition Workshops

Young people are asked after Expedition Workshops to provide feedback on what they have learned, what they enjoyed and what they would change from the workshop.

“I learnt how to make tough decisions with my group. [I enjoyed] working with my group and maps.”

– Student, Ada National College for Digital Skills

“I learnt about skills [needed] in the Amazon rainforest. I enjoyed working together in a group.”

– Student, Thetford College

Finding a way to measure the outcomes of Expedition Workshops had been a goal and in 2024 we introduced a ‘2-minute My Compass’ – a tool consistent with our My Compass but fit to be used during a 2.5 hour workshop. The tool was only used once in the 2023/24 financial year – insufficient data to report on the outcomes. We will continue to use the ‘2-minute My Compass’ in the next season to measure the outcomes of this programme.

38 Our Impact

OUR IMPACT OVER TIME

600

UNIQUE RESPONSES WERE RECEIVED FOR THE ANNUAL MEMBERS QUESTIONNAIRE, REPRESENTING EVERY DECADE OF BIRTH FROM THE 1930S TO THE 2000S.

Since 2023, we have sent an annual questionnaire to Members (previous expedition participants), to help us identify and demonstrate the difference, over extended periods of time, our programmes make.

The questionnaire uses themes from our outcomes tool ‘My Compass’ and questions originally devised by Penn State University for their doctorate research paper ‘The perceived longterm influence of youth expeditions on participants’ lives’ by Maria Jose Ramirez Canas (December 2019).

At the time of publication, we have a cumulative total of more than 600 unique responses – from the 4500 Members that were sent the questionnaire – representing every decade of birth from the 1930s to 2000s.

Members said their expedition

had a positive or very positive impact on their:

==> picture [60 x 61] intentionally omitted <==

----- Start of picture text -----
83%
----- End of picture text -----

INTEREST IN THE ENVIRONMENT

==> picture [60 x 61] intentionally omitted <==

----- Start of picture text -----
82%
----- End of picture text -----

PERSONAL DEVELOPMENT, CONFIDENCE, STAYING ON TRACK, MANAGING THEIR FEELINGS

==> picture [60 x 61] intentionally omitted <==

----- Start of picture text -----
82%
----- End of picture text -----

SKILLS – PROBLEM SOLVING, COMMUNICATION, MAKING DECISIONS THAT MATTER

==> picture [58 x 61] intentionally omitted <==

----- Start of picture text -----
67%
----- End of picture text -----

ATTITUDE TO VOLUNTEERING,

COMMUNITY VALUE

Members also said:

THEIR EXPEDITION WAS ENJOYABLE AND MEANINGFUL

==> picture [31 x 13] intentionally omitted <==

----- Start of picture text -----
92%
----- End of picture text -----

==> picture [61 x 60] intentionally omitted <==

----- Start of picture text -----
79%
----- End of picture text -----

THEY AGREE OR STRONGLY AGREE THAT THEIR EXPEDITION CHANGED THE COURSE OF THEIR LIFE

39 Our Impact

…the experiences are significant in influencing confidence, mental toughness, belief in self, motivation to succeed and ability to work as part of a team.”

P Allison et al

The University of Edinburgh, Personal Development through expeditions (Using British Exploring Society expeditions as the research base).

Average impact score by decade

==> picture [341 x 163] intentionally omitted <==

----- Start of picture text -----
10
8
6
4
2
0
1930 1940 1950 1960 1970 1980 1990 2000
----- End of picture text -----

Completion of the questionnaire is voluntary and non-incentivised. We’re grateful to our Members for taking the time to respond and sharing their experiences with us. Thank you.

The average score reported by Members for the impact of their expedition* does not significantly change, irrespective of the decade of their birth.

What we cannot yet measure

40 Our Impact

LEONARD SMITH

Member, British Exploring Society - East Greenland 1982

“Incredibly, even though the British Exploring Society expedition I joined was over forty years ago, there aren’t many weeks go by when I don’t notice in myself the amazing impact for good that the adventure of being a Young Explorer has had in my life.

I completely believe that being a part of something as exciting, challenging and demanding as an expedition gave me positive and life changing skills. I see these in myself and I so often recall my expedition which I’m convinced grew qualities in me such as resilience, perseverance, compassion and team work. Through my career as a business owner and employer these qualities have emboldened and enriched my day-to-day decision making and my relationships as well as strengthening my planning and strategy skills.

The awesome and breathtaking Leonard on British Exploring Society’s setting of a remote and pristine East Greenland expedition, 1982 wild place, its serenity, ferocity and yet its fragility impacted me and everyone I’ve shared my | = expedition stories with. I would say that exploring and camping in Greenland as an eighteen year mre , > 5 old ignited my strong desire and = : daily passion to protect, repair and nurture our natural world whilst also encouraging us all oe ae “ae to share in the wonder of it.

Reflecting, yes, the unbelievable scenery and the adventurous expedition environment certainly inspired me, but it was also the encouragement and example of our Leaders that had a big effect on me. Being able to live alongside and see up close how a person with experience of adventuring tackles challenges and setbacks, yet keeps positive and aware of the bigger picture compels me to try and be such an example and help to young people today.”

41 Our Impact

WHAT’S NEXT?

There is no doubt in my mind that these memories will remain etched in my memory, and I will always remember how they helped me forget the tragedies of my past and boosted my self-confidence.

Rahim,

Young Explorer

After 92 years, a world war and a pandemic, British Exploring Society is now preparing to help young people with one of their greatest challenges – an epidemic in poor mental health and low resilience. Understanding how to help unlock self-belief is more critical than ever.

As young people increasingly absent themselves from school, socialising and the workplace, so they are also dropping out of our programmes before they can experience the expeditions which deliver the full benefit of our approach.

We cannot help young people who aren’t with us. So, we must adapt again.

We were the original organisation in the UK to run developmental expeditions in wild places with young people and it is important to us that we do not undermine the value of our remarkable expedition model. It has been in place and defining lives for 92 years.

But focusing on delivering what makes the most impact for young people is what drives us.

As we did during COVID, we’re tackling a paradigm shift in 2025.

We’re trialling a two part, stepped path from first experiences to full participation on an expedition in a remote location so that we can:

So, what is the new paradigm? We’re calling it ‘A New Kind of Adventure’.

SCAN TO FIND OUT MORE ABOUT OUR STEPPED PROGRAMME MODEL AS PART OF ‘A NEW KIND OF ADVENTURE’

42 Our Impact

==> picture [58 x 90] intentionally omitted <==

==> picture [64 x 84] intentionally omitted <==

----- Start of picture text -----
Introduction
Our Programmes
Our Impact
Financials
----- End of picture text -----

STRUCTURE, GOVERNANCE & MANAGEMENT

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:

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 professionals who have always volunteered their time and skills and who take on considerable responsibility to lead our programmes provide hundreds of hours of intensive and high quality engagement to young people. Our work would not be possible without them.

As of the end of the financial year, the charity was employing 15 fulltime and 3 part-time employees. Many volunteers offer their services regularly or on an ad hoc basis. A significant number provide specialist professional services to the charity.

Members of Council meet at a full Council meeting (minimum four per annum) or by way of sub-committee meetings. Individual Council members additionally give time to oversee specific areas of activity.

43 Financials

Council may appoint Advisors to Council with expertise 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. Third party indemnity provision is in force at the time of approval of the report for the benefit of one or more directors. British Exploring Society has in place Trustees, Directors, and Officers Public Liability insurance.

Members of Council, listed on page 2, are the directors for the purposes of the Companies Act 2006 and trustees for the purposes of the Charities Act 2011. Members of 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 may propose and appoint candidates. New members are recruited by formal application to a nominations sub-committee. 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 remuneration of the Chief Executive Officer is set by Council and is under annual review.

Approach to Managing Risk

The charity must manage risks to itself and to Leaders and young people on its programmes. Council is responsible for the oversight of both. The Executive works with Council to agree risk appetite and tolerance.

An Operations sub-committee supports the Executive in the oversight of risk in relation to programme development and delivery. At least two Council members serve on this committee.

Programme risk management

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

This includes checking compliance with British Exploring Society standard operating procedures (SOPs) which 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.

SOPs are updated in the light of practical experience and changes in practice and regulation. Individual risk management plans and control measures are subject to interrogation through desk-based research which considers environmental, political, and other risks.

British Exploring Society’s Council and its Operations sub-committee are 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 2023/4.

Financial Risk

Council mitigates financial risk through the appointment of a finance sub-committee chaired by the Treasurer. Executive staff present the latest accounts, forecasts and operating data for review before such information is submitted to Council. Members of the subcommittee can request ad hoc reports on financial and operating matters. Council Members have direct oversight of fundraising performance. The Charity’s Finance Policy and Procedures and Reserves Policy are reviewed annually.

44 Financials

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.

We received no complaints in relation to fundraising activities in the 2023/4 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 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.

45 Financials

Statement of Council Members’ Responsibilities

Members of Council are responsible for preparing the Council’s Report and 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:

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 Independent Examiner

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

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 19 June 2025 and signed on behalf of Council by;

Lord Rees

Interim Chair of Trustees

46 Financials

==> picture [61 x 52] intentionally omitted <==

FINANCIAL REVIEW

By Richard Kleiner, Treasurer

Incredibly, even though the British Exploring Society expedition I joined was over forty years ago, there aren’t many weeks go by when I don’t notice in myself the amazing impact for good that the adventure of being a young explorer has had in my life.

Leonard Smith, Member

The Statement of Financial Activities is shown on page 51.

2023/24 has been a year of challenges across the sector. For us, this culminated in a decision to revise and focus our programmes within the UK in 2024, returning to overseas activities following review towards the latter part of 2025. The process of review also led to some changes in our Council, or board. As part of the changes to trustees, I was appointed a new trustee in December 2024 and, at the same time, was appointed chair of the finance committee and as Treasurer.

In our fundraising we continue to tackle real challenges, and, as we indicated in our previous year’s annual report, we are still not meeting every programme funding target we would like to. We welcome the prospect of a more robust future with the professionalism of a highly effective Development board, and with our focus on growing a pipeline of individuals, trusts and foundations to help us to meet the charity’s aspirations.

We are also assisted in challenging times by thus far being able to control our programming with sufficient foresight to be able to manage our overall income. As referred to previously, we took the decision in November 2024 to revise our approach and to reduce some of our activity in 2024/25. This advance decision avoided disappointment to participants, unnecessary start-up costs, and reduces our financial commitments whilst we continue to develop our pipeline of supporters. We aim to more closely coordinate our fundraising and membership activities so that our community is better informed of our work and the means by which they can support us. A New Kind of Adventure has again focused the organisation on innovation - delivering better services whilst sustaining lean operations - and we will use this opportunity to ensure we are fit for purpose for the future, and to facilitate growth.

British Exploring Society generated £903,661 of income (2022/23: £1,219,900 Restated).

The total cost of our charitable activities amounted to £ 1,173,985 (2022/23: £1,432,917 Restated).

There was a net deficit on the unrestricted, restricted and endowment funds of £270,325 (2022/23: £213,017), reflecting the decision to run two overseas expeditions during the year in line with our charitable object and the challenging fundraising environment. Our forecasts of the net deficit as we progressed through the year led us to take the decisions to reduce our overseas activity in 2024 and implement the reorganisation as discussed above.

47 Financials

The Council confirms that the charity’s assets are available and adequate to fulfil the financial obligations of the Society.

The main activities in the year to 31 October 2024 are outlined in the sections above.

The income and expenditure of the charity are reflected in the Statement of Financial Activities on page page 51 of these financial statements.

Carbon reporting for 2023/24

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.

Our overall carbon footprint which includes office costs and programmatic activities for 2023 has been calculated by Carbon Managers for us at 409 tonnes CO2e.

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.

48 Financials

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 current calculation of average monthly operating costs includes all recurring, predictable expenses such as salaries and benefits, occupancy, travel, programme delivery, and ongoing professional services. Depreciation, in-kind, and other non-cash expenses are not included in the calculation.

The balance held as unrestricted funds at 31st October 2024 was £151,685 of which £124,046 are regarded as free reserves, after allowing for funds tied up in tangible fixed assets. The balance held as restricted and endowment funds as at 31st October 2024 was £141,372. As at 31 October 2024, free reserves stood at approximately 1.4 months’ worth of average operating costs. Council has approved a budget for 2024/25, which reflects the revised programme for the current 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. 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, the ongoing loyalty of long-term supporters as well as donations received from new supporters. The charity continues to innovate and has shown the capacity to reorganise and focus on necessary operational changes and alterations to programme design. 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.

49 Financials

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF BRITISH EXPLORING SOCIETY

Independent examiner’s report to the trustees of British Exploring Society

I report to the charity trustees on my examination of the accounts of the Charity for the period ending 31st October 2024

Responsibilities and basis of report

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

Having satisfied myself that the accounts of the Charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under Section 145 of the Charities Act 2011 (‘the 2011 Act’).

In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner’s statement

Since your charity’s gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants of Scotland, which is one of the listed bodies.

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

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

This report was approved on 19 June 2025 and signed on behalf of Council by;

Dr Shona F Wardrop C.A.

Institute of Chartered Accountants of Scotland

Chariot House Limited Chartered Accountants 44 Grand Parade Brighton East Sussex BN2 9QA

50 Financials

Statement of financial activities

For the year ending 31st October 2024

Notes Unrestricted Restricted Endowment Total 2024 Restated Total
Income Funds (£) Funds (£) Fund (£) (£) 2023 (£)
Donations 2 514,271 249,762 371 764,403 800,628
Income from charitable activities - - - - - -
Contributions from participants, supporters and sponsors 3 - 127,838 - 127,838 403,051
Income from investments 4 10,967 - - 10,967 11,467
Other income
Total incoming resources		 5
Notes		 453
525,691
Unrestricted		 -
377,600
Restricted		 -
371
Endowment		 453
903,661
Total 2024		 4,754
1,219,900
Restated Total
Expenditure Funds (£) Funds (£) Fund (£) (£) 2023 (£)
Expenditure on raising funds 6 178,690 - 178,690 150,797
Expenditure on charitable activities 6 424,186 571,109 - 995,295 1,282,120
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		 602,876
(77,186)
61,412
(15,774)
Unrestricted
Funds (£)
167,459
156,304		 571,109
(193,509)
49,454
(242,963)
Restricted
Funds (£)
376,861
133,898		 -
371
(11,958)
(11,588)
Endowment
Fund (£)
19,062
7,474		 1,173,985
(270,325)
0
(270,325)
Total 2024
(£)
563,382
297,306		 1,432,917
(213,017)
-
(213,017)
Total 2023
(£)
776,399
563,382

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

51 Financials

Balance sheet

As at 31st October 2024

==> picture [774 x 396] intentionally omitted <==

----- Start of picture text -----
Notes Unrestricted Restricted Endowment Total 2024 Total 2023
Fixed Assets Funds (£) Funds (£) Fund (£) (£) (£)
Tangible fixed assets 7 27,639 - - 27,639 41,607
Total fixed assets 27,639 - - 27,639 41,607
Notes Unrestricted Restricted Endowment Total 2024 Total 2023
Current Assets Funds (£) Funds (£) Fund (£) (£) (£)
Cash at bank and in hand 144,096 133,898 7,474 285,468 547,813
Debtors 8 26,896 - - 26,896 73,962
Total current assets 170,992 133,898 7,474 312,364 621,775
Notes Unrestricted Restricted Endowment Total 2024 Total 2023
Creditors Funds (£) Funds (£) Fund (£) (£) (£)
Amounts falling due within one year 9 (46,946) - - (46,946) (100,000)
Net current assets 124,046 133,898 7,474 265,418 521,775
Net assets 151,685 133,898 7,474 293,057 563,382
Notes Unrestricted Restricted Endowment Total 2024 Total 2023
Charity Funds Funds (£) Funds (£) Fund (£) (£) (£)
Endowment funds - - 7,474 7,474 19,062
Restricted income funds - 133,898 - 133,898 376,861
Unrestricted income funds 151,685 - - 151,685 167,459
Total charity funds 13 151,685 133,898 7,474 297,306 563,382
----- End of picture text -----

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

The financial statements were approved and authorised for issue on 19 June 2025 and signed on behalf of Council by:

Richard Kleiner

Treasurer

Lord Rees Interim Chair of Trustees

52 Financials

Statement of cash flows

For the year ending 31st October 2024

Cash flows from operating activities Notes 2024
(£)		 2023
(£)
Net cash used in operating activities 14 (263,478) (67,101)
Cash flows from investing activities
Interest 10,967 11,467
Purchase of assets (9,834) (26,196)
Transfer of cash from investment
Net cash flow by investing activities
Change in cash and cash equivalents
in the year
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward		 1,133
1,133
(262,345)
547,813
285,468		 (14,729)
(14,729)
(81,830)
629,643
547,813

53 Financials

Notes to financial statements

Includes:

Accounting Policies

1.1 Basis of accounting

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.

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.

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

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.

Legacies are accounted for where there is a reasonable degree of certainty as to the amounts receivable.

1.3 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:

95%

COST OF EXPEDITIONS

5%

MANAGEMENT AND ADMINISTRATION OF THE CHARITY

1.4 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.

1.5 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:

54 Financials

Notes to financial statements

Includes (continued):

1.6 Debtors

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

1.7 Cash at bank and in hand

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

1.8 Creditors

Creditors are recognised at their settlement amount.

1.9 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.

1.10 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.

1.11 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.

1.12 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 no accruals or prepayments (2023: £0).

Employer contributions made to the scheme during 2024 amount to £19,786 (2023: £19,207).

1.13 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.

1.14 Going Concern

After 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 and governance arrangements strengthened to support the charity and its fundraising work.

Grants continue to be received, and plans put in place for future activities. The Trustees have taken account of progress in the fundraising strategy, the ongoing loyalty of long-term supporters as well as donations received from new supporters. The trustees are aware of the need to secure gifts each year to continue to operate.

The charity is focused on effectiveness, and repeatedly shown the capacity to innovate and reorganise in order to meet the needs of young people, and to operate prudently.

For these reasons, the Trustees continue to adopt the going concern basis in preparing the financial statements.

55 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

==> picture [774 x 399] intentionally omitted <==

----- Start of picture text -----
Unrestricted Restricted Endowment Total 2024 Restated Total
2. Income from donations
Funds (£) Funds (£) Fund (£) (£) 2023 (£)
Cash donations 514,271 249,762 371 764,403 800,628
Donated services - - - - -
514,271 249,762 371 764,403 800,628
Unrestricted Restricted Endowment Restated Total
Funds (£) Funds (£) Fund (£) 2023 (£)
Cash donations 634,313 166,205 110 800,628
Donated services - - - -
634,313 166,205 110 800,628
Unrestricted Restricted Endowment Total 2024 Total 2023
3. Income from charitable activities
Funds (£) Funds (£) Fund (£) (£) (£)
- -
Contributions from participants, supporters and sponsors 127,838 127,838 403,051
- 127,838 - 127,838 403,051
Unrestricted Restricted Endowment Total 2023
Funds (£) Funds (£) Fund (£) (£)
-
Contributions from participants, supporters and sponsors 36,252 366,799 403,051
36,252 366,799 - 403,051
----- End of picture text -----

56 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

==> picture [774 x 373] intentionally omitted <==

----- Start of picture text -----
Unrestricted Restricted Endowment Total 2024 Total 2023
4. Income from investments
Funds (£) Funds (£) Fund (£) (£) (£)
- -
Interest receivable on cash deposits 10,967 10,967 11,467
10,967 - - 10,967 11,467
Unrestricted Restricted Endowment Total 2023
Funds (£) Funds (£) Fund (£) (£)
- -
Interest receivable on cash deposits 11,467 11,467
11,467 - - 11,467
Unrestricted Restricted Endowment Total 2024 Total 2023
5. Other income
Funds (£) Funds (£) Fund (£) (£) (£)
Miscellaneous receipts 453 - - 453 4754
453 - - 453 4754
Unrestricted Restricted Endowment Total 2023
Funds (£) Funds (£) Fund (£) (£)
Miscellaneous receipts 4754 - - 4754
4754 - - 4754
----- End of picture text -----

Income has been restated from the prior year (reduced by £395,777 - notes 2 ) due to changes in how donated services are accounted for at the charity. The year-on-year complexities of quantifying these services have led to the decision by trustees to now include recognition of these services as part of the charity trustees’ report.

57 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

6. Charitable activities
Cost of expeditions:
Total expedition costs
Donated services
Salary cost
Depreciation*		 Unrestricted
Funds (£)
Restricted
Funds (£)
Endowment
Fund (£)
Total 2024
(£)
147,540
219,736
-
367,276
-
-
-
-
393,160
332,763
-
725,923
5,192
-
-
5,192		 Restated Total
2023 (£)
640,687
700,450
15,107
Total cost of expeditions 545,892
552,499
-
1,098,391		 1,356,244
Governance costs:
Salary costs
Office costs
Independent Examiner fees
Depreciation		 38,206
-
-
38,206
14,528
-
-
14,528
4,250
-
-
4,250
-
18,610
-
18,610		 36,866
5,787
7,400
26,620
Total governance cost 56,984
18,610
-
75,594		 76,673
Grants awarded to individuals -
-
-
-		 -
Total charitable activities 602,876
571,109
-
1,173,985		 1,432,917

58 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

6. Charitable activities(continued)
Cost of expeditions:
Total expedition costs
Donated services
Salary cost
Depreciation*		 Unrestricted
Funds (£)
Restricted
Funds (£)
Endowment
Fund (£)
Restated Total
2023 (£)
31,718
608,969
-
640,687
-
-
-
-
458,935
241,515
-
700,450
-
15,107
-
15,107
Total cost of expeditions 490,653
865,591
-
1,356,244
Governance costs:
Salary costs
Office costs
Independent Examiner fees
Depreciation		 36,866
-
-
36,866
5,787
-
-
5,787
7,400
-
-
7,400
26,620
-
-
26,620
Total governance cost 76,673
-
-
76,673
Grants awarded to individuals -
-
-
-
Total charitable activities 567,326
865,591
-
1,432,917

Cost of Raising Funds

Total staff costs, includes all expenditure incurred to generate voluntary income.

This comprises staff costs relating to fundraising, which include salaries, employer’s National Insurance contributions, and employer’s pension contributions, along with associated support costs. The total cost of raising funds for the year was £178,690 (2022/23: £150,797).

Donated Services

Expenditure has been restated from the prior year (reduced by £395,777 - notes 6 ) due to changes in how donated services are accounted for at the charity. The year-on-year complexities of quantifying these services have led to the decision by trustees to now include recognition of these services as part of the charity trustees’ report.

59 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

7. Tangible Fixed Assets
Cost:
At 1 November 2023
Additions		 Expedition
Equipment (£)
Office Equipment
& Computers (£)
Total
(£)
283,980
162,715
446,695
7,212
2,622
9,834
At 31 October 2024 291,192
165,337
456,529
Depreciation:
At 1 November 2023
Provided in the year		 250,791
154,297
405,088
18,610
5,192
23,802
At 31 October 2024 269,401
159,489
428,890
Net Book Value at 31 October 2024 21,791
5,848
27,639
Net Book Value at 31 October 2023 33,189
8,418
41,607
8. Debtors
Other debtors
Prepayments & accrued income		 2024 (£)
2023 (£)
-
51,614
26,896
22,348
26,896
73,962

60 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

9. Creditors: Amounts falling
due within one year
Trade creditors
Other creditors
Expedition contributions in advance
Social Security
Accruals		 2024 (£)
2023 (£)
19,066
69,502
-
-
-
-
17,412
21,610
10,468
8,888
46,946
100,000
10. Deferred Income
Deferred income comprises expedition contributions
received in advance for the 2024 expeditions
Balance as at 1 November 2022
Amount released to income from charitable activities
Amount deferred in the year		 2024 (£)
2023 (£)
-
-
-
-
-
-
-
-

61 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

11. Staff Costs 2024 (£)
2023 (£)
Staff wages and salaries
Social security cost
Other pension cost		 677,702
655,588
69,815
62,521
19,786
19,207
767,304
732,316
2024 (No.)
2023 (No.)
16
15
3
3
Total number of Employees 19
18
One staff member received benefits above £60,000.
The number of employees whose employee benefits (excluding		 2024 (£)
2023 (£)
employer pension) was £60,000 or more was:
£110,000 - £115,000 1
1
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, and staff entertaining (2024: nil).
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 £115,543 (2023: £115,543).
The charity paid £3,193.92 (2023: £3,293) for Trustees’ indemnity insurance.

62 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

12. Analysis of net
assets between funds
Tangible Fixed Assets
Debtors
Cash at bank and in hand
Creditors		 Unrestricted
Funds (£)
Restricted
Funds (£)
Endowment
Fund (£)
Total 2024
(£)
27,639
-
-
27,639
26,896
-
-
26,896
144,096
133,898
7,474
285,468
(46,946)
-
-
(46,946)
151,685
133,898
7,474
293,057
Tangible Fixed Assets
Debtors
Cash at bank and in hand
Creditors		 Unrestricted
Funds (£)
Restricted
Funds (£)
Endowment
Fund (£)
Total 2023
(£)
41,607
-
-
41,607
73,962
-
-
73,962
151,890
376,861
19,062
547,813
(100,000)
-
-
(100,000)
167,459
376,861
19,062
563,382

63 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

==> picture [776 x 455] intentionally omitted <==

----- Start of picture text -----
13. Analysis of fund balances: Brought Forward Income Expenditure Transfer Carried Forward
Movement in funds 01/11/2023 (£) (£) (£) (£) 31/10/2024 (£)
Unrestricted Funds:
General fund 167,458 525,691 (602,876) 61,412 151,685
Total Unrestricted Funds 167,458 525,691 (602,876) 61,412 151,685
Brought Income Expenditure Transfer Carried
Forward (£) (£) (£) (£) Forward (£)
Restricted Funds:
-
Sandy and Zorica Glen Charitable Settlement 197,945 (90,485) (52,611) 54,849
The Exilarch’s Foundation - 120,000 (120,000) - -
The Band Trust 112,928 - - (112,928) -
- - -
The Hartz Family Foundation 170,248 (170,248)
Other Restricted Funds 65,988 87,352 (190,376) 116,085 79,049
Total Restricted Funds 376,861 377,600 (571,109) (49,454) 133,898
Brought Income Expenditure Transfer Carried
Forward (£) (£) (£) (£) Forward (£)
Restricted Permanent Endowment Funds:
Michael Garvey Bursary 11,758 310 - (11,958) 110
Alexander Eastwood Award - - - - -
Tim Ward-Wilson Memorial Award 7,304 60 - - 7,364
Total Permanent Endowment Funds 19,602 370 - (11,958) 7,474
Total Funds 563,381 903,661 1,169,735 - 293,057
----- End of picture text -----

64 Financials

Notes to the Financial Statements

For the year ending 31st October 2024

14. Reconciliation of net movement in funds
to net cash flow from operating activities
Net (expenditure)
Add back depreciation
Less interest income shown in investing activities
Decrease (Increase) in Debtors
Increase in Creditors		 2024
(£)
2023
(£)
(270,325)
(213,017)
23,802
40,721
(10,967)
(11,467)
47,066
98,233
(53,054)
18,429
Net Cash Used in Operating activities (263,478)
165,337

15. Related Party transactions

Donations amounting to £153,017 were received from Council members (2023: 265,610)

There are no other related party transactions during the year.

16. Redundancy Payments

During the reporting period, the charity made redundancy and termination payments totalling £4,235 to 2 employees (2023: £Nil to 0 employees) as part of an organisational restructure.

These payments are recognised as termination benefits in accordance with the charity’s accounting policy

The nature of these payments includes statutory and contractual redundancy entitlements. and SORP requirement, which is to recognise redundancy and termination costs when there is a constructive obligation and the amount can be reliably estimated.

At the balance sheet date, £4,235 of these costs had been funded, with £Nil remaining unpaid and accrued within creditors.

17. 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.

65 Financials