for the Period Ended 31 July 2026
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 July 2026
Principal activities of the company
Directors
The director shown below has held office during the period of
11 July 2026
to
31 July 2026
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
| 2026 | 13 months to 31 July 2025 | |
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As at
| Notes | 2026 | 13 months to 31 July 2025 | |
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£ |
£ |
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| Members' funds | |||
| Profit and loss account: |
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The notes form part of these financial statements
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 31 July 2026
Basis of measurement and preparation
for the Period Ended 31 July 2026
| 2026 | 13 months to 31 July 2025 | |
|---|---|---|
| Average number of employees during the period |
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Financial Transparency: 100%of any surplus revenue generated from membership subs or guest fees over the financial year are not distributed to private shareholders. Instead, every pound has been legally preserved and reinvested directly into funding court bookings, buying club equipment, or subsidising coaching sessions. The community benefit is legally protected against corporate extraction. Directors' compensation, if any, must be fully disclosed to the regulator, ensuring that community money explicitly serves community goals. Integration of the Diaspora: For Edinburgh’s international arrivals including the Hong Kong diaspora the club has served as an immediate, low-barrier social anchor. It uses sports as a universal language to break down cultural barriers, helping new residents expand their local network, practise language skills, and combat the severe isolation often felt during relocation. Intergenerational Connection: By organizing structured club mornings, the club brings together distinct age groups from local university students to working professionals and older adults creating a unified support network that reduces local urban loneliness. Sustained Municipal Revenue: Through continuous block-bookings of local sports halls in Edinburgh over the past 12 months, the club provided predictable, recurring rental income to local public leisure providers. This reliable funding stream helps sustain municipal spaces for the wider public. Secondary Economic Stimulus: Gathering dozens of players weekly drives active footfall to nearby public transport routes, Edinburgh cafes, and local sports retailers, contributing directly to post-game community commerce. Preventative Healthcare: Regular participation in fast-paced badminton matches provides an affordable cardio workout, directly aligning with NHS Scotland's physical activity guidelines by combating sedentary illnesses, reducing high blood pressure, and improving mental wellbeing. Stress Alleviation: Providing an active, welcoming space offers local students and busy professionals a structured break from routine, serving as a reliable mental health buffer.
An annual meeting is held upon the directors and volunteers with the support of answered questionnaire answered by members to support decision on driving the club forward with ideas and future events.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
10 September 2026
And signed on behalf of the board by:
Name: James Lee
Status: Director