for the Period Ended 31 January 2025
| 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 31 January 2025
Principal activities of the company
Political and charitable donations
Company policy on disabled employees
Directors
The director shown below has held office during the whole of the period from
8 January 2024
to
31 January 2025
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
| 13 months to 31 January 2025 | ||
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£ |
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| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
( |
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| Distribution costs: |
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| Administrative expenses: |
(
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| Other operating income: |
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| Operating profit(or loss): |
( |
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| Interest receivable and similar income: |
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| Interest payable and similar charges: |
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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: |
( |
As at
| Notes | 13 months to 31 January 2025 | ||
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: |
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| Debtors: | 3 |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: |
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| Provision for liabilities: |
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| Accruals and deferred income: |
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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 31 January 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
for the Period Ended 31 January 2025
| 13 months to 31 January 2025 | ||
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 January 2025
| 13 months to 31 January 2025 | ||
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| £ | ||
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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| Debtors due after more than one year: |
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for the Period Ended 31 January 2025
for the Period Ended 31 January 2025
| Name of director receiving advance or credit: |
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| Description of the transaction: | |
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| £ | |
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| Balance at | |
| Advances or credits made: |
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| Advances or credits repaid: | |
| Balance at 31 January 2025 |
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During the financial year, the company delivered community-focused arts and engagement activities that increased access to cultural production and development opportunities for emerging practitioners. We co-produced three Edinburgh Fringe shows led by emerging artists, providing producing support, rehearsal space access, marketing guidance, and budget oversight. These projects enabled early-career artists to present work at a nationally significant platform, reach new audiences, and build professional networks. We also supported two new play readings by early-stage writers, offering dramaturgical feedback, casting support, and facilitated audience discussions. This low-cost development route helped writers test material, receive structured feedback, and progress towards full production. The broader impact included reducing barriers to entry by subsidising production and development costs and sharing resources, growing audiences through accessible ticketing and targeted outreach, and building participants’ skills in producing, marketing, and fundraising. Beneficiaries included emerging artists and writers, local audiences, and community partners who gained increased cultural provision, with outcomes evidenced through attendance figures, participant testimonials, and follow-up engagement leading to further development opportunities.
Yes. We consulted stakeholders throughout the year using open calls, post-event surveys, informal feedback sessions, and direct conversations with artists, partners, and audiences. We invited input on programming priorities, access needs, scheduling, and pricing, and we shared draft plans for comment before confirming projects. Feedback led to clearer marketing materials, adjusted rehearsal schedules, additional access provisions, and a revised budget split for Fringe projects to reduce upfront costs for emerging artists. We will continue this consultation cycle in the next period, publishing a short summary of changes after major projects.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
4 September 2025
And signed on behalf of the board by:
Name: Lew Forman
Status: Director