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2025-26 ANNUAL REPORT - DIRECTORS' REPORT

The Directors present their report, forming part of the full Directors’ Report and Financial Statements for the year ended 31 March 2026.

Please note this is an excerpt from the full Directors’ Report and Annual Accounts. The full Annual Accounts will be available here when ready.

For the year ending 31 March 2026, British Fencing (BF) continued to strengthen its position as the National Governing Body for Olympic and Paralympic fencing in the United Kingdom. The year marked an important transition period as the Board developed and launched the BF 2030 Strategy following consultation with members and stakeholders. This strategy establishes a new long-term framework to guide decision-making, prioritisation and investment across the sport.

The BF 2030 Strategy sets out a vision of a strong, successful and socially impactful fencing community, supported by a mission to inspire and enable people to start, stay and succeed in and through fencing. The strategy is built around five strategic goals:

  1. Grow Participation
  2. Create a Sustainable Future
  3. Deliver GBR Success
  4. Support Women and Girls
  5. Deliver Positive Social Impact

These goals reflect the Board’s belief that success should be measured not only through competitive achievement but also through the extent to which fencing improves lives, strengthens communities and becomes accessible to a broader and more diverse range of participants.

Throughout the year, the Board continued to oversee delivery of membership services, athlete development, inclusion programmes, coach development and event delivery whilst preparing the organisation for implementation of the BF 2030 Strategy.

In addition, the Board maintained oversight of safeguarding activity, anti-doping compliance, equality initiatives and sport integrity matters, recognising that a safe and welcoming environment underpins all aspects of participation and performance.

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. The articles of British Fencing were amended through an EGM in March 2026 to help address the potential skills and representation gaps arising from the former Director recruitment process.

Safeguarding, safety and welfare all remain 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.

During the year to 1st April 2026, there were the following changes to the BF Board:

Stepped Down

  • Mary Cohen

Appointed

  • Paul Abrahams
  • Nick Payne

The Board continue to support the executive team in furthering the BF values of Honesty, Respect and Excellence, on which our culture is built.

The Board would like to thank all Directors, BF committee and work group members, BF Area Welfare Officers and all other BF volunteers who supported the organisation during the year, helping British Fencing maintain high standards of governance while responding to the evolving needs of the sport.

Strategic Goal 1 – Growing Participation and Supporting Clubs

The Board remains committed to creating a sport that is accessible, welcoming and relevant to a broader cross-section of society.

Consistent with the BF 2030 objective of growing participation, British Fencing continued to support affiliated clubs, volunteers, coaches and activity providers across the country. Investment in workforce development, community partnerships and school-based delivery sought to increase opportunities for people to experience fencing regardless of age, background or ability.

A particular focus of the new strategy is increasing participation in state schools and creating more opportunities to experience fencing outside traditional club environments. During the year, British Fencing continued to work with educational partners and delivery organisations to extend the reach of fencing-based programmes and support community access.

The Board recognises the critical role played by clubs as the foundation of the sport and remains committed to supporting them through governance guidance, safeguarding support, coach education and access to development resources.

We continue to communicate our policy that BF membership is required for all participants in affiliated clubs and licensed events. 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 2026 was 11,812 (in comparison to 11,645 in March 2025 (+1.4%). Throughout 2025-26, membership numbers were consistently higher than 2024-25, with a record high of 11,901 in November 2025. The total number of BF affiliated clubs was 389 at the end of March 2026, a small decline compared to that of 393 in March 2025, however, the split across Home Nations remained broadly consistent.

During 2025/26, British Fencing continued to strengthen its partnership with the Home Nations. A revised working arrangement with England Fencing established a clearer framework for collaboration, supporting the delivery of fencing development activity in England while maintaining alignment with the ambitions of the BF 2030 Strategy. The agreement provides a foundation for more effective coordination of participation growth, talent development, workforce initiatives and governance across the sport. The percentage of membership fees retained by BF moved to 80%, reflecting the ongoing delivery of additional core functions (eg Safeguarding) delivered by BF to EF members.

Strategic Goal 2 – Sustainability and Core Services

Creating a sustainable future is a central objective within the BF 2030 Strategy. The Board recognises that long-term success requires a financially resilient organisation capable of investing in participation growth, athlete development and community programmes.

Our aim continues to be to set and meet a broadly balanced budget each year.

Throughout 2025-26, British Fencing continued to navigate a challenging operating environment characterised by inflationary pressures, rising venue costs and continued competition for commercial and sponsorship income. The organisation maintained a focus on disciplined financial management and the diversification of income sources, including education programmes, commercial partnerships and grant-funded projects.

The Board authorised a budgeted surplus of £4,132 for 2025-26, and we achieved a result similar to budget with a surplus of £6,185.

Financially, membership income ended at £504,564. This figure includes both individual and club membership. Cash sales taken for individual membership increased again during the year (£488,107 to £528,247), and a share (£149,452) continues to be passed on to Home Nation Associations to support grassroots development.

Commercial and partnerships income decreased from £168k to £134k, partly reflecting a non-recurring sponsorship agreement in the prior year and the loss of a significant customer which subsequently ceased trading.  Against a backdrop of rising organisational costs, growth in commercial revenues remains important to supporting the financial sustainability of our core activities.

The Board continued to support development of the We Are Forging Futures programme and other educational partnerships that contribute both to participation growth and organisational sustainability. Funding uncertainty in the Education sector is contributing to a reduction in the total number of schools and organisations that we work with (53, down from 61). The environment remains challenging, with changes in funding making delivery into schools increasingly difficult, and performance and pipeline will continue to be closely monitored.

The organisation also continued to explore opportunities to strengthen digital services, improve member experience and increase operational efficiency.

Strategic Goal 3 – GBR Athlete Support & Development

The development of athletes capable of achieving international success remains a core responsibility of British Fencing.

During the year British Fencing continued to deliver its GBR Pathway Programme, supporting athletes from age 15 to 35 (and beyond for those performing at Olympic and Paralympic level) across all six weapons and multiple development stages through talent development camps, competition opportunities and coach support.

A particularly significant achievement was the transfer of the Wheelchair Fencing World Class Programme from the UK Sports Institute to British Fencing on 1 June 2025. This transition created, for the first time, unified governance and management of Olympic and Paralympic performance pathways within one organisation. The Board believes this development provides opportunities for greater alignment, improved resource utilisation and enhanced support for current and future athletes.

In addition to this British Fencing’s Olympic Performance Programme secured its first Olympic discipline athlete performance award in the LA2028 cycle for Jaimie Cook, following his trajectory from Juniors into the top 32 of the Senior World Ranking.

British Fencing continued to support a pathway that encompasses both standing and wheelchair fencing, creating a connected athlete journey from first engagement through to world-class performance. The organisation’s ambition is to maximise the potential of every athlete while maintaining a sustainable long-term system of talent identification and development.

Funding sources for our GBR Pathway work continued to include England DiSE, Sport England ‘Talent‘ and UK Sport Progression. The Board would also like to thank the BF Charity, The James Williams Fund and the Epee Club for their contribution.

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.

The Board acknowledges the exceptional achievements of GB athletes during the season, building on historic successes at junior and senior international level and strengthening confidence in the future of British fencing.

At the 2025 Para Fencing World Championships, Iksan, Dimitri Coutya won gold in Men’s Foil B and bronze in Men’s Epee B, with the Men’s foil team winning silver.

At the 2026 Cadet and Junior European Championships in Tbilisi, Great Britain achieved one of its strongest age-group performances in recent years. David Sosnov became Junior European Champion in Men’s Foil, with Mohammed Belbouab securing a silver medal the same event. Tristan Lumineau and Amilie Tsang won Bronze medals in the individual Junior Men’s Epee and individual Junior Women’s Foil events respectively. Team success continued with a bronze medal in Junior Men’s Foil.

Strategic Goal 4 – Supporting Women and Girls

For the first time, support for women and girls has been established as a standalone strategic goal within the BF 2030 Strategy.

The Board recognises that while fencing compares favourably with many sports on measures of gender representation, further work is required to improve recruitment, retention and progression of women and girls throughout the sport.

Future activity will focus on increasing female participation as athletes, coaches, referees, volunteers and leaders, whilst ensuring that programmes, policies and communications support an inclusive and welcoming environment at every stage of the participant journey.

The Board also continues to monitor diversity within leadership and governance structures and remains committed to maintaining progress in this area.

Strategic Goal 5- Deliver Positive Social Impact

The Board believes fencing can make a meaningful contribution to improving lives and strengthening communities.

This belief has been formalised within the BF 2030 Strategy through the strategic goal of Delivering Positive Social Impact. British Fencing’s social impact programmes continued to demonstrate the ability of fencing to engage communities that may not traditionally access the sport.

Throughout 2025-26, programmes such as Muslim Girls Fence, Fencing 4 Change: Autism Project and Disability Inclusion initiatives continued to grow and develop, supported by partnerships with trusted organisations and community stakeholders. These programmes seek not only to increase participation but also to improve confidence, resilience, wellbeing and social connection.

One of the year’s most innovative developments was the continued rollout of SwordSeat™, a low-cost and accessible alternative to traditional wheelchair fencing equipment. Following its official launch in 2025, the initiative attracted significant interest from clubs and providers seeking to make seated fencing more accessible to disabled participants, injured athletes and new audiences. The success of this initiative continues to grow with provision of free online training and partnerships with other federations across the world. British Fencing continue to explore ways that fencing, through projects like these can 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 of more people to the benefits of sport and physical activity as well as improved mental wellbeing.

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. As at 31 March 2026, 36 schools across England are delivering this programme, 95% of which are state schools and with 36% in the top third most deprived areas of England and 33% in the poor Health and Disability domain.

The Board remains grateful to the BF Charity and delivery partners who continue to support this work and make it possible to reach communities that may otherwise face barriers to participation.

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 continued 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. The team continue to explore alternative options, liaising with counterparts in other sports.

Overall event participant numbers remain broadly consistent, noting that in some cases the entry limits are in place due to scheduling and resourcing limitations.

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 with free entry to BF run events.

Preparation work continued on the 2026 Para Fencing European Championships to be held in Cardiff in October 2026, which would not be possible without the support of UK Sport, the National Lottery, Sport Wales, Welsh Government along with Disability Sport Wales and Welsh Fencing.

Coaching & Workforce Development

Coach learning, development and education continues to be delivered through a combination of BF-led delivery through the Fencing Development Team.

Additional investment in Digital Learning continues as we continue developing a learning offering that is accessible and inclusive to a wide audience.

The BF Coach Register was improved throughout 2025-26, creating a cleaner interface for clubs and organisations to find registered coaches.

August 2025 saw the fourth BF Learning Week delivered with 29 sessions. This year’s theme was Disability Inclusion.

BF also enhanced its partnership with UK Coaching through the Co-Sport Initiative.

Cross sport shared learning continued through ‘Combat Club’, providing additional opportunities for collaboration between the senior executive teams. This included British Fencing, British Judo and British Wrestling signing a Memorandum of Understanding that establishes a framework for collaboration to develop a more resilient, efficient, and best practice approach to safeguarding.

In Closing

The Board is encouraged by the progress made during 2025-26 and by the strong foundations established for delivery of the BF 2030 Strategy. The launch of the strategy, continued growth of participation programmes, advancement of inclusion initiatives, integration of the Wheelchair Fencing World Class Programme and ongoing investment in clubs, coaches and athletes position British Fencing well for the years ahead.

The Board extends its thanks to British Fencing staff, volunteers, coaches, officials, athletes, clubs, members, funding partners and stakeholders whose commitment and support continue to make progress possible.

Together we will continue working towards a strong, successful and socially impactful fencing community in which more people can start, stay and succeed in and through fencing

Directors as at 31 March 2026

  • Sara Pantuliano, Chair
  • Tabatha Barton, Equality and Environmental Sustainability Lead
  • Brian Brittain, Safety Lead
  • Nick Payne, Anti-Doping Lead
  • Yashmin Harun, Safeguarding Champion
  • Paul Abrahams
  • Jade Clarke
  • Tommy Curran Jones
  • Thomas Nippress
  • Alex O’Connell
  • Chris Tidmarsh
  • John Troiano

Diversity Progress Statement as at March 2026

As at 31 March 2026, 33% of the occupied Director positions are women (4 of 12). This is a reduction from the prior year, when 5 of 11 (45%) were women.

As at 31 March 2026, 8% (1/12) of the occupied Director positions are ethnically diverse.

The Board met its targets in respect of gender diversity (minimum 30% of either gender) and other identified protected diversity characteristics.

Recognising the trend of fewer women and ethnically diverse Directors being elected, the articles of the British Fencing were amended through an EGM in March 2026 to change the proportion of elected and appointed Directors.

As at 31 March 2026, 3/3 members (100%) of the BF Senior Executive Team with senior leadership responsibilities were women.

Governance Progress Statement as at March 2026

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.

During 2025-26 the Board focused on embedding the findings arising from the externally facilitated Board evaluation commissioned during the previous reporting period and continued its commitment to maintaining compliance with the UK Code for Sports Governance. The review provided valuable insight into Board effectiveness, succession planning and stakeholder engagement and will help shape future governance improvements.

Click here for the full 2025-26 Annual Report.

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