for the Period Ended 31 May 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 May 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 June 2024
to
31 May 2025
The director shown below has held office during the period of
25 August 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
for the Period Ended
| 2025 | 2024 | |
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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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(
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| Other operating income: |
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| Operating profit(or loss): |
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| Interest payable and similar charges: |
(
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(
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 2024 | |
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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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: | 5 |
(
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(
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| Net current assets (liabilities): |
( |
( |
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| Total assets less current liabilities: |
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( |
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| Creditors: amounts falling due after more than one year: | 6 |
(
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(
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| Total net assets (liabilities): |
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( |
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| Members' funds | |||
| Profit and loss account: |
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( |
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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 May 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 May 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 May 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 June 2024 |
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| Additions |
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| Disposals | ||||||
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| At 31 May 2025 |
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| At 1 June 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 May 2025 |
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| Net book value | ||||||
| At 31 May 2025 |
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| At 31 May 2024 |
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for the Period Ended 31 May 2025
| 2025 | 2024 | |
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| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 31 May 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Other creditors |
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| Total |
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for the Period Ended 31 May 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Total |
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CirqArt C.I.C., trading as Aerial Art House, is a Community Interest Company based in Edinburgh dedicated to advancing social inclusion, wellbeing, and access to the performing arts through circus and movement-based activities. During the financial year ending 31/05/2025, the company delivered a wide programme of accessible, inclusive, and community-focused activities across Edinburgh, particularly in Restalrig, Craigentinny, Lochend, Leith, and surrounding areas. With funding support from the National Lottery Awards for All, Postcode Lottery, Edinburgh Council, and the Scottish Government, we provided free and subsidised circus training, youth programmes, family sessions, and inclusive community workshops. These sessions were designed to improve physical and mental wellbeing, reduce social isolation, and provide safe creative spaces for participants of all ages. Particular emphasis was placed on creating safe and inclusive environments for the circus community and LGBTQ+ participants. We maintained a welcoming, non-discriminatory space where individuals who may feel excluded from mainstream sport or arts provision could train, connect, and develop confidence. A major focus of the year was the production and presentation of contemporary circus performances. CirqArt C.I.C. brought aerial and circus arts into deprived areas and community spaces where audiences would otherwise have limited or no access to live performance. For many attendees, this was their first experience of seeing circus presented locally. By removing financial and geographical barriers, we made high-quality performing arts visible and accessible within local neighbourhoods. Youth development and employability remained central to our work. Many young people began their journey with CirqArt C.I.C. as participants in community classes and progressed through structured training pathways. We provided mentoring, teacher training, supervised practice, and leadership opportunities within the organisation. As a result, several young people moved into paid roles including teaching, assistant teaching, administration, marketing, advertising, and event coordination. We actively created placements that offered practical experience not only in performance but also in arts management and business operations. This holistic model allowed participants to understand the full structure of a creative organisation and develop transfer-able employability skills. Importantly, a number of young people who began training with CirqArt C.I.C. have since progressed into professional work within the circus and performing arts industry. Their progression demonstrates the long-term impact of our training, mentoring, and community-based development approach. Through these combined activities, CirqArt C.I.C. has delivered measurable public benefit by increasing access to performing arts in underserved communities, supporting marginalised and underrepresented groups, creating safe and inclusive creative environments, developing sustainable career pathways for young people, and strengthening community cohesion through cultural participation. The company remains committed to using circus arts as a tool for empowerment, social mobility, wellbeing, and community resilience.
The key stakeholders of CirqArt C.I.C. include children, young people, families, adult participants, members of the circus and LGBTQ+ communities, volunteers, employees, freelance artists, partner organisations, funders, and the wider local community in Edinburgh. CirqArt C.I.C. is committed to being a listening and learning organisation. We actively consult with our stakeholders through regular informal feedback conversations, structured discussions during classes and projects, post-event feedback, volunteer meetings, and board-level discussions. Young people participating in our programmes are regularly invited to contribute ideas regarding training content, performance themes, and development opportunities. This ensures that our youth programmes remain relevant, empowering, and responsive to their needs and aspirations. We maintain open communication with parents and families, gathering feedback regarding accessibility, safeguarding, scheduling, and inclusion. This feedback has directly influenced programming decisions, including the development of inclusive sessions and the continuation of subsidised access where financial barriers are identified. Members of the circus and LGBTQ+ communities are encouraged to provide feedback on how safe and inclusive our environment feels. We respond proactively to ensure our policies, codes of conduct, and training environments reflect best practice in equality, diversity, and inclusion. Volunteers and young leaders progressing into teaching or administrative roles are supported through mentoring conversations and reflective practice. Their feedback has informed improvements in our internal training pathways, safeguarding processes, and role development structures. At governance level, the Board of Directors reviews community feedback, funding requirements, safe-guarding matters, and strategic development plans to ensure that the company continues to operate in the best interests of the community it serves. Through these consultation processes, CirqArt C.I.C. has adapted programming, strengthened inclusion practices, expanded progression pathways for young people, and prioritised community-led development. Consultation remains an ongoing and integral part of how the organisation operates.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
29 May 2026
And signed on behalf of the board by:
Name: H Brzeska
Status: Director