Walk The Plank - Charities report

Page

Report of the Trustees

Report of the Independent Auditors

Statement of Financial Activities

Statement of Financial Position

Statement of Cash Flows

Notes to the Statement of Cash Flows

Notes to the Financial Statements

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the period 1 January 2025 to 30 December 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

The principal objects for the Charity which were established as defined by the Memorandum and Articles of Association are reproduced here:

- To promote, maintain, improve and advance education particularly by the encouragement of the arts of drama, mime, dance, singing and music.

- To formulate a programme of activity of a charitable nature and therefore

- To co-operate with other charitable organisations having similar objects and to establish, promote or assist such charitable organisations.

Our Strategic Aims

- Open up UK and international markets for existing and new work

- Build on our experience of working meaningfully with communities local to Salford and our clients to develop reach and impact in this area

- Nurture current ecology and workforce and the next generation of creative practitioners

- To be championed as an inter/national leader in environmental sustainability and responsibility in the outdoor arts, events, and fireworks sectors

- Be an active equitable, diverse, and inclusive organisation

The trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

Public Benefit

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

The majority of our work is for commissioning organisations such as local, city and regional authorities, meaning our events are predominantly free to the audience. They are designed for both smaller and large audience numbers, and specific demographics and communities. Our approach enables the organisation to present high quality outdoor arts, civic celebrations and events to a hugely diverse audience (age, cultural heritage, ethnicity, social demographic) through a considerable spectrum of performance, participatory art, co-created works and community engagement.

The charity's activities are described below. All charitable activities focus on provision of arts, public performance and learning, and are undertaken to further Walk the Plank's charitable purposes for the public benefit.

Primary Beneficiaries

Taking work to audiences in the public realm is our primary function, through events, engagement and participatory activities. Our work can mostly be accessed free of charge - typically over 90% - with ticketing put in place by clients on occasion. Our commissioners are typically local, city or regional authorities, local organisations or entities such as BIDs (Business Improvement District), or in fewer cases private organisations ranging from cricket clubs to historic buildings and festivals. We work with our commissioners to understand the communities and the demographics with whom they are engaging or want to engage. We work in response to briefs to engage, amaze and inform. We are not directly audience facing as we act in partnership with commissioners, and so we provide a key support role in relation to their audience development aims and targets. However we are very much the face of the activity that we deliver, connecting with people to give them the best possible experience.

Our primary beneficiaries are families and our content is family friendly, and child friendly. We deliver accessible events and activities that are predominantly free to access for members of the public, removing payment as a barrier to access. Our activities take place predominantly in community settings with strong transport links - town and city centres, public parks, enabling local communities, families and older people to reach them easily and conveniently. Target audiences are usually set by our commissioners and respond to local and community needs on that basis, although the nature of our work and expertise gives us a strong basis for the commissions and contracts that we deliver.

Main activities

Charitable aims

Charitable nature

Promote and assist other
charitable organisations

Town Centre Animations

Promoting education and
by encouragement of the
arts though outdoor
performance

Free to public, prioritising
families and community
cohesion

Regular partnering,
collaboration, signposting,
practice sharing, and
financial engagement

Sculpture trials including
Fire Trail and BODY

Promoting education
including science and by
encouragement of the arts
though outdoor
performance

Free to public, prioritising
families

Partnering, signposting

Spectacle and celebration
events

Promoting education and
by encouragement of the
arts though outdoor
performance

Free to public, prioritising
families and community
cohesion

Regular partnering,
signposting, practice
sharing, and financial
engagement

Local Festivals

Promoting education and
by encouragement of the
arts though outdoor
performance

Free to the public where
possible and it
commissioner's discretion,
promoting community
cohesion

Regular partnering,
collaboration, signposting,
practice sharing, and
financial engagement,
fundraising support

Parade and Performances

Promoting education and
by encouragement of the
arts though outdoor
performance

Free to public, prioritising
families and community
cohesion

Regular partnering,
collaboration, signposting,
practice sharing, and
financial engagement

STRATEGIC REPORT

Achievements and performance

Progress against objectives set in the year

In the Trustee Report for 2024 we set out a number of objectives for 2025. Here is how we have performed:

Programme Growth

We have been successful in growing our programme, with turnover increasing from £1,696,044 in 2024 to £2,283,539 in 2025. This growth has come from our strategic actions around marketing, producer capacity and income development. The number of shows has remained the same as 2024, but with an additional 50,000 audiences reached, there were a number of larger commissions and events making the difference in turnover.

Team Growth

We have replenished a depleted production team which operated on reduced capacity for much of 2025, and has now grown from 5 to 6 permanent employees. We have also added Project Management and marketing personnel to support our delivery of Salford 100. In 2025 our average (monthly) team size increased by three from 18 to 21.

Reputation development, UK and international

Through our Chair Dr Garcia and her position at the forefront of international placemaking strategy and consultancy, through other key consultants, and our position on international boards we have continued to build our reputation and develop our international work pipeline. Nationally we have been active in consultation and advocacy activities, from trade shows and communications campaigns to partaking in the roundtables as part of the Dame Margaret Hodge review of ACE.

Business planning and new priorites framework

we carried out over a series of visioning and development sessions, we produced a priorities framework to underpin our current strategic work:

One stop shop

offering more to clients and looking to propose other areas of our expertise for hire, such as
Event Management or Events Sustainability.

Being at the table

strategic targets around advocacy and presence in influential settings and consultation
roundtables, boards, panels and decision making groups.

Art and money

balancing financial strategy with our organisational desire to make exciting, relevant art and
creative output that sets us apart

Stability to take risks

Stability through financial foundation and management, a secure and happy team, good risk
management, good policy and process, excellent and functioning resources and tools, in
order to step into creative risk with confidence.

New talent development

We successfully delivered another cohort of Emerging Creatives - our bespoke paid 6-month scheme, with 2 excellent candidates, with a further two MA students hosted at Cobden works. We also delivered 109 project placements across the year, often local to our events and in collaboration with local organisations and colleges.

Leadership in DEIB

Our dedicated DEIB working group continued to develop and assess good practice in the organisation. We published a number of pieces on the subject through blogs, although having been unable to secure a speaking opportunity on the subject, we will roll this into future targets for 2026.

Updated sustainability Action Plan

We have developed a new sustainability strategy which provides more detail and deeper targets. This underpinned our dedicated Sustainability working group meetings and has led to a number of new actions.

Major projects

We delivered a number of major projects throughout 2025. Please see below for examples.

This strong progress sees us moving in line with forecasts and seeing success from our strategic actions. Going into 2026 the team carries a lot of talent and cohesion, and is working well through good support and clear systems of management and process.

We are showing a small deficit of £9,563 for the year. This defecit includes a stock provision of £6,592. Our work pipeline remains healthy and we remain confident as an organisation, having completed a year with both creative excellence and excitement, and a strong financial and operational foundation.

Across the year we have delivered 185 shows across 56 projects taking place in 76 locations. This is in line with the 191 shows delivered in 2024 which saw a significant increase in our output for the first time since Covid.

5 projects were ticketed, meaning free events constituted 91% of our output for a second year.

Our average commission was just over £40,000 keeping the same level as 2024.

We reached total audiences of 551,505, a 50,000 increase on the previous year.

The primary beneficiary groups reached in 2025 events was:

Audience/ Purpose

% by events

% By audience numbers

Families

64%

93%

Older people

12%

Community

12%

Adults / Festival Crowd

10%

Health and Wellbeing

<1%

64% of our shows were aimed at families, however family shows constituted 93% of audience numbers, pointing to the fact that these shows tend to be larger, higher capacity events. This is an increase from 74% (audience numbers) from 2024.

Events for Older People, Community, Health and Wellbeing and Adults / Festival Crowd made of 36% of commissions but only 7% of audiences, as these were more focussed and smaller activities and events with more targeted audience and participant groups.

Across our shows, 17 were able to accommodate volunteers. 137 volunteers were recruited across our 2025 programme, with roles ranging from production support to wayfinding and audience support.

Here are some examples of our projects and our work:

Ghost Train (S&DR200)

A major commission by Darlington Borough Council, and Stockton-on-Tees Borough Council, to commemorate the first railway passenger journey 200 years ago on the Stockton Darlington Railway.

Delivered in partnership with Artistic Directors Avanti Display, delivered over 2 weekends with a parade through Darlington accompanying static pieces, followed by a major spectacle show of high ambition and impact in Stockton.

Aimed at families and free to attend, the estimated audiences were 14,500 based on council figures. The project featured in total 123 workshops and 54 participants ranging from lantern carriers to support actors.

The shows contained live theatre, special effects, pyrotechnics, parade and major installations.

It contained strong educational elements in relation to the history of the railways, particularly the local story of the Stockton Darlington Railway, as well as science and scientific history.

It delivered on town centre animation in Darlington, taking place throughout the day of the first weekend in the town centre before processing through streets, attracting large crowds.

Animating Ashington

The majority of this major placemaking programme took place in '25, with a launch event happening just prior to Christmas 24. Leaving all remaining events and targets of 12,000 audiences across the programme.

The focus of the commission was placemaking and local pride in an area that has been in long term industrial decline and faced significant lack of investment. Over half of Ashington households experience at least one form of deprivation (e.g. low pay, long-term illness, overcrowding).

It was part of a £39m regeneration programme for the area which saw capital investment in the town centre.

This was a major success story of the year - over the event strands we delivered to 30,125 attendances from audiences through 10 headline events and a further 19 community engagement events.

We engaged over 100 local community groups and stakeholders, with 75 of them becoming directly involved in the programme.

We employed two local young people who were classed as economically inactive, and provided paid work, training and shadowing across the year.

We engaged school groups from as young as 8 through to college age, with SEN and ESOL young learners engaged.

"This is the best thing that has ever happened in Ashington, in my entire life", said one retired resident.

Activities included parade, fire installation, a festival, fireworks, land art, local art making projects, music and a wide range of engagement activities with locals and schools.

Blyth Celebrates - Fire Garden

Also in the Northumbria we delivered as part of Blyth Celebrates - a yearlong programme to celebrate, aminate and showcase the town. This activity was a precursor to a larger commission in 2026 (Blyth Festival of Energy).

Blyth Fire Garden reached live audiences of 11,500, free to attend and aimed at families from the town.

110 local children participated in a lantern procession through the town, with 2 adult volunteers working with our team through the event.

ENO - Pitch Perfect

In partnership with English National Opera and part of their relocation of some operations and output to Greater Manchester, we devised and delivered parts 1 and 2 of a project that used opera to engage with communities.

Pitch Perfect worked over 2 strands in the year - an R&D project in which we worked with Bury FC to explore the relationship between singing and community, engaging 3,890 in live audiences and 300 local and community choir members as participants, and then a strand which brough choir and football club participants to the main stage at Manchester Day parade (Cathedral Gardens) with live family audiences of over 5,000.

The project was free to participate in, and the Manchester Day performances were free to attend. Some R&D activity took part on match day at Bury FC and was therefore part of their ticketed activity.

Halloween

Halloween celebrations have been a growth area in 2025 and we have developed additional offers to cater for the rise in demand. We reached 72,200 live family audiences across 4 locations in 2025 with free to attend shows that included Strolling Bones (our parade of body worn choreographed skeletons), Monster Parade (parade of body worn monsters) and the Leech, a commissioned Chinese dragon style giant leech.

These engaging and accessible parade elements were brought to town and city centres including Manchester, Lincoln and Nottingham to engage with families and activate town centres.

Halloween is becoming an increasingly popular attraction, and we are excited to be adding further elements to our Halloween offer. This is a free to access element that is popular with local authorities keen to reach and engage young children and families as part of this occasion. 2026 will see more new commissions and elements as this area continues to grow.

Wagon Train R&D

As one of two producers co-commissioned by Salford City Council to lead its 100th year celebrations in 2026, we undertook extensive R&D activity in Autumn 2025 to engage and consult with Salford's communities and inform plans for the centenary year.

We delivered 9 community engagement events in each of the wards of Salford borough, endeavouring to reach people through community groups and gatekeepers (over 100 reached), schools and within their communities. We engaged 1330 people through the consultations which were centred around a newly commissioned wild west style wagon, convertible as a multi-use space - stage, mini cinema, meeting space, workshop, sound recording booth.

In insight gained from these community consultations will feed the content of the main programme in 2026. Everything was free to attend, open to all and aimed at communities, families, older people and schools.

You can visit www.walktheplank.co.uk for more information about our work.

Environmental sustainability

Environmental sustainability is a central pillar to our work. We are committed and active in operating in ways which reduce our Carbon Footprint, and working as advocates for our good practice amongst colleagues and clients. We operate to a Sustainability Action Plan which is managed by an internal Sustainability Action Group, which meets every 6 weeks to assess and review our progress and goals.

We report to Arts Council England through Julie's Bicycle and work to these metrics.

We are transparent internally and externally about our sustainability targets and progress, with a dedicated web page and published sustainability strategy here:

https://www.walktheplank.co.uk/sustainability/

All of our shows and our building usage are monitored based on shared and recognised metrics around fuel / travel, accommodation, food, waste, power and other specific elements such as show propane.

Our strategy involves maximising the potential for reuse and internal recycling of materials for fabrication, and minimising disposal of items, with investment in the monitoring of disposal and waste as part of our Carbon Footprint.

Our site at Cobden Works is powered by three arrays of Solar Panelling, which at points in 2025 were providing over 90% of our electricity demands.

We offer training in Carbon Literacy to all of our staff as part of their induction and onboarding, extending this training free of charge to new regular freelancers.

We are members of GMS (Greater Manchester Arts Sustainability Team) and of Fit for Future.

Headlines on 2025's sustainability outcomes are:

- CO2 tonnes dropped 34% from 2024 to 2025 - from 137 to 90.

- Steadily improving data collection and increasing ability to review and respond - through improved collection techniques, collated data storage and presentation, clean up of measurement techniques and metrics in collaboration with Julie's Bicycle.

- Carbon Neutral Ambition - we are progressing an offsetting deal currently although this is not finalised. However we are on track to readies this goal for 2025, which is a major achievement.

- 3 areas contributed 72% of our carbon footprint for the year:

- Bottled gas / propane, for fire isntallations

- Short haul flights

- Workshop Skip disposal

Targeted improvements for 2026

- We are experimenting with ways of reducing propane use amongst our fire installations, with our team testing innovations and markets.

- Short Haul flights were the result of a contract in Scandinavia. Going forward we will be exploring initiatives such as building offsetting costs into projects that require supernormal travel and higher CO2 emissions.

- The workshop skip was provided previously and in 2025 through a supplier that recycled its contents where possible, but could not provide any data on this process, and so we were forced to classify this waste tonnage as landfill. We have now switched to a supplier that can provide this data and are expecting a significant drop in this category's CO2 output in 2026.

Environmental Sustainability Plans for 2026

- Investment in an electric vehicle

- Improved data with switch to new waste management supplier

- Carbon offsetting partner in place

- Solar generated power buy back deal in place with energy provider

- Introduction of some advisory provision for clients around Scope 3 emission reductions - through introduction of Green Rider

- Improve our measurement and accountability around the carbon impact of AI use

Social Value

As a charitable organisation focused on broadening engagement in arts and culture with a wide range of communities and artists, Walk the Plank champions ethical practice, social value and sustainable operations.

We are committed to being an organisation that is as diverse as the audiences and cultures who experience our work, and practice an open and accessible recruitment policy that actively seeks to attract diverse applicants to roles ranging from trustees, to staff, to placements.

We operate a Sustainable Procurement policy which champions and supports contracting locally, choosing suppliers based on ethical and environmental factors wherever possible.

We work with local organisations and colleges to support and train local talent, delivering placements, shadowing, or subcontracting to help local talent infrastructure and development to thrive.

We operate a cross organisation DEIB (Diversity, Equity, Inclusion, Belonging) steering group which oversees this work, reports to board and delivers an annual action plan. Our strategies in this area span recruitment, workplace conduct, team wellbeing, supporting special requirements, supportive and protective company policy and procedure, anti-racism, good accessibility practice on projects, and ongoing development and review.

We are a Disability Confident Employer, a member of the Real Living Wage Foundation and a supporter of the Salford Mayor's Employment Charter. We publish an antiracism statement on our website.

Eradicating modern slavery remains a continuing concern and we operate to an Anti-Modern Slavery Policy which extends to how we query and check our supply chain.

Governance

The Board of Trustees receive a quarterly written report from the staff Chairs of our Sustainability Action Group and our DEIB Action Group (which covers social value and sustainability), providing updates on data and strategic plans.

An annual in-person and in-depth update is provided by the Chairs of both groups at Board Meetings.

Both groups are open for board members to attend, and Trustee Liz Dees is the nominated Trustee for DEIB. At the time of writing we processing the assignment of a new Sustainability Lead from the Board of Trustees.

Marketing and communication overview

Marketing and communications in 2025 focused on three priorities: strengthening the team's capacity to deliver across a growing programme, raising Walk the Plank's profile with new and existing clients, and ensuring that the organisation's work reached and resonated with communities across the UK.

Across the year, Walk the Plank engaged 551,505 people across 56 projects in 76 locations, with communications activity playing a central role in building the audiences, community participation, and stakeholder relationships that made that reach possible.

The team led end-to-end communications for the Animating Ashington cultural regeneration series, completing the final events in the programme this year. Across the wider programme, the team worked in a supporting role alongside client communications teams on a range of major events including Manchester Day, Ghost Train at S&DR200, and Fire Garden events across the UK and internationally.

A deliberate strategy of increased documentation and video content production supported this activity, ensuring that every major project generated assets for ongoing marketing use. A particular highlight was the production of a 12-minute documentary capturing the making of Ghost Train, now in active use for stakeholder engagement and business development. The team also led the briefing and procurement process for the Salford 100 cultural campaign, a significant milestone ahead of Salford's centenary, appointing both a PR agency and a media buying partner by year end.

Across 2025, the team handled 113 enquiries, submitted 22 proposals and tenders, and secured 13 contracts. We attended the Showman's Show which generated approximately 20 new business leads.

Digital and social media performance remained strong throughout the year, reflecting the investment in richer content. LinkedIn continued to be a particularly effective channel for reaching professional and sector audiences, maintaining an engagement rate of around 10%, while e-newsletters sustained an open rate of 42-45%, well above the industry average. Facebook reached an average quarterly audience of over 40,000 people.

Looking ahead, a freelance marketing role focused on the Salford 100 has been recruited to support delivery in 2026.

Risk Management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

The board operates to a detailed Corporate Risk Analysis outlining our risks and the mitigation we take against them, including scoring and actions.

Our corporate risk register is shared with the trustees each quarter with new or changing risks highlighted for comment and discussion.

A full review is carried out annually.

For example, each risk identified includes the following, plus scoring based on likelihood and impact pre and post mitigation.

Examples are as follows:

Risk:

The financial support from external funders.

Identified Causes:

Inability to secure or unsuccessful applications for funding such as ACE NPO resulting in loss of core revenue funding.

Poor reporting for external funders and non-compliance with their reporting requirements.

Owner / Lead:

Executive Director

Mitigation:

All funding bids driven by BMT and/or BPM with Marcomms Director.

External Funders returns and statutory reporting requirements monitored by ED and BMT

Reporting and Review:

Report to BMT/F-BMT and Board.

Report to ACE c/o prompts from Grantium and ACE Relationship Manager.

Principal Risks

Our current principle risks are set out here. Please note our full risk register contains more detail and pre and post mitigation scoring of likelihood, impact and overall effect.

Risk:

Creative Producer Succession

Identified Causes:

Identity intrinsically connected to co-founders characters, interests, contacts, networks and outlook on the work.

Owner / Lead:

BMT / Board

Mitigation:

Succession planning and the process of handing over the artistic baton, involves JW & LP and the core artistic values of WtP are instilled in practice, and through process and guidance. Nurturing new producers as part of a long term strategy. Creating a framework for creative producer and or creative director development.

Reporting and Review:

Regular check ins as part of succession process. Feedback to board and BMT, actioning of plans to enable passing of baton.

Risk:

Team dissatisfaction - Team is overstretched leading to poor wellbeing, burnout, unplanned leave, performance issues, turnover.

Identified Causes:

Insufficient Capacity in team for workload.

Inadequate systems of workflow and delegation.

Poor time planning / support for time planning.

Line management cannot solve issues.

Mental unwellness - stress, anxiety - go unmanaged

Owner / Lead:

Executive Director

Mitigation:

Regular Line Management, which includes focus on wellbeing.

Clear and effective capacity planning and resourcing strategy.

Mental Health First Aid Training maintained and clearly communicated.

Open dialogue at BMT and with staff around work pressures across organisation.

Workforce dedicated contingency fund.

Checks at Board level.

Reporting and Review:

BMT reporting and Board reporting

Risk:

IT / Data security breach - information security incident in terms of financial losses, reputational damage, compliance issues and loss of IP.

Identified Causes:

Poor financial systems.

Poor management of systems.

Poor understanding on information security.

Unsecure systems of data management.

Poor knowledge across the organisation.

Lack of compliance with GDPR 2018.

Malicious removal of data from Finale Software and impact on year end stock calculations.

Owner / Lead:

Executive Director

Mitigation:

Clear financial systems outlining personnel responsibilities and levels of access and clearance.

Continued working relationship with Greenlight Computers - IT Support company.

Mandatory Data Agreement to be read and signed by all users of WtP email addresses and/or server access.

Training for Managers of systems in new General Data Protection Regulation (April 18) and compliance.

management of Finale account by Production HoD.

Reporting and Review:

New group to oversee Information Security Systems (ISSG).

Generating reports to BMT and standing agenda Board.

Feedback at Fireworks team meetings.

Risk:

Poor adoption of technology - Our output - creative or operational - is negatively impacted by our use or adoption of technology, or lack of.

Identified Causes:

Technology is used by our competitors to make more effective show content - drones, lasers, projection, other.

Technology is used by our competitors to outperform us in terms of efficiencies and cost saving - AI, fabrication, show equipment, digital tech, 3D print.

Technology is used by our competitors to outperform our prospecting - AI in bid writing, tender writing, data analysis, image creation.

Owner / Lead:

Executive Director / BMT

Mitigation:

Review of creative tools and investment in technical advancements.

Active partnering with tech partners to ensure our offer remains current and tech aware.

Training in AI to ensure the company is active in use of tech to support its work

Adoption of AI policy to set guardrails and guidance for AI and tech use, to meet and protect values of org.

Reporting and Review:

Ongoing action - BMT lead, report to board when necessary.

Risk:

Product, services or project failure leading to legal liability issues

Identified Causes:

Projects not properly monitored.

Fundamental changes to delivery and management.

No risk assessment and poor project management.

Poor planning and implementation of safety matters relating to new products or services.

Inadequate insurance.

Poor analysis and investigation of incidents/near misses.

Owner / Lead:

Executive Director / Creative Producer

Mitigation:

Project risk and budget reporting on all projects over X value. (SMT OPS).

Fundamental changes to be reported and change decisions vocalized.

Project risk schedules updated and reported.

Undergone review of insurance requirements. Insurer specialist for sector.

Reporting and Review:

Reports from individual Production Managers to SMT OPS.

Bigger problems reported on in Board Meeting Executive Director Reports.

Part of standing BMT Agenda.

Risk:

Financial under-performance

Identified Causes:

The financial health of the organisation - cashflow, management accounts, capacity, etc are poor.

Owner / Lead:

Executive Director / Board

Mitigation:

Detailed financial model produced by BMT & FSC.

Considerable analysis of sales forecasts for current year and ongoing monitoring and reporting.

Good financial procedures outlined in clear Financial Policy document.

Good Management Accounting Model.

Monthly reporting in a specific meeting (Financial Steering Group FSC Meeting).

Staff Capacity assessed frequently and reported.

Excellent high-level experience at Board level.

Annual Audit of Financial procedures through audit company

Reporting and Review:

Regular report to BMT/F-BMT and Board.

Constant review and detailed assessment by Executive director.

Financial Review

Closure of the Trading Subsidiary in 2024

Our Trading Subsidiary - Walk the Plank Fireworks Ltd - was closed in 2024 as it was no longer serving a useful purpose to allow trading activity that was separate to the objects of the charity. The strands of work that fulfilled this criteria had ceased as a number of commercial fireworks contracts had come to an end in earlier years. Efforts to pivot the trading subsidiary to open up new commercial opportunities had not done so sufficiently to rationalise retaining the entity. All assets / liabilities including stock and equipment were transferred to the Charity which continues to offer a fireworks function under it's Charitable work. Cessation of the requirement to file accounts has produced a saving of approximately £4,000 per year. No legal or tax costs were incurred in processing the closure which was carried out by the executive.

Overview of the 2025 Financial Information.

2025 has moved in line with forecasts set out to Arts Council England in 2022, since when we've improved our closing position year on year. 2023 saw a deficit of -£135,852, 2024 a deficit of -£75,477, with 2025 achieving a deficit of -£9,563.. This has been achieved against a backdrop of high inflation and rising staff costs which has seen overheads increase by over £80,000 in that period.

Turnover has increased year on year during this period, from, £1,622,609 in 23 £1,696,044 in '24, to £2,283,539 in 2025.

This continued upward trend is positive and leading us towards our longer term goal of turnover growth of circa £3m and surplus year end positions to allow the replenishing of our reserves.

Over the course of 2025:

Our income from our main Charitable Activity "Events and Shows" has increased by £557,258 since 2024 to £1,970,606, an excellent outcome following an increase of £400,000 in 2024 - a good indication of the improvements we've made in our work pipeline and the increased demand for our work.

Total expenditure by comparison is up to £2,293,102, compared to £1,771,521 in 2024.

Staff costs increased by £51,415 with 3 additional positions (equivalent) added to the team and inflationary salary increases.

Again, closer budget management has helped us to deliver better contribution levels and reduce project overspend, with an average of 7.5% added to our initial conservative contribution forecasts.

In 2026 we will be aiming for further increases in turnover - we are currently forecasting £2.6m, with 61% of that confirmed.

The company remains financially stable thanks to good cash reserves. Even with the small deficit at hand, we will go into 2026 with £408,124 in free cash reserves.

Investment policy and objectives

Under the memorandum and articles of association the charity has the power to make any investment which the trustees see fit in accordance with our aims and objects.

Charity's financial Position

The Trustees believe the current and future sources of funds and support available will be more than adequate to support the Charity's needs and as such are operating on a going concern basis.

Reserves Policy

The trustees have considered how best to calculate target free reserves in accordance with the latest SORP guidance, as well as considering advice from our Auditors, The Business Management Team and general good business practice.

The target level of free reserves is based on the funds required to cover around four to six months of resources expended, and specifically considering the following three scenarios:

1. To provide an adequate level of Working capital for the general continuation of the business at its current operating level.

2. To provide a buffer of funds in the case of a sudden unexpected loss of Charity funds such as ACE funding.

3. To provide funds to cover expenses that would still be incurred in the event of a partial or complete shutdown of the Charity's operations

Trustees have agreed a target of free reserves of around £500,000, or whatever constitutes 6 months running costs of core overheads, plus a fund for emergency investment in assets or R&D of £50,000 to £80,000

Free reserves held at 30th December 2025 are £408,124

Designated funds

We hold a number of Designated Funds.

Asset based designations are:

- Property - which includes the land and buildings at Cobden Works

- Equipment - which is tools, machinery, office equipment and plant

- Vehicles - which is our fleet of five vans.

Additionally, we hold two cash designations:

- The Essential Property Works Fund is to replenish and replace infrastructure, equipment and other assets lost in a fire in 2018. This process is ongoing.

- The Designated Development Fund is cash held at the Trustees' discretion from which Walk the Plank can make strategic investment decisions each year. These will range from commissioning artists and collaborators to make specific pieces of work - which should generate long term client bookings - to an R&D fund for technical and creative experimentation. The fund should not be used to shore up our on-going business overhead budgets. Release of the funds will be through agreement of the Board of Trustees.

Our designated development fund now holds £53,000

Our Designated Essential Property works fund now sits at £137,240

Reserves at 30 Dec 2025

The company currently holds total funds of £2,050,725 Restricted funds are zero and unrestricted funds £2.050.725

Unrestricted funds consist of:

Asset / Fund

Balance

Total funds:

£2,050,725

Less Designated Property

£1,358,172

£692,553

Less Designated Equipment

£85,299

£607,254

Less Designated Motor Vehicle Fund

£8,890

£598,364

Less Essential Property Works Fund

£137,240

£461,124

Less Designated Development Fund

£53,000

£408,124

Less Designated Website

£Nil

£408,124

Equals Free Reserves

£408,124

Charity Reserves are represented by the following balance sheet totals:

Fixed Asset

£1,452,361

Investment

£Nil

Current Assets

£1,099,212

Current Liabilities

(£341,311)

Long Term Liabilities

(£159,537)

Total Charity Funds

£2,050,725

Made up of:

Total Restricted Funds

£Nil

Total Unrestricted Funds

£2,050,725

Future plans

Future plans for 2026 and beyond are centred around maintaining the stability we have built towards over the past two years and achieved this year - through financial management, team management and prospect management. This will underpin our ability to be flexible and ambitious in the face of new work, in particular artistic commissions. Our scenario planning suggests that aiming for turnover of around £3m will enable us to maintain our size and balance, and we will aim for this over the coming 3 year period, whilst reviewing under the context of team capacity and the scope of our desired and targeted artistic output in order to achieve our charitable objectives.

Headlines around our ambitions for 2026:

Strategic

One Stop Shop - grow our offer of additional and auxiliary services around outdoor arts and events work, helping clients to achieve more and use us to support their ambitions.

Being at the table - develop our advocacy and ambassadorial presence in decision making settings nationally and internationally.

Art and Money - pursue artistic output that satisfies our artistic ambition as a company, whilst sustaining operational stability.

Stability to take risks - build reserves, maintain team stability, continue to develop clear strategies to support our work and our operational capabilities

Operational

Sustainability - purchase an EV to replace one of our diesel fleet, engage a new waste provider in order to achieve lower carbon impact and better data.

New technology - engage with AI to support our capability and efficiency, but do so under a policy that supports the ethical use of the technology, and helps us to monitor and manage the environmental impact. Invest in a new more functional CRM to help with pipeline and stakeholder management.

Team growth and development - add to the Production and Marketing teams in 2026 to support increases in work, and to alleviate some of the capacity pressures from previous years. Continue to support team wellbeing through our DEIB work around inclusion and belonging, and support training and development by reviewing our training strategy.

ACE NPO application - prepare for the process and create an application for future funding based on the new ACE framework. Seek uplift based on our increased work around workforce nurture and development, and our role in embedding this in projects nationally.

Major projects - Deliver Blyth Festival of Energy, Rotherham Children's Capital of Culture and Salford 100 in Qs 1 and 2 and aim for another major project to be secured for Q 3 or 4.

Succession Planning

The Charity is led at an Executive level by its co-founders, Creative Producers Liz Pugh and John Wassell who founded the company in 1992. They are supported by the Executive Director and the other members of the BMT in decision making, business strategy and organisational management.

Their succession as leaders of the Charity forms part of ongoing strategy and dialogue with the trustees, Chair and BMT, and planning for what will happen, strategically and structurally when they leave the organisation is ongoing. Our main funder, Arts Council England are aware and involved in discussions relating to succession planning.

The following steps and key decisions have been taken to support a smooth succession and create a solid foundation for the charity to operate and thrive post succession:

- We have established a timeline which extends to 2030, giving us sufficient time to plan, recruit, transition, restructure, or conduct any other major organisational shift with enough time and capacity to do so.

- The Creative Producers are gradually reducing their working days, delegating to others in the team and reducing their key tasks, particularly in day-to-day operational activity. They retain a strong presence in leadership and decision making.

- Additional producer capacity has been recruited, including a senior producer who is part of BMT, with significant experience in outdoor arts and events. This is stabilising our work pipeline and ensuring additional expertise in decision making.

- We have engaged a consultant specialising in succession, and with whom we will work to create a review of the organisation with recommendations for succession itself, and business strategy through and beyond the transition period.

- The Executive Director, together with the Chair are leading on responsibility for the succession process, including business strategy and management.

- We are ensuring that succession is on relevant agendas, including Board meeting agendas, Company Conference agendas, and other key opportunities for discussion, scrutiny and input, maintaining transparency about the process and plans across the organisation.

The Trustees are satisfied that the process of succession is being clearly communicated, explored and managed, and that any risks associated with it are identified on the Corporate Risk Register, and are manageable.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Walk the Plank is a registered Charity and a Company Limited by guarantee. It is governed by its Memorandum and Articles of association dated 2nd March 1995 and amended to allow for trustee's indemnity insurance on 21st August 2003.

Recruitment and appointment of new trustees

As set out in the Articles of Association the trustees are appointed at the Annual General Meeting. The Board of trustees may also appoint a new trustee at a General Meeting to fill a casual vacancy. In these circumstances, the trustee so appointed, holds office until the next Annual General Meeting. The trustees have no beneficial interest in the Charity and are not remunerated for any of the voluntary services they provide as trustees of the Charity.

Organisational structure

The Board of Trustees administers the Charity. The Board meets quarterly, and sub-committees may be convened on a needs basis to assist with specific operational areas for example finance (Finance Sub Committee - FSC - which also meets quarterly before the Board meeting). A Business Management Team (BMT) is led by the Executive Director C Morrison and the two Creative Producers and Co-Founders J Wassell and L Pugh who are appointed by the Trustees to manage the day-to-day operations of the Charity. The wider BMT also includes Head of Production, Head of Marcomms and a third Senior Producer who are not board appointed, and who are managed by the board appointed executives.

To facilitate effective operations the BMT has delegated authority, within the terms of delegation approved by the trustees, for operational matters including finance, marketing, sales, employment and the artistic programme of the Charity.

Induction and training of new trustees

New trustees are briefed on their legal obligations under charity and Company law, the contents of the Memorandum and Articles of Association, the operation and decision-making process of the Board, the business plan and recent financial performance of the Charity. Trustees are encouraged to experience at first hand the work of the charity and attend external training events to help them fulfil their role.

Key management remuneration

Levels of pay and remuneration for key management personnel are agreed by Trustees through a Remuneration Committee (RemCom). The Rem Com consists of three trustees and three members of the BMT, including the Executive Director. Reviews to pay for the executive team and in cases of whole staff increases are proposed through the RemCom taking into consideration competitive rates in the sector at comparable organisations, affordability, impact of government induced pay level increases (living wage), retention, and with the aim to attract the right level of staff for the roles in question. The Trustee members of the RemCom take recommendations to the board for sign off annually. No employment benefits are currently received by key management personnel beyond statutory pension contributions.

Related parties

The charity has been one of Arts Council England's regularly funded organisations for 18 years and continues to receive funding under a 3-4 yearly agreement from Arts Council England under the National Portfolio Organisation (NPO) scheme which began on 1st April 2012.

Trading subsidiary, Walk the Plank Fireworks Limited was wound up to cease trading on 31st December 2024, as the original intent of its foundation was no longer met or necessary for the Charity. Any outstanding assets or liabilities were rolled into the Charity on this date.

Conflicts of Interest

The trustees recognise that conflicts of interest - whether actual or potential - can arise in the course of the charity's business, and that managing them properly is central to good governance and the maintenance of public trust.

Walk the Plank operates a formal Conflicts of Interest Policy, which applies to all trustees and key management personnel. The policy sets out how conflicts are identified, declared and managed, and reflects the Charity Commission's guidance on this area.

In practice, the charity's approach operates at two levels:

Annual declaration: All trustees and key management personnel are required to complete a conflicts of interest survey each year. This captures any personal, professional or financial interests that could conflict - or be perceived to conflict - with their duties to the charity. Responses are reviewed by the Board and retained on file.

Meeting-level scrutiny: At the start of every Board meeting, the Chair asks trustees to declare any conflicts of interest relevant to the agenda items under discussion. Any declarations made are recorded in the minutes of the meeting. Where a conflict is identified, the trustee or member of staff concerned is required to withdraw from the relevant discussion and any associated decision-making.

The trustees are satisfied that these arrangements provide a robust and proportionate framework for identifying and managing conflicts of interest, and that no undisclosed conflicts have influenced the decisions of the Board during the year.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

03028442 (England and Wales)

Registered Charity number

1046077

Registered office

Cobden Works

37-41 Cobden Street

Salford

Greater Manchester

M6 6WF

Trustees

N J Byrne Director

L A Dees Director

B Garcia Director

G W Higgins Director

B F Klinger Director (appointed 30.4.25)

L J Naughton Director

C Page Director

C J Paul Director

Company Secretary

C A Morrison

Senior Statutory Auditor

Darren Walley FCCA

Auditors

Banks Sheridan (Statutory Auditor)

Datum House

Electra Way

Crewe

Cheshire

CW1 6ZF

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The trustees (who are also the directors of Walk The Plank for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).

Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to

-	select suitable accounting policies and then apply them consistently;

-	observe the methods and principles in the Charities SORP;

-	make judgements and estimates that are reasonable and prudent;

-	state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

-	there is no relevant audit information of which the charitable company's auditors are unaware; and

-	the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

AUDITORS

The auditors, Banks Sheridan (Statutory Auditor), will be proposed for re-appointment at the forthcoming Annual General Meeting.

Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 24 June 2026 and signed on the board's behalf by:

B Garcia - Trustee

Opinion

We have audited the financial statements of Walk The Plank (the 'charitable company') for the period ended 30 December 2025 which comprise the Statement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

-	give a true and fair view of the state of the charitable company's affairs as at 30 December 2025 and of its incoming resources and application of resources, including its income and expenditure, for the period then ended;

-	have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

-	have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

-	the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Report of the Trustees has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

-	adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

-	the financial statements are not in agreement with the accounting records and returns; or

-	certain disclosures of trustees' remuneration specified by law are not made; or

-	we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Non-compliance with laws and regulations (irregularities) and fraud that are material to the financial statements. Our audit procedures included but were not limited to:

Discussing with the trustees and management their policies and procedures regarding compliance with laws and

regulations;

Communicating identified laws and regulations throughout our engagement team and remaining alert to any

indications of non-compliance throughout our audit; and

Considering the risk of acts by the company which were contrary to applicable laws and regulations, including fraud.

Our audit procedures in relation to fraud included but were not limited to:

Making enquiries of the trustees and management on whether they had knowledge of any actual, suspected or alleged

fraud;

Gaining an understanding of the internal controls established to mitigate risks related to fraud;

Discussing amongst the engagement team the risks of fraud; and

Addressing the risks of fraud through management override of controls by performing journal entry testing.

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Darren Walley FCCA (Senior Statutory Auditor)

for and on behalf of Banks Sheridan (Statutory Auditor)

Datum House

Electra Way

Crewe

Cheshire

CW1 6ZF

24 June 2026

Period

1.1.25

Year Ended

30.12.25

31.12.24

Unrestricted

Restricted

Total

funds

Notes

INCOME AND ENDOWMENTS FROM

Donations and legacies

158,725

44,000

202,725

206,212

Charitable activities

Events and Shows

1,970,606

1,413,348

Space Hire

21,976

31,965

Fireworks events and shows

45,860

Other trading activities

29,199

36,821

Investment income

13,173

7,698

Total

2,239,539

44,000

2,283,539

1,696,044

EXPENDITURE ON

Raising funds

77,327

42,995

Charitable activities

Charitable Activities

2,171,773

44,000

2,215,773

1,707,512

Other

21,014

Total

2,249,102

44,000

2,293,102

1,771,521

NET INCOME/(EXPENDITURE)

(9,563

)

(9,563

)

(75,477

)

RECONCILIATION OF FUNDS

Total funds brought forward

2,060,288

2,135,765

TOTAL FUNDS CARRIED FORWARD

2,050,725

2,060,288

2025

2024

Unrestricted

Restricted

Total

funds

Notes

FIXED ASSETS

Tangible assets

1,452,361

1,502,307

Investments

1,452,361

1,502,309

CURRENT ASSETS

Stocks

129,087

136,695

Debtors

469,183

307,958

Cash at bank and in hand

500,942

651,196

1,099,212

1,095,849

CREDITORS

Amounts falling due within one year

(341,311

)

(341,311

)

(365,639

)

NET CURRENT ASSETS

757,901

730,210

TOTAL ASSETS LESS CURRENT

LIABILITIES

2,210,262

2,232,519

CREDITORS

Amounts falling due after more than one year

(159,537

)

(159,537

)

(172,231

)

NET ASSETS

2,050,725

2,060,288

FUNDS

Unrestricted funds

2,050,725

2,060,288

TOTAL FUNDS

2,050,725

2,060,288

The financial statements were approved by the Board of Trustees and authorised for issue on 24 June 2026 and were signed on its behalf by:

B Garcia - Trustee

Cash flows from operating activities

Cash generated from operations

(104,133

)

217,033

Net cash (used in)/provided by operating activities

(104,133

)

217,033

Cash flows from investing activities

Purchase of tangible fixed assets

(27,455

)

(87,543

)

Sale of fixed asset investments

Net cash used in investing activities

(27,453

)

(87,543

)

Cash flows from financing activities

Loan repayments in year

(18,668

)

(16,457

)

Net cash used in financing activities

(18,668

)

(16,457

)

Change in cash and cash equivalents in the

reporting period

(150,254

)

113,033

Cash and cash equivalents at the beginning

of the reporting period

651,196

538,163

Cash and cash equivalents at the end of the

reporting period

500,942

651,196

1.	RECONCILIATION OF NET EXPENDITURE TO NET CASH FLOW FROM OPERATING ACTIVITIES

Period

1.1.25

Year Ended

30.12.25

31.12.24

Net expenditure for the reporting period (as per the Statement of

Financial Activities)

(9,563

)

(75,477

)

Adjustments for:

Depreciation charges

77,399

90,678

Decrease/(increase) in stocks

7,608

(136,695

)

(Increase)/decrease in debtors

(161,225

)

265,493

(Decrease)/increase in creditors

(18,352

)

73,034

Net cash (used in)/provided by operations

(104,133

)

217,033

2.	ANALYSIS OF CHANGES IN NET FUNDS

At 1.1.25

Cash flow

At 30.12.25

Net cash

Cash at bank and in hand

651,196

(150,254

)

500,942

651,196

(150,254

)

500,942

Debt

Debts falling due within 1 year

(27,244

)

5,976

(21,268

)

Debts falling due after 1 year

(172,231

)

12,694

(159,537

)

(199,475

)

18,670

(180,805

)

Total

451,721

(131,584

)

320,137

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements have been prepared on the assumption that the company is able to carry on as a going concern, which the Trustees consider appropriate.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019) - (Charities SORP (FRS102)), the Financial Reporting Standard applicable in the UK and Republic if Ireland (FRS102) and the Companies Act 2006.

Walk the Plank meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in he relevant accounting policy note(s). The principal accounting policies adopted in the preparation of the financial statements are set out below.

The presentational currency of the financial statements is the Pound Sterling (£). Monetary amounts in these financial statements are rounded to the nearest £.

Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern.The Trustees have prepared forecasts of income and expenditure and cash flow for 12 months from authorising these financial statements, which shows that they have sufficient reserves to be able to continue for the foreseeable future. The Trustees therefore continue to adopt the going concern basis of preparation for these financial statements.

Critical accounting judgements and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectation of future events that are believed to be reasonable under the circumstances.

The judgements (apart from those involving estimations) that management has made in the process of applying the entity's accounting policies and that have the most significant effect on the amounts recognised in the financial statements are as follows:

Estimated useful lives and residual values of fixed assets

Depreciation of tangible fixed assets has been based on estimated useful lives and residual values deemed appropriate by the trustees. Estimated useful lives and residual values are reviewed annually and revised as appropriate. Revisions take into account estimated useful lives used by other companies operating in the sector and actual assets lives and residual values, as evidenced by disposals during the current and prior accounting periods.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Income from government and other grants whether 'capital' grants or 'revenue' grants is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Allocation and apportionment of costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities.

Intangible assets

Intangible assets are initially measured at cost. After initial recognition, intangible assets are measured at cost less any accumulated amortisation and any accumulated impairment losses.

An impairment loss is recognised in the Statement of Financial Activities (SoFA), following an assessment at the Statement of Financial Position date indicating the recoverable amount was less than its carrying value.

Computer software was amortised evenly over its estimated life of three years and was fully amortised in 2023.

Tangible fixed assets

Tangible fixed assets are stated at historical cost less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Assets are depreciated over their estimated useful economic lives on a straight line basis as deatiled below so as to write off their cost less residual amounts over their estimated useful economic lives. Assets are also reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the assets carrying amount exceeds its recoverable amount.

Freehold Property

- 100 Years

Property Improvements

- 25 Years

Rainford Improvements

-10 Years

Office fixtures and equipment

-3 to 10 Years

Motor Vehicles

- 5 Years

The residual values and useful lives of assets are reviewed and adjusted if appropriate at each Statement of Financial Position date.

Stocks

Stocks are valued at the lower of cost and net realisable value, after making due allowance for obsolete and slow moving items.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted fund are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity.

Foreign currencies

The financial statements are prepared in pound sterling which is the financial currency of the company.

Foreign currency transactions are initially recorded by applying to the foreign currency amount the spot exchange rate between the functional currency and the foreign currency at the date of the transaction.

Monetary assets and liabilities denominated in foreign currency at the balance sheet are translated using the closing rate. Foreign currency gains and losses resulting from the settlement of transactions and from the translation at period end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in the Income Statement.

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

Creditors and provisions are recognised where the company has a present obligation resulting from a part event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Financial instruments

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basis financial instruments are initially recognised at transactions value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Debtors and creditors

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

2.	DONATIONS AND LEGACIES

Period

1.1.25

Year Ended

30.12.25

31.12.24

Donations

8,000

1,875

Grants

194,725

204,337

202,725

206,212

Grants received, included in the above, are as follows:

Period

1.1.25

Year Ended

30.12.25

31.12.24

Arts Council England - NPO

150,725

148,337

Greater Manchester Combined Authority

44,000

Salford City Centre

12,000

194,725

204,337

3.	OTHER TRADING ACTIVITIES

Period

1.1.25

Year Ended

30.12.25

31.12.24

Space hire

26,689

21,462

Management charge from subsidiary

15,359

Sale of fireworks

491

Fabrication

2,019

29,199

36,821

4.	INVESTMENT INCOME

Period

1.1.25

Year Ended

30.12.25

31.12.24

Bank interest

13,173

7,698

5.	INCOME FROM CHARITABLE ACTIVITIES

Period

1.1.25

Year Ended

30.12.25

31.12.24

Activity

Charitable activities

Events and Shows

1,970,606

1,413,348

Charitable activities

Space Hire

21,976

31,965

Charitable activities

Fireworks events and shows

45,860

2,038,442

1,445,313

6.	RAISING FUNDS

Other trading activities

Period

1.1.25

Year Ended

30.12.25

31.12.24

Staff costs

35,211

13,446

Other project costs

20,622

4,550

Support costs

20,992

24,390

Governance

502

609

77,327

42,995

7.	CHARITABLE ACTIVITIES COSTS

Support

Direct

costs (see

Costs

note 8)

Totals

Charitable Activities

1,625,148

590,625

2,215,773

8.	SUPPORT COSTS

Governance

Management

costs

Totals

Charitable Activities

576,825

13,800

590,625

9.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

Period

1.1.25

Year Ended

30.12.25

31.12.24

Auditors' remuneration

10,250

10,159

Depreciation - owned assets

77,401

90,677

Hire of plant and machinery

335,179

134,607

Other operating leases

685,659

535,659

10.	TRUSTEES' REMUNERATION AND BENEFITS

Two trustees received travel and subsistance expenses during the year of £152 (2024: one received £258).

The following trustees received freelance fees from the charity:

2025

2024

Beatriz Garcia

3,000

1,000

Billie Killinger

5,338

Other than the above, no trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including garantees during the year (2024: £nil)

Trustees' expenses

See note 24 for details of trustees expenses.

11.	STAFF COSTS

Staff costs during the year were as follows:

2025

2024

Wages and salaries

518,511

476,977

Social security costs

50,621

41,433

Pension costs

11,310

10,617

Total employee costs

580,442

529,027

Allocated as follows:

Cost of raising funds

20,150

19,311

Charitable activities

Events and shows

286,982

249,240

Education

12,468

24,343

Space hire

5,587

3,973

Support costs

255,255

232,160

Total employee costs

580,442

529,027

The average monthly number of employees during the period was as follows:

Period

1.1.25

Year Ended

30.12.25

31.12.24

Direct

Administration

Management

None of the trustees were remunerated or received any other benefits during the year.

The key management personnel of the charity comprises the trustees, the business management team and the artistic directors. The total employee benefits of the key management personnel were £140,980 (2024: £141,430). No benefits in kind are received by any members of the management team.

12.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

funds

INCOME AND ENDOWMENTS FROM

Donations and legacies

150,212

56,000

206,212

Charitable activities

Events and Shows

1,413,348

Space Hire

31,965

Other trading activities

36,821

Investment income

7,698

Total

1,640,044

56,000

1,696,044

EXPENDITURE ON

Raising funds

42,995

Charitable activities

Charitable Activities

1,651,512

56,000

1,707,512

Other

21,014

Total

1,715,521

56,000

1,771,521

NET INCOME/(EXPENDITURE)

(75,477

)

(75,477

)

RECONCILIATION OF FUNDS

Total funds brought forward

2,135,765

TOTAL FUNDS CARRIED FORWARD

2,060,288

13.	INTANGIBLE FIXED ASSETS

Computer

software

COST

At 1 January 2025 and 30 December 2025

2,463

AMORTISATION

At 1 January 2025 and 30 December 2025

2,463

NET BOOK VALUE

At 30 December 2025

At 31 December 2024

14.	TANGIBLE FIXED ASSETS

Freehold

Plant and

Motor

property

machinery

vehicles

Totals

COST

At 1 January 2025

1,488,038

487,044

57,925

2,033,007

Additions

4,770

22,685

27,455

At 30 December 2025

1,492,808

509,729

57,925

2,060,462

DEPRECIATION

At 1 January 2025

116,850

373,705

40,145

530,700

Charge for year

17,786

50,725

8,890

77,401

At 30 December 2025

134,636

424,430

49,035

608,101

NET BOOK VALUE

At 30 December 2025

1,358,172

85,299

8,890

1,452,361

At 31 December 2024

1,371,188

113,339

17,780

1,502,307

15.	FIXED ASSET INVESTMENTS

Unlisted

investments

MARKET VALUE

At 1 January 2025

Disposals

)

At 30 December 2025

NET BOOK VALUE

At 30 December 2025

At 31 December 2024

There were no investment assets outside the UK.

16.

STOCKS

2025

2024

Stocks

129,087

136,695

Stocks include an obsolete provision of £6,592

17.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Trade debtors

164,606

34,158

Other debtors

2,318

Prepayments

62,327

34,708

Accrued income

239,932

239,087

469,183

307,958

18.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

Bank loans and overdrafts (see note 20)

21,268

27,244

Trade creditors

78,604

37,121

Social security and other taxes

13,521

11,029

VAT

22,294

67,893

Other creditors

7,187

5,381

Accruals

123,474

129,671

Deferred income

74,963

87,300

341,311

365,639

19.	CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

2025

2024

Bank loans (see note 20)

159,537

172,231

20.

LOANS

An analysis of the maturity of loans is given below:

2025

2024

Amounts falling due within one year on demand:

Bank loans

21,268

27,244

Amounts falling between one and two years:

Bank loans - 1-2 years

22,124

21,268

Amounts falling due between two and five years:

Bank loans - 2-5 years

71,860

69,080

Amounts falling due in more than five years:

Repayable by instalments:

Bank loans more 5 yr by instal

65,553

81,883

21.	LEASING AGREEMENTS

Minimum lease payments under non-cancellable operating leases fall due as follows:

2025

2024

Within one year

18,225

11,189

Between one and five years

60,699

27,918

In more than five years

583,213

589,942

662,137

629,049

22.	MOVEMENT IN FUNDS

Net

Transfers

movement

between

At 1.1.25

in funds

funds

30.12.25

Unrestricted funds

General fund

362,909

(4,732

)

49,947

408,124

Designated Funds - Property

1,371,189

(13,017

)

1,358,172

Designated Funds - Motor

17,780

(8,890

)

8,890

Designated Funds - Equipment

113,339

(28,040

)

85,299

Designated Funds - Essential works

142,071

(4,831

)

137,240

Designated Funds - Development

53,000

2,060,288

(9,563

)

2,050,725

TOTAL FUNDS

2,060,288

(9,563

)

2,050,725

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

2,239,539

(2,244,271

)

(4,732

)

Designated Funds - Essential works

(4,831

)

(4,831

)

2,239,539

(2,249,102

)

(9,563

)

Restricted funds

GMCA Culture Grant

44,000

(44,000

)

TOTAL FUNDS

2,283,539

(2,293,102

)

(9,563

)

Comparatives for movement in funds

Net

Transfers

movement

between

At 1.1.24

in funds

funds

31.12.24

Unrestricted funds

General fund

435,253

(75,477

)

3,134

362,910

Designated Funds - Property

1,333,865

37,323

1,371,188

Designated Funds - Motor

29,365

(11,585

)

17,780

Designated Funds - Equipment

142,211

(28,872

)

113,339

Designated Funds - Essential works

142,071

Designated Funds - Development

53,000

2,135,765

(75,477

)

2,060,288

TOTAL FUNDS

2,135,765

(75,477

)

2,060,288

Comparative net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

Unrestricted funds

General fund

1,640,044

(1,715,521

)

(75,477

)

Restricted funds

GMCA Culture Grant

44,000

(44,000

)

Arts Council England - Creative Explorers

12,000

(12,000

)

56,000

(56,000

)

TOTAL FUNDS

1,696,044

(1,771,521

)

(75,477

)

Name of Unrestricted Fund

Description, nature and purposes of the fund

General Fund

The free reserves after allowing for all fixed assets and designated

funds

Designated Funds

Fixed Assets - Property

The cost less depreciation of the freehold building, which is essential

for the future operation of the charity.

Fixed Assets - Motor Vehicles

The cost less depreciation of the motor vehicle assets, which are

essential for the future operation of the charity.

Fixed Assets - Equipment

The cost less depreciation of the equipment, which is essential for the

future operation of the charity.

Essential Works

The purpose of this fund is to replenish and replace infrastructure,

equipment and other assets lost in a fire in 2018. This process is

ongoing.

Development

The purpose of this fund is to provide an identified investment fund

from which Walk the Plank can make strategic investment decisions

each year. These will range from commissioning artists and

collaborators to make specific pieces of work which should generate

long term client bookings, property repair and investment in premises

which are fit for purpose, to and R&D fund for technical and creative

experimentation. The fund should not be used to shore up our ongoing

business overhead budgets.

23.	EMPLOYEE BENEFIT OBLIGATIONS

The company operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost charge represents contributions payable by the company to the fund and amounted to £11,310 (2024 - £11,617).

24.	RELATED PARTY DISCLOSURES

Transactions with related Parties

During the year the company entered into the following transactions with related parties:

Two trustees received travel and subsistence expenses during the year of £152 (2024: one received £1,973)

One trustee made personal donations totalling £6,000 (2024: £nil) and no restricted donations were made from related parties.

Catrina Page is a trustee of the charity and her husband is a director and shareholder of DBN Audile Limited. Transactions and balances were as follows:

2025

2024

Sales to DBN Audile Limited

840

Purchases from DBN Audile Limited

21,985

7,213

Balance outstanding by DBN Audile Limited

840

Sales to Xtrax

33,819

Purchases from Xtrax

Balance outstanding by Xtrax

120

Charlie Morrison is a trustee of Global Grooves and a member of the senior management team of the charity. During the year, the charity made no purchases from Global Grooves (2024: £26,640). Nothing was outstanding at the year end.

Liz Pugh is a director of Xtrax and a member of the senior team of the charity. During the year, the charity made no purchases from Xtrax (2024: £Nil). £120 was outstanding at the year end.

During the year Billie Killinger (Trustee - appointed April 2025) made donations to the charity during the year of £8,000 (2024; £Nil).