During the financial year, the company undertook early-stage exploratory and community-oriented activities aligned with its social objectives. These activities were carried out primarily on a voluntary basis by the director and included community engagement, relationship-building efforts, meetings, outreach activities, and exploratory initiatives intended to support future international cultural and social collaboration projects. The company did not trade during the financial year and did not generate income. No bank account was opened for the company and no financial transactions were carried out through the company during this period. Some activities connected with the company’s objectives were pursued personally and voluntarily by the director using personal resources. Due to limited external engagement and the absence of meaningful institutional engagement from the relevant Saudi authorities for the intended initiatives, the company did not progress into operational delivery during this financial year. Nevertheless, the period contributed to the development and assessment of potential future community-interest activities and partnerships consistent with the company’s stated social aims. At this point, I as the founder have decided to put the initiative on hold, submit the initial statutory filings required by British law, then declare the CIC as dormant, and later on in the future consider resuming the initiative only if a better readiness and interest is received from Saudi Government representation.

The company engaged with a range of prospective stakeholders during the financial year, including volunteers, professionals, community members, academics, and individuals with experience in UK-Saudi cultural, professional/business and institutional relations. Interest in the initiative was initially significant. Several hundred expressions of interest and volunteer applications were received through outreach and networking activities connected with the company’s proposed social aims. Discussions and consultations helped assess the practical viability of the initiative, including the level of institutional engagement, cultural considerations, and the challenges associated with developing independent cross-community and international collaboration projects within the intended context. Feedback from both Saudi and British stakeholders was consistently very positive and highly appreciative and supportive of the project’s social objectives and symmetric and mutual value to both British and Saudi citizens, institutions and communities. In terms of the methodology, stakeholder feedback was particularly appreciative of the spirit of symmetric total transparency to both Saudi and British institutions and stakeholders. The British Government institutions contacted throughout the process in a symmetric full transparency responded either quite promptly or in reasonably good timing, assisted at least with meaningful signposting and advise. Furthermore, a representative from British mission in Riad expressly offered openness to help Passion 2030 whenever we needed. However, the consultations in both Saudi and British sides also highlighted significant practical and structural barriers affecting the likelihood of sustainable operational progress during the period, mainly in relation to practical readiness of Saudi Government institutions to welcome and cooperate with non-profit initiatives in an international context. This was consistent with the Saudi Government's extremely prolonged delays in acknowledging or responding to formal correspondences, even despite direct conversation with the Saudi Ambassador to the United Kingdom on an occasion in a public venue. Practical meaning of this was that only 1 of the 2 government stakeholders, both being equally and symmetrically crucial and indispensable for Passion 2030, appeared truly welcoming and supportive for the cause. All these initiatives were carried with transparency to the volunteers who provisionally committed interest to participate and contribute to Passion2030 projects. So, as the participants / provisional volunteers observed the extremely prolonged delays from Saudi Government representation, they gradually lost motivation to support Passion 2030, and I as the founder have gradually lost my courage to push Passion2030 cause any further in any near future. As a result, I as the director, in consultation with stakeholders as well, adopted a cautious and limited operational approach and did not progress into active financial transactions or funded programme delivery during the financial year. This does not actually mean I have decided to totally give up my efforts in Passion2030, but I have rather decided to put the initiative on hold, submit the initial statutory filings required by British law, then declare Passion2030 CIC as dormant, and later on in the future consider resuming the initiative only if a better readiness and interest is received from Saudi Government representation.

No remuneration was received

No transfer of assets other than for full consideration