Girl Grind UK CIC is a creative professional development organisation supporting women, girls, and non-binary people of diverse heritage across the West Midlands. During the financial year ending 31 August 2024, the organisation continued to deliver impactful cultural, educational, and creative programmes designed to increase equity, representation, and access within the arts and cultural sector. In 2024, our focus was on infrastructure growth, workforce development, and R&D for new pilot programmes, including Black Rock and She Done Did It – Schools. Girl Grind UK also expanded its music-focused work, strengthened partnerships with cultural networks, and increased visibility of underrepresented creatives through events, workshops, and sector engagement. Activities included: -Delivering creative development programmes for young people (GROWNISH), emerging creatives (WOMANISH), and adult creatives (PRIMEISH). -Expanding school-based programmes supporting music education, aspiration-building, and representation for young people aged 12–17. -Running arts-based community events, mentoring, training sessions, and sector roundtable conversations. -Investing in organisational development, safeguarding practices, and strategic income generation to strengthen long-term sustainability. The company's activities will provide benefit to community benefit: Our work directly benefits: -People living, working, creating, and engaging in the West Midlands region. -Women, girls, and non-binary people aged 12–55 from global majority backgrounds and other disadvantaged communities. -Local artists, freelancers, and early-career creatives. -Schools, families, community groups, local authorities, and civic/cultural partners. -The wider public who access our creative and cultural programmes.

Our key stakeholders include participants, partner organisations, schools, funders, freelancers, staff, and our voluntary board. During the reporting period, stakeholder consultation took place through: -Regular project meetings and evaluation sessions with funders. -Feedback surveys and reflection sessions with programme participants. -Partner check-ins with schools, youth organisations, and sector bodies. -Board meetings focusing on governance, safeguarding, and long-term sustainability. -Community engagement activities informing programme development. Stakeholder feedback influenced improvements in programme design, safeguarding processes, and operational planning. It also shaped the development of new pilot programmes and strengthened our income generation strategy.

There were no other transactions or arrangements in connection with the remuneration of directors or compensation for loss of office which require disclosure. All required remuneration information is included in the company’s accounts.

No transfer of assets other than for full consideration has been made during the financial year.