The Directors present their report, forming part of the full Director’s Report and Financial Statements for the year ended 31 March 2025.
Please note this is an excerpt from the full Directors’ Report and Annual Accounts. The full report can be found here.
For the year ending 31 March 2025, British Fencing (BF) continued to make progress on our stated strategic objectives, which we report on below for our members, funding partners and stakeholders.
Our vision is for a strong, successful and sustainable fencing community with a mission to inspire and enable people to start, stay and succeed in fencing underpinned by our core values of honesty, respect, and excellence.
For the period ending 31 March 2025, our strategic objectives remained:
To deliver our objectives the Board prioritises and monitors, through agreed performance indicators, seven strategic areas:
1. Leadership, Culture and Governance
The Board continue to support the executive team in furthering the BF values of Honesty, Respect and Excellence, on which our culture is built.
Following a thorough recruitment process, the Board appointed a new Chair, Sara Pantuliano, who replaced Mark Lyttle who ended his tenure due to term limits.
Following the election, Hilary Philbin stepped aside from the President role to concentrate on her EFC executive responsibilities. Following an open call for candidates, Pat Aiyenuro was appointed as President.
The Board would like to thank Mark Lyttle and Hilary Philbin for their outstanding commitment and contribution to BF in their respective roles.
Portfolio responsibilities for Board Directors remain in accordance with the Governance Code, with Directors leading in key areas including Anti-Doping, Safeguarding, Safety and Welfare, Environmental Sustainability and Equality. It is noted that the additional requirements for specific skills and experiences on the Board are increasing and these are not always identified through the current election and appointment structure.
Key strategic projects supported by our stakeholders included re-defining the relationship between England Fencing and British Fencing and preparation of the bid to take on management of the Wheelchair Fencing World Class Programme.
The Board began work on a new Board Strategy expected to launch in 2025-26.
Safeguarding, safety and welfare remains a priority and the Board remain committed to supporting the executive team as they ensure clubs and coaches meet minimum mandated standards if they wish to be part of our community. The Board re-iterated its commitment to dis-affiliate clubs that are unable to meet the minimum standards that are expected from National Governing Body clubs.
The Board commissioned an external Board evaluation which was the remaining required action to fully comply with the revised UK Code for Sports Governance. Following the period end, the Board have reviewed the evaluation and will factor in its recommendations for improvements on an ongoing basis.
It remains our aim to be a well-run National Governing Body taking a proportionate, best practice approach to implementation according to this code.
During the year to 31 March 2025 there were the following changes to the BF Board:
Stepped Down
Appointed
2. Sustainability and Core Services
Financial sustainability remains important to us and the Board’s aim is to set and meet a broadly balanced budget each year.
This period was particularly challenging with the unexpected death of Finance Director, David Moseley in June 2024 who continues to be deeply missed by all. Board Director Jade Clarke moved into a more hands on role whilst a new Finance Director was recruited. Board Director John Troiano took over as Interim Chair of ARGC, the committee charged with monitoring financial management and risk. Following the appointment of Helen Hewson as Finance Director, Jade Clarke resumed her role as Chair of AGRC.
The Board authorised a budgeted surplus of £3,295 for 2024-25 and achieved a result similar to budget with a surplus of £1,941.
As in previous years, costs continued to materially increase across the organisation in part due to increasing supplier costs and inflation. Focusing on increasing commercial revenues is vital to fund our core NGB activity of supporting and growing the sport of fencing.
Commercial income of £168k was generated to 31 March 2025, down from £195k in 2023-24. The reduction was largely due to internal shortage of resources and a reduction in sponsorship income, partly offset by associated staff cost reduction. Commercial income continues to come from three main sources; coach education, licensing of the BF brand and our We Are Forging Futures programme – a comprehensive programme of inclusive, engaging and immersive learning experiences designed for 4-14 year-olds based on fencing. At the end of the financial year 31 March 2025, formal agreements were in place with 61 organisations, (compared to 44 in 23-24), equating to 49 (+13) schools, 10 (+4) activity providers and 2 (no change) official designated partners.
3. Membership & Club Support
Membership income continues to be the foundation to build a financially resilient organisation that can deliver better services to members and clubs.
Our policy that BF membership is required for all participants in affiliated clubs and licensed events remains in place. Knowing who is participating in our sport and understanding more about them is also vital for us (and competition organisers and club administrators) to deliver appropriate and relevant services to individuals whilst ensuring that everyone participating in fencing in any capacity is covered by insurance.
BF’s individual total membership at the end of March 2025 was 11,645 in comparison to 11,312 in March 2024 (+333). Throughout 2024-25 membership numbers were consistently higher than 2023-24 with a record high of 11796 in November 2024.
Recognised membership income increased by 15% at £487,495 (compared to £422,628 in 2023-24). £180,333 of this was paid on to the Home Nation Associations (compared to £163,297 in 2023-24) leaving £307,162 available to BF to support delivery of membership services.
Throughout 2024-25, England Fencing continue to fund a Development Officer for Clubs and Regions and contribute to the cost of safeguarding case management in England.
4. GBR Athlete Support & Development
The GBR Pathway Programme is a six weapon athlete development programme (formally known as the ADP) that exists to support athletes in achieving Olympic and Paralympic success and inspiring others.
It covers athletes from age 15 to 35 (and beyond for those performing at Olympic and Paralympic level) who are moving through a defined development pathway to success at the highest level of fencing.
Funding sources for our GBR Pathway work included England DiSE, Sport England ‘Talent‘ and UK Sport ‘Progression’ funding along with charity donations from the British Fencing Charity and The Epee Club.
The Wheelchair Fencing World Class Programme continued to be operated by UKSI and funded directly by UK Sport. The Programme was successfully transitioned into BF post year-end, from 1 June 2025. BF GBR Pathway Programme continued to provide aligned talent pathway activities for wheelchair fencers supported by Sport England funding.
Sport England Talent funding for the year came to £208k (broadly in line with prior year) and supported the work involved in running the GBR Pathway Programme focusing on the U17/U20/U23 age groups; this included subsidising the costs of camps and international competitions, including Junior World Cups and Junior European and World Championships. Additional charity funding supported individual qualified athletes to overcome financial barriers to participate in major international events (via a means tested application process). UK Sport Progression funding came to £289k in the final year of the Paris Games cycle of funding which ended 31 March 2025. This subsidised the training and competition costs for athletes representing GBR at international senior competitions including the Senior World and European Championships with additional targeted support for athletes on a demonstrable performance trajectory to LA2028/Brisbane 2032. The funding also supported development opportunities for GBR coaches, part of the longer-term investment strategy to create the wider system and structure to support progression of performance athletes through the pathway.
BF also received DiSE funding, which supports a diverse cohort of young athletes in the England talent system to combine sport and education, gaining an additional qualification and potentially to progress through our talent pathway. The 2024 DiSE programme was over-subscribed, with 28 athletes offered spaces in each cohort of the two-year programme. The 2024 programme achieved gender equality and the first para athlete joined the programme, as we consolidated links with the para fencing pathway.
Notable Results – The majority of the season’s major championships and the official end of season fall just outside the financial year however the results are the culmination of the hard work that is done throughout the year.
Other notable results:
5. Insight led, participant centred Projects and Programmes
In 2024-25 our portfolio of projects and programmes, majority funded by Sport England, saw us continue to work with partners and stakeholders to support fencing delivery in targeted communities:
Work also continues to support ongoing demand for fencing inclusion in Scout groups with the Scouts Association.
These projects continue to make a measurable difference to a range of communities. These underpin our belief that fencing can and should be a sport that is accessible to all, increasing exposure to the physical and mental benefits of the sport to more people.
In addition to the above, the BF team continue to work with schools and clubs to help them access local and national funding opportunities to support delivery of fencing to under-represented communities.
This includes supporting schools to access funding to deliver the We Are Forging Futures programme.
From the 49 schools now successfully delivering this educationally aligned Resilience and Self-efficacy programme, 95% of schools partnered with us are state schools (funded by the Department for Education) and 6 of these are SEN special schools.
6. Events, Competitions and Calendars
The events portfolio continued to face similar challenges as in previous years due to the impact of cost increases and inflation. Accommodation, travel, catering and venue costs continued to rise, exacerbated by the ongoing national shortage of suitable venues. Late changes to dates in the international calendars continue to create challenges for domestic calendar management. Finding available venues in the UK on suitable dates that work for all eligible competitors and suitably qualified officials and volunteers is a near impossible task. The result of all these factors is a set of compromises and in many cases limited choice and options.
Whilst the aim is to support opportunities for year-round fencing activity there is a growing concern over the impact of some of the high temperatures we are experiencing, especially as an indoor sport that requires the wearing of protective equipment. This Guidance has been issued to competition organisers and will be regularly reviewed.
The BF Board remains committed to delivering a financially sustainable portfolio of British Championships providing a high quality experience with internationally qualified referees, high quality equipment, armourers and social media support. Recognising the barriers that the resulting entry fees create, the BF Entry Fee Support Scheme continues to support fencers from lower socio-economic groups free entry to BF run events.
BF retains its stated ambition to run international events, provided they are affordable and do not result in unsustainable financial losses for the organisation. 2024-25 saw BF work with partners (including UK Sport and Sport Wales) on a successful bid to World Ability Sport to run a second international wheelchair Fencing event in Cardiff, Wales- the 2026 European Championships.
7. Coaching & Workforce Development
Coach learning, development and education continues to be supported and delivered through a combination of BF led delivery and licensed education partners.
Our third annual Learning Week was delivered through a series of webinars, with 24 sessions delivered to over 500 people on a broad range of subjects supported by partners including TAP, Plymouth University, Winchester University and the Change Foundation.
Overall the numbers of workforce courses, participants and percentage of female participants continued to increase.
Demand for training from clubs, community projects and partners continues to grow, requiring a larger workforce to train up people to coach, train and deliver fencing in their local communities. In response to this need the new Fencing Development Team (a third of which are female) was established and started to work across all areas of the sport, including with affiliated clubs. BF continued to lead delivery of ‘Combat Club’ supporting over 50+ coaches across 4 combat sports (British Judo, GB Boxing and British Wrestling) in sharing learning.
In Closing
Overall, the Board is pleased with progress this year and would like to thank all the staff at BF for their hard work. We also thank all those that work with us across the sport and the wider sector including our funding partners, helping us to grow the sport and deliver opportunities for people to start, stay and succeed in fencing.
As always a massive thanks must go to all the volunteers in fencing for their ongoing commitment in support of our sport.
As at 31 March 2025, 45% of the occupied Director positions are women (5 of 11) and 55% are men. As at 31 March 2025, 9% of the occupied Director positions are ethnically diverse (1 of 11).
The Board continued to meet its targets in respect of gender diversity (minimum 30% of either gender) and other identified protected diversity characteristics. The drop in ethnic diversity (from 3 to 1) is noted as an area for additional attention, although representation in senior leadership is maintained in the role of President.
The Board continues to work towards maintaining gender diversity and increasing ethnic diversity, representation from young people, and people with disabilities.
As at 31 March 2025, 3/3 members (100%) of the BF Senior Executive Team with senior leadership responsibilities were women.
The Code for Sports Governance sets out the levels of transparency, diversity and inclusion, accountability and integrity that are required from those organisations who seek – and are in receipt of – UK Government and National Lottery funding from Sport England and/or UK Sport.
In 2022 an external appointed auditor completed a governance review on behalf of Sport England and UK Sport confirming BF compliance to the Code.
The Board regularly reviews compliance status against the Tier 3 requirements (ie those relevant to BF). Much of the work to remain compliant is embedded into the work programme of the Board and policies and activities are reviewed and performed in accordance with the annual Board work programme.
Further to the 2022 audit, the Code for Sports Governance has been updated and there remained one outstanding area for the organisation to address coming into 2024-25:
4.3 The Board shall undertake an externally facilitated evaluation of the Board at least every four years, or at the request of UK Sport/Sport England
This evaluation was commissioned and concluded with a final report delivered following period end in June 2025, with identified improvements to be actioned in 2025-26.
Click here for the full 2024-25 Annual Report.
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