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«REGISTERED COMPANY NUMBER: IP27793R (England and Wales) REGISTERED CHARITY NUMBER: XR 43398 i CONTENTS Report of the Committee of Management ...»

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Report of the Committee of Management

Independent Auditor’s statement to the members of GLL

Summary Financial Statements:

Balance Sheet

Cash flow statement

Statement of Financial Activities

(incorporating the Income & Expenditure Statement) SECTION 1.


The Committee of Management present their report with the financial statements of the Society for the year ended 31 December 2013. The Committee of Management have adopted the provisions of the Statement of Recommended Practice (SORP) 'Accounting and Reporting by Charities' issued in March 2005.


Registered Company number: IP27793R (England and Wales) Registered Charity number: XR43398 Registered office Middlegate House 1 Seymour Street The Royal Arsenal London SE18 6SX Committee of Management J M Sesnan S Ward A Ritchie C Hebblewhite - resigned and reappointed 26 June 2013 G Kirk L Smith J Rham L Cook - resigned 26 June 2013 D Sawyer - resigned 26 June 2013 H Singh P Brooks A Bindon J Stemp T Wallace J Davenport M Hayes B Brown S Wright - appointed 26 June 2013 R Durrant - appointed 7 November 2013 M Perren - appointed 26 June 2013 Secretary P Donnay Bankers Coop Bank Lloyds Bank 14 Hythe Street Faryners House Dartford DA1 1BD 25 Monument Street DA1 1BD London EC3R 8BQ Auditors Clair Rayner ACA DChA (Senior Statutory Auditor) McCabe Ford Williams Statutory Auditors and Chartered Accountants Bank Chambers, 1 Central Avenue, SITTINGBOURNE ME10 4AE


Greenwich Leisure Limited, hereinafter referred to as GLL, is an Exempt Charity and a Society for the Benefit of the Community registered under the Industrial and Provident Society Acts. The Society does not distribute profit. Any surplus is applied solely to a general reserve for the continuation and development of the Society.

GLL was established in 1993 with a portfolio of seven leisure centres in one Partnership. In 2013 GLL directly managed more than 145 facilities including public leisure centres, play centres and libraries in partnership with over 30 local councils and other organisations.

The turnover of the Society in 2013 was £133.5m.

GLL is widely acknowledged to be the UK’s leading charitable social enterprise delivering leisure, health and community services.

GLL is governed by a Board of Trustees appointed by the annual general meeting. Our governing document is our rules, first registered in 1993, and most recently revised and re-registered with the Financial Conduct Authority on the 17th February 2010.

–  –  –

The governance structure reporting to the Board includes the:

 Executive Sub Committee for urgent and major decisions.

 Audit Sub Committee responsible for managing GLL’s risk register  Remuneration Sub Committee responsible for the employment and terms and conditions of the executive directors and the general pay and remuneration terms of all employees (No members of staff can sit on this sub committee) The Board of Trustees reviews and sets the Strategy and Objectives annually in the context of the five year corporate plan. It meets quarterly to review progress and consider additional strategy and policy decisions.

GLL operates a risk register to record any potential risk the society may face. The risk register is a working document that is updated on an ongoing basis with mitigating strategies as necessary. The register is reviewed by the Audit Sub Committee every quarter.

Day to day management and delivery of GLL’s annual corporate plan is delegated to the Managing Director and the Executive Director team. The Managing Director reports to the Board of Trustees and is a full ex officio member of the Board.

Recruitment and appointment of new Board Members In exercising its powers to nominate, appoint, reappoint, elect, re-elect, approve and dismiss Members, the Society Members seek to ensure that the Board is representative of the local community and also comprises persons with a broad range of skills who are likely to contribute to the Society's success.

Induction and training of new Board Members Board Members follow an induction and familiarisation programme as required, and attend development sessions to discuss improvement proposals, which also feature externally facilitated sessions with leisure industry representatives and health professionals.

Staff Empowerment All eligible staff in GLL are encouraged to join the Society as voting members. This leads to a high level of commitment, empowerment and motivation resulting in an improved quality of service to the community.

GLL also enjoys remarkably low absence levels.

Currently 70% of eligible staff have opted to join the Society.


The objects of the Society are:

(a) to provide or assist in the provision of facilities and services for the public benefit for recreational, sporting or other leisure time occupation in the interests of social welfare, healthy living and education, such facilities being provided to the public at large save that special facilities may be provided for persons who by reason of their youth, age, infirmity or disability, poverty or social or economic circumstances may have need of special facilities and services, and /or (b) to promote community participation in healthy living, and/or (c) to advance the education of the public in the benefits of healthy lifestyles, and /or (d) to advance the arts, culture and / or heritage, and / or (e) to provide support services relating to the above, and / or (f) to provide consultancy and advise to public, sporting and charitable organisations, and / or (g) such other charitable purposes beneficial to the community consistent with the objects above as the Trustees shall in their absolute discretion determine.

In 2013, GLL worked in direct Partnership with the following Councils and organisations delivering some

of their public services including leisure centres, libraries and play centres:

 Bellingham Community Project Ltd  Black Prince Trust  Cambridge City Council  Chiltern District Council  City of Westminster  City of York  Epsom and Ewell Borough Council  Jubilee Halls Trust  Greater London Assembly (Crystal Palace National Sports Centre)  Henley Town Council  London Legacy Development Corporation  London Borough of Barnet  London Borough of Camden  London Borough of Ealing  London Borough of Lambeth  London Borough of Hackney  London Borough of Hammersmith & Fulham  London Borough of Harrow  London Borough of Hillingdon  London Borough of Islington  London Borough of Merton  London Borough of Tower Hamlets  London Borough of Waltham Forest  London Borough of Wandsworth  London Playing Fields Foundation (Peter May Leisure Centre)  Maplewood School  Millbrook School  Prestwood Sport and Leisure Association  Reading Borough Council  Reigate and Banstead Borough Council  Royal Borough of Greenwich  Royal Borough of Kensington & Cheslea  Rugby Borough Council  South Bucks District Council  South Oxfordshire District Council  Swindon Borough Council  West Oxfordshire District Council This partnership approach with the various Councils and organisations has been a key plank of our success.

However, each relationship is underpinned by a formal contract and each contract is subject to termination dates and possible tendering for renewal.

In addition, GLL worked in partnership with fellow social enterprises:

Freedom Leisure Limited in delivering the services of 11 public leisure centres in the South and South

East for the following Councils:

–  –  –

Halo Leisure Limited in delivering services in 8 leisure centres for Bridgend County Borough Council.

Outside of partnership arrangements, GLL holds the 97 year lease of Charlton Lido and is in the process of redeveloping the centre. This is GLL’s first “directly owned” facility. GLL also signed a 15 year lease on a building in Bexleyheath to deliver affordable health and fitness facilities to the community – “Gym London at Bexleyheath”. Further such arrangements are planned in 2014.


GLL’s overarching aim is to deliver sustainable and affordable provision of facilities and services for the public benefit for recreational, sporting, cultural and other leisure time occupation in the interest of social welfare, healthy living and education.

GLL has adopted Four Pillars to frame our vision and mission:

Service Excellence  “BETTER SERVICE” 1.

Strong Business  “BETTER BUSINESS” 2.

Motivated, Engaged and Well Trained Staff  “BETTER PEOPLE” 3.

Social Impact  “BETTER COMMUNITIES” 4.

We seek to drive our business across all four of these objectives using a balanced scorecard to track our progress and ensuring our Charitable Objectives are continuously met.

Service Excellence  “BETTER SERVICE”

GLL aims to:

- Operate facilities that are accessible by all sections of the community save that special facilities may be provided for persons who by reason of their youth, age, infirmity or disability, poverty or social or economic circumstances may have need of special facilities and services

- Provide a balanced programme and pricing of activities for sport, physical activities and cultural services

- Deliver services and facilities that are consistently rated as excellent as well as utilise quality benchmarks such as Quest and the Customer Service Excellence Standard Strong Business  “BETTER BUSINESS”

GLL aims to:

- Achieve stability and growth in our existing operations whilst developing new products and markets including our online portals

- Continue to improve efficiencies and effectiveness, making sure our available resources are maximised and put to best use

- Develop new business opportunities and partnerships where they can bring added value

- Continue to build on our existing partnerships for the long term

- Continue to invest into the leisure centre and library buildings

- Build our asset portfolio Motivated, Engaged and Well Trained Staff  “BETTER PEOPLE”

GLL aims to:

- Train our staff well, pay our staff well and ensure they are engaged in the long term future and success of our business and our mission

- Work with employment agencies and Sector Skills Councils to provide long term career opportunities for local people within sport, leisure and cultural services

- Develop our staff through continuous professional development through our own industry accredited training college (the London Leisure College) and a suite of career-long academies Social Impact  “BETTER COMMUNITIES”

GLL aims to:

- Work with volunteers, clubs, national governing bodies, health & social service organisations to provide improved lifestyles, health and education for local communities

- Deliver across the environmental and sustainability agenda

- Promote the values that Social Enterprise can bring

- Promote the Olympic and Paralympic Games legacy agendas and ideals and to maximise the associated benefits

- Acknowledge and reward young individuals with sporting talent through the GLL Sport Foundation programme and associated partner schemes

- As a charitable organisation, GLL reinvests ALL surpluses into delivering our social aims.

Wider Partnerships GLL works closely with or seeks to have a relationship with many other partners in addition to our local

authority partners, these include:

- The London Mayors office and Greater London Assembly

- Sports and Recreation Trusts Association (Sporta)

- London Legacy Development Corporation (LLDC)

- The Sector Skills Council, SkillsActive and the National Skills Academy

- Sport England and the London ProActives Network

- Greenwich, Newham and Hackney Community Colleges

- Social Enterprise London (SEL) and the Social Enterprise Coalition (SE UK)

- UK Active (FIA) and CIMPSA

- British Swimming / ASA, British Gymnastics, GB Basketball, British Basketball League, England Basketball, GB Handball, England Netball, UK Athletics, England Athletics, Badminton England, Volleyball England, British Fencing, Squash England and other UK Sports Governing Bodies We aim to support local and government initiatives that promote the development of services for the benefit of the wider community particularly in the areas of Sport, Health, cultural and Physical Activity.

These aims and objectives are delivered through a range of strategies that are listed in GLL’s annual and 5 year Corporate Plans. These plans are managed by the Executive Director team and reviewed by the Board.


Last year we reported that 2012 had been a unique year for GLL with the Olympic and Paralympic Games held in London. 2013 has seen GLL continue this momentum with a wide range of achievements and improved performance.

With continued growth and the addition of new partnerships to the GLL family, the following were the key

highlights for 2013:

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