for the Period Ended 28 February 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
|
|
| Total fixed assets: |
|
|
|
| Current assets | |||
| Stocks: | 4 |
|
|
| Cash at bank and in hand: |
|
|
|
| Total current assets: |
|
|
|
| Creditors: amounts falling due within one year: | 5 |
(
|
(
|
| Net current assets (liabilities): |
|
|
|
| Total assets less current liabilities: |
|
|
|
| Total net assets (liabilities): |
|
|
|
| Members' funds | |||
| Profit and loss account: |
|
|
|
| Total members' funds: |
|
|
The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 28 February 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 28 February 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 March 2024 |
|
|
||||
| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 28 February 2025 |
|
|
||||
| Depreciation | ||||||
| At 1 March 2024 |
|
|
||||
| Charge for year |
|
|
||||
| On disposals | ||||||
| Other adjustments | ||||||
| At 28 February 2025 |
|
|
||||
| Net book value | ||||||
| At 28 February 2025 |
|
|
||||
| At 29 February 2024 |
|
|
for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Stocks |
|
|
| Total |
|
|
for the Period Ended 28 February 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
|
|
| Accruals and deferred income |
|
|
| Other creditors |
|
|
| Total |
|
|
Edinburgh Badminton Academy has gone through an exciting and dynamic year, furthering our impact and initiatives aimed at fostering inclusivity, participation and accessibility to badminton. Our adult games sessions are thriving, with an exciting and full schedule of weekly sessions for adults of all ages, backgrounds and abilities. We have a thriving women's only session and have increased women's participation in our social level tournaments. We have taken over from Badminton Scotland in running the junior performance section (RPP) for the east area of Scotland, which we have grown and increased accessibility, meaning more children can be involved in high level badminton and reaching their full potential. We have continued offering discounted memberships to those children who need it, allowing selected children to play as many times as they like each week for no extra cost. To support our continued development and growth as a club we have taken on another full time coach, meaning we have four full time members of staff working on developing badminton and our coaching team.
Our stakeholders encompass our members, over governing body, Badminton Scotland, sports facilities and venues, our coaching staff and the local community. We often ask for detail feedback via questionnaires to our members, discussing directly with parents and players at sessions and liaising with Badminton Scotland representatives with regular meetings. We are dynamic in adjusting and responding to feedback from our stakeholders and integrating feedback into our strategic planning. Examples of how we have adjusted because of these conversations include restructuring our performance grouping structure, changing times of sessions to suit a wider demographic of player, adding in extra venues and session types which are in demand, creating custom software which meaning players are fairly ranked and paired with others of the same level within sessions. These are just some examples, we are constantly making improvements and seeking engagement from stakeholders.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services can be found in the detailed income statement in the accounts. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
12 June 2025
And signed on behalf of the board by:
Name: Gregory Broadbent
Status: Director