THAT, pursuant to sections 21 and 283 of the Companies Act 2006, the Articles of Association of the Company be amended with effect from [insert date] as set out in Schedule A (FastVote Amendments); AND THAT the directors are authorised to make any immaterial, purely consequential renumbering, formatting and cross-reference updates required to implement those amendments.

Schedule A — Amendments to the Articles of Association (FastVote Amendments)

Note: Article numbers in square brackets are placeholders and should be aligned with the current constitution.

1. Insert new Article [X]: Single-Issue Members Ballot (“FastVote”)

• Purpose. The Company may seek member approval by means of a Single-Issue Members Ballot (FastVote), conducted electronically in accordance with the Companies Act 2006. A FastVote may be used to amend these Articles (by special resolution), or to direct the Board to adopt, amend or revoke Bylaws on matters reserved to the members by these Articles (by ordinary resolution).

• Nature. A FastVote is an extraordinary general meeting of the Company, conducted electronically in accordance with the provisions of these Articles permitting online and hybrid meetings. It is convened for the sole purpose of resolving a single, clearly defined question by poll. Depending on the subject matter, a FastVote may put either a special resolution or an ordinary resolution to members.

• Initiation. A FastVote may be initiated by a resolution of the Board passed by not less than two-thirds of Directors then in office.

• Scope and exclusions. A FastVote must address one proposal only. It must not be used for the appointment, election, re-election or removal of a Director or Auditor, unless these Articles expressly provide for a separate electronic election procedure for that purpose. A FastVote must also not be used for any matter that the Board determines requires extended debate at a conventional general meeting. The resolution may include consequential or ancillary amendments directly necessary to give effect to the single issue being put to members.

• Pre-ballot consultation. At the same time as giving notice of the FastVote, the Board shall publish an Explanatory Memorandum outlining the rationale and invite member questions. Members holding at least 5 % of total voting rights may submit a counter-statement (maximum 1,500 words) within 5 clear days of notice being given, for distribution to all eligible members before the advance poll opens or, if no advance poll is held, before the date of the meeting.

• Advance voting and poll. The Board may open an advance poll via the electronic voting platform at any time after 5 clear days from the date of notice, allowing members to cast their votes before the FastVote meeting. The poll shall clearly identify the resolution as a special or ordinary resolution. All valid advance votes shall be treated as votes cast on the poll for the FastVote meeting. A resolution not passed on the poll shall be deemed defeated.

• Notice. Notice of a FastVote shall be given electronically to all eligible members at least 14 clear days before the date of the FastVote meeting, specifying the date and time of the meeting, the electronic platform and access instructions (including any authentication requirements), the nature of the business, the full text of the resolution to be proposed, whether votes may be cast in advance of the meeting, at the meeting, or both, whether advance votes may be amended or withdrawn before the close of the poll, and the applicable method and deadline for voting. Notwithstanding Article 93, a FastVote may be called on not less than 14 clear days’ notice, subject always to the Companies Act 2006.

• Proxy voting. Members entitled to attend and vote at a FastVote may appoint a proxy in accordance with the proxy voting provisions of these Articles. Proxy appointments must be submitted electronically at least 48 hours before the time of the meeting.

• Resolution type and threshold.

• A FastVote may propose either a Special Resolution or an Ordinary Resolution. The applicable voting threshold and quorum requirements shall be as defined in the Articles of Association.

• In the case of an Ordinary Resolution, the outcome shall take effect as a resolution of the members directing the Board to adopt, amend or revoke the corresponding Bylaw(s) on the matter specified in the resolution. The matters reserved to the members for the purposes of this Article are those identified in Article [Y] [or Schedule [Z]] of these Articles.

• Amendments to text. Once notice of a FastVote has been given, no amendments may be made to the resolution. Should the Board wish to revise the proposal, it must withdraw the FastVote and give notice of a new one.

• Scrutiny and verification. The Board shall appoint an independent scrutineer to verify and certify the poll and associated voting process.

• Frequency and safeguards.

• No more than three (3) FastVotes may be initiated within any rolling 6-month period, unless required by law or regulator.

• A FastVote that is withdrawn and re-issued as a revised proposal under the Amendments to text provision shall be treated as a continuation of the original FastVote and shall not count as a separate initiation for the purposes of this limit, provided that a FastVote may not be withdrawn and re-issued more than three times; a fourth withdrawal shall be treated as a defeated resolution for the purposes of the six-month re-introduction rule.

• A substantively similar proposal may not be re-introduced for six months following a defeated resolution. A withdrawn FastVote shall not be treated as a defeated resolution.

• Conduct of the meeting. The FastVote meeting shall be conducted electronically. The chair (appointed by the Board) shall confirm that a quorum is present, invite any questions or comments from members attending the meeting (subject to such reasonable procedural rules and time limits as the chair may impose for the orderly conduct of the meeting), open or close the poll as applicable, and announce the result of the poll as certified by the independent scrutineer. The scrutineer’s certification of the poll result shall be conclusive in the absence of manifest error.

• Technology failure. If the electronic platform fails or is materially disrupted during the meeting or the advance poll period, the chair may adjourn the meeting and reconvene it on such terms as are reasonably necessary to preserve the integrity of the poll. The Company shall notify members electronically as soon as reasonably practicable of the adjournment, the reason for it, and the arrangements for the reconvened meeting. Any advance votes validly cast before the disruption shall remain valid unless the chair, acting reasonably and having consulted the independent scrutineer, determines that the integrity of the poll has been materially affected.

• Member Discussion Forum. The Board may, and where it opens an advance electronic poll before the FastVote meeting or where the proposal is materially significant should, hold a non-binding Member Discussion Forum before the close of the poll or, where no advance poll is held, before the FastVote meeting. The purpose of the forum shall be to allow members to hear the Board’s rationale, ask questions, raise concerns, and consider any counter-statement or material clarification before the vote is concluded. No resolution shall be proposed or passed at the Member Discussion Forum. The formal decision shall be made only by poll for the FastVote meeting, with votes cast either in advance of the meeting through the approved electronic voting platform, at the meeting itself, or both, as specified in the notice. Any valid advance votes shall be treated as votes cast on the poll for the FastVote meeting.

• Amending advance votes. Where the notice of FastVote states that advance votes may be amended or withdrawn, a member who has cast an advance vote may amend or withdraw that vote at any time before the close of the poll, using the method specified in the notice. Only the final valid vote received from that member before the close of the poll shall be counted. Where the notice does not state that advance votes may be amended or withdrawn, an advance vote validly cast shall be final, subject only to any correction required by the chair in consultation with the independent scrutineer to preserve the integrity of the poll. Where advance voting is used, the notice shall also state whether advance votes may be amended or withdrawn before the close of the poll.

• Material clarifications and corrections. Where the Board issues a material clarification, correction or supplementary explanation after notice has been given, it shall communicate that information to all eligible members as soon as reasonably practicable. Where necessary to preserve fairness or the integrity of the poll, the Board may extend the advance poll period, adjourn the FastVote meeting, or withdraw and reissue the FastVote.

• Declaration of results. The result of the poll, as certified by the independent scrutineer, shall be declared by the chair at the meeting and shall take effect from that time. A summary of the result shall be published on the Company’s website and communicated to members electronically within a reasonable time.

• Record-keeping and filing. The Company shall record outcomes, publish a concise summary to members, and file any passed special resolution and amended Articles with Companies House within 15 days of the resolution being passed.

• Board and member powers. Except where the Companies Act 2006 or these Articles reserve a matter to the members, the management of the Company remains vested in the Board. FastVotes are a Board-initiated mechanism for seeking member approval on single, clearly-defined questions within the limits of the Companies Act 2006 and these Articles.

• Member rights unaffected. Nothing in this Article limits or excludes any statutory or constitutional right of members to require the Board to call a general meeting, propose or require the circulation of a resolution, appoint a proxy, receive notices, attend and vote at general meetings, or exercise any other right under the Companies Act 2006 or these Articles.

• Transparency, access, audit. The Explanatory Memorandum and the scrutineer’s certified result will be published on the Company’s website. The Company will provide reasonable adjustments and at least two electronic reminders during the notice period and, whwhereere advance voting is open, during the advance voting period, and will maintain a complete audit trail of the ballot.

• Impact Statement. Where a FastVote proposal may have a material effect on members, participants, or stakeholders, the motion or an accompanying Explanatory Memorandum should include a brief Impact Statement outlining any relevant welfare, safety, or equality considerations, and how these have been taken into account.

1. Amend Article [Communications / Notices]

• Introduce definitions for “Electronic Communication”, “Advance Poll Period”, and “Eligible Member”.

• Provide for electronic service of documents and ballots, including via a secure online platform.

1. Amend Article [General Meetings]

• Clarify that a FastVote is a form of extraordinary general meeting and that the Board retains the ability to call a conventional general meeting for matters requiring extended debate or that are unsuited to the FastVote format.

• Confirm the Board’s authority to hold hybrid or electronic meetings when discussion is warranted.

• Expressly permit advance voting on a poll at any general meeting (including a FastVote) via the Company’s electronic voting platform, such that votes cast in advance are treated as votes cast on the poll at the meeting.

• Clarify that where advance voting is used under Article 110, the resolution shall be determined by poll and not by show of hands.

1. Transitional and implementation provisions

• Authorise the Board to adopt a By-law: FastVote Playbook defining templates (Explanatory Memorandum, counter-statement format), scrutineer criteria, platform standards, and communication timelines.

• Confirm that these amendments take effect from [insert date].

• For the avoidance of doubt, the FastVote procedure is available only after these amendments have been adopted. This motion itself must be passed in accordance with the Company's existing Articles and the Companies Act 2006.

Proposed Amendments:

To reinforce accountability, fairness, and stability within British Powerlifting’s governance processes, the following amendments to the Constitution are proposed:

Part A — Articles Of Association (Insert As A New Article)

[Insert as a new Article immediately after the existing article that governs member motions/AGM business—e.g., “Article 103A. Motions of No Confidence”. Renumber if needed.]

Article 103A — Motions of No Confidence

103A.1 Definition. A “Motion of No Confidence” is a member motion expressing loss of confidence in (i) any Director or Officer of the Company, or (ii) any executive appointed by the Board.

103A.2 Threshold. Any Motion of No Confidence must be supported in writing by at least 10% of the mean average number of voting participants at the previous two Annual General Meetings (AGMs), or 15 individual voting members, whichever is higher.

103A.3 Filing and timing. Motions of No Confidence must be filed within the time limits applicable to member motions for General Meetings under these Articles. Any agenda inclusion and notice to members shall comply with the notice provisions of these Articles.

103A.4 Independent procedural review. Before tabling to the membership, each Motion of No Confidence shall undergo an independent procedural review conducted in accordance with the By-Laws. The purpose of the review is to assure procedural integrity (including threshold verification, specificity of claims, and the exclusion of defamatory or malicious material). It shall not assess the political or subjective merit of the motion.

103A.5 Transparency and reasons. The outcome of the independent procedural review, including the fact of validation or non-validation, shall be recorded. Where a Motion of No Confidence is not validated, the proposers shall be provided with written reasons identifying the procedural deficiencies relied upon, subject to legal, safeguarding, confidentiality and data-protection obligations. A summary of the outcome shall be reported to members in accordance with the By-Laws.

103A.6 Companies Act non-derogation. Nothing in these Articles or the By-Laws limits members’ statutory rights under the Companies Act 2006, including (a) the right of members to require the directors to call a general meeting, and (b) the right to propose and pass a resolution to remove a director (including special-notice requirements).

103A.7 By-Law governance. The Board may make and amend By-Laws governing the administration of Motions of No Confidence provided that any such By-Laws are consistent with these Articles and the Companies Act 2006.

Part B — By-Laws (Add As A New Part; Renumber Locally As Needed)

Part X — Motions of No Confidence (Article 103A)

X.1 Scope. This Part sets out the procedures for submission, validation, publication, and meeting management of Motions of No Confidence under Article 103A.

X.2 Threshold reference. The threshold in Article 103A.2 applies. Evidence of support shall consist of written confirmations (including electronic signatures or authenticated member IDs) collected and retained for audit.

X.3 Submission window.
(a) For AGMs, motions must be submitted no later than the last day permitted for member motions under the Articles.
(b) For EGMs, motions must comply with the Articles’ notice periods for General Meetings.
(c) Late submissions may be considered for the next General Meeting.

X.4 Independent procedural review.
(a) Reviewer. The review shall be conducted by the Governance & Nominations Committee (GNC) or equivalent, which must include at least one independent non-executive member or an external governance adviser not subject to the motion.
(b) Scope. The review shall confirm that:
 (i) the threshold in Article 103A.2 is met;
 (ii) the motion states specific claims, each linked to verifiable information/evidence;
 (iii) the materials are free from defamatory or malicious content; and
 (iv) publication would not breach privacy, safeguarding, or legal duties.
(c) Limits. The review does not evaluate political or subjective merit. If the evidential standard is not met, the GNC shall invite the proposers to remedy deficiencies within a reasonable period before the filing deadline.
(d) Opportunity to remedy. Where the reviewer considers that a motion does not meet the procedural requirements, the proposers shall, where reasonably practicable and before any final decision of non-validation, be given written reasons and a reasonable opportunity to remedy the identified deficiencies before the applicable filing deadline.
(e) Conflicts and Board-related motions. Where a motion concerns the conduct, confidence, or governance of the Board, any Director, or any member of the GNC, the conflicted person shall take no part in the procedural review. In such cases, the review shall include an independent non-executive member who is not conflicted or, where appropriate, an external governance adviser. The reviewer’s written reasons shall confirm how conflicts were managed.
(f) Reconsideration. Where a motion is not validated, the proposers may request reconsideration within seven days of receiving the written reasons. The reconsideration shall be limited to procedural validity and shall be conducted by a person or panel not materially involved in the original decision, which may include an external governance adviser where conflicts or Board conduct are alleged.

X.5 Agenda and papers. For validated motions, the Company shall publish an agenda update and supporting papers not less than 14 clear days before the relevant meeting (without prejudice to the statutory notice already given under the Articles). Sensitive material may be redacted on legal advice.

X.6 Meeting management. The Chair may group related motions, set reasonable speaking limits, and require written questions in advance to ensure orderly debate, provided members’ rights to demand a poll or vote under the Articles are preserved.

X.7 Outcomes and follow-up.
(a) Where the motion concerns a Director, the outcome is advisory and does not prejudice members’ statutory rights to remove a director under the Companies Act 2006.
(b) Where the motion concerns an Officer/employee, the Board shall minute its response and next steps (consistent with employment and confidentiality obligations) and report a summary to members.

(c) The Board may, in exercising its powers under the Articles to convene General Meetings and propose resolutions, table a Motion of No Confidence where it considers this necessary to uphold good governance or organisational integrity.

Such motions shall follow the same procedural standards set out in this Part.

X.8 Record and transparency. A summary of validated motions, the procedural review outcome, and the meeting result shall be recorded in the governance log and made available to members on request, subject to data-protection and confidentiality obligations.

X.9 Conflicts and precedence. If any provision of this Part conflicts with the Articles or the Companies Act 2006, the Articles and the Act prevail.

Change the International Selection Criteria for any individual in the Junior, Open, and Masters categories wanting to represent Great Britain, such that the lifter is required to be an active member in their division by volunteering their time back to the sport. In order for an athlete to satisfy this requirement, they must have made a notable contribution in the last calendar year, at their local Division or Home Nation. A notable contribution would be defined by their division but examples would be, occupying a position on the committee, volunteering at a competition, setting up a venue, etc.
Alternative routes to volunteer can be considered such as volunteering in a role for British Powerlifting.
Any athlete wanting to compete without completing such a contribution due to personal circumstances would be required to request exemption which would need to be approved by the British Powerlifting board or relevant Selector group.
(Amended as requested by Ben Passmore/Andrew Ward)

The Board proposes :

1) The creation of a paid administrator (international events) position within a budget frame of £15k per annum
This part-time position is targeted at :
- Optimizing the booking process for international competitions hotels and flights to improve lifter , referee and coach experience
- Reducing unpaid bills and lost deposits on hotels which currently total over £10k per annum to improve British powerlifting through cost reduction
- Flexibility to assist with set up of Uk hosted events at a national or international level

2) The creation of a head of performance within an initial budget frame of £25k per annum
This position is targeted at:
- Designing a performance improvement strategy
- Managing our head coaches across all teams and their performance
- Delivering coaching pathways
- Improving the number of lifters likely to medal internationally
This position does not sit on the Board of Directors but would report to the CEO.

3) The creation of a CEO position within an initial budget frame of £25k per annum for 2 days per week
This would enable a focus for the CEO on:

• Attracting additional sponsorship
• Delivering improved governance
• Boosting the experience of the non-international lifter by attracting better partnerships
  This position would be advertised should it be approved and would attend board meetings but not have voting rights.

That British Powerlifting increases all regular annual membership subscription fees by 25% (covering Senior, Junior and sub-junior memberships), with effect from 1 January 2027 (or the next membership renewal cycle following AGM approval), with the Board authorised to round fees to practical whole-pound amounts.

This will not include special olympic or none lifter memberships.

Amendment proposed by Bryn Evans:
if the motion is defeated the board should withdraw the motion 4.1.
It would not be a responsible decision to proceed with £65k of additional liabilities without this motion secured as it represents the majority of the funding source.

I, Charlie Marillier, being a Member of British Powerlifting, hereby nominate Fraser Montgomery for election as Chair of the Board of British Powerlifting.

This nomination is seconded by Josh Bell, also being a Member of British Powerlifting.

Fraser Montgomery has confirmed in writing that he is willing to stand for election as Chair of the Board and confirms that he is a Member of British Powerlifting if appointed.

Finance Director’s Report – Full Year 2025

Overview

FY25 closed with a financially resilient outcome for British Powerlifting. Despite a challenging operating environment and lower-than-expected participation at some UK events, the Federation delivered a operating surplus of £12.5k and ends the year in a strong cash and balance sheet position.

The year also marks a period of financial consolidation. A number of historic uncertainties—most notably around drug testing costs and divisional rebates—were resolved during FY25, resulting in cleaner accounts, improved transparency, and a lower-risk financial position heading into FY26.

Financial Summary (FY25)

• Total trading income for the year was £579.4k.
• Operating costs were tightly controlled and finished £51.0k below budget.
• The Federation delivered a net surplus of £12.5k for the year.
• Cash at bank at 31 December 2025 stood at £284.1k.
• Net assets increased to £246.5k.

Income Performance

UK competition entry income was below budget during FY25, reflecting lower participation at a number of events. By way of example, the British Open recorded 177 entries against a budget assumption of 224. This trend is consistent with broader pressures on discretionary spending across the sport.

Coaching and education income performed well and finished slightly ahead of budget, reflecting sustained demand for courses and continued strength in the Federation’s education programme.

International income was broadly in line with expectations. While international activity remained high throughout the year, the Federation continued to recover the majority of associated costs through athlete and federation contributions.

Membership income appears lower than budget when viewed in isolation; however, this is largely offset by reduced divisional rebates following the introduction of Sport80’s automated rebate model in April 2025. On a net basis, membership-related income was broadly in line with expectations, with the added benefit of improved cash handling and transparency.

Sponsorship income exceeded budget, supported by additional unbudgeted contributions, including support from SBD for livestreaming at the British Championships and Peak Barbell sponsorship of the Open British.

Expenditure and Cost Control

Overall expenditure for FY25 finished below budget, despite inflationary pressures across venues, travel, and services. This reflects disciplined financial management and a willingness to adjust spending where appropriate. Significant savings in drug testing, EO costs, depreciation and administration more than offset higher expenditure on UK events, marketing, referees, streaming and trophies, demonstrating effective overall financial control.

The most significant positive variance relates to drug testing. During FY25, confirmation was received from CCES and the IPF on actual testing volumes and expected invoices. This allowed the Federation to correct historic over‑provisioning across both FY24 and FY25, resulting in a one‑off favourable adjustment. This should be viewed as a technical correction rather than a reduction in testing activity, and it materially reduces uncertainty in future years.

There were areas of overspend during the year, notably UK events, international competitions, marketing, referees’ expenses, streaming services, and trophies. Much of this reflects higher levels of activity and conscious, board‑approved decisions—particularly additional marketing and communications spend during a period of leadership transition—to support visibility of athlete performance and national events.

Additional prudent provisions were made at year end for legal costs and the Performance and Development Fund to ensure the accounts reflect known commitments.

Balance Sheet and Cash Position

The Federation’s balance sheet remains exceptionally strong, ending the year with £284.1k of cash, net current assets of £189.2k and total net assets of £246.5k. Cash balances reduced year‑on‑year primarily due to the settlement of historic divisional rebates, rather than any deterioration in operating performance.

During FY25, approximately £44k of legacy rebates payable to English Powerlifting relating to FY24 activity were settled. This explains both the reduction in cash at bank and the corresponding decrease in rebate liabilities on the balance sheet.

With the Sport80 rebate process now fully embedded, future rebate balances are expected to remain lower and more predictable, supporting improved cash flow visibility.

Risks and Forward Look

British Powerlifting enters FY26 from a position of financial strength. The primary financial focus for the year ahead will be tighter control of UK event costs to ensure sustainable delivery in a challenging environment.

International representation and athlete support remain core strategic priorities, but will continue to be managed carefully to balance cost, participation, and value for members.

Conclusion

FY25 represents another financially resilient year for the Federation. Historic accounting uncertainties have largely been resolved, reserves remain strong, liquidity remains healthy and governance and financial transparency have continued to improve.

The Federation is well-positioned to navigate FY26 with a clear focus on sustainable delivery, cost discipline, transparency and maximising value for members.

Supporting Documents

Please find attached the supporting financial documents referred to in this report:

• FY25 Final Profit and Loss Statement – the detailed income and expenditure account for the year ended 31 December 2025, including performance against the approved budget.
• FY25 Final Balance Sheet – the Federation’s assets, liabilities, cash position and reserves as at 31 December 2025.
• Finance Director’s Budget Report for FY26 – the proposed budget for the year ending 31 December 2026, including the underlying assumptions, material variances, principal financial risks and the Board’s recommendation to members.
• Audit Committee Report to the July 2026 AGM – the independent Audit Committee’s review of the FY25 financial statements, FY26 budget, financial procedures and controls. The Committee reported that it had not identified any errors or issues requiring referral to the Board, while also making recommendations for further improvements to financial reporting and payment controls.

Together, these documents provide members with the detailed financial information supporting the summaries and conclusions presented above.

Report of Interim Chair

Building on foundations laid over many years, British Powerlifting currently has three focus areas:

British Competitions

We have received strong positive feedback from athletes, coaches and volunteers alike from the competitions completed in 2025/26.

Of particular note were the recent success of the Masters (Oriam), BUCS (Nottingham Trent University), Sub Juniors and Juniors (University of Surrey), which followed on from the well-organised bench competition, and our equipped competition.

These all followed the great delivery of the Open at the NEC.

Particular recognition should go to Adam Reilly and the broader competitions team for the significant amount of work they have put in.

Looking forward, through the work of Kim Cowell, we have achieved an integrated timetable for 2027 and are currently finalising the relevant venues. In due course, we will issue the timetable for 2028 to provide greater visibility earlier.

International Teams

Our athletes and their support teams have achieved highly creditable results throughout the international event calendar, often in changing circumstances in the build-up or on the day due to factors outside their control.

There is more to do to maintain and further maximise our potential across all categories, particularly within our coaching infrastructure, but you can be particularly proud of some outstanding athlete performances.

We want to improve the administration of these events and are actively considering future hosting possibilities, either directly or in support of a Home Nation.

Governance

We have sought to continue improving governance as we look to grow our accreditation levels and provide the standards of governance that members would rightly anticipate.

With the support of our Home Nations representatives, your Board has met regularly to consider feedback on key issues, including financial performance, anti-doping, coach recruitment, disciplinary outcomes and more.

We have introduced a new coaching licence to provide greater safety and better outcomes in competitive environments, and we are listening to feedback as we progress this initiative.

We have increased communication by running open forums on new rules, equipped lifting—which we are keen to promote even further—and new positions. Your CEO has also provided direct updates through the Top Up Tuesday newsletter.

We are grateful to those serving on our new Audit Committee, who have taken the review of our financial position to a creditable level.

We look forward to 2026/27 with a desire to continue progressing on your behalf.

Fraser Montgomery

British Powerlifting Audit Committee report for the AGM July 2026
At the request of the board, a small group of volunteers have worked to define the terms of reference for the Audit Committee of British Powerlifting. All are qualified chartered accountants and active members of British Powerlifting.
• Emma Catterall (Chair)
• Gemma Gibson
• Ehmer Aziz
They have worked independently of the board of directors, supported by
• Tony Cliffe, Finance Director
• Fraser Montgomery, Interim Chair.
The terms of reference (ToR) adopted by the Board are based on the model ToR from the Sports Governance Academy, adapted appropriately to the needs of British Powerlifting. The primary duty of the committee is to carry out an independent review of the financial statements of the company and report back to the board.
To that end, the Audit Committee members have:
• reviewed the balance sheet and profit and loss statement for the year to 31 December 2025, together with supporting schedules including bank statements and sample transactions;
• reviewed the proposed budget for the year to 31 December 2026 and discussed performance against that budget for the end of Q1 (31 March 2026) with the Finance Director;
• enquired as to the financial procedures and controls in place; and
• raised a number of queries with the Finance Director and Interim Chair.

Observations
Following an independent examination of the financial statements of British Powerlifting for 2025, the committee have not identified any errors or issues that they need to bring to the attention of the board.
• International events: the committee noted that international event transactions are recorded as income (largely from athletes paying for competition hotels and fees) – and expenditure (paying for athlete hotels and fees plus BP expenses). The committee feel it could be useful to separately report on athlete receipts and payments (which should, but do not always net out to zero) and British Powerlifting’s direct costs.

• Membership income and divisional rebates: BP introduced an automated rebate model in April 2025 following the introduction of Sport80. This automatically transfers each nation’s share of BP membership directly to the appropriate federation rather than waiting for reconciliation after year end. This has had a one-off negative effect on British Powerlifting cashflow in the year.

• VAT: In response to a query from the Committee, the Finance Director has carried out a review of the VAT position of BP, concluding that
o The vast majority of income is outside scope or exempt
o Only c.£20k of sponsorship is clearly taxable
o Total taxable turnover is therefore well below the £90k threshold and VAT registration is not required.

• Overseas payments: Significant payments are required to be made directly to overseas hotels in respect of international competitions, and these are currently processed via direct bank transfers from the Federation’s account. This creates a risk that bank details provided could be fraudulent. The Audit Committee has therefore recommended that alternative payment methods are explored, such as the use of credit cards, which may provide enhanced protection in the event of fraud or scam.

High Performance Lead

British Powerlifting International Programme
Role type: Paid role, either employed or subcontracted depending on final organisational requirements
Time commitment: Approximately 2 days per week / 14–16 hours per week on average, annualised across the international calendar
Reports to: Chief Executive Officer
Working with: International Head Coaches, CEO, Recruitment and Volunteer Manager, Safeguarding, Anti-Doping, Disciplinary, Technical, Finance and relevant partners
Purpose: To lead, manage and professionalise one coherent British Powerlifting International Programme

About the role
British Powerlifting is seeking a High Performance Lead to provide strategic leadership, people management and programme oversight for the British Powerlifting International Programme.
This is a strategic and management-focused role. The postholder will not be expected to personally coach every international athlete or manage every operational detail of international competition delivery. Instead, they will lead the system: supporting Head Coaches, improving consistency, strengthening governance and helping British Powerlifting operate as one connected international programme.

Why
British Powerlifting has a large and developing international programme across Classic, Equipped, Bench, Sub-Junior, Junior, Open and Masters teams. The programme has strong athletes and committed coaches, but now needs clearer structure, stronger Head Coach support, more consistent athlete communication and better shared standards across teams.
The High Performance Lead will take responsibility for the international programme management currently sitting with the CEO, while working closely with the CEO on long-term strategy and implementation.

What you will be responsible for

• Leading the strategic development and implementation of the British Powerlifting International Programme.
• Managing, supporting and reviewing International Head Coaches.
• Creating one coherent international programme across all teams, rather than separate disconnected squads.
• Agreeing clear expectations, goals and standards for each international team.
• Improving pre-event communication, first-time international lifter guidance, competition-day role clarity and post-event debriefs.
• Supporting transparent and consistent selection processes, including conflict-of-interest awareness and appropriate documentation.
• Working with relevant British Powerlifting leads to embed safeguarding, anti-doping, coaching licence, disciplinary and technical requirements into international team practice.
• Supporting the development of the international coaching pathway, including assistant and developing coaches.
• Advising the CEO and Finance Officer on international programme priorities, resource needs and budget planning.
• Maintaining regular contact with relevant external performance leads and comparable sports to learn from best practice and bring useful ideas back into British Powerlifting.
• Building collaborative links with Para Bench and British Weightlifting where there are shared opportunities around performance practice, coach development, pathway learning, athlete support or programme structure.
• Providing concise updates to the CEO and, where required, supporting Board-level reporting.

What we are aiming for

• Head Coaches feel better supported, clearer on expectations and more accountable for delivery.
• Athletes receive clearer and more consistent information before, during and after international competitions.
• International teams use shared standards, templates and processes while retaining appropriate team-specific expertise.
• Selection processes are better documented, more transparent and more consistently applied.
• Safeguarding, anti-doping, coaching licence and disciplinary risks are escalated appropriately and managed through the right British Powerlifting route.
• The international programme operates more like one British Powerlifting team, with stronger learning between Classic, Equipped, Bench and age-group teams.
• The CEO is no longer the default manager for routine Head Coach and international programme issues.

What this role is not
To keep the role realistic at approximately two days per week, the High Performance Lead will not normally be expected to:

• personally coach all international athletes;
• attend every international competition;
• personally administer all travel, hotel, accreditation or expenses tasks;
• act as the Safeguarding Lead, Anti-Doping Lead or Disciplinary Committee;
• personally select every international team without a clear selection process;
• replace Head Coaches in their leadership of individual teams;
• be constantly available to every athlete, coach or volunteer.

We are looking for someone who has

• experience managing coaches, volunteers, staff or multidisciplinary teams;
• strong understanding of powerlifting and international competition demands;
• credibility with coaches and athletes, with the ability to lead through influence as well as structure;
• experience in performance planning, athlete pathway development, coach development or high-performance environments;
• excellent people management, communication and conflict-resolution skills;
• understanding of governance, selection integrity, safeguarding, anti-doping and athlete welfare responsibilities;
• the ability to turn strategy into simple, practical systems that volunteers and coaches can use;
• confidence working with the CEO, Board members, Head Coaches, subcommittees and external partners.

Desirable experience
international coaching, team management or performance leadership experience;

• experience in a National Governing Body, membership body or volunteer-led sport environment;
• knowledge of equipped powerlifting and the development needs of equipped lifters and coaches;
• experience working with selection panels, performance committees or athlete pathway structures;
• existing relationships with relevant performance leads, para sport environments, weightlifting or strength sport networks.

First priorities
In the first phase, the successful candidate will be expected to meet with the CEO and current International Head Coaches, review current international programme issues and produce a simple action plan. Early priorities are likely to include Head Coach expectations, international lifter communication, first-time lifter support, competition-day role clarity, post-event debriefs, selection process assurance and cross-team learning.

British Powerlifting Administrator
Job Overview
As the pivotal point of contact for managing athlete travel arrangements and logistics, BP’s Travel Coordinator ensures seamless travel experiences for athletes, coaches, and referees alike. The Travel Coordinator must adeptly handle everything from booking flights and accommodations to managing travel budgets and navigating the complexities of travel policies, insurance and compliance with Host venues and federation rules.

This role also powers the administrative section of British powerlifting and co-ordinates key governance activities, including, but not limited to, administering board meetings, processing invoices, coordinating volunteer expenses.

Travel Responsibilities & Duties

• Plan and coordinate travel itineraries
• Book flights, hotels, and ground transportation
• Research travel options and provide recommendations based on budget and preferences
• Communicate with travel vendors, host federations and negotiate contracts for services
• Maintain records of travel expenditures and prepare expense reports
• Ensure compliance with travel policies and budgetary constraints
• Provide assistance during travel disruptions or emergencies
• Gather feedback from travelers to improve services and offerings
• Stay updated on travel trends, regulations, and industry changes

Administrative Duties

• Attend and minute board meetings, ensuring agreement and member distribution
• Co-ordinate AGM reporting and arrangements
• Provide administrative support to finance director for invoice processing
• Co-ordinate volunteer expenses for BP events

Qualifications & Skills

• Experience in travel coordination or a similar role
• Knowledge of travel agency software and booking systems
• Familiarity with popular travel destinations and cultures
• Strong negotiation and interpersonal skills
• Excellent organizational and time management skills
• Strong communication abilities, both verbal and written
• Detail-oriented with a high level of accuracy
• Ability to work effectively under pressure and meet deadlines
• Previous experience in expenses and invoice authorization
• Proficiency in Microsoft Office Suite and travel-related software
• Customer service-oriented with a problem-solving mindset

Hours : 15 hours per week, flexible location

Director’s Report for Northern Ireland

The Northern Ireland Powerlifting Federation (NIPF) has seen positive growth on many fronts in the last
year. From increases in membership, to progression down the national and international athlete pathways,
to increases in the quality of our competitions, the NIPF is extremely proud of the hard work that all our
volunteers have put in to deliver such a successful year. There's been a lot of focus on the importance of
volunteering as of late, with good reason, because volunteering is the lifeblood of our sport. With around
50% of our membership volunteering, it's incredible encouraging to see so many people willing to give back
to the sport. From spotting and loading, refereeing, running the admin table or the MC, providing
commentary on the livestream, setting up and tearing down at venues and more, we wouldn't be able to do
any of this without you all. So, a heartfelt thank you to everyone who volunteered this year.

With only half the year through, our membership has already matched that of the previous year, and we're
on track to exceed that, with three popular competitions still to open for entry. While the last year hasn't
been without its challenges, overall participation in local competitions has seen an 18% increase. The
growth in local competitions has also shown new talent come through, sending our largest number of
athletes (35!) through to British national level competitions. This has also helped facilitate a record number
of 13 athletes being selected for the GB National team, sending them to international competitions in
Poland, South Africa, Lithuania, Czechia and Finland. In the NI Team, the squad showed up, placing third at
Home Nations, and fielding a strong team for the Small Nations Championship in Luxembourg. Many
athletes were selected for their first international with Team NI and we're eager to see them take to the
platform again later this year in Canada.

We're incredibly proud of everything that our members have achieved this year. For a relatively small
federation, we're making ourselves known and showing off everything that our region has to offer.

We've developed strategic partnerships with local councils, charities, gyms and businesses and forged a
closer relationship with British Powerlifting. All this has helped us begin to scale up and provides us with the
resources, funding and expertise to provide even more opportunities for our members. Even better than
that, it has helped us give back to our local communities, running fundraisers, and even raising over £2,200
in a single event!

We provided opportunities for 14 coaches to achieve their Level 1 British Powerlifting qualifications and
welcomed 11 new divisional referees into our ranks. It's been a couple of years since we last offered Level 1
qualifications and we're hoping to be able provide this more regularly moving forward. Likewise, on the
refereeing front, we're eager to focus on upskilling and developing our referees and helping them progress
down the pathway to achieving national referee status.

Our financial position remains strong this year. Despite inflationary pressures across society, thanks to
careful cost controls and developing new income streams from our strategic partnerships, we have made
sure to be able to continue to operate and also reinvest back into growing the sport, improving what we
have to offer our members and elevating the standard of our competitions. Of note, we've made particular
steps to improve our livestream this year and it shows - with viewers watching our streams for longer.

Finally, a thank you to the tireless work behind the scenes of our committee. From late nights and early
mornings running equipment around the country to set up for competitions; completing paperwork, policy
documents and applications to try and provide more opportunities for our members; and, planning and
execution of the strategy to grow our sport in Northern Ireland, thank you.

In closing, there's been a real feeling of growing our community in the last 12 months. I'm exceptionally
proud to be a part of it, and I'm excited to see how our federation grows from strength to strength over the
next year.

Josh Bell

Director for Scotland Report - British Powerlifting AGM 2026

These past 12 months have seen Scottish Powerlifting continue to build on the successes
and progress of recent years. There is a real sense of momentum and drive across the
organisation, with each year bringing new opportunities, greater ambition and more
possibilities for what we can achieve for, and with, our members.
We see that growth across all aspects of the federation – from year-on-year increases in
membership and significant growth in female participation, to more opportunities than
ever to compete, develop and contribute to the sport. Our competitions continue to grow
in both scale and ambition, more Scottish athletes are competing on the British and
international platforms, and we continue to invest in the lifters, coaches and volunteers
who are so fundamental to our success.

Competitions remain at the heart of what we do, and this year we continue to provide
opportunities for everyone. With nearly 20 competitions each year, we continue to operate
one of the busiest competition calendars in British Powerlifting. This year, we were
incredibly proud to host the British Masters Championships in Edinburgh. Delivering a
British National Championship for nearly 250 lifters over one weekend was a significant
undertaking for our team and volunteers, and a fantastic way to showcase the standard of
events we can deliver.

We have also continued to push the ambition and quality of our own competitions. This
year’s Scottish Classic Championships was our most high production to date – but perhaps
even more than the production upgrades, what stood out was the atmosphere and level of
investment in the event from everyone involved. This really felt like a professional sporting
event, with every spectator invested in what was happening on the platform and ready to
raise the roof with every deadlift. This was a weekend that really captured the community
and culture that has developed alongside the federation in recent years, and it will be an
event that lives long in the memory.

None of this would of course be possible without the incredible community of volunteers
that have grown and developed with us, and as our ambitions have grown so too has the
commitment of the people that make it all happen. We are so fortunate to have both a core
group of volunteers who give a huge amount of time and energy to Scottish Powerlifting
week in, week out, and a growing wider community that continue to step forward and get
involved.

Team Scotland has also continued to go from strength to strength, with a record number
of applications for this year’s Commonwealth Championships in Canada and a fantastic
showing from our team at the Luxembourg Open Invitational earlier this year.
Alongside this, we have continued to invest in our coaches and development pathways.
Now in its third year, our flagship Coaching Development Programme has now grown into
a network of over 70 coaches with a wide range of experience and backgrounds.

The programme blends seminars, external speakers, tailored personal development plans
and practical sessions to help build a strong foundational base of knowledge, as well as
offering opportunities and a clear pathway to develop within Team Scotland environments.
We are especially pleased to see significant progress being made in opportunities for
female coaches and continue to work towards clearer coaching and athlete development
pathways.

There is, as always, a huge amount that we still want to do, and one of our biggest
challenges is in keeping pace with our own growth, ensuring we have the people,
infrastructure and resources needed to support our often quite lofty ambitions – however
that is an exciting challenge to have and one we will continue to work hard on.
A huge thank you to our committee, our core and committed group of volunteers, and
everyone who has given their time, energy and support. A power of work happens behind
the scenes that most people will never see, but know that your hard work is felt and
experienced by everyone across our entire membership and in the positive community we
have built together.

Overall, it has been another great year, and we look forward to building on that progress
together with British Powerlifting to create an even stronger future for the sport.
Claire Tocher
Chair and Director for Scotland

Powerlifting Isle of Man
Annual Report to the British Powerlifting AGM 2026

Over the past twelve months, Powerlifting Isle of Man has continued to make significant progress across all areas of the organisation. Our focus has remained on creating opportunities for athletes, investing in volunteers, strengthening governance and building a sustainable future for powerlifting on the Isle of Man.
We have expanded our coaching and officiating, strengthened our volunteer network and opened our dedicated Powerlifting Performance & Development Centre, creating a permanent home for athlete development and education.
We are also proud to have been awarded the opportunity to host the 2026 Home Nations Championships. Bringing this event to the Isle of Man is a significant milestone for us and provides an opportunity to showcase both our organisation and the Island on the national stage.
None of these achievements would have been possible without the commitment of our committee, coaches, referees, volunteers and members. Their dedication continues to drive the growth and success of Powerlifting Isle of Man.
While we are proud of what has been achieved during the past year, our focus remains firmly on the future as we continue to strengthen pathways for athletes, coaches, referees and volunteers while ensuring Powerlifting Isle of Man remains an organisation that every member is proud to represent.

AGM Highlights – January 2026
Several important constitutional and strategic developments were approved during the 2026 Annual General Meeting, including:
Adoption of the new federation name Powerlifting Isle of Man, replacing Manx Powerlifting, to improve international recognition and consistency.
Introduction of National Team eligibility requirements, including a minimum of 10 Contribution Points earned through volunteering, fundraising and committee support.
Establishment of a clear Divisional Referee Development Pathway for officials progressing to National level.
Increased financial support towards off Island coaching expenses.
Introduction of Approved Coach standards requiring:
Minimum of 15 volunteer hours annually.
Minimum of five hours of relevant Continuing Professional Development each year.
Identification of strategic priorities relating to membership growth, participation and increasing the visibility of powerlifting across the Island.

Membership & Community Development
Powerlifting Isle of Man at the halfway point of the year has 38 registered members, compared with 50 members during the whole of 2025.
We have seen a reduction in non-lifting members and have welcomed new members during the year.
The opening of the Performance & Development Centre is already improving accessibility to the sport, with new participants attending introductory sessions and early signs of increased engagement from prospective members. Growing participation remains one of our key strategic priorities moving forward.
Despite having a population of just 80,000, the Isle of Man continues to have a high level of participation for a nation of its size.

Competition Update
During 2026 the division will host three competitions, with two successfully delivered to date and a further event scheduled for September.
Significant investment has been made into competition equipment through support from Isle of Man Sport and the Manx Lottery Trust, enabling the purchase of:
Full Eleiko competition specification equipment
Five Combo Racks
Four complete competition plate sets
This investment allows the division to deliver competitions to an increasingly professional standard, with all future events planned to be hosted within the new Performance & Development Centre.
The annual Inter-Schools Powerlifting Championships also continued to grow. Following a successful inaugural event involving one high school, this year’s competition expanded to three high schools and five teams, introducing more young people to the sport while strengthening links with local education providers. We continue to invest in youth development with weekly Youth-Powerlifting sessions and a school holiday scheme.

Home Nations Championships 2026
Powerlifting Isle of Man has been awarded the honour of hosting the 2026 Home Nations Championships.
This will be the largest event ever delivered by us and is expected to welcome athletes, coaches, referees and supporters from across the British Isles.
Planning is progressing well, with the venue confirmed and strong partnerships established with local travel providers, accommodation partners and Government agencies. Funding has been applied for to help reduce travel costs for athletes and volunteers.
Beyond the competition itself, the Championships provide an outstanding opportunity to promote both powerlifting and the Isle of Man to a national audience.

Coaching Development
Developing high quality coaches remains one of the division’s highest priorities.
During the year we launched a structured Coach Development Programme, providing:
Practical coaching experience
Mentoring from experienced coaches
Guest speaker workshops
Financial assistance towards Level 1 and Level 2 coaching qualifications
The programme has already resulted in:
Two newly qualified Level 1 coaches
One coach currently completing their Level 2 qualification
This programme is creating a sustainable pathway for future coach development while raising coaching standards across the Island.

Volunteer & Referee Development
Volunteer development continues to underpin the success of the division.
Highlights include:
Three newly qualified Divisional Referees.
One International Category II Referee.
Volunteers supporting British and English Powerlifting competitions.
Continued opportunities for volunteers to gain practical experience both on and off the Island.
International officiating appointments at three overseas competitions.

Performance & Development Centre
The opening of the Powerlifting Performance & Development Centre in Douglas marks one of the most significant milestones in the history of the division.
The project was made possible through support from British Powerlifting, together with a £45,000 grant from the Manx Lottery Trust, enabling the purchase of equipment and fit out of the facility.
The Centre provides a permanent home for:
Athlete development
Coach education
Talent identification
Team training
Competitions
Seminars and educational events
It establishes a strong foundation for the long term growth of powerlifting on the Isle of Man.

International Representation
Powerlifting Isle of Man continues to produce athletes capable of competing successfully on the international stage.
Highlights include:
Five athletes selected to represent Great Britain during 2026.
Of the five, three have competed so far and have achieved podium finishes.
A six-athlete team represented the Isle of Man at the Small Nations Championships in Luxembourg
Fourteen athletes have been selected for the Commonwealth Championships, representing an increase from previous years.
An Isle of Man coach was selected to join the Great Britain coaching team.
These achievements demonstrate the continued strength of the sport on Island.

Looking Ahead
The coming year promises to be an exciting one with the opening of our Performance & Development Centre, continued investment in coaches, officials and volunteers, and the opportunity to host the 2026 Home Nations Championships, we are well positioned to continue building a thriving and sustainable future for the sport.
We remain extremely grateful for the ongoing support of Isle of Man Sport, whose continued recognition and funding have played a vital role in supporting athletes, volunteers and the wider development of powerlifting across the Island.
Finally, we would like to thank British Powerlifting, together with our fellow Home Nation divisions, for their continued guidance, encouragement and support. We look forward to continuing to work collaboratively to grow and strengthen our sport for years to come.

Lisa Grant
Director of Operations – Powerlifting Isle of Man

Chief Executive’s Annual Report 2025–2026: Overview

The Chief Executive’s Annual Report 2025–2026 reflects on a year of sustained progress across British Powerlifting. It outlines how the organisation has strengthened communication, improved member engagement and developed a more collaborative way of working across the Board, Home Nations, sub-committees and volunteer teams.

The report recognises the contribution of the people who deliver the sport at every level. This includes athletes, coaches, referees, promoters, technical officials, safeguarding and anti-doping volunteers, media teams and the many others who support competitions, clubs and international teams.

It also celebrates a strong year of national and international performance, including British Championship delivery, Home Nation development and major team results at World and European level.

Alongside competition and performance, the report explains the work taking place to strengthen governance, coaching standards, safeguarding, clean sport, volunteer support, partnerships and long-term planning. It also sets out the need to develop selected paid roles where the scale of responsibility can no longer be sustained by volunteers alone.

The report closes by looking ahead to the next stage of British Powerlifting’s development, with a focus on stronger clubs, improved pathways, sustainable partnerships and a clear long-term direction for the organisation.

Read the full report through the link below.

Report headings
Opening reflection
Listening to our members
Delivering the sport
Representing Great Britain
Supporting our volunteers
Building stronger foundations
The next stage
Closing reflection

2026 for the EPA has probably been the most successful to date. Although the end of 2025 was somewhat disappointing with England as hosts not winning the Home Nations team title the competition set the standard for the English national events that followed.

A tall order to cater for the number of lifters wanting to lift in the national championships with now four separate competitions having to be organized. Nevertheless the newly appointed Head Coach (James Taylor) and Championship Secretary (Lottie Hall) deserve most of the credit and thanks for the tremendous hard work they have put into organising top quality events. I don’t think that many competitors realise just how much time and effort is required to run quality championships today. Finding suitable venues, sponsors, and a reliable team of helpers is just part of the challenge.
In February England sent a successful team to compete in the Marion Hammang Memorial Cup championships in Luxembourg. The competition did not attract as many countries as anticipated but with the addition of a Luxembourg team was to some extent a re-run of the Home Nations. It is though a competition that I hope will run again as it offers home nation teams the opportunity to give up and coming lifters an international experience, especially when it is not a Commonwealth year.

With all of our national events over for this year apart from the Home Nations, invites are now being sent out for the Commonwealth championships which is being held in Winnipeg, Canada (September 17-27) and likely to be another large team hoping to strike gold.

Overview
It has been another successful year for Welsh Powerlifting, with our ever increasing standard of
competition and Team events – we will continue to deliver on investing in the sport in Wales and
improving the athlete experience.

Please click on the report for the full overview and details.