2024-03-31-accounts

CLE/,N BRE,IK DIRECTORS REPORT for the year ending 31 March 2024 Clean Break Theatre Company Annual Report and Financial Statements 31 March 2024 2 Patshull Road London NW5 2LB Company Limited by Guarantee Registration number: 2690758 (England and Wales) Charity Registration number: 1017560

DIRECTORS REPORT for the year ending 31 March 2024 The members of the Board present their statutory report together with the consolidated financial statements of Clean Break Theatre Company (the company) and its trading subsidiary. Clean Break Productions Limited, for the year ended 31 March 2024. The report has been prepared in accordance with Part 8 of the Charities Act 2011 and constitutes a directors. report for the purposes of company legislation. The financial statements have been prepared in accordance with the accounting policies set out on pages 3T to 40 of the attached financial statements and comply with the charitable company's memorandum and articles of association. the Charities Act 2011 and 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 United Kingdom and Republic of Ireland (FRS 102), effective f rom accounting periods commencing 1 January 2015 or later. 2of55

CONTENTS KEY REFERENCE AND ADMINISTRATIVE DEfAILS Co-chair introduction Introduction ACTIVITIES AND IMPACT OF THE CHARITY Croato bold, eourageous and outstandlng th•atr• that #park eompassion and action in our audiences nv•st in and nurtur• th• voic•s. ex￿rIenC•s. oxp•rtl$e. and asplratlons of our M•mb•r 13 B• a loadlng fore• in th• 8•ct•r• w• work In and wlth 16 Drlv• forward •qu•lityi div•r41ty •nd Inclu•lon In •nd b•yond our organisation 18 Our workforco Op•ration8 and administration Flnanee and fundlng 23 StOt•ment of th• mombers of th• Board'i r•4ponsibiliti Ind•p•nd•nt fAKlitorfs r•w to momborn of Cloan Break theatre ¢ompany CX)NSOUDATED sfATEMEKf OF FINANCIALACTIVMES 84l•nc• h••t Conlolidatod •tst¢mgrt of c••h fl(¥w• Princip•l •ccounting polieios Not•a to the fJnanci¥l st•tement• 41 Thanks 30155

STRUCTURE, GOVERNANCE, AND KEY REFERENCE AND ADMINISTRATIVE DETAILS The charity is constituted as a company limited by guarantee and is therefore governed by a Memorandum and Articles of Association. The maximum liability of members in the event of a winding up is £1. At 31 March 2024 there were 14 members who are all Directors of the company. The charity has one active, wholly owned trading subsidiary? Clean Break Productions Limited. Any profits go to support the charity. The membars of the Board constitute directors of the charity for the purposes of the Companies Act 2006 and trustees for the purposes of charity legislation. At any one time there must be minimum of six members but never more than 14. New members of the Board are electad by existing members. Members of the Board are required to retiro after four years, service but are eligible for re-election for up to a further four years: and in extraordinary circumstancos can have their term extended by a further year. In May 2024 the trustees passed a special resolution to increase the maximum number of trustees to 16. The Board regularly reviews the diversity of it$ members and proactively plans for succession; creating a Nominations Committee to lead recruitment. In 2024. the trustees18d an open recruitment to find new Co<hairs to lead the Board and will welcome them at the July 2024 AGM. MEMBERS OF THE BOARD Emily Ashton - Chair of the Finance Committee Josette Bushell-mingo - appointed July 2024- Co-chair Sarah Jane D8nt- appointed July 2024; Co-chair Joni Emary- apFX)inted July 2024 Alison Frat8r- Co-chair; retiring July 2024 Lara Grace Ilori - appointed July 2023 Catriona Guthrie- appointed July 2￿23 Alison Jefferis - Chair of Development Committeo Rania Jumaily Rose Mahon Carien Meijer- appointed July 2023 Winsome Pinnock - sabbatical 2023/24 Alexandra Rowse - Interim Co-chair. maternity leave from May 2024 Amanda Richardson - reappointed July 2023 Naima Sakand8- appointed July 2023 Jess Southgate- appointed July 2023 Nola Sterling Tanya Tracay - Co-chair, retired July 2023 COMPANY SECREfARY Erin G3v8ghan 4ofSS

Key management personnel for Clean Break are the Board of trustees (who do not receive remuneration lor their setrvices as trustees), the Executive Team and the Senior Management Team. EXECUTIVE TEAM Anna Herrmann (Artistic Director & Joint CEO) Erin Gava9han (Ex8CUtivo Director & Joint CEO) SENIOR MANAGEMENT Lakesha Arie-Angelo (Associate Artistic Director. from March 2024) Saffi Jones (Head of Finance & Operations) Sally Muckley (Head of Development & Communications) Jacqueline Stewart (Head of Participation & Deputy CEO) AUDITOR Goldwin$. 75 Maygrove Road, London NW6 2EG SOLICITORS Bates Wells Braithwaite, 10 Queen Street Place. London. EC4R 1BE BANKERS CAF Bank Ltd 25 Kings Hill Avenue. Kings Hill West Malling. Kent ME19 Co-operative Bank plc PO Box 101, 1 Balloon Street Manchester. M60 4EP 60156

CO-CHAIR INTRODUCTION This is my last 'chair intro. as I come to the end of my term this July. I leave Clean Break reflecting on the past four years With many thanks= to Members: whose voices are at the heart of Clean Break infoming creativity. guiding man8g8ment. directing governance. For me. the film, HOPE (2023). stories from four women finding ways to hold on to hope. was a great example of how the work comes together. It delivers on Clean Break's commitment to Co-creation and inspires debate questioning the relentless damag8 caused by the criminalisation of women. it presents a better way. to the Staff: for building e communty for creative learning that crafts confidence, inspires resilience, imparts well-being. During my tenure, their flexibility and innovation faced down the pandemic. Thay switched to digital but also kicked off a letter writing tsunami ensuring that women in prison were seen, heard and valued. They moved quickly to open the building for r8fug8 once rules allowed. And, in the recovery period, theVve taken the leaming into the Members. programme embedding trauma informed, anti-racism and anti•ppressiv• practices. Now, motivated by the crisis in funding for the cultural $8Ctor and responding to widespread interest in their practice, thrfre rebuilding earned income. Sharing a unique approach to coaching and personal development theyre offering their practice through training to corporate businesses and s¢xial enterprises. My thanks especially to Anna, Erin and Jacqueline for their drive and leadership. to the Community, being the stsff together with Members. Member artists and fre81ance creatives: reeching new audiences through provocative. new stories and partnerships. This year alone included a debut at the National Theatre selling 17,000 tickets for Dixon and Daughter {D8bor8h Bruce) and now seen by many mor• via National Theatre at Home; touring with Catch (Sonia Jalaly) to non- traditional venu88 across the country, and A Proposal for Resisting Darkness (Yasmin Josoph) transformed into an audio-drama with Nati1￿81 Prison Radio following its creation with wornen in prison. And as I writ8 this there has been international collaboration bringing empathy with women globally. The Trial$ and Pa&8iorL8 of Unfamous Women made by Member artists with Brazilian artists Janaina Leite and Lara Duarte immerses audience in the madness and misogyny of a juslice system that judges women bydifferent standards - unbroken they stsnd for each olher. to brilliant trustees". Current, new and past for bringing wisdom. care and compassion into governance, strategy and financial management. Wekn strengthened leadership on the Board with a model where co-ch8irs bring equ81 weight to anchor the company. My thanks especially to Alex Rowse this year for her guidance arKI leadership as interim co<hair. Working in this wayj has been a joy and privilege. the b8St r8spons8 in an organisation that holds listeningg sharing and collaborating as the central tenet of rts working rhythm. l am thrilled by the appointment of new Ctrchairs Sarah Jane Dent and Josette Bushell-mingo. They will bring deep love arKI formidable energy. to our supporters and funder¥: whose generosity e*(ends beyond money. W8 honour their faith in our mission. Alison Frater, outyoing Cochair 6ot55

INTRODUCTION Clean Break is a women's theatre company established by two women prisoners in 1979 at HMP Askham Grange in Yorkshire. We are the only organisation of our kind in the UK and since our founding we have been producing award winning theatre productions which share the untold stories of women who are criminalised with audiences across the UK. We also work directly with women themselves through theatre.'creativity and support. both from our studios in Kentish Town, north London and in prisons and women centres around the country. PRINCIPAL AIMS AND OBJECTSOF THE CHARITY Our charitable objects as stated in our governing document are: To advance education for the public benefit through the promotion of the arts with particular but not exclusive reference to imprisonment of women. To help rehabilitate and re-integrate women ex-prisoners and offenders by promoting and developing the creative, artistic and practical abilities of such persons. We do not use the term 'offenders' in our communications internally or externally as we recognise that this label is stigmatising and unhelpful. Instead. we speak of ￿oMen with lived experience of the criminal justice system, to emphasise that they are women first and foremost. We refer to women who attend our on-site and online programme of activities as our Members. They either have lived experience of the criminal justice system or identify as at risk of entering it. with drug/alcohol use and/or mental health needs. Members can be currently attending or have attended in the past and want to maintain an ongoing affiliation with Clean Break. Member artists are those who have progressed into professional creative careers and are employed by us. 7of56

PUBLIC BENEFIT The members of the Board confirm that they have complied with their duty under the Charities Act 2011 to ensure the charity provides public benef it. They have considered the public benefit guidance published by the Charity Commission and believe that they have followed its guidance in this area. The annual report gives a detailed description of the activities undertaken by the charity during the period in furtherance of its charitable purposes. and the Board are satisf led that all such activities provide public benefit. Specif ically. we define our beneficiaries as: Clean Break Members. as participants and artists engaged in our work; Women with lived experience of the criminal justice system and those at risk of entering it, in the wider community including prison: Artists and freelance creatives who contribute to, create and deliver work; Members of the public engaging with Clean Breaws work on stage, online and in print. Our Wision: A society where women can realise their full ￿ential, freo from criminalisation. Our Mission: Producing ground-breaking theatre which puts women's voices at its heart and creates lasting change by challenging injustice in and beyond tho criminal justico sygtom. As a theatre company. we make bold. courageous and outstanding theatre that impacts positively on the lives of women in the criminal justice system. We do this in collaboration with artists. Members, partners in the criminal justice sector, in theatre and beyond. We engage with audiences to provoke dialogue and mobilise them to make change with us. Ourvalues: co conipassion courage craativity equity 80155

CONTEXT FOR 2023-24 2023 saw us develop our strategic plan for the coming three years and refine our aims. We were able to build on the rich learning captured since the introduction of our new business model in 2018. to best meet our intentions for the period ahead. Our business model and financial sustainability is contingent on a mixed model of income generation. to ensure we can continue to provide our core services and activities and invest in future work. From 2018 we intended to build earned income and reduce reliance on trusts and foundations: however. this ambition was impacted adversely by the pandemic which saw our hires and training income reduce significantly with the Closu￿ of our building. We have bean steadily supported by our funders over the past few years of disruption. and now that we are able to return to our earned income activities, we are working hard to grow these sources of income and embed an enterprising approach to our business modal. With the generous support ol two funders. we are investing in our resilience and business development with a plan to build capacity to fully realise our ambitions. The involvement of our Members across the company has been a strategic aim since 2018, and in 2023 in striving to accelerate this shift and hold us accountable we have brought together our plans for Members activity into one strategic aim, signalling the investment and focus in this area. Create bold. courageous and outstanding theatre that sparks cornpassion and action in our audiences. Invest in and nurture the voices, experience, expertise, and aspirations of our Members (women at risk and with criminal justice experience). Be a leading force in the sectors we work in and with, altering the theatre and criminal justice ecologies. Drive forward equality, diversity and inclusion in and beyond our organisation. In a similar way. equ81ty. diversity and inclusion which underpins all our work, is now explicitly articulated in our fourth strategic aim as we know that dedicated attention, accountability and resources are required to really drive change. This report will highlight key activities and approaches used to deliver our aims in 2023- 24 and how this was supported financially. 9of55

ACTIVITIES AND IMPACT OF THE CHARITY

CREATE BOLD. COURAGEOUS AND OUTSTANDING THEATRE THAT SPARKS COMPASSION AND ACTION IN OUR AUDIENCES DIXON AND DAUGHTERS BY DEBORAH BRUCE "It wos genuinely one of the most powerful plays I have ever seen and l urged everyone I know to see it. I would love it if it bvas to run ogoin." Thought the acting was fantostic and I changed my views on the chomcters as the play developed. One of the best plays I have seen." Our co-production with the National Theatre on their Dorfman stage in spring of 2023 ofFered us many additional opportunities to further our aims. Along with championing an all women cast and creative team, to promote further gender representation in the theatre sector, this production also oftered incredible partnership learning for both companies. W8 extended our audience wellbeing offer which includes a self-care pack, to also have a quiet space. and Mental Health First aiders at all performances (NT staff were trained). Alongside delivering our trauma- informed practice training, Leading with Kindness, staff reported feeling supported and empowered in their roles and used their new skills and tools in approximately V3 of performances to support audiences. This was then replicated for the NT production of Grenfell: in the words of survivors. Ixon an aug ers 3,013 16,933 Str•arns - 3 M•mbor artl JO NT Staff tr*ln 3 Port4how tslkl We reached more audiences than we have before and succeeded in shifting perspectives with our work. The play successfully communicated the complexities around cycles of abuse which led audiences to think about the characters in a nuanced way. complicating the notion of 'victim' and the impact on families. 60 M•mb•r• 39 fr•• tlek•ts 39 publk•tbon• he different ways that each of the women had been impacted by Dixon and the woy thot each of their "untold" stories combined to keep them stuck until they were able to see that they were all survivors of his abuse - was great." At the same time, it was clear that audiences experienced increased empathy for women in similar circumstances. feeling that the play"humanised° the issues, while inspiring some to consider action. Dix 110155

CATCH BY SONIA JALALY Our successful small scale production continued to tour into this financial year as the initial tour booking was particularly challenging• being affected by both University and rail strikes in early 2023. In total. the tour reached 15 venues. The project was open to past and present Members as an acting pathway beyond their engagement on the programme, and open to those interested in a future in performing. This extension of the tour was offered as a paid employment opportunity for the cast. Among the 8udiences were probation workers. prison staff, aeAdemics and university students, theatre professionals and third sector workers. "It gove me much more insight into how I can work with women on my caseload more effectively." In addition to the £19.310 invested in 2023, earning £11.300: the extension of the tour cost £5.068 and earned £3,566. COMMISSIONS As a theatre company who commissions artists diractly to write our plays. we have number of artists under commission across each year. Each play requires a different level of engagement and 8UPPOrt to develop it before it is ready for the stage. This year we worked with Yasmin Joseph, Gurpreet Kaur Bhatti, Emma Dennis-Edwards and Natasha Marshall on their work. We also embarked on an exciting collaboration with LIFf (London Festival of International Theatre) to Co-commission Brazilian artists Janaina Leite and Lara Duarte together with five of our Member artists to co-create a new work for presentation in June 2024 at Brixton House, London. Inv•stm•nt In productlons and produetlon plp•lln• Incom• •arft￿ Ineludlng theatre tax credits £21,393 £122,954 In January 2024, we welcomed babirye bukilwa as our writer on attachment for a year, supported by the Peggy Ramsay Channel 4 bursary in partnership with Soho Theatre. They began their engagement with Clean Break supporting our Writers Circle. working with Lakesha Arie- Angelo in the delivery. Support costs £189.V23 Total costs £312.47T of55

INVEST IN AND NURTURE VOICES. EXPERIENCES, EXPERTISE, AND ASPIRATIONS OF OUR MEMBERS PLAYWRIGHTS PATHWAYS This year saw the culmination of our programme to develop six Members as writers beyond our usual Writers Circle offering. Led by Creative Associates fitilola Dawudu and Rachel Valentine Smith in partnership with the Royal Court Theatre, the 12-month programme had a sharing of five pieces in July followed by a showcase of performances at the Royal Court in September 2023. The quality of the work produced was of a high standard and reflected the diversa and unique perspectives of Clean Break Member artists - bringing these voices and stories to a wider audience was a great outcome. The writing was unique. deep and creative. Each artist has moved forward with their work and sense of artistry...In the questions they asked. in the confidence they exuded and the ex￿ternent for their writing they held. - Rachel Valentine Smith Member writers feedback*. My dmmoturg vvos great leading me to think in diffe￿nt Vol￿S. Questioning me. Everyone reolly supportive. Especially omund my illness and disability. Felt whole team where routing for us individually. Playwrights Pathways 530 tickets The sharing crt Cleon Break and Royal Court absolutely blew me away. Being a writer. Putting in my time and energy, sweat and tsors for myploy and to have 10 minutes from my full-length piece shared by octors in the industry and directed by industry directors was an absolute treat. Both sharing's were very different, and it was a great experience to step back as a writer to see what choices they made and how they interpreted the text I had written. Very diffe￿nt pieces from the same scene which bvas really lovefy to see. 20 Sessions 11 Artists Investment in this programme was over 2 years: £3,502 (2023) and £8,918 (2024) plus significant staff delivery time Irom both Clean Break and Royal Court Theatre. 13of55

MEMBER FACILITATOR TRAINING We received funding this year to design and deliver a training course which paid Member artists to develop their skills and expertise running workshops, with the aim of them taking on future paid facilitation roles. We approached Royal Central School of Speech and Drama to partner with us and delivered a seven-day programme across November 23- March 24. Nine Members were offered places and successfully completed the training. All Member artists have been offered paid work for the company since on our Members programme. MEMBERS PROGRAMME AND suppoKr Our core on-site Members Programme delivered 119 sessions over the year and provided support to a total of 68 women across four different strands (Health & Wellbeing9 Theatre Makers, Writers Circle and Creative Spac8). Enhancing this core programme. we also offer additional opportunities to engage with theatre. We delivered five masterclasses engaging with 50 women, including sessions on writing* screen acting and auditions. We are thankful for all the artists who have offered their expertise. On top of providing 39 tickets to Members and Member artists for our own production of Dixon and Daughters at the National Theatre, we were able to take 32 Members to see six other performances providing 45 free tickets to theatre productions on stages across London. of55

Underpinning our creative offer is our holistic support. Across the year we provided regular support and advocacy, addressing a range of issues including mental health, drug relapses. access to digital services. liaising with statutory services, provision of food, and seeking refuge from domestic violence. We continued our partnership with Mary Ward Legal Centre to offer advice on financial wellbeing, benefits support and created opportunities for 1.1 legal advice workshops monthly for Members. Through our partnership with Holloway United Therapy, Institute for Arts in Therapy and Education and Roehampton University, we have been able to offer 311 hours of direct therapy to women across the year. We invested £151,157 (2023: £154.870) direct costs and direct staff delivery in our core Members programme, progression activities and support offer this year PARTICIPATION AND OUTREACH WORK. IN PRISON AND IN THE COMMUNITY Our work in prisons and women's centres is a vital part of our wider practice, ensuring that there is a strong interconnection between the theatre we produce for audiences and the creative energy that is born in prisons and outreach settings. This relationship inspires women inside prison walls, artists we work with and our core team - and speaks to the unique position of our work. We delivered 64 creative sessions in three women's centres in London, under contracts with Advance Minerva and Women in Prison, engaging with women 192 times (average of three women per session) led by artists. Our contracts for delivering this work come to £30k per year and are fully spent in year on the costs of delivery and administrating the work. Investment in Members and particlpation work Last yearfs work with Housing for Women was completed this year, with a full day at our studios delivered alongside performance of Catch. This activity fulfilled the contract and spent down the £3k carried forward designated funds. Income earned through grants and fees for service8 Q023: £58.900) £34,480 Direct costs £175,164 We returned to HMP Downview this year to deliver the second year of our work with Open Book. Support CO8t8 (2023: £209,760 2tr22: £287,623) £315,083 Total costs (2023; £607297 2￿21. s4￿.894) £490,247 15of55

BE A LEADING FORCE IN THE SECTORS WE WORK IN AND WITH KNOWLEDGE HUB: ACCELERATING OUR DIGITAL REACH As part of Bloomberg Philanthropies. Digital Accelerator programme, we created and launched a new digital platform attached to our website to enable us to engage more with our digital audiences and share the depth of our work more effectively. We have created a site that can serve us to continue exploring digital aspects of our work for the future, and engaged in audience development, web development. content creation and working with our Members to understand their needs. "It s nice because if you miss [something] you can go onto this, and iys kind of joyful" Member feedback The project continues until the end of June 2024, and we are planning new digital offerings from autumn 2024 as part of our programme. Hope The launch of the Hub gave us an opportunity to release the film project we made last year with Kirsty Housley collaborating with Member artists to explore the radical act of hope. We had a live event at Kiln Theatre in London in October, introduced by our Patron Zawe Ashton. and then released the film as a paid offer online with our Blueprint for Hope resource available for purchase and download alongside it. Hope 28 purchases gkn fvll K¢•whr •ll Mnl) 1,458 Hrpe page vlov We also offered a screening and accompanying workshop available for groups interested. which was taken up by 328 attendees across seven different venues. plu4 952 pag• ¥1￿ for oth•r wr•p*roufid eont•nl Thank you so much for sharing the film with us, you certainly inspired hope in me. The power you demonstrated in coming together as women and resisting the violence of systems. Holding each other especially when we lose hope. Thank you x I want to express how powerful you and your film is. It is resonating thmugh me ond rippling through my thoughts. You gave me hope and a real sense of how I want to share that with other women. Thank you amazing women, hope is our tmditionl A Proposal for Resisting Darkness A Proposal for Resisting Darkness The other digital work that we are showcasing on our Hub is the radio play of Yasmin Joseph's play from our Inspiring Future project last year. We partnered with Prison Radio to realise the play as an audio drama. and after broadcasting it via Prison Radio we were able to offer it for free online from November 2023. 263 plus 262 p•9• vi￿$ f¢x oth•r Tm around ¢ont•nt listens 16of55

RESEARCH AND LEADERSHIP Our work undertaking research to understand women's experiences of the criminal justice system, and particularly how the arts can contribute to improved outcomes for women. continues to advance sector wide learning* promote best practice and build a strong body of work with our academic partners. We completed our work on the Women Theatre Justice multi-disciplinary research project. led by Queen Mary University of London and thanks to funding from the Arts and Humanities Research Council (AHRC). in May 2023. Warwick Business School hosted the event at the Shard in London, which showcased speeches from Baroness Helena Kennedy KC. Tanya Tracey and Jacqueline Stewart alongside the academic sharing. We continued our partnership with Goldsmiths University. eompleting the research project A Story of Her Own in summer 2023, and then successfully secured funding for second phase exploring the importance of narrative care in working with those with lived experiance. The second project completed with th'e delivery of two workshops for invited women from academia. criminal justice sector and women with lived experience. Two Member artists continued to deliver Transformative Justice. a Nuffield supported project in Stoke on Trent, offering eight sessions. The project continues through to June 2024. We have experienced a consistent demand to learn more about our practice and have regularly offered training and talks to support this ask. Our business model has developed its enterprising approach to this, extending how we share our leadership and genérate income from the activities. We developed our Leading with Kindness offer, exploring our approach to trauma- informed practice, for public sale as well as to partners to extend the reach. We are committed to growing this area of our earned income generation to strengthen our sustainability. We generated £17,323 (2023: £11.618) across our offer of speaking engagements, training courses and workshops. Invostm•nt In Lead•rshlp and Research Incom• •arn 12023: £35,SW. 2021. £34078) £35.163 This year saw us attract support from funders to invest in this area of our work, employing a new staff member specifically to help us catalyse the income generating aspect of this work which has increased costs but is expected to show a return on investment in the next financial year. Direct costs £n,300 Support costs £114155 Totsl costs £185,455 of55

DRIVE FORWARD EQUALITY, DIVERSITY AND INCLUSION IN AND BEYOND OUR ORGANISATION Equality. diversity, and inclusion are deeply embedded in our mission. values and all activities. Alongside integrating these in all of our work, we are conscious of the need to take specific, tangible action to drive progress. This is monitored by working groups. with membership drawn from across our community to ensure that there is accountability and diversity of voice. In turn, reporting is to the community including the staff and trustees to maintain transparency. ANTI-RACISM We continue to invest in and progress our anti-racism practice. led by the action plan we agreed in April 2022. Our team is held to account by a working group that includes Members, staff and Trustees; and our CEOS report quarterly on our progress to our whole community. We h&ve accomplished much in our plans this year including: agreeing a guide to preferred language to describe identities of those from the global majority and commissioning a visual poster for display: creating an induction video to welcome new staff to our journey and launched a new appraisal framework; our first anti-racism takeover day in June 2023 with our community:. completing a pay review to audit for pay inequities relating to ethnicity; undertaken a needs assessment of our support staff: engaged a facilitator to hold a regular healing space for our global majority staff. Financial investment in our action plan included completing the pay review. engaging a facilitator to hold the healin9 space. and supporting the take-over day. CLEI,N BRE,IK ORPS knIE 8LA¢K LIVED EXPEAIEn¢E (F/ frEOPLE WHO EXPERIEncE RACISM eio8AL MAJOAITY (••wi8O%clth•w￿$￿1 PEOfrts r MIXED HERITACE Or usi06 IrE ETHnic ￿n0￿179 SOUT¥usr REMEm8ER! . PEOfrIE 5(an fo FULLGVITrE ' ¢OLOURJ I of55

MEMBERS ADVISORY GROUP Keeping women's voices at the heart and ensuring that our Membars. voices are amplified and central to Company life is vital to our sustainability. Our ambition to have Members represented in decision making structures continues to strengthen and is most visible through our Member Advisory Group (MAG) who meet monthly to consider aspects of the company. In September. they created a presentation for our Strategy Day to showcase how they work together and the work they engag8 in. It was creative and insightful. TRANS INCLUSION Clean Break is a Company for all women. for avoidance of doubt this includes cis, intersex. and trans women. We employ the Equality Act exemption clause to legally rnaintain a women-only service. Our commitment to anti-discriminatory and anti- oppressive practice Cincluding operating as a trans-inclusive space) exists beyond our legal requirements. Our Trans inclusion working group has been strongly led by our staff team, with good allyship and support from trustees. Our policy is now signed off and operational, and top up training has been delivered by members of our working group for the whole staff team. Actions progressed in 23/24 include: drafting an executive summary of our policy accessible on our website: celebrating Pride month as a community: inviting the sharing of pronouns across company activity; challenging transphobia through our anti-bullying and safer spaces frameworks; providing inclusion training and awareness raising spaces: encouraging a commitment by staff to see productions by trans artists as part of their work and introducing Membars to trans artists as part of our theatre visits Cin progress). ANTI-ABLEISM As of April 2024, we Convened an Anti-ableism workin9 group and will report more specifically on actions and progress made in our 24/25 annual report. Our first steps have been to conduct a new access audit of our building. which we were able to undertake with the generous support of City Bridge Foundation. 19of55

OUR WORKFORCE As of 31 March 2024. we emFiloyed 28 staff with no vacancies (2023: 27 with 1 vacancy). The full-time equivalent staff count was 21 with 36% of the team working part-time hours (2023: 20 FfE: 52% part time). We engaged 65 freelancers (2023: 82) across the year in addition to our staff team to realise our work. This included playwrights on commission, actors and artists who created work and facilitated sessions in our pro9rammes; it also includes the individuals who lent their expertise to our talks and events (both internally and externally facing). Our volunteers are a vital part of how we deliver our ambitions. W8 Ware supported by 49 volunteers working 1.340 hours across the year (2023: 46 volunteers; 1.265 hours). Our volunteers supported a range of projects including the delivery of our Members programme; delivered Art/Drama Therapy to Members; cooked meals for Members, cared for our courtyard garden and supported our administration. Our volunteers are led and supported by our experienced Volunteer Manager. We also found opportunities for our Members to volunteer outside of Clean Break, with 14 Members offering 227 hours to Donmar Warehouse and National Theatre as front of house placemants. Clean Break is accredited with the Living Wage Foundation and comrnitted to fair pay as an ITC Ethical Manager as well. Pay and Reward Review Policy sets out the systems in place to set and review pay. A coSt￿)f-11vln9 increase is considered by the Board annually and if approved is awarded to all staff who have completed their probationary period. A cost-of-living increase of 2% was awarded to all staff equitably in 2023/24. 20of66

This chart illustrates our diversity as of 31 March 2024 and includes some benchmarking from Arts Council England121/22). the known make-up of the diversity of women in prison (Bromley Brief ings, Prison Reform Trust 20%) and UK ethnicity data from the 2021 census. We capture our workforce data annually through an anonymous survey. Cl•an Br•ak 2023124 Indurtry Stati•tic¥ for Be￿hMarkIn9 Vdunl••rn ACE Worn•n In th• W• Sample size Ro$pon80 rate % of those who ro8pondod 32165 28128 14/14 49/49 49% 100% 100% Asian 6% 4% 0% 12% 3% 9% 20% Black 28% 18% 12% 16% 14% MIX￿ or multiplo ethnic backgroundg White British or1ri8h 13% 8% 6% 39% 43% 74% Whits Other 16% 18% 14% 6% 6% Other ethnic group Profer not to say/ not knrpwn 0% 2% 6% M% 14X 26% 0% Disabled or having long-tenn di$8bility including mentsl health i88u 41% 25% 29% 22% Not available 18% 13% Identify 88 neurodivoryent 34% 18% Not available Not availabla Not available Not available Have experience of tho CJS Not a￿11¥bI0 Not ov•ilablo Not availablo 47% higher socio-economlc backgr¢)und middle 8ocio-economi¢ background low socitroconomic background 38% 54% 43% 28% Not available M% 14% 14% Not av4il$ble Not available 28% of55

OPERATIONS AND ADMINISTRATION With our values centred. we aim to run our organisation with equity and fairness. placing women's voices and sustainability at the heart. Our general support costs (overheads and admin) reflect the financial impact of this aim. We achieve this aim by ensuring that our governance framework is strong: our Members are represented: our staff team is thriving: our business model is fit for purpose; and our operational systems and processes are robust. Costs reflecting the financial impact of this aim are naturally embedded within and allocated across all of our activities, but mostly reflected in our support costs. This yearfs support costs. including support staff, totaled £629,147 making up 53% of our expenditure (2023: £637,282, 51%; 2022: £518,4￿, 42%). The economie landscape remains a challenge. and we while we continued to rely on fundraising for our income, we are beginning to see growth in our earned income generation to balance this. However, as we were not able to reach our projected income targets for the year, we have had to utilise reserves to balance the year end. Op•ratlons and adminlstratlon Other earned income (2023: 24707: 202. £54104) £33.394 We began to gain momentum with earned income generation through our building this year. Over the year we generated £30,758 in hires income (2023: £24,249; 2022: £8.312); this is still lagging far behind the pre- Pandemic income (2019: £128,522). Support staff (2023: U47.7612022: £290,75 £369,483 Other support costs (2023: £289.5: 2022: £2ZT.740) £259,664 Total support costs £629,147 This year was the second of a three-year capital refurbishment project. This year we invested in mechanical, engineering and plumbing systems to improve the infrastructure and environmental sustainability of our building. Alongside this, we participated in the Mayorfs Business Climate Challenge, an energy efficiency programme that has supported businesses to reduce their energy consumption and accelerate building decarbonisation efforts in London. We benefited from an energy audit to inform our project as well as learning more about our energy use over the year. Our charity was highlighted by the Challenge with a film case study: May Mayofs Business Climate Challenge Y•du¢•d by 16.3"A Y•due•d by r•du¢•d by 22of55

FINANCE AND FUNDING OVERVIEW Total income for the year was £1.233.160: an improvement of 28% on last year {2023: £967,203; 2022: £1,064,744. Fundraised income from Donations and Legacies made up 90°A of income {2023:82%: 2022: 86%: 2021: 96%) as our ambitions for generating earned income were less successful than anticipated. An error in our budget resulted in starting the year with an increased in-year £70k planned deficit (planned in-year deficit had been £44k): noting that our in-year bottom line doesn't account for designated or restricted funds carried forward. At the year end, we are pleased to have achieved an in-year surplus of £53,452 through prudent savings and balancing the shortfall on income generation with additional fundraising success. Income from charitable activities was less this year at £91,036 (2023: £153,388; 2022: £114,625) as our primary production was financially held by our partner National Theatre. There was less expenditure but also a reduction to income as we did not realise box off ice or theatre tax relief for productions. Opening restricted f unds were £153,01612023: £127,554: 2022: £211,599) for projects and activities that were tracked rigorously. At the year-end we will carry forward £205,853 in restricted funds for next year. Much of this relates to multi-year projects or f unding agreements that run to different dates than our financial year. Opening unrestricted/designated reserves in the general fund were £146,628 (2023: £319,n1): impacted by the error, we planned to end the year with £89.331 and the result of savings and careful management ensured £85,039 unrestricted/designated funds at year end. Total expenditure for the year was £1,180,997 (2023: £1.243.068: 2022: £1,244,736). We invested less in our productions and pipeline this year, in part relating to the main production being held by partners financially. We increased our Research & Leadership investment. more than doubling direct costs, and increasing support costs through the addition of a new post and additional staff time. Costs of raising funds remained steady at £154,029 (2023: £157,152). Vacancies were covered with consultant support. While we had budgeted for an in-year deficit, we agreed with the Board that this year needed to offer a shift in our f inancial trajectory. We achieved this in ending the year with an in-year surplus, however it was very challenging to arrive at this point. In wider context, we find that we are not alone in needing to utilise reserves for operational reasons this year with other charities reflecting similar positions to us. Trustees have designated £3.040 from unrestricted funds towards the year ahead to realise the final elements of the Keystone Resilience funding (2023: designated £3k to project with Housing for Women which was fully spent in year). 23of55

INCOME Income from donations and legacies Clean Break follows the fundraising practices as per section 13 of the Charities (Protection and Social Investment) Act 2016. Clean Break does not currently work with any commercial or professional fundraisers. Clean Break has received no complaints relating to fundraising during the year. If any complaints are received. these would be dealt with the by the trustees and Leadership Team. Income from donations and legacies totalled £1,108,730 (2023: £789,108), exceeding target and enabling additional activities and capital work to be undertaken. Having a full team in place by mid-year supported us to ensuring that n% of next yearfs target had been achieved before the start of the financial year 2024/25 (2023: 65%). Some significant successes in the year included: Completing the fundraising toward our capital project to make our studios more accessible and environmentally sustainable. Exceeding our target for our Big Give Christmas Challenge campaign, raising £42,064 (2023: £33.923). Securing investment in our resilience and business development through CAF Keystone Fund and multi-year support from Fidelity UK Foundation. Being awarded a Merit grant as part of Impact 100 London, a collective philanthropy group funding charities who support women and girls. We are incredibly grateful to the regular funders who continued to support our work and those new supporters who are helping to secure our future. Income from charitable and other activities Earned income is usually generated from ticket sales and other production income, fees for delivering work and training. and through hiring our space in our building. As noted. production income was low as planned and comparison to previous years also shows the impact of no theatre tax relief. Income from service level agreements remained steady and earned income from our enterprising activities (training and talks etc) balanced at a similar level to last year. Our charitable activities earned £91,036 (2023: £153,388: 2022: £114,625) showing a dip in the previous positive trend of rebuilding. EXPENDrruRE Direct Expenditure on raising funds Expenditure on raising funds was £154,029 (2023: 134,040; 2022: £147,245). Cost include £3,250 spent on freelance fundraising consultant to support us during a vacancy period. Direct Expenditure on charitable activities Direct costs of delivering against our charitable activities totalled £369,418 (2023: £506.065; 2022: £539,448) this year. 24of55

Direct spend on theatre productions and related engagement activity decreased as noted earlier, to £76,513 (2023: £209,507). Direct costs of research projects and leadership activities (training and talks) increased compared with the previous year to £71.300 (2023: £30,678: 2022: £100,372, 2021: £57,878, 2020: £61.437); this was in relation to specific investment in our training delivery including a project to train Members as facilitators. Direct costs of delivering our Members programme and related support services returned to its usual level of investment this year at £175,164 (2023: £216,537: 2022: £1n,233). Direct costs of delivering projects for women's centres and prisons decreased this year to £24,007 (2023: £61,667: 2022: £33,138). Staff costs Total staff costs (Note 10), including core support from f reelance consultants. were £834.895 (2023: £799,543: 2022: £744,534), and full-time equivalent headcount of 22 (2023: 18.6). Interim freelance staff support was brought in for a cost of £9.335 {2023: £7,130) in the year to support on finance and fundraising efforts. Staff were awarded a cost-of-living inflationary rise in salaries of 2% in the sprin9. Support costs Support costs overall were similar this year at £629,147 (2023: £637,282). Depreciation increased in relation to the investment in capital improvements to our building. The other support costs relate to our work on inclusion including our Member Advisory Group and investment in business development. RESERVES Clean Break's Trustees review and revise the charitys reserves policy annually considering the charity's financial position. planned activities and the financial risks ahead. The policy as included has been updated to reflect current needs and is monitored quarterly by trustees. The Board set the reserves target for the charity to be a minimum of £250,000 in free reserves, being equivalent to 3 months operating costs. These reserves funds may be utilised to cover short term cashflow requirements: the business model sometimes necessitates payment of salaries, operating overheads and project costs ahead of receipt of related funding or earned income: provided there is a clear replenishrnent within the period. A secured overdraft is in place in place to support cashflow of this nature. Restricted reserves are carefully managed to ensure that they are used for intended purposes only. and this is reported in the monthly management accounts. Trustees may designate unrestricted funds at the year-end towards projects that are multi-year. 25of55

Should reserves need to be utilised, this decision will be taken by the trustees; pending all other options being exhausted. Following any use of reserves. a plan to rebuild them will be implemented without delay. As at 31 March 2024. Clean Break has free unrestricted cash reserves (general funds) of £81,999 which is below our target level (2023: £143,628). The trustees have set a target of £125k for reserves to be rebuilt to as a minimum by 31 March 2027 (within three years). RISK MANAGEMENT Risk management remains a key consideration as all charities are navigating an uncertain world. Risk management is a standing agenda item for all trustee meetings. Identified risks are listed in a register which outlines the nature of each individual risk and rates them either high. medium or low risk with regards to both probability and impact. A risk management approach is agreed for each listed risk and a net risk rating after mitigation of either high, medium or low is assigned. Ratings are reviewed regularly, and progress is actively monitored. GOING CONCERN The trustees have considered the requirement that the financial statements should be prepared on a going concern basis unless they intend to liquidate the charity or cease operations or have no realistic alternative but to do so. Trustees have discussed the impact on the charity and the sectors it operates in relation to the on-going global conflicts, potential change of government with a general election on the horizon and lingering economic hardships. in the context of the charity's resources, policies, processes and plans for the twelve months ahead. In making their assessment, the Trustees have considered whether there is a material uncertainty that the charity can continue as a going concern and how this should be presented in the financial statements. They have concluded that on*oing uncertainty does not constitute a material uncertainty related to going concern. Trustees continue to identify the risks relating to the company's ongoing operations and discuss the strategies designed to manage them regularly through the risk register. Trustees have highlighted the rebuilding of reserves and increasing the diversification and growth of income as priorities needed to maintain the charity as a going concern in the future. n% of the fundraising target for the financial year ahead has been achieved at April 2024. compared with 43% last year (April 2023). 26of55

Despite a challenging landscape, Clean Break has demonstrated its. ability to manage the financial risk through careful planning, regular reforecasting and continuous risk assessment; the past two years have required operations to be supported by use of reserves and an overdraft facility is in place. if necessary for cashflow. Budgets for the next 3 years are balanced and intend to rebuild this use of reserves. Trustees have therefore concluded that the financial statements of Clean Break for the year ended 31 March 2024, should be prepared on a going concern basis. 27ofSS

STATEMENT OF THE MEMBERS OF THE BOARD'S RESPONSIBILITIES The members of the Board (who are also directors of Clean Break for the purposes of company law) are responsible for preparing the report of the Board and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company18w requires the members of the Board to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including its income and expenditure of the charitable company* for that period. In preparing these financial statements the members of the Board are required to: select suitable accounting policies and then apply them consistently; observe the methods and principles in Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102); make judgements and estimates that are reasonable and prudent: state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The members of the Board are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and 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. Each of the Board members confimis that: so far as the Board member is aware, there is no relevant audit information of which the charitYs auditor is unaware: and the Board member has taken all thé steps that she ought to have taken as a Board member in order to make herself aware of any relevant audit information and to establish that the charitys auditor is aware of that information. 28of55

This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006. The members of the Board are responsible for the maintenance and integrity of the corporate and financial information included on the charitable companys website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Approved by members of the Board and signed on their behalf by: Alison Frater Co-chair of the Board 23 July 2024 29of55

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF CLEAN BREAK THEATRE COMPANY OPINION We have audited the financial statements of Clean Break Theatre Company for the year ended 31 March 2024 which Gornprise the consolidated Statement of Financial Activities, the group and charitable parent companys Balance Sheets. group's 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. including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). Opinion on financial statements In our opinion the financial statements: give a true and fair view of the state of the group's and charitable parent companvs affairs as at 31 March 2024 and of its income and expenditure for the year 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 Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRCS 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 group-s and the charitable parent companys 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 directors with respect to going concern are described in the relevant sections of this report. 30of55

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 auditorfs report thereon. Our opinion on the financial statements does not cover the other i nformation 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 determin8 whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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. Opinion on other mattor prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audit: the inforrnation given in the trusteès. report Cincorporating the directors, report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and the trustees, report (incorporating the directors. report) have been prepared in accordance with applicable legal requirements. Mattors on which we aro required to report by •x¢eption In the light of the knowledge and understanding of the group and the charitable parent company and their environment obtained in the course of the audit, we have not identif led material misstatements in the Trustees. Annual Report. 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 ￿e1Ved all the information and explanations we require for our audit. Responsibilities of the trustees As explained more fully in the Trustees. Responsibilities Statement. 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 they determine is necessary to enable the preparation of financial statements that are free from material misstatement. whether due to fraud or error. ofS5

In preparing the financial statements. the trustees are responsible for assessing the group.s and the charitable parent 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 group or the charitable parent 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 an auditorfs report that includes our opinion. Reasonable 8ssurance 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 b8 expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities. including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities. including fraud are set out below. In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regu18tions, our procedures included the following: We enquired of management. which included obtaining and reviewing supporting documentation, concerning the charitable parent companvs policies and procedures relating to: Detecting, evaluating. and complying with18ws and regulations and whether they were aware of any instances of non-compliance. Detecting of the risks of fraud and responding whether they have knowledge of any actual or suspectsd fraud: The internal controls in place to mitigate risks related to fraud or non- compliance with laws and regulations. We obtained an understanding of the legal and regulatory framework that the group and the charitable parent company operate in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charitable parent company from our professional and sector experience. We performed analytical procedures to detect any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. 32of55

Because of the inherent limitations of an audit. there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment. forgery. collusion. omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at= This description forms part of our auditorfs report. Use of our rnport This report is made solely to the charitable companvs 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 charitys members those matters we are required to state to them in an auditorfs 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 charity and the charitys members as a body* for our audit work, for this report, or for the opinions we have formed. Anthony (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG (6Y- 33of6S

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES: YEAR TO 31 MARCH 2024 furl 541G38 II•Q1192 1.106.n• 416.119 3TI 1S3.388 .1( 153J8B 24.707 107.018 xa92 13341•) $9¢214 3r2.￿ ￿203 RwiTr4 furth 154lf29 1Xtral 991.375 •68.17• 134.040 771.177 134.L110 314J3 1,OBI440 n4193 1,11•ml s28M￿ 314￿ 1.241068 N•t l•xp•ndliurn) Ine•m• V17.129 $41 C334W1) . . @728 (278651,. 1&17 11W1 (114451) 33284 (33264 N•tm¢)¥wM•ntlnfirrKI• •nd not l•xw**Jr•) 74) 51163 ry11.wl 25,462 I27&￿} B143M 15iQ16 968.377 1,114888 127.5S4 1244242 815.361 153,010 9￿371 Th8rn were no other re¢ognlzed galns or losses othwthan Ihose stated atrf)ve. All ofthe charW$ aCt￿tieS derived from contlnuiNJ opwakn dwlng Ihe abtr¥8 two finarKaal ped8. 34of56

BALANCE SHEErs (¥r￿P Charity J TarvJibb assets 13 14 729.648 668.733 15 61.871 .311 61.879 88,3TI Cash * b3rl( WKI In IWKI 386,824 390,747 386K3 390,746 Cr•dltr>r&: wnwrtstslSrvJ thllhin 16 195.932) (91.103) 195,9321 (91.103) Tol•l n•1 ••MI• 1,020W ￿.377 1.020.540 968,3TI 17 853 153.016 205,853 153.016 18 . Gene￿ JThJ 81,999 143.628 81,999 143.628 . BLsilding fixNI 553,6n s76215 175.975 92.518 1.020.540 W,3TI 553.6n 576,215 175.975 92,518 1,020,540 968,377 Approved by the rnembws of ts Board and sig1￿d on their behalf by. Memberofthe Board Approved on: Clean Break Theatre Cryary Company R•3istration Number 2￿758 (Ens*nd and Wales) 3Sotss

CONSOUDATED STATEMENT OF CASH FLOWS 139.682 {IW2,781) (119.16S) 2Q,517 {34,013) (34.013) Ch•ng• In ¢Mh and ¢a•h •qthaknl• In lh• y 20.517 (226.794) Calh and ￿h •qulvah•Thts at 1 Awll W23 531230 Ca•h and cmh •quhalents at 31 IAar¢h 2024 Notes to th• statomont of ca•h Ilows forlh y•arto 31 March 2024 A ReconciliatiJn of n& mment in furKls to net cash wovthd by (¥J8rnting 51163 1275.865) 58.250 48257 48,675 (13.848} {1¥2,781) N•t (u•ed In) prwld•d by op•rnthg 139,682 Analysls ofcash and cash Cash at barl( and in 324.953 304,436 324953 W,436 Clean Break Theatre Company dogs not have any borrtrlThJs or lease obligatK)r6. Net debt consists therefor8 of the cash at bank WKI in hand. 36of66

PRINCIPAL ACCOUNTING POLICIES The principal accounting policies adoptedg I￿199ments and key sources of estimatlon ncertainty in the preparati¢)n of th8 financial statements aro laid out belryw. B•$18 olaecounting These financial ststernonts hab boon Prepar￿ for tho year to 31 March 2024. The financial 8tatem•nts have been prep8r¢d under the historical cost convention with items initially recognised at cost or transaction valua unless otherwise ststed in thè rèlevant accounting policy not•. The financial ststements beon prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice •pplicablè to charities preparing their accounts in accordanc• with the Financial Reporting Standard applicable in thé UK and Republic of Ireland (FRS 102) (Charities SORP FRS 102). the Financial Reporting Standard applicablo in tho UK and Republi¢ of Ir•land (FRS 10¥ and the Componies A¢t 200& The charty con$titutos • public benafft entity as doffin￿ by FRS 101 The financig18tatoments aro prolontod in sierling •nd arn rounded to the no8re8t wnd. Tho consolidated ststement of finarKial activitie5 and grwp balance sheot incorporato the financial statements of the aean Break Theatro Company and its subsidiary Clean Brook Productions Limited for tho yoar ondad 31 March 2024, as the Cloan Break Thoatre Company owns 100% of the issued sh•rg ¢apital of Clean Break Production$ Limited. Further details are given in nole 4 to tho accounts. No 88parat8 statsmont ot financi81 activities hos been prosènted for tho charity alon8 pennitted by se¢tion 408 of the Companies kt 2006. The Trusteos ha¥ ¢ongidered the rewiromonl that tho linoncial statements should bo prepared . on a going concern bas1$. They have discuued the componY$ operations in 2024-25 rdKI beyond. They have ¢on¢luded that it is appropriate that the financial statements bo prepar￿ on going con¢em ba618. In making this #8$8s8mont. th• Trustees haw considgrod whother there is a material un¢ortsinty that ih6 charity continue as a going ¢oncem and h<M this sh(yJld bo prnsented in the financial ststements. They h•v¢ conduded that whilst some uncertainty remains in the financial landscape, this do￿ not constitute a matsrial uncertainty relatod to going concern. The risks are ￿ing managod through ongoing risk assessment of tho extorn818nvironment, strong focus on key stskeholder communication, continuous monrtoring of progress against in¢oma targats and regular roview and roforKa¥ting of •xpendilure and cashfiows. Tha charty ha8 on4Joing support from its bankers and tunders. At the time of finalis•ng this rewt. tho charity has sacured f2% of its voluntary incomo tsrget tr the next 12 months. Takin9 Anto occount tho abo￿. a¥ TAII as the ¢haritf• cost bo98 arKI reser￿$ position at 31 March 2024. and homng looked at least 12 months from tho dots of signiNJ these accounts. tho trustses ha%* ¢onduded that there are no material uncertainties abcxrt tho charitable cornpanY8 abiltty to continue ￿ a going ¢on¢em. 37of55

Income is recogni8ed in the period in which the charity is entitlod to receipt and the amount c bo measured with reo¥onable cortainty Incom• 18 daforrod only when the charity must fulfil ¢onditions before becomin9 entitled to it Or where the donor or fundor has Specified that th• in¢ome is to be expended in a future ￿¢￿ntIng period. Grants from governm•nt and Othor oggTrcies hava been ineludod as income Irom chvitablè activities where thes8 amount to a contract for services, but 88 donations where the money 1$ given in response to an app681 or with greater freedom ol use. for example monie5 for core funding. Legacies are included in thé statomgnt of financial activltios when tho charity is 8ntitl8d to tho legacy, the executors have eÈt•bfish¢d that there are sufficiont Surplus assets in the estats to pay the legacy. and any conditions attsched to the legacy aro within the control of th6 eharity. Entitlemont is taken as the earlier of the dato on which eithv. the ¢haiity 1$ aware that probate hu or will be grnntsd. th8 est•ts has be8n finalised ¥nd nolification h•$ been made by the execulor to tho ¢harFty that a distriEKrtion will bg rnade. or whon • distribution is recei¥ed from the 88tate. Receipt of a legacy. in whole or in part. is only considered probabla when the arnount can measured reliably and the eharity hos been r￿tIfied of the executorfs intenlion to make distribution. Whore legacies have been notifiad to tho ch8rity. or the ¢harity is aware of the grantin9 of probate, but the criteria for income recognition have not been Tht, then the legacy ig tro•tod a5 8 conlingent asset and disclosed rf matsrial. In 8￿1t that the gift is in tha forni of an a8SOt other th8n cash or a financial 0$8Ot traded on a recogftisad stock axchang recognition is subject to the valu0 of the gift being reliabty measurable with 8 degree of ro•8onablo accuracyAnd ihatitlaof tho asset having been tr8nslorrgd lo the charity. Expenditure 18 includod in tho ¥tatsment of finaficiAI actMtio8 when incurrnd and in¢lud0S attributabl• VAT which cannth be r¢¢owod. Expenditure compri808 the foll(Avinq". The costs of raising funds incbJde tho galarfés, diroct co¥ts and overhead$ •s¥o¢i•tod with generating donated inc<xn& The ¢osts of charitable activitses includo •xpgnditurn on the charitys primary charitable purpo￿8 48 d•g¢ribod in the report of tho Board. Support costs ropre￿nt indirect charitable expenditure. In order to carry wt the primary purposes of the charity it is neceésary to provide support in the to￿ of personnel development. financial procedures. provision of 0ffi¢o sorvice8 and equipment and a suitabl• working environment. Gt)vemanc8 costs ¢ornpris• the costs involving the public accountsbility of the charrty Cincluding audit CO8ts) and costs in respect of its compliance with regulation and g(Kxl pr8clice. Support Costs including governanc• costs aro OPPOrtionwJ based on the proFJOrtion of timo spent on each 8CtMty by staff. 38ofSS

Debtor4 Debtors are reeognised at the settlement arnount. less any prthision for non-recoverability. Prepayments are valued at the amount prèpaid. Thffy hove boon dixountod to tho presontv4lug of the luture cash receipt where Such discounting 1$ materiol. C••h •tb•nk•ndin hnd Cash at bank and in hand rernsents 8u¢h o¢¢ounts and instruments that are W￿114b10 pn demand or have a maturity of thw thro0 months from tho dato of a¢quisition. Creditors and provisions are reco9ni8ed when there 18 an oblrgation at the b•lan¢e sheet dats a$ a result of a past evont, it is probable that a transfer of economic benofit wll be requirnd in settlement, and thè amount of th• Èottlamwrt ¢an b• ostimatod roliobl¥ Creditors and provi¥￿1¥ ara recognised at the arnount the charity anticipales it will pay lo settle thè debt. They have boon di8¢ounted lo the present valuo of the future cash payment whoro such digcounting" matsrial. r•ngibl• fix￿•￿•￿ All a8￿ts co8ting more than £500 and with an oXPOCtod usoful lifo ex¢oeding on• aro capitali88d. Where a886ts aro dopr8ciat8d in accordanca with thi$ poli¢y. o full yoar, deprnciation 18 oxpen88d in the year of acquisition. Freehold land and buildin98 Freehold ￿lIding6 aro induded in the financial statsments at ¢ost #nd •ro dèprnciated at a raté of 2% annum on a straight-line ba$is in ordor to write the buildings off over their estimatod useful econornic life to the charity. No depreciation is charged on freehold land. b. Building irnpmments and Tefurbishment Building improvgments aro capitalised at cost and dopreciated at the rate of 10% per annurn based on cost in order to writ8 tham off ovèr their eslimatod u$oful I￿￿. R8furbi$hmont is capitalised at cost and depreciated at a rats of 20% per annum in order to writs tt off over its Ostimatgd useful lif•. Equipmonl f￿re1 and ffttings Equipment, fixtures and fittings are capitsli88d at cost and d•pr￿18t•d At thè rats of 20% por annum bawd OTr cost in order to write them off their estimated Iiv8s. Fund•￿nting Restricted funds comprise monies raised for. or thir use rastrictod to. a $p8¢ifi¢ purpose. or contrik￿tiOII5 subject to donor-impLxed conditions. Gan•ral funds roprosont tho¥0 moni85 which •ro freely Milabto for application towards achioving any ¢h•ritable purpose that falls within the chafitys charitable objects. Designat¢d funds represent monies or assets set aside by th• trust￿, out of gonoral funds. for specific purposes. 39of55

Cntiuloccounrfng •strin8tes •nd•rNs ofJudgen￿l Preparation of the fin8ncial #tatsrnents requires the trustees and management to moke ¥ignificant judgements and 88timats¥. The item$ in tho financial stateff*nts whoro thos0 j￿1geMents and estim•lo¥ have been made include: estimating the useful economic life of tangible faed assèts fortho purpose of calculating depreciation: tho 8Stirnation of the value of assets di$FX)sed of in year; tho estimatè of tho holiday pay accrual; tho pr￿￿$10n for and doubtful debts: and estimating fvturo income and oxpenditurn flows for th• purpose of a8wsing going concern. 400+56

NOTES TOTHE FINANCIAL STATEMEKrs 1. kncomo from donatlons fundx 064 ln 24173 111843 141.135 474151 112 141,135 255￿71 22Q1n .1n2C 4•.n7 . Th9 1)ty Brxlgg Tn . Cdln Othj & F￿lty I￿rIl￿rnAli 10.000 13113 10.IIIMI . 11y) WAw¥￿P￿1 tt Grfl Fur#J 35.0 1151MI l7YJ . wy Charrl&Tn¥l 20.0 20,0 4n.016 25.000 35.IIIMI 17.142 . GMS Esl8i•s Lkl 17.142 17.842 .042 41ofSS

1. In¢omefrom donations (C￿rtInUed) 31285 .S19 31310 36.519 23).1TJ 220.173 39.145 .145 22Q1n 33&381 . 1772CI• 15.IX) 15.fJXI . Th• City BrKlg9 Tn*l 10.(( 10.( . Fenkn Arlg TnL 10.1 10.Ln) 15,IXKI 109. 1S1>)) .756 125.( 17.142 17.142 11642 178.642 416.119 3T1989 42ofS6

2. In¢omefrom tharitabl• activHI8s Tatsl fvmJ• nth 16,IX1 35,163 38,113 975 91,036 47. 47, 14 514 35.514 35,514 1&1,388 153.388 43ofSS

3. Othor Incoma Room Iw 30.758 30.758 2023 Talal fund• 24249 24249 SurKty 2022 Tcrtal , 24,707 24.707

4. Investmont In tradlng gubsldlary The chadty mntrols 100% of the sFAre wital of cl￿ Break Productiorts Limited (Company No. 09753638) whith was inO)rpX￿ on 28 2015. Its rxlnclp31 a￿1￿ is th8 woduclion oftheatre The net assets and liatiilti8s of Clegn Br￿ PrOd￿lI0r￿ Lln¥ted at 31 March 2024 23.599 (23,598) Creditors: thJewilhin on8 (81 A summary of tts tradilg results for th8 perhxl ended 31 March 2024 is Sh(Y￿ bekM7. 128.976 po.294) (125,626) 3,350 (3.350> prufft AdMI￿$11a11¥e axpw Opwathbg IrAs . Gfft aid paynwnl 3,350) 23,5321 (23.5321 23,532 1973> 9n Taxation tr the 44tsf55

5. Expenditurn 4>n rni8ing funds 2024 nd% Fundraisiry (>>ts 141A 4026 1341 &193 1¥029 141A69 4,026 3,341 5.193 154,029 . Events . Support rxts 2024 Total fund• funds lund& Fundraising x 124.525 616 4.074 124.525 818 4.074 4.825 134.LHO . SupE*)rt (t6ts 2023 Tota fLnds 134,CblO

6. Expondlturn on dwltabh athllhs W13 113.182 76A61 189.823 1•9.675 122.802 312A7T 124 124,502 •OiTJ 4427 114155 151.15T 206mB 437.245 23.$97 11,W 1741 17A13 31UI83 4KI347 3A418 11(761 9W179 45ofS5

7. Expenditure on charTlabl• athiim {contlnu•d) Inotg 174.679 74,T32 249h11 384,11 124,075 16.rA4 14.824 13.496 28,12D 1S4 31743 28.924 216.537 21.1 507.297 $79,375 1,rAs.440

8. Othor oxpondiiurn 20rJ Total funds 252n 5,193 8.323 38.78• 25,273 5,193 18.763 4,825 Supwl ca)sts: Rix)m 2024Tolal oth•f •xp•rn1￿rn 38.789 Other CA)sts rèlate to Iwsiness developn8nt a3 fi￿ded through CAF Keystone and FklelltyUK investmnt #i our ￿mM￿l81 Income goneralion and improved reslli8nce financially. There were no costs analysed as other expendlbJr8 in the pri(Y year.

9. Support costs sup1￿¥t$1aff (n(kn 10) 347.761 48257 43,603 197.661 637.282 $8.250 157.W 629.147 Support costs are allocated to expethre on ralslry funds. e￿ndI￿re on charitable adivitss and other expendiiure (notes 510 7). 46of6S

10. Nel movemont In funds This is stated after tharying: 799.543 10,083 5B250 17.724 48.257

11. Employ•eg and staff costs and r•mun•ratlon of k•y rnanag•rn•nt p•r¥<mrnl staff costs during the year were as fokns: Wag88 and 736.717 64,993 23.850 825,560 9,335 8¥895 704.n4 65225 792.413 7,130 799543 During theyear. the average numberof employees. expressed as average head counL was 28 (2023: 25). and as full-time equivalents was 21.0 (2023: 18.6). Employee c£ts and employee numbers include staff on casual and variable hwrs (xjntracts. Three employees ￿Med between £60.001 and £70.000 p8rannum. induding taxab￿ benefits (2023: one): one employee eamed between £70.(K11 and £80.000 (2023: nil). Totsl staff costs indudes the cost (rffre8lance ￿nSuttantS eThJag8d to Supplem￿ tho core staff team. for example PR. HR and Finance supprt etther on an intsrim basis when a rd8 k¥ vacanL or on longer temi b8sls vhwe Con$￿8r￿Y 8UPPOrt is nM)ro su1￿8 than an in4K)use role. Th8 kay rn8nagen￿nt personrd of the ¢arity in charge ￿direL￿Tra and controlffirvJ. running aTrJ operating the charity on a day-tfrday basis comFNiS8 thé m8mb8rs of the Board. the ExecutFV8 Team (Artistic Director & Executive Diractor, joint CEOS) and the Senior Management Team (ASS￿l8t8 Artistic Director. Head of ' Development & Communlcations. Head of Flnance and Op6raltons, Head of Participatlon & Deputy CEO}. The total remuneration (including taxablè benefits a￿1 employ8rfs pension and national Insura￿ contributio￿} of tho key management pers(nnel was £334.78212023: £317.639).
12. Marnb￿ oftho Board No Board member r•c8iv8d any remuneratKJn in respect dlheir services. Out of pocket travel. acccAnmodation and childcare expenses totalled £548 (2023. £320) arKI were re1mburs￿ to or paKI on behalf of f￿r members of tr* Board (2023: M￿be(S of1he Board). 47of55

11 Taution Cle8n Break Theatre Company Isa reglster•J charity and therefore is not liab￿ to Income tax or rporation tsx on in￿rne derived from ils charilable acafvities. as it falls wlthln the various exernptx)ns availab￿ to registered charities. 13. Tangible fixod assets FreePA)kJ Equipm land and fumibn Ihsr andfi At 1 21)23 dibons 1.126.999 122,549 108.868 166,7( 10.297 (888) 176.115 1816354 119,165 At 31 March 2(Q4 1.126.999 231,417 1.5¥531 At 1 Aprfl 2023 550.784 22.542 132,788 747A1 17.054 58,250 (8881 (888) 148.934 804,883 18.654 At31 Marth 2024 573226 81623 At 31 March SJ24 At 31 ma￿ 2Q3 553.sr3 576215 148,794 2T.181 729,648 066,733 A c*tarye over freehold land arwj t￿lId1r1> was granted to CAF Bank as s8￿rity ftjr an overdraft facilty. 14. Invostmw 1nv0strnr￿l in %thKIi Clean Break cl￿$ 1(IO% ofthe Share capital of Clean Broak Prcxludiork8 LIMI￿￿ (Company No. 09753638). which was incorporated on 28 August2015. whlth Is registered in Eryland. and commen￿1 tradirfj during the perifyl ended 31 Marth 2016. Ils principal actr¥Tty is the productim of tt18atre shows. 1& D•btorn ¢knJp 24.799 24245 24.79B 27A 10298 23,532 27,491 10,298 TI￿atre tsx uwjib 10.132 61.871 10.132 27,682 61.879 86,37T 48d55

1. Creditors: am(wnts falling dug within on• y 16.971 24.S31 19882 19.IM2 17A65 3.194 10J82 9,687 4J07 251 27,125 34.398 9fi 91.103 16.971 19.482 17.465 10.312 4507 27.125 24.531 19,042 3.194 9.687 251 34,398 91.103 Socia S￿lity and dherlax88 VAT o)ntrnl Balarto &s at 1 2023 Amount rel6aÈed to tr*>)me Amount defeThed ￿ y Bela￿e as at 31 2024 3,194 194) 17.465 17A65 3,194 (3.194) 17A65 17863 (9.995) 3.194 3.194 (9.995) 3,194 3,194 49of55

2. Restrictsdfunds The incorne fvnds of ￿ tharlty Ind￿¥8 restrthd furKls comwkng the fo1lry￿ng urw0nd￿l balan￿8 of d[￿atrOnS and grants hold on trusts to be applied fix VFoses: 31 Ilarch 141100) (4154 {107.IJ 101•1 24IMM .7Q) 1500 P41MI CruublB FoundJt)n M•)00) 140 75• 4750 141.1 11215) 171 •1100 73) 11027 14000) 151018 5W1192 rw04) (11¢451) Restricted funds are presentsd by fwthr to htrw the tharity manag8s its restrictsd fvndiry. Mary fvnders support Clgan Break's athilios across a number of charitAe aclivitlgs: for example. a funder may support a range of a￿￿￿tIes invohryw and supporiing Member5: FK(x5uctlons and pff4ects. o)mm15SK)ns. the Members. programme and related infrastr￿￿ and equiFxnenL Fund balances held at 31 March 2024 t(Avards the PUfFM)8es we exf(thd to be spent in the next flrkincial year. Restricted aThl unrestrthd fvrrfjlng spent on now taryible fixed assets (tr￿ fr(xn Restricled Incorng funds and Gereral fvThJ to Olher ￿ed assets fijnd). Temporary cashll(M suppct from the General fund to cover expendlture on activthes to be furKled from Re5trict8d Income funds not yet rnceived (transfers from General fund to Restricted incrxne fvnds. rever￿1 in thg year that the Restricted fullds are rerthedl SOofSS

3. Rostricted funds (conlinued) 31 klareh A145 114050) (2W) 7r m7 CtyBINJ> Trwt 10.000 (140 Fffiton Tn*l (4r (1,76n (1.1 1iUOXI V40fy)) A175) 14Y5T V405n Vidryia 17MOO 141JOD) 127￿4 14263 13%164) 15%016 of56

4. Unrn8trictod funds and 31 MarEh Gr<wp and ¢hwlty Gerr81 fixK1 Housirq WonwfivKI K&ythe ResllKe Land and 8uildirwJs fwwj Tanglble ￿ed assets fiknj 143,628 667.( 81m9 11000) ,rn) 10,800 516215 92.518 81SJ61 83.457 175,975 116.451 814687 167,018 17M193) TATtslets and 31 Marth Grn￿P and dwty Gertrèl fu 319.711 114.C 9.214 (829.W51 (114.IXJO) 443)8 143,628 I￿nd and finl 598.757 TanA4ble r￿ed a55ets fivKJ 84220 1.116,688 P2.542) 576.215 92,518 33284 815,361 9214 (943.8051 Th8 d8SIgnat￿ ActiV￿e$ fund was created In 2021 and represents Ihe amwnt of unrestrictèd fijnding raised in advancetowards directand support costs ofactsvitses planned fc the year ahead. Hwng spent this as planned In 2022-23. a thS￿nated Housing for Women fur¥J was ¢Teated in the year t(Avards a project comploted in 202&24. During 2￿24. a new deslgnated Keyskne Resnience fund was created to 8nabl8 cornplotlon of the x)rk on the devek¥Kn•tt of Iho CRM databB8e. Funds set aside SFwfKalty try•Ards aciThviti8s in Ih8 nextfnarKlal year (transfer from G8neral furKI to A¢lprfitJes fvnd). Annua de￿edati￿ charged IM tha Iw1￿1￿ and Iwolble fthl as#ots (trw￿frryn Olher tsed as8 fisrMI arrtl L8nd & BuiklirJ$ furKI to General fund). and Gen8rn1 fijnd to Other frAad a5sots fvrKII. {transfers from Re3triGod inco￿ funds to G8nwd fijnd). Restri￿￿ In(xTh fvnds not ￿ r￿lled (trath from G8n8rn1 fuThl to Restrt￿ Incorn fvnd8. fEver5ed in th8 that the Re8trhXed fvnds received). 52ofS5

5. Anaty$ts of net assets bei*wn fimds Tanglbl• Totsl 2024 FurMI fund• Group and elm Fvndbalanc•8at 31 MoY¢h 2024 Are r•prw•ntod T•wibk assets 174975 81,999 81,gY9 so 3,1)40 5S1673 290.892 204863 1,020.040 Total n•tags•ts 175,975 Total 2023 FLYKI Group orKI th•#y Fwd bala￿ at 31 Marth 2023 e represented ty. Tangibltt ￿ed 8$8ets 576215 2.518 888,733 299,644 968,371 143.628 143,628 153.016 153.016 Tot81 not8s8eb 576.215 92,518 20 Liability of members The charity is constituted as a compary limited by guarantee. In the event of the charity being wound up rnembers are required to contribute an amount not exceeding £1. 21 Related party transactions Two trustees. Nola Sterling and Alison Frater received a total of £450 for event speaker services (2023: none). Members of the Board, the Develowent Committee, the Executive Team and Senior Management Team made donations with a total value of £4,335 during the year (2023: £3,753). 53ot55

THANKS So many individuals and companies contributed to Clean Break this year, tn particular we would like lo thank: Jennifer Jones. Financial Consultant Nancy Poole, Press and PR Consukant Henri Seebohm, Clinical Supervisor Lynne Temple, Health & Safety Consultant Our Patrons for their ambassadorial support. in particular Zawe Ashton and Michelle Greenidge for their pro bono m8Sterclasses. Our staff team. trustees, commissioned artists, workshop leaders and all our volunteers who have all worked incredibly hard in support of th8 charity* With passion, commitment and creativity. Our academic partners, theatre partners and women's sector partners. We are grateful for the g8n8rosity of our funders and supporters: Inner London Magistrates. Court's P¢)or Box Charity and Feeder Charity Mary Kinross Charitable Trust The Swire Charitsble Twst Tallow Chandlers, Benevolent Fund The Wictoria Wood Foundation Austin and Hope Pilkington Trust Richenthal Foundation The 29th May 1961 Charitable Trust A B Charitable Trust The Crucible Foundation Debtors, Relief Funds Charity Drapers, Charitable Fund Fenton Arts Trust Harold Higham Wingate Foundation Katie Bradford Arts Trust ARTS COUNCIL Bloomberg ENGLAND Philanthropies IMPACT 100 . LONDON COMMUNITY FUND BackstageTrust ILN / SNr ?COLUhABIA THREADNEEDLE John Ellerman Foundation noEL COLIIA12D GNqS CITY L l .Ki I r L 11 OF LONDON FOYLE FOUNDATION The trcwcarte Ctsritabte Trust 54of55

IMAGE CREDrrs TRACEY ANDERSON Page 10.. Catch (top right), Members Programma (bottom leW. Dance Project 2023 (bottom right) Page 14: Members Programme Page 20: Members Programm8 KIRSTY HOUSLEY Page 10: Hope Film <top18ft) TAMARA-JADE KAZ Page 18: Our Guide to Anti-racist Language ELLIE KURTrz Page 7: Tri8ls & Passions of Unf8mous Women HELEN MURRAY Page 10: Dixon and Daughters (middle) 55of55