for the Period Ended 31 January 2026
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Community Interest Report |
for the Period Ended
| 2026 | 2025 | |
|---|---|---|
|
|
£ |
£ |
| Turnover: |
|
|
| Cost of sales: |
(
|
(
|
| Gross profit(or loss): |
|
|
| Administrative expenses: |
(
|
|
| Other operating income: |
|
|
| Operating profit(or loss): |
|
|
| Profit(or loss) before tax: |
|
|
| Profit(or loss) for the financial year: |
|
|
As at
| Notes | 2026 | 2025 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Current assets | |||
| Cash at bank and in hand: |
|
|
|
| Total current assets: |
|
|
|
| Net current assets (liabilities): |
|
|
|
| Total assets less current liabilities: |
|
|
|
| Total net assets (liabilities): |
|
|
|
| Members' funds | |||
| Profit and loss account: |
|
|
|
| Total members' funds: |
|
|
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 January 2026
Basis of measurement and preparation
for the Period Ended 31 January 2026
| 2026 | 2025 | |
|---|---|---|
| Average number of employees during the period |
|
|
The year 2025/26 was largely a preparatory year for PurpleDoor in anticipation of a wide-scale rebrand and relaunch at the start of 2026. This focussed period saw us scale down our production activity, instead focussing on convening and facilitating discussions with artists to evaluate our progress to date and to plan our strategic vision for the next year. We worked closely with numerous artists and community groups who have been heavily involved in PurpleDoor's work since our foundation in 2021, ensuring that our planned relaunch supported their needs, aligned with their barriers to engagement, and addressed the wider need within the local ecology. We worked with HOME in Manchester on some dedicated R+D space, bringing together a range of artists to examine our creative voice and plans for the future.
We hosted a range of artist engagement workshops as part of our R+D with HOME Mcr, working closely alongside a range of new and old stakeholders to ensure that PurpleDoor was continuing to align with their needs, and to begin to map out how a renewed vision for the company might build on that strength based approach. We begun to lay out plans - co-developed with our stakeholder groups - for how we might look towards a co-ownership model in the future, how we may broaden our scope geographically, and how we may focus our artistic priorities around classical-theatre as being an area where PurpleDoor is best placed to offer something unique to the wider artistic community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
15 October 2026
And signed on behalf of the board by:
Name: Karl Falconer
Status: Director