for the Period Ended 31 May 2025
| Directors report | |
| 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 May 2025
Directors
The directors shown below have held office during the whole of the period from
29 May 2024
to
31 May 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
As at
| Notes | 2025 | ||
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£ |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 3 |
(
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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
The directors have chosen not to file a copy of the company's profit and loss account.
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 May 2025
Basis of measurement and preparation
for the Period Ended 31 May 2025
| 2025 | ||
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 May 2025
| 2025 | ||
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| £ | ||
| Other creditors |
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| Total |
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During the financial year, the company delivered a range of artistic and community-focused activities aimed at increasing access to theatre and creative opportunities for working-class and early-career artists. The company produced a full-scale production of Everybody Wants to Be Ronaldo, which debuted at The Birmingham Repertory Theatre. The production was underpinned by a strong commitment to representation and access. Sticking to our ethos, At least 50% of the creative team and cast identified as working-class or early-career creatives, and over 80% of participants were based in Birmingham. This approach supported the development of local talent and provided paid professional opportunities within the region. Alongside the production, the company delivered a comprehensive community and talent development programme. This included in-person workshops delivered in schools and academies across Birmingham, aimed at introducing young people to theatre-making and creative career pathways. In addition, the company hosted online workshops specifically for working-class creatives, increasing access for those unable to attend in person. The company also undertook research and development for a new theatrical production in Johannesburg, broadening its artistic practice and international engagement while maintaining a focus on inclusive working methods. In addition, the company initiated a play distribution initiative designed to make theatre writing more accessible to working-class communities, providing free access to new plays and supporting engagement with live performance and contemporary writing. Through these activities, the company continued to advance its community interest by reducing barriers to participation in theatre, supporting underrepresented artists, and delivering meaningful cultural opportunities to diverse communities.
No consultation with stakeholders
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
3 January 2026
And signed on behalf of the board by:
Name: Samuel Butters
Status: Director