for the Period Ended 29 February 2024
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 29 February 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 March 2023
to
29 February 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
2024 | 2023 | |
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Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Administrative expenses: |
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Operating profit(or loss): |
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Profit(or loss) before tax: |
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Tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 2024 | 2023 | |
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Current assets | |||
Debtors: | 3 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 4 |
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 29 February 2024
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 29 February 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 29 February 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Total |
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for the Period Ended 29 February 2024
2024 | 2023 | |
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£ | £ | |
Taxation and social security |
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Other creditors |
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Total |
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In this financial year, we have made significant strides in the entertainment industry, building strategic partnerships with major broadcasters and platforms such as Red Bull, ITV, Channel 4, Netflix, Prime Video, MTV, BBC and Paramount. These collaborations have enabled us to develop and produce a diverse range of high-impact content that resonates with global audiences. Key Business Acivities This year, we successfully worked on several key projects. -The Weekend Doc- A music documentary produced with Contrast Films that highlights a Grammy award-winning artist's creative journey while developing new young TV production talent. -Kasia (Married At First Sight) Development Taster Tape - created with a diverse crew, this project emphasises our commitment to inclusivity in media -Red Bull Development Sizzle Tape - A high-energy content pitch that aligns with Red Bull's brand and vision -CBBC Trendsteppers with Nife - A children's project aimed at inspiring creativity and self-expression in young audiences, with potential for a wide social impact. Community Impact Turn Up BC remains dedicated to fostering diversity in the media industry. Our projects provide opportunities for underrepresented voices and create content that speaks to diverse audiences. Notably, Trensteppers empowers young viewers by promoting positive role models and creative expression. Additionally, our work developing new TV production talent ensures a more inclusive and innovative industry for the future.
At Turn Up BC, our key stakeholders have evolved to include content commissioners (e.g.. Red Bull, ITV, Netflix), production teams, talent, audiences and local communities. All predominantly youth-skewing and youth-facing. We consult stakeholders through -Meetings with content partners and commissioners to align on project goals -Feedback sessions with production crews and talent to improve creative direction -Audience Insights, particularly for projects like Trendsteppers -Community engagement to ensure inclusivity, especially on projects with diverse crews. Actions Taken In response to feedback, we have - Strengthened diversity and inclusion in casting and crew choices, as seen in Kasia and Trendsteppers -Refined the Trendsteppers format based on audience input to better engage young viewers -Improved collaboration between teams for more effective project execution. Stakeholder feedback is integral to our success, guiding us to create more inclusive, relevant productions, workshops and sessions and improve our operations.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
27 November 2024
And signed on behalf of the board by:
Name: Mr T E Dakoru-Whyte
Status: Director