UKS SPORTS BOARD OF CONTROL (SBOFC) WORLD'S SPORTS BOARD OF CONTROL LIMITED

Executive Summary

UKS SPORTS BOARD OF CONTROL is currently a dormant entity with nominal net assets and no operational activity, resulting in a low financial health grade. While compliance with statutory filings is maintained, activating trading and securing capital are critical next steps to transition from dormancy to a financially sustainable position. Strategic governance enhancements and financial planning will also be vital to support future growth.

UKS SPORTS BOARD OF CONTROL (SBOFC) WORLD'S SPORTS BOARD OF CONTROL LIMITED - Analysis Report

Company Number: 14446479

Analysis Date: 2025-07-20 18:55 UTC

Financial Health Assessment: UKS SPORTS BOARD OF CONTROL (SBOFC) WORLD'S SPORTS BOARD OF CONTROL LIMITED

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1. Financial Health Score: D

Explanation:
This company is currently classified as dormant, with minimal financial activity and net assets of only £1. While dormancy itself is not unhealthy for newly formed entities or those in a start-up phase, the lack of operational financial activity and virtually no net assets indicate the company is in a very early or inactive stage. This limits its ability to generate revenue or sustain operations independently, so the financial health grade reflects a need for significant development before the business can be considered financially robust.

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2. Key Vital Signs

Metric	Value	Interpretation
Status	Active	Company is registered and currently not dissolved or in liquidation, which is positive.
Account Category	Dormant	No significant financial transactions, indicating no trading or revenue generation.
Net Assets (2024)	£1	Minimal net worth, essentially no capital or retained earnings.
Shareholders' Funds	£1	Equal to net assets, confirms no equity injection beyond nominal amount.
Filing Status	Up to date	No overdue filings; compliance with Companies House requirements is maintained.
Company Type	Private Limited by Guarantee (No Share Capital)	Typically used for non-profit or membership organizations; limited liability.
Director	1 (Mr. Hader Ali Sabir)	Single director with full control and responsibility.
Control Structure	75-100% owned and voting rights by single individual	Highly concentrated control; potential governance risks but clear leadership.
Business Activity (SIC)	Sports and business support activities	Indicates intended operational sectors but no current revenue evidence.

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3. Diagnosis: What the Financial Data Reveals About Business Health

The "symptoms" in this financial "patient" are a complete absence of trading activity and no financial growth, consistent with a dormant company status. The company has no fixed or current assets reported beyond the nominal net asset value. The financial statements confirm exemption from audit and simplified reporting under dormant company rules, which often applies to non-trading entities or early-stage setups.

The single director and sole control by one individual suggest a tightly controlled governance structure, common for small or start-up ventures, but also a potential "single point of failure" risk.

There are no "vital signs" of active cash flow, revenue, or profitability. The company is essentially in a "hibernation" state financially, with no apparent symptoms of distress such as debts or liabilities, but also no signs of life or growth.

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4. Recommendations: Specific Actions to Improve Financial Wellness

• Activate Trading Operations: To improve financial health, the company should initiate revenue-generating activities aligned with its SIC codes (sports activities, business support, venture capital). Dormancy is only sustainable short-term.

• Capital Injection: Consider introducing seed capital or grant funding to build working capital and invest in assets or marketing. Current net assets of £1 are insufficient for operational needs.

• Financial Planning and Forecasting: Develop a financial plan with projected income, expenses, and cash flow to monitor "vital signs" regularly and avoid unexpected distress.

• Governance Review: Although single control is common, introducing additional directors or advisors could provide strategic oversight and reduce governance risks.

• Regular Compliance: Maintain timely filing of accounts and confirmation statements to avoid penalties and preserve company standing.

• Consider Company Structure: If the company aims to operate commercially, evaluate whether the private limited by guarantee structure remains appropriate or if restructuring is needed.

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