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This has been a pivotal year for the Creative Diversity Network (CDN), one defined by renewal, delivery and steady progress in a challenging market. We welcomed a new Chief Executive, published The 7th Cut of the Diamond data, relaunched the DEI Leaders Network Group, and advanced the design of Diamond 2.0, our next-generation workforce and representation data platform.
We also broadened our coalitions, deepening relationships with unions, diverse-led organisations and industry partners, and opened structured conversations with streamers to ensure Diamond remains relevant across the full UK screen ecology.
1. Leadership & Governance
• We appointed a new CEO, signalling continuity of mission with refreshed pace and focus.
• We established new internal practices and protocols to strengthen delivery discipline and risk management.
2. Evidence & Insight
• Published The 7th Cut, extending our unique, longitudinal visibility of who makes and who appears in UK television.
• We announced Diamond improvements that extend our data capture capability and continued the Diamond 2.0 build, shaped by member consultations and external expertise.
• We ran our first Freelancer Engagement Survey, to ensure that we reflect the realities of a highly flexible workforce.
3. Industry Engagement
• We relaunched the DEI Leaders Network Group, increasing practical collaboration across member organisations.
• Opened discussions with streamers, aligning Diamond to evolving commissioning and distribution models.
• Confirmed to host the TAP Access Hub and to lead sector work on antisemitism and Islamophobia training, focusing on safety, dignity and respect.
• Submitted our first BFI Innovation Challenge tender, positioning CDN to unlock value for Diamond users in adjacent markets.
The market we operated in
While the total UK ad market stabilised to a degree this year, there continue to be underlying shifts in revenue that impact content creation. Growth concentrated in online and digital advertising, but this was more than offset by heavy declines in traditional, linear TV advertising.
Production volumes remained tough for many indies, with several big names closing entirely. Squeezed margins and longer decision cycles, especially in unscripted, put increased pressure on workers. This can impact new entrants to the industry and minorities more significantly. In this environment, the imperative for credible, comparable evidence to support workforce planning, commissioning choices and public accountability has only strengthened.
Why CDN’s work mattered
• Diamond’s independence and scale continue to provide a trusted baseline for the UK’s public-service broadcasters and partners, helping teams identify gaps, target interventions and track change over time.
• Diamond 2.0 is being designed to be simpler for contributors, richer for analysts and more responsive for commissioners, with improvements to user experience, data quality, privacy-by-design and analytical depth.
• Our freelancer focus ensures that the sector’s flexible labour model is reflected in the data and the policy responses it informs.
• Our convening power has ignited the DEI Leaders Network Group, whilst union engagement and work with diverse-led organisations, turns data into action.
Looking ahead
In 2025/26 we will prioritise:
1. Delivering Diamond 2.0 to time as a future fit, high-quality product, with clear migration and adoption support.
2. Expanding membership and participation to include streamers and adjacent screen markets where Diamond’s methodology can unlock new value.
3. Strengthening freelancer inclusion, using our survey insight to inform practical, scalable solutions and supporting the work of the pan industry Action for Freelancers group.
4. Deepening transparency and usability, clearer dashboards, better benchmarks and timely reporting that equips leaders to act.
5. Maintaining fiscal discipline, balancing ambition with prudence in a market that remains cost-conscious.
Even in a year of headwinds, our members’ commitment has been unwavering. CDN’s mission to build an inclusive, representative and thriving UK screen sector remains both urgent and achievable. With Diamond’s next evolution underway and our partnerships broadening, we are well positioned to help the industry make measurable, lasting progress.
On behalf of the Board, thank you to our members, contributors, partners and the CDN team for their dedication and belief in what we can achieve together.
| Note | 2025 | 2024 | ||
| £ | £ | |||
| Fixed assets | ||||
| Tangible assets | 3 |
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| 5,890 | 5,226 | |||
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| Debtors | 4 |
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| Cash at bank and in hand |
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| 314,071 | 1,734,732 | |||
| Creditors: amounts falling due within one year | 5 | (
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| Net current assets | 41,567 | 93,377 | ||
| Total assets less current liabilities | 47,457 | 98,603 | ||
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Directors' responsibilities:
The financial statements of Creative Diversity Network Limited (registered number:
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P J Moore
Director |
R A Watsham
Director |
The principal accounting policies are summarised below. They have all been applied consistently throughout the financial year and to the preceding financial year, unless otherwise stated.
Creative Diversity Network Limited (the Company) is a private company, limited by guarantee, incorporated in the United Kingdom under the Companies Act 2006 and is registered in England and Wales. The address of the Company's registered office is 35-47 Bethnal Green Road, United Kingdom.
The financial statements have been prepared under the historical cost convention, modified to include certain items at fair value, and in accordance with Section 1A of Financial Reporting Standard 102 (FRS 102) ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ issued by the Financial Reporting Council and the requirements of the Companies Act 2006 as applicable to companies subject to the small companies regime.
The financial statements are presented in pounds sterling which is the functional currency of the Company and rounded to the nearest £.
The principal activity of Creative Diversity Network Ltd ("the Company") is a forum to enable the UK Broadcasting industry to increase diversity and inspire inclusion. It manages Diamond, the first of its kind, diversity data monitoring system, used to drive industry level change through data. Creative Diversity Network Ltd brings together a wide range of organisations to promote, celebrate and share good practice around the diversity agenda in pursuit of an industry with equality at its core.
The directors have assessed the Statement of Financial Position and likely future cash flows at the date of approving these financial statements. The directors have a reasonable expectation that the company has adequate resources to continue in operational existence and to meet its financial obligations as they fall due for at least 12 months from the date of signing these financial statements. Accordingly, they continue to adopt the going concern basis in preparing the financial statements.
Exchange differences are recognised in the Statement of Income and Retained Earnings in the period in which they arise except for exchange differences arising on gains or losses on non-monetary items which are recognised in the Statement of Comprehensive Income.
Included within turnover is revenue derived from annual subscriptions from members in three parts:
•CDN Membership Fees – paid by all members on a tiered structure, typically used for administrative costs and general portfolio projects
•Diamond BAU Fees – paid by all members who are Diamond Broadcasters, typically used exclusively for costs associated with the project Diamond BAU
•Diamond 2 Fees – paid by all members who are Diamond Broadcasters, typically used exclusively for costs associated with the project Diamond 2
Further revenue is derived from activities generating Earned Income from time to time.
Project specific expenditure is funded by the release of deferred income for each particular project.
Defined contribution schemes
The Company operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the Company pays fixed contributions into a separate entity. Once the contributions have been paid the Company has no further payment obligations.
The contributions are recognised as an expense in profit or loss when they fall due. Amounts not paid are shown in accruals as a liability in the Statement of Financial Position. The assets of the plan are held separately from the Company in independently administered funds.
Finance costs are charged to the Statement of Income and Retained Earnings over the term of the debt using the effective interest method so the amount charged is at a constant rate on the carrying amount. Issue costs are initially recognised as a reduction in the proceeds of the associated capital instrument.
The tax expense for the year comprises current and deferred tax. Tax is recognised in the Statement of Income and Retained Earnings, except that a charge attributable to an item of income and expense recognised as other comprehensive income or to an item recognised directly in equity is also recognised in other comprehensive income or directly in equity respectively.
The current income tax charge is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the reporting date in the countries where the Company operates
and generates income.
| Office equipment |
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The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is credited or charged to profit or loss.
Rentals under operating leases are charged on a straight-line basis over the lease term, even if the payments are not made on such a basis. Benefits received and receivable as an incentive to sign an operating lease are similarly spread on a straight-line basis over the lease term.
The Company only enters into basic financial instruments and transactions that result in the recognition of financial assets and liabilities like trade and other debtors and creditors, loans from banks and other third parties.
Financial assets
Basic financial assets, including trade and other debtors, are initially recognised at transaction price, unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest.
Such assets are subsequently carried at amortised cost using the effective interest method.
At the end of each reporting period financial assets measured at amortised cost are assessed for objective evidence of impairment. If an asset is impaired the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in the Statement of Income and Retained Earnings.
Financial assets are derecognised when (a) the contractual rights to the cash flows from the asset expire or are settled, or (b) substantially all the risks and rewards of the ownership of the asset are transferred to another party or (c) control of the asset has been transferred to another party who has the practical ability to unilaterally sell the asset to an unrelated third party without imposing additional restrictions.
Financial liabilities
Basic financial liabilities, including trade and other creditors and accruals, are initially recognised at transaction price, unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Trade creditors are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the liability is extinguished, that is when the contractual obligation is discharged, cancelled or expires.
Financial assets and liabilities are offset and the net amounts presented in the financial statements when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
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| At 31 March 2025 | 0 | 5,890 | 5,890 | ||
| At 31 March 2024 | 0 | 5,226 | 5,226 |
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The members of the Creative Diversity Network Limited have undertaken to contribute a sum not exceeding £1 each to meet the liabilities of the company if it should be wound up.
Pensions
The company operates a defined contribution pension scheme for the directors and employees. The assets of the scheme are held separately from those of the company in an independently administered fund.
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The company is a private company limited by guarantee and consequently does not have share capital. Each of the members is liable to contribute an amount not exceeding £1 towards the assets of the company in the event of liquidation.