REGISTERED COMPANY NUMBER: 07655709 (England and Wales)
REGISTERED CHARITY NUMBER: 1152377
Report of the Trustees and
Unaudlted Financlal Statement5 for the Year Ended 30 June 2025
for
The Arts Emergency Service
Swindells LLP
Chartered Accountants
Atlantic House
8 Bell Lane
Bellbrook Industrial Estate
Ucl<field
East Sussex
TN22 IQL

The Arts Emergency Service
Contents of the Financial Statements
for the Year Ended 30 June 2025
Page
Report of the Trustees
I to 12
Independent Examlner's Report
13 to 14
Statement of Financlal Activities
15
Balance Sheet
16 to 17
Cash Flow Statement
18
Notes to the Cash Flow Statement
19
Note5 to the Financial Statements
20 to 32
Detailed Statement of Financlal Actlvities
33 to 34

The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
The trustees, who are also dlrectors of the charity for the purp05e5 of the Companies Act 2006, present
their report with the financlal statement5 of the charity for the year ended 30 Ju ne 2025. The trustees have
adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice
appllcable to charities preparlnE their accounts in accordance with the Financial Reporting standard
appl icable in the UK and Republic of Ireland IFRS 1021 {effective l January 20191.
OBJEcfivES AND ACTIVITIES
Objectives and aims
The charity's objects are to promote the art5 and higher education and to encourag@, maintain and develop
publlc education and appreclation of the arts and hlgher education, to remove barriers to young people
who wish to study an arts degree and to promote, improve, develop and maintain the appreciation of the
arts.
Public benefit
I n planning the charity's activities for the year, the trustees complied with the requirements of section 17 of
the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity
Commission.
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The Arts Emergency Servlce
Report of the Trustees
for the Year Ended 30 June 2025
STRATEGIC REPORT
Achlevements and performance
Main achievements summary
Supporting 1,841 underrepresented young people aged 16 to 25 years old across London, Greater
M anchester and MerseysSde to acce55 information, build connections, and feel empowered to pursue their
creatlve am bitions in the arts and humanltles, and the creative and cultural industries, th rough youth-led,
goal-focu5ed mentoring and community programmes.
Summary of the maln actlvlties of the charlty during the year
In 2024125, Arts Ernergency's activities were organised into three main strands: Mentorlng, Young
Community, and Youth Collective. Across these three programme5 Strands we worl<ed with 1,841 young
people aged 16-25 years mainly in London, Greater Manchester, and Merseyside, Programme delivery
across these three strands was supported by a Network of 10,688 experienced professionals from across
the creative and cultura5 sectors (2023124.. 10,223), 1,478 of whom were actlvely enEaged with Arts
Emergency's pro8rammes12023124: 1,7091.
Our full impact report can be found at www.arts-emer
enc
.or
about-us
re
orts
Mentoring programme
Through our one-year mentorlng prograNme, young people aged 16-18 are paired up wlth trained
mentors, based-on thelr Interests and goals, from our network of volunteers who are experienced
professionals from across the creative and cultural sectors. Mentoring pairs meet one hour a month
throughout the year, for mentors to provide support as young people take their flrst steps out of
com pulsory education and mal<e declsions a bout their f utu re in higher education, vocational tralnlng, and
early careers.
. In 2024125, we wrapped up our 2024 mentoring cohort which began in January 2024 with 251 mentoring
pairs across London, Brighton, Greater Manchester, and Mersey5ide12023 cohort: 225 pairs). Within th is
cohort, 880A of mentees are from a lower socioeconomlc background I working class ),' 59A describe
themselves as f rom an ethnic minority background,. and 30% have a disabi lity or special educational need.
Importantly, 66% of mentees meet more than one of these criteria concurrently. 740A of pairs met our
criteria for a 'successful' relationship12023 cohort: 63%) I,e. meeting over six times with positive mentee
ratlngs or quantifia ble impact,
Our evaluation indicates that the mentoring programme made a significant impact on our aims to widen
knowledge of routes into the creative and cultu ral industries, gain understanding and experiences of those
industrles, and gain confidence in pursuing their creative ambltlon5. The mentoring programme was
POSltlvely received by both mentees and mentors, wlth stron8 Indicators of impatt and engagement across
all data points. All mentees who responded to our survey reported that the programme offered valuable
opportu nities they would not have otherwise accessed, a nd 85% now feel clearer about their futu re career
paths,
The core qualities of the mentoring programme whlch are important to mentees are- the programme is
useful te them; their mentor was well-matched to them or thelr needs; the experSence wa5 enjoyable,, they
felt safe and comfortable with their mentors; and that the sesslons were regular and sufficient,
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
Our flndings show that the mentoring programme is 5ucce5sful in supporting young people to make better
informed choices as they take their first Steps out of compulsory education. Ninety elght percent of
mentees had improved in at least one area of our Theory of Change framework assesslng the level of
knowledge, experience and confidence a young person has, and 84% of mentees had improved thelr overall
average score across these areas, indicating a 'net POSltive' effect. Arts Emergency has Internal targets for
each outcome group (minimum of 75% showing a p051tive impact) and all these were met sn 2024.
'I've learnt throuEh conversation5 With my mentor to be a lot more comfortable in myself and the work we
are putting into thi5 experience together is helping rne to feel so much more positively about my future
wlth a wider range of knowledge to support me, I think two of the biggest changes have been that I've
grown in confidence and maturity. Something I think has helped thi5 is having our meetings at various
theatre venues in Manchester and havlng the independence to make my way to and from them"
2024
mentee,
For the 2025 mentoring programme, we made two distinct change5. We expanded our London capacity,
recruiting a second full-time Mentoring Officer with an ambition to work with 200 young people In London
each year. We also closed our Brlghton project due to lack of resource5 dedicated to this region.
In preparatlon, we recruited a new cohort of mentor5 and mentees. We had 668 experienced professionals
registering thelr Interest In volunteering as a mentor12024 cohort: 5801, and we delivered tra ining for 326
volunteers who were new to the programme {2024 cohort.. 3061, covering topics such 85 what mentoring is,
safeguarding,-and tlps_for Supporting and worklng with young people. We also worked with 57 schools and
partner organlsatlons12024 cohort.. 491 to recrult young people who could benefit from mentoring. 470
young people applied for the programme12024 cohort.. 3451, with 91% coming from our referral partners.
We matched_321 mentorlng palrs across London, Greater Manchester, and Merseyside lup from 247 in
20241. Within this cohort,.72°A are from a lower 50cioeconomlc bacl<ground I working class),. 59% describe
themselves as from a n ethnic m i nority background- and 34% have a disability or special educational need.
Notably, 550k of mentees meet more than one of these three criteria.
Mentoring pairs met for one hour a month throughout the year to galn Inside knowledge about the
industry, Set goals, and get advice into the sector. By the end of June 2025, 95% of young people rated their
sessions p051tively, 74% had identified goals with their mentor, and 680A of them had already achieved
some of their initial goals. This interlm evaluation provides encouraging initial indications that mentees are
making progress towards the mentoring outcomes within our Theory of Change aiming to support young
people to make better informed choices as they tal(e their first steps out of CDmpu150ry education.
Young Community
In 2024/25, the Young Community grew to 1,841 young people12023124,. 1,3921.
Every young person who takes part in our programmes becomes a member of our Young Community,
national community of young people aged 16-25 from underrepresented bacl(grounds, with creative
intere5t5 and practices spanning all artforrlls and disciplines. Th rough bringlng people together in person
and online, our Young Community programme fosters authentic connectlons within an inclusive and
supportive environment that encourages creatlve, persona I, and professional growth.
Page 3

The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
In 2024125, we undertook a revlew of the Community programme to ensure It was responding to the need5
of the young people we work with and connects wlth our wlder Theory of Change, focussinE our strength
on connecting people together. As a resu It, several progra mme stra nds were d iscontlnued, including our
Ruby Tickets scheme, Ask Arts Emergency, and our summer work experience programme.
In late 2024, we hired a new Community Events Offlcer tasked with connecting the community together
through monthly In-person events, including soclals and workshop5 which have now tal<en place in
locations across our three reglons, Including Old Dlorama Arts Centre & The Treehouse In London, Futu re
Yard in Merseyside, and Altogether Otherwise in Manchester. We have also run a variety of online events.
'It has made me feel connected to a talented Eroup of people.
- Young Community member
'Thhe impacts have beenl connecting me with a larger creatlve community. Having another set of friend5
that all have dlfferent strengths and experien￿$, sharlng advice and opportunities, as well as being able to
work together.
Some early takeaways from these events have been that attendees have appreciated connecting with a
community and learning about other people, developSng a deeper appreciation of the work of creatives,
and also having the opportu nity to share their own skills, knowledge and Interests.
In 2024125, we shared 369 creative and cultural opportunities vla our monthly newsletter and a newly
launched Opportunitie5 Board webpage 12023124.. 422 opportunltles sharedl. We also hosted and
moderated a Discord server where young people could communicate and network with each other.
Collective programme
The Youth Collective was e5tabli5hed in 2020 to ensure that young people's voices are Ilstened to and
amplified through Arts Emergenry'5 activitie5 and to generate leadership capabilities wlthin the
Community.
In 2024125, we also undertook a review of the Youth Collective programme to ensure it is impactful for the
Indivlduals a5 well as the wider movement. As a result, the Collective programme changed its focus away
from developlng an Individual advocacy piece each year to becoming leader5 of the Young Community and
developing the offer and depth of the Community programme,
Thls new approach launched in October 2024 with a representative group of 12 young people working
col laboratively to provide leadership for the Young Comm un ity. These young people are paid as consulta nts
to ensure young people's views and voices are at the heart of everything we do.
By the end of 2024125, the Youth Collective have made a huge impact on the Community programme. They
have launched a monthly podcast series, The Emergency Room {creative chats in critical times), where in
pairs they speak with creative profe55ionals. The Collectlve have taken over production of our monthly
Young Community Newsletter, and refreshed its content to include new element5 including
quotes/afflrmations, h15toric days of the month, and recommendations from the Youth Collective. They
have also played a leading role in overseeing the introductSon of in-person events and influenced the
structure of in-person event5,
Additionally, two members of the Youth Collectlve served on the board a5 Young Trustees to ensure that
young people's voices were represented at the governance level,
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
'It's helped me grow in confidence both personally and as an advocate
member.
2024125 Youth Collective
Flnanclal revlew
Flnanclal position
The charitable company held free reserves as at 30 June 2025 of £300,12012024,, £411,4161,
At 3D June 2025, the charitable company held restricted reserves of £19,27912024: £62,6251,
Net movement In funds for the year was an outflow of £154,64212024: inflow of £20,899>.
Reserves pollcy
Arts Emergency's policy wlth regard to reserves is to ensure that the charlty, and the services we offer to
our beneflclaries, a re reasona bly secure in the event of significa nt red uctlon In I ncome, allowing..
Tlme to re-establish income streams
Time to ma nage reductlon in service levels or restructure shou Id this become necessary.
The trustees recognise the need to hold sufficient free reserves to ensure protectlon of core activities in the
event of unforeseen circumstances, includlng any unplanned reduction In fu nding or an unforeseen need
for funds to deliver additional charltable actlvlty.
Since September 2022 we have been worklng to a reserves target equivalent to 6 months of running costs.
In January 2025, trustees agreed to reduce the reserves target to 3 months, in light of a challenging
economic climate and a need to deliver a deflclt budget for one year. The organisatlon went through a
restructure_to Teduce headcount and establish a staff structure able to successfully deliver on ou r misslon.
Programme delivery was protected during this process.
As at 30th June 2025 the organisation held free reseNes equivalent to 3 months of running costs based on
25126 costs.
With i ncreasing costs related to the cu rrent cost of living crisis, our strategy for the next three fi na ncia I
years IS to steadily build u nre5tricted reserves, Current forecasts predict a retu rn to 6 months reserves by
the end of 27128.
Designated funds
Arts Emergency holds no designated funds at this time.
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The Arts Emergency Servi
Report of the Trustees
for the Year Ended 30 June 2025
STRATEGIC REPORT
Princlpal rlsks and uncertainties
The trustees continually review..
The high and Significa nt risks to whlch the charity is exposed;
The potential impact and proba bility associated with each risk;
Existing i nternal co ntrols a nd accounta bility for them; and
Mitigating actions to reduce each ris1( to a level that the Board considers to be acceptable.
The relevant findings and mitigations are set out below:
Young people do not have decision-making agency, control or power..
Youth Collective provide ongoing feedback to emerging programmes and ideas,.
Young people served on the Community project steering committee, provided feedback in consultation
interviews and Theory of Change workshops,.
- Two Youth Collective members serve on the board as Young Trustees.
Economic pressures related to current fl nancial climate:
The fundraising team has expanded to further diversify and increase revenue;
Ta rgeted appeals relating to cu rrent Issues facing our beneficia ries will continue to run;
- Annual budgeting and ongoing monitoring of financial performance including monthly cashflow forecasting;
We implemented ari in-house-finance sysfem-to ènsure quiclc and accurate oversight of our financlsl
position;
The preparation of financial forecasts aligned to the Arts Emergency strategy to target a diversification of
income streams and incorporate an ongoing consideration of market and consumer trends,.
Contingency is built into fina ncial forecasts for future financial yea rs.
Incidents that damage reputation and/or negatively impact operations (including cyber security, serious
fraud, major hea Ith and safety incidents, safeguarding and Internal process failures):
Safeguarding team in place,.
Safeguarding trai n i ng programme delivered to all stafF and volunteers,.
Safeguarding lead trustee on the board;
Finance manual updated and team training carried out;
Senior roles in place with responsibility for data and systems: Head of Systems and Chief Operating Officer,.
Full data review and team training undertal(en lastfinancial year,
Changes in Government regulatory requirements andlor Charity Sector guidance le,g., GDPR, Fundraising
Code) negatively impact on Arts Emergency's strategy and activities:
The team monitors public policy and the regulatory environment on an ongoing basis to ensure potential
risks can be proactively managed. This includes a particular focus on developments in fundralsing regulation
and the requirements of the General Data Protection Regulation IGDPRI;
Representation at key events and forums to help shape the research agenda;
Strategic priorities and programme initiatives which target a diversification of income streams.
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
Arts E mergency's strategy and activities are not properly or sufflciently focused In order for the charlty to
meet its objectives:
Charity has a clear vision and a strategy settinE Out how we play a leading role in achieving slgnificant
irnprovements in access to careers in the arts a nd h umanities,,
STRATEGIC REPORT
Following our full strategic revlew In 21122 to ensure that our mission is clear, the Leadership Team
worked with colleagues and trustees to develop a three-year business plan taklng us to 2026,.
We reviewed our three-year plan focussing on the goals for 2023- 2026.
Attracting, developing and retaining talented staff in a competitive employment market combined with the
reliance on significant levels of volunteer Support both in f u ndraising and mentoring,.
Regular benchma rl<ing of compensation a nd benefits across the sector,,
Ongoing proactive volunteer and employee recruitment programmes;
- Active communication and training programme in place for volunteer mentors,.
Programme of annua l appraisals, development opportu nities and ind ividual tra i ning budgets provided,.
Staff wel Ibeing progrdmmes i n place including Em ployee A5SiStance Program me;
Staff handbook updated and key policies reviewed;
Fixed term Nead of People & Culture role invested in this Pinancial to support the team and culture,.
Clear schedule of department and whole staff in person time.
Delivering"effective change manage.ment through major process improvement programmes in support of
the charity's Strategy:
Finance a nd resou rces corn mittee is in place to review any proposed cha nges to staff structure, including
new roles in order to make recommendations to the wider board,.
All new prograrnrnes are reviewed to ensure alignment with mission and strategy and that appropriate
governance and resourcing in place,
Financial security and th reats of fraud or misuse of compa ny expenses:
Li mits set on expenditu re via all channels (expenses cards, bank account);
Authorisation process in place for all outgoing payments (including incoming invoices and expense cla im51;
Appropriate authorlsatlon process in place for any payments made by job role and bank limit placed on
daily transactions;
- Trustee authorlsatlon for any payments over £lO,QOO-
Processes in place to check all new payees or payees who request payment to new a new bank account,.
Bank account revlewed regularly and accounting system reviewed monthly to ensure any unexpected
expenditure is picked up immediatety. Full management accounts reviewed quarterly by trustees.
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
STRATEGIC REPORT
Future plans
Over the next three years, we want to lean into what we know works: long-term relationships built on
trust, care and shared values. Arts Emergency exists because real change isn't going to make headlines, it's
slow news and constant work. Our programme Is deliberatelyi radically long term, and that means we must
plan in the same way. Practically, thi5 means worklng toward5 securing 70% of the income needed to run
projects by the start of the year they launch, allowlng us to focus on people and purpose rather than
precarity.
This approach al lows us to u ndemrite programmes in the long term, build deeper connections, and bring
our people together as a collective to collaborate, create, and support one another through what are
increasingly scary tlmes. The same commitment applles Internally., to our staff team, our board, and our
Youth Collective. Arts Emergency is one movement for the future, but it Is powered by thousands of
individual ideas, needs and superpowers. Our role Is to make space for all of us, and IndSvldually and
collectively contribute as much as posslble to the cuFture we live In. This Is how we'll do our blt to change
the world.
We also want to widen our reach without breaching our operational and ethical limits. We have worked
with partner schools for 15 years in London, and 11 years in Manchester. We want to offer greater access
to our networks and resources to young people beyond our core programme. We can't mal(e a mentor
match for everyone who wants one, but we can explore new ways to be a place for people to be their best,
most aspirational Self.
Alongside this, we are building closer relationships with creatlve buslnesses, cultural organisations and
grassroots causes who share our values and are working ethlcally and sustainably. We want to learn from
our allies.. T_here is also an enormous amount of carefully developed practlce wtthin Arts Emergency,
pa rticularly around-inentori ng that Is safe, authentic and high-impact. Combined wlth the cultu ral clout a nd
radica I creativity that lives within our movement, this is someth ing we want to share intentionally we are
one organisation contributing to a much broader struggle and we're committed to helplng bulld a future
that's worth living for. Now is the time to 58y this out loud, defiantly, hopefully, to everyone I
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing document
The Art5 Emergency SeNice is a registered charity (Registered Charity number 11523771, and a company
Ilmited by guarantee as defined by the Companies Act 2006 (number 076557091, governed by its
Memorandum and Articles of ￿sociation and incorporated on 2 June 2011.
The company was granted charitable status on 11 June 2013.
Organisational structure
The charitable company is administered by the tru5tee5 comprising of individuals who are the trustees of
the charitable company at any given tlme, including the first trustees and their successors. In selecting
indivSdua1s for appointment as trustees, the trustees have regard to the skills, knowledge and experience
required for the effective administration of the charitable company.
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The Arts Emergency Servlce
Report ofthe Trustees
frjr the Year Ended 30 June 2025
STRUCTURE, GOVERNANCE AND MANAGEMENT
Declslon making
The Board of Trustees has overarchi ng responsibility for the approva l and monitoring of the organisation's
strategic pla n. This includes:
Overall approval of an nual budgets and a nnual accounts
Approval of charity's approach to risk a nd monitoring of risk re8iSter
Development and implementation of board development plan
Approving the Fundraising Policy and ensuring fu ndraising activity falls in line with thls
The board has two subcommittees to SUPPDrt with key strategic and operational decislons. The Flnance and
Resources sub-committee oversees in detail the financial plans and performance of the charity and reviews
the charity's risk manag@ment processes. The Appointments sub-committee leads the process for
appointments and election to the Board of Trustees.
The charity is led by the CEO who is responsible for the day-to-day management of the organisation.
Following the period of these accounts, this moved to a CO-CEO model. Day-to-day management of the
organisation includes..
Development, mc>nitoring and implementation of strategic plan
Identifying a nd pu rsuing opportunities for fundraising and business development
Arranging prep8 ration of budget5 a nd forecasts for presentation to the board
Adm inistrative decisions regardi ng f ina nce, FIR, health a nd safety, project evaluation, management
Information systems, marketing and communic8tion5
The_Co-CEOs work with a Senior Leadership Team who sUPPOrt in these areas.
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
STRUCTURE, GOVERNANCE AND MANAGEMENT
Induction and training of new trustees
When new trustees are appolnted to the Board, they receive an induction pack wh ich includes information
on trustee duties, a copy of our governlng document and Charity Comm ission guideli nes for trustees. We
provide a n Ove￿ieW of the charlty's finances, our Safeguarding policy a nd a guide to the decisions that will
need to be made as part of the role, We also give training on safeguarding, what to do if thing5 go wrong
and have a code of conduct wh1ch trustee5 sign up to when they loln.
Trustee terms are four years each, wlth a maximum of 9 years served in total. After four years, should the
trustee wish to remain they are re-elected onto the Board by the remalning trustees. If the trustee is
considering stepping clown, we asl< trustees to continue for one year In order to induct a replacement
trustee, or to give a minimum 6 months, notice.
When recruiting new trustees, the charity will create a recruitment pack Includlng a person speclficatlon.
We regularly undertal<e a skllls audit to identify any ga ps in knowledge or expertise that wou Id be usefu I to
the charity. When recruiting we wlll outline any skills we are partlcularly looklng for. We advertlse on ou r
own websit@ and soclal rredia channels, alongside industry recruitment site5 and publications. In some
cases, we will engaEe a charity trustee recruiter to su pport this process.
I n all of our recruitment, we are com mitted to belng a welcom ing and inclusive organisation. It is important
to us that our Board is representative of the young people we serve. We particularly welcome applicatlons
from disabled people, LGBTQIA+ people, and Black, Asian and other people of colour. We believe that a
d iverse board will have the best range of talents to work effectively, and we encourage applications f rom
people under the age of 30. For all roles we guarantee to Intenriew anyone with a disability whose
application meets the essential criteria for a post.
Two trustees on the board are representatives of our Youth Collectlve.
Key management remuneration
Within the organisation we have salary points for the d ifferent levels of role and take Into conslderatlon the
seniority of the role and the sl(ills requi red when setting the salary. When recruiting for any paid role, we
benchmark against comparable role5 Within similar organisations, taking into account our salary bands,
budgets, and current fina ncia I position,
We run an annual appraisal prO￿s5 where performance-related pay rises can be discussed and considered.
When budgeting forfuture year5 we take into account a cost-of-living adjustment.
Related parties
There were no such i nstances in the current year other than those mentioned in the notes of the fina ncial
Statements.
Management
The management of the charitable Company is vested in the trustees who are directors for the purposes of
company law.
The trustees delegate the day-to-day administration of the charity to the CO-CEOS.
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The Arts Emersency Servlce
Report of the Trustees
for the Year Ended 30 June 2025
REFERENCE AND ADMINISTRATIVE DEfAILS
Registered Company number
07655709 (England and Wales)
Registered Charlty number
1152377
Registered office
Offic@ 02.06
Peter House
Oxford Street
Manchester
MI SAN
Trustees
Ms F Woodrow (Treasurer) (resigned 219/20251
Mr J J Burke (resigned 219120251
Ms KJ A Edwards
Ms E O Adegoke
MSA Keramidas
Miss C L Heywood
Miss J Dotiwala
Ms P K Mann Ichairl
Mrs J Oddie
Ms B V Patel
Ms D J N icholls lappointed 26/6120251
Ms A L Kirby (appointed 2616120251
M5 S K Hands (appointed 219120251
Mr5 S B van SchalknNyk (appointed 2/9120251
Company Secretary
Mr T D Fletcher Iresigned 25/11/20251
Ms L C P Newton lappointed 25/11120251
Independent Examiner
Joanna Green BSC FCA
Swindells LLP
Chartered Accountants
Atlantic House
8 Bell Lane
Bellbrook I ndu5trlal Estate
Uckfleld
East Sussex
TN22 IQL
Support team of the trustees
Co-chief Executlve Off icer.. M r Neil Griffiths
Co-chief Executive Off icer.. Mis5 Lucinda Newton
Adm inistration support,. Jacques Preiss, Excluserv Ltd
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The Arts Emergency Service
Report of the Trustees
for the Year Ended 30 June 2025
REFERENCE AND ADMINISTRATIVE DETAILS
Other Information
Website: www,arts-emergency.org
Social Medla., FacebooK Bluesky, I nstagram a nd Linkedl n accou nts.. visit website
Report of the trustees, incorpor
company dlrectors, on
tln
2410&&26
a strategic report, approved by order of the board of trustees, as the
and signed on the board's behalf bv..
Ms P K Mann-Trustee
Page 12

Independent Examiner's Report to the Trustees of
The Arts Emergency Service
Independent examiner's report to the trustees of The Arts Emergency Service I'the Company,
report to the charity trustees on my examinatlon of the accounts of the Company for the year ended
30 June 2025.
Responsibilities and basis of report
As the charity's trustees of the Company land also its directors for the purposes of company lawl you are
responsible for the preparation of the accounts in accordance with the requirements of the Companles Att
20061'the 2006 Act'l.
Having satisfied myself that the account5 of the Company are not required to be audited under Part 16 of
the 2006 Act and are eligible for independent examination, I report In respect of my exam i nation of you r
charity's accou nts as carried out under Section 145 of the Charities Att 20111'the 2011 Act'l. In carrying out
my examination I have followed the Directions given by the Charity Commission u nder Section 145151 Ibl of
the 2011 Act.
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Independent Examiner's Report to the Trustees of
The Arts Emergency Service
Independent examlner's ststement
Slnce your charity's gross Income exceeded £250,000 your examlner must be a member of a 5isted body. I
can conflrm that l am quallfled to undertake the examlnatlon because l am a member of the Institute of
Chartered Accou ntants In England and Wales, wh ich Is one of the Ilsted bodies.
I have completed my examlnatlon. I confirm that no matters have come to my attention in connection with
the examlnation givlng me cause to believe..
accounting records were not kept in respect of the Company as required by Section 386 of the 2006
Act; or
the accounts do not accord wlth those records; or
the accounts do not comply wlth the accounting requlrements of Section 396 of the 2006 Act other
than any requirement that the accou nts give a true and fair view which is not a matter considered as
part of an independent examination; or
the accounts have not been prepared In accordance with the methods and principles of the
Statement of Recommended Practlce for accountlng and reporting by charlties (applicable to
charities preparing their accou nts in accordance with the Financial Reporting Standard applicable in
the UK and Republlc of Ireland IFRS 1021}.
I have nt) concerns and have come across no other matters in connection with the examination to which
attention Shou Id be drawn in this report in order to enable a proper understanding of the accounts to be
reached.
Joanna Green Bsc FCA
Swindells LLP
Chartered Accountants
Atlantic House
8 Bell Lane
Bellbrook Industrial Estate
Uckfield
East Su55ex
TN22 IQL
Date:....,.,...,.
Page 14

The Arts Emergenry Servlce
Statement of Flnancial Activities
for the Year Ended 30 June 2025
2025
Tota I
funds
2024
Total
funds
U n restricted Restricted
fund
funds
Notes
INCOME AND ENDOWMENTS FROM
Donations a nd legacies
747,314
65,532
812,846
852,924
Other trading activities
Investment income
5,5QO
86
5,500
86
11,653
46
Total
752,900
65,532
818,432
864,633
EXPENDITURE ON
Charitable activities
Charitable activities
857,365
115,709
973,074
843,744
NET INCOMEIIEXPENDITUREI
Transfers between funds
1104,4651
16,8301
{50,177
6,830
1154,6421
20,889
16
Net movement in funds
1111,2951
{43,3471 1154,6421
20,889
RECONCILIATION OF FUNDS
Total fund5 brought forward
411,416
62,625
474,041
453,152
TOTAL FUNDS CARRIED FORWARD
300,121
19,278
319,399
474,041
The notes form part of these financlal statements
Page 15

The Arts Emergency Service
Balance Sheet
30 June 2025
2025
Total
funds
2024
Total
funds
U nrestricted Restricted
fund
f u nds
Notes
FIXED ASSETS
I ntangible assets
Ta nglble as5et5
12
13
3,762
9,852
3,762
10,962
4,181
10,994
I,iio
13,614
I,iio
14,724
15,175
CURRENT ASSETS
Debtors
Cash at bank
14
97,993
234,384
97,993
252,553
95,566
399,245
18,169
332,377
18,169
350,545
494,811
CREDITORS
Amount5 falling due wlthin one year
15
145,8711
145,8711
135,9451
NET CURRENT ASSErs
286,506
18,169
304,675
458,866
TOTAL ASS￿5 LESS CURRENT LIABILITIES
300,120
19,279
319,399
474,041
NET ASSET5
300,120
19,279
319,399
474,041
FUNDS
U nrestricted funds
Restricted fu nds
16
300,120
19,279
411,416
62,625
TOTAL FUNDS
319,399
474,041
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006
for the year ended 30 June 2025.
The members have not required the company to obtain an audit of its financial statement5 for the year
ended 30 June 2025 In accordance with Section 476 of the Companies Act 2006.
The trustee5 acknowledge their responsibilities fDr
lal
ensuring that the charita ble company keep5 accounting records that comply with Sections 386 and
387 of the Companies Act 2006 and
preparing f i na ncial statements which give a true and fair view of the state of affa irs of the charitable
company as at the end of each financial year and of its Surplus or deficit for each financial year in
accordance with the requirements of Sections 394 and 395 and which otherwise comply with the
Ibl
The notes form pa rt of these financlal statements
Page 16
continued...

The Arts Emergency Servlce
Balance Sheet- conllnued
30 June 2025
The trustees acknowledge their responsibilities for
lal
ensuring that the charitable company keep5 accounting records that com ply with Sectlons 386 and
387 of the Companies Act 2006 and
Ibl preparlng financia I statements which give a true and fair view of the state of affairs of the charitable
company as at the end of each fSnancla l yea r and of Its surplus or deflcit for each flnanclal yea r In
accordance with the requirements of Sectlons 394 and 395 and which otherwise comply with the
requ irements of the Compa nles Act 2006 relatl ng to fl nanclal statements, so far as applicable to the
charita ble com pany.
The flna
¥Jid3Allg
ments were approved by the Board of Trustees and authorised for issue on
and were si8ned on Its behalf by:
Ms P K Mann-Trustee
The notes form part of these flnancial statements
Page 17

The Arts Emergency Service
Cash Flow Statement
for the Year Ended 30 June 2025
2025
2024
Notes
Cash flow5 from operatlng actlvlt5es
Cash generated from operations
Interest paid
1143,1571
123,4571
1701
Net cash used In operating activities
1143,1571
123,5271
Cash flows from Investlng actlvlties
Purchase of intanglble fixed assets
Purchase of tangible fixed assets
Sale of tangible f ixed assets
Interest received
14,6451
13,6301
650
46
13,6211
86
Net cash used in Investlng actlvlties
{3,5351
17,5791
Change in cash and cash equivalents in
the reporting period
Cash and cash equivalents at the
beginning of the reporting period
1146,6921
{21,106
399,245
430,351
Cash and cash equivalents at the end
of the reportlng perlod
252,553
399,245
The notes form part of these financial statements
Page 18

The Arts Emergency Service
Notes to the Cash Flow Statement
for the Year Ended 30 June 2025
RECONCILIATION OF NEf {EXPENDITUREI/INCOME TO NEf CASH FLOW FROM OPERATING
ACTIVITIES
2025
2024
Net lexpendlture)/lncome for the reporting period las per the
Statement of Financlal Activlties)
Adjustments for:
Depreciation charges
Profit on disposal of fixed assets
Interest received
Interest paid
Increase in debtors
Increase/ldecreasel in cred itors
1154,6421
20,889
4,072
4,129
1181}
1461
70
133,5631
{14,7551
1861
12,4271
9,926
Net cash used in operations
{143,1571
123,4571
ANALYSIS OF CHANGES IN FUNDS
At 1.7.24
Cash flow
At 30.6.25
Net cash
Cash at bank
399,245
1146,6921
252,553
Total
399,245
1146,6921
252,553
The notes form part of these financial statements
Page 19

The Art5 Emergency Servlce
Notes to the Financial Statements
for the Year Ended 30 June 2025
ACCOUNTING POLICIES
Basis of preparing the financial statement5
The flna nclal statements of the charitable company, which is a public benefit entlty u nder FRS 102,
have been prepared in accordance with the Charities SORP IFRS 1021 'Accounting and Reporting bv
Charities., Statement of Recom mended Practice appl icable to charities preparing their accou nts in
accordance with the Financial Reporting Standard applica ble in the U l< and Republic of Irela nd IFRS
102} leffectlve l January 20191,, Financial Reporting Standard 102 'The Flnanclal Reportlng Standard
applicable In the U l( and Repu blic Df I reland, and the Companies Act 2006. The financial statements
have been prepared u nder the historical cost convention.
The present2tion cu rrency in the f inancial statements is the Pound Sterling 1£).
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.
The charity receives donations from members of the public. These donation5 are dep051ted into
the charity's bank account and are recognised when the funds are received.
Grant income is recognised when the charity has entitlement to the funds, and any performance
conditions attached to the grants have been met.
Expenditure
Liabilitie5 are recognised as expenditure as 500n as there is a legal or constructive obligation
com mitting the cha rity to that expenditure, it is probable that a transfer of economic benef its 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 a Ilocated to activities on a bas is consistent with the use of resources.
Expenditure on charitable activities Includes administering mentoring schemes and other projects
associated with the charity's aims. All support costs are allocated to expenditure on charttable
activities,
Tanglble fixed assets
Depreciation is provided at the following annual rates in order to write off each asset over its
estimated usefu I life.
Office equipment
25% on reducing balance
Taxation
The charity is exempt from corporation tax on its charitable activitie5,
Fund accounting
U nrestricted fund5 ca n be used in accordance with the charltable objectives at the discretion of the
trustees.
Page 20
continued...

The Arts Emergency Service
Notes to the Financial Statements - continued
for the Year Ended 30 June 2025
ACCOUNTING POUCIES- continued
Fund accounting
Restricted funds can only be used for particular restricted purposes within the objects of the charity.
Restrictions arise when specified by the donor or when funds are raised for particular restricted
purposes.
Further expla nation of the natu re a nd pu rpose of each fund is included in the notes to the financial
statements,
Pension costs and other post-retirement benefits
The charitable compa ny contributes towards em ployee's defined contribution pension Schemes.
Contributions payable to the pension schemes are charged to the Statement of Financial Activities in
the period to which they relate.
Going concern
The trustees have reviewed the circumstances of The Arts Emergency SeNice and consider that
adequate resources continue to be available to f und the activities of the cha rity for the foreseeable
future. A5 such, the trustees are of the view that the charity is a going concern.
Grants
Government grants in respect of capital expenditure are cred ited to a deferred income account a nd
released to profit over the expected useful lives of the relevant assets in equal annual in5talments.
Government grants of a revenue nature are credited to income 50 as to match them with the
expenditu re to whlch they relate,
DONATIONS AND LEGACIES
2025
2024
Donations
Giftaid
Grant5
507,750
78,437
226,659
463,992
69,323
319,609
812,846
852,924
Grants received, included in the above, are a5 follows..
2025
2024
Grants
226,659
319,609
Page 21
continued...

The Arts Emergency Service
Notes to the Flnanclal Statements- contlnued
for the Year Ended 30 June 2025
OTHER TRADING ACTIVITIES
2025
2024
Other income received
5,500
11,663
INVESTMENT INCOME
2025
2024
Other Interest received
86
46
CHARITABLE ACTIVITIES COSTS
Direct
Costs (see
note 61
Support
costs (see
note 71
Totals
Charitable activities
927,492
45,582
973,074
DIRE￿ COSTS OF CHARITABLE ACTIVITIES
2025
2024
Staff costs
Rent and rates
Insurance
Telephone
Postage, stationery and prlntlng of materlals
Service support
Staff training
Subscriptions
Office
IT cost5
Travel
DBS check5
Event costs
Consultancy
Hospita lity
Recruitrnent costs
Voucher5
Depreciation
758,251
45,625
3,079
3,100
5,258
300
1,731
2,942
4,060
38,581
20,459
1,276
7,500
17,423
2,451
10,453
831
4,072
607,612
23,752
504
2,530
14,088
11,368
1,862
5,717
23,404
21,653
1,055
6,805
43,455
1,632
17,981
2,906
4,129
927,492
790,453
Page 22
continued...

The Arts Emergency SeNlce
Notes to the Financial Statements- contlnued
for the Year Ended 30 June 2025
SUPPORT COST5
Governance
costs
Flnance
Totals
Charitable activitles
13,403
32,179
45,582
Governance costs include £5,70012024', £3,490) in respect of the independent examination of these
financial staternents.
NET INCOME/(EXPENDITURE)
Net income/lexpendltu rel 15 stated after cha rging/lcreditingl'.
2025
2024
Depreciation - owned assets
Surplu5 on disposal of fixed assets
Cornputer software arrortlsation
3,653
3,665
11811
464
419
TRUSTEES, REMUNERATION AND BENEFITS
There were no trustees, remuneration or other benefits for the year ended 30 June 2025 nor for the
year ended 30 June 2024.
Trustees, expenses
During the year, three 12024: twol trustees received reimbursements of employment related
expenses amounting to £1,153 {2024: £2,889).
10. STAFF COSTS
2025
2024
WaEes and salaries
Social secu rlty costs
Other pension costs
667,680
59,482
31,089
533,179
50,254
24,179
758,251
607,612
The average monthly number of employees during the year was a5 follows.,
2025
20
2024
18
Charltable activities and adminlstration
No employees received emoluments in excess of £60,000.
Page 23
continued...

The Arts Emergency Service
Notes to the Financial Statements - continued
for the Year Ended 30 June 2025
11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL AcfiviTIES
U nrestricted
fund
Restricted
funds
Total
funds
INCOME AND ENDOWMENTS FROM
Donations and legacie5
694,358
158,566
852,924
Othertrading activities
Investment income
11,663
46
11,663
46
Total
706,067
158,566
864,633
EXPENDITURE ON
Charitable activities
Charitable activities
690,030
153,714
843,744
NET INCOME
Transfers between funds
16,037
13,225}
4,852
3,225
20,889
Net movement In funds
12,812
8,077
20,889
RECONCILIATION OF FUNDS
Total funds brought forward
398,604
54,548
453,152
TOTAL FUNDS CARRIED FORWARD
411,416
62,625
474,041
12.
INTANGIBLE FIXED ASSETS
Camputer
software
COST
At ljuly 2024 and 30June 2025
4,645
AMORTISATION
At ljuly 2024
Charge for year
464
419
At 30 June 2025
883
NET BOOKVALUE
At 30 June 2025
3,762
At 30 June 2024
4,181
Page 24
continued...

The Art5 Emergency Servlce
Notes to the Financial Statements- contlnued
for the Year Ended 30 June 2025
13. TANGIBLE FIXED ASSETS
Office
equipment
COST
At lJuly 2024
Additions
21,588
3,621
At 30 June 2025
25,209
DEPRECIATION
At I July 2024
Charge for year
10,594
3,653
At 30 June 2025
14,247
NET BOOK VALUE
At 30 June 2025
10,962
At 30June 2024
10,994
14. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025
2024
Trade debtor5
Other debtor5
Prepayments and accrued income
8,721
78,716
10,556
3,286
77,774
14,506
97,993
95,566
Page 25
continued...

The Arts Emergency 5ervlce
Notes to the Financial Statements- contlnued
for the Year Ended 30 June 2025
15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025
2024
Trade creditors
social security and other taxes
Other creditors
Accruals and deferred income
16,143
19,949
3,871
5,908
18,605
10,246
3,304
3,790
45,871
35,945
16.
MOVEMENT IN FUNDS
Net
movement
In funds
Tr8 nsfers
between
funds
At
30.6.25
At 1.7.24
Unrestricted funds
General fund
411,416
1104,4561
16,8301
300,120
Restritted funds
John Lyon's Charity
Westminster Foundation
Sarah Chamberlain &Tom Curtis
Dr Martens Foundation
The f>ortal Trust
Cha rles S French Charitable Trust
The Di5chma Charitable Trust
Derek Hill Foundation
Noel Coward Foundation
Awards for All
Bu2zacott Stuart Defrles Memorial
Fund
Chapman Charlta ble Trust
John Thaw Foundation
Three Monkles Trust
9,402
17,647
113,2521
15,8101
11871
11821
126,1551
11, 1061
3,850
11,837
187
182
1,155
157
25,000
949
1,329
1,645
638
6,015
3,000
11,742
11,587
16,0151
97
949
1,299
1561
11971
3,144
1,299
56
197
3,144
62,625
150,1751
6,830
19,279
TOTAL FUNDS
474,041
(154,6421
319,399
Page 26
continued...

The Arts Emergency Service
Notes to the Flnanclal Statements- contlnued
for the Year Ended 30 June 2025
16. MOVEMENT IN FUNDS- contlnued
Net movement in funds, included Sn the above are as follows:
Incoming
resou rces
Resou rces
expended
Movement
in f u nd5
Unrestrlcted funds
General f u nd
752,900
1857,3661
1104,4661
Restrlcted funds
John Lyon's Cha rity
Westmlnster Foundatlon
Sarah Chamberlain & Tom Curtls
Dr Martens Foundatlon
The Portal Trust
Charles S French Charltable Trust
The Dischma Charita ble Trust
Derek H ill Foundation
Noel Coward Foundation
Awards for All
Buzzacott Stuart Defries Memorial
Fund
Chapman Charltable Trust
John Thaw Foundation
London Mentoring Programme
Stichting Horizon Foundation
Three Monkies Trust
(13,2521
{50,8101
11871
11821
126,1551
13,1061
11,3291
11,7421
15,0871
16,015)
113,2521
15,8101
1187}
11821
126,155
11, 1061
1,671
11,7421
1,587}
16,0151
45,000
2,000
3,000
3,500
2,000
1,000
1,000
1,000
2,033
5,000
17011
11,0561
11,1971
11,0001
12,0331
11,856}
1,299
1561
11971
3,144
65,532
1115,7081
150,1761
TOTAL FUNDS
818,432
1973,0741
1154,6421
Page 27
continued...

The Arts Emergency Service
Notes to the Financial Statements - continued
for the Year Ended 30 June 2025
16. MOVEMENT IN FUNDS- continued
Comparatlves for movement in funds
Net
movement
in funds
Transfer5
between
fund5
At
30,6,24
At 1.7.23
Unre5trlcted funds
General fund
398,604
16,037
13,2251
411,416
Restrlcted funds
John Lyon's Charity
Westminster Foundation
Sarah Chamberlain & Tom Curtis
Dr Martens Foundation
Youth Collective
The Portal Trnst
Cha rles S French Charitable Trust
The Dischma Charltable Trust
Derel< Hill Fou ndatlon
Jerwood Arts
The Jessica Mathers Trust
Noel Coward Foundatlon
Awards for All
8,859
543
17,647
112,3871
15,9201
12,8201
11,5681
949
1,329
1,645
11,2151
141
638
6,015
9,402
17,647
12,387
5,920
2,382
25,000
438
1,568
25,OCN)
949
1,329
1,645
1,215
638
6,015
54,548
4,852
3,225
62,625
TOTAL FUNDS
453,152
20,889
474,041
Page 28
continued...

The Arts Emergency Servlce
Notes to the Flnancial Statements - continued
for the Year Ended 30 June 2025
16.
MOVEMENT IN FUNDS- Contlnued
Com parative net movem ent in funds, included i n the above a re as follows..
Incomi ng
resources
Resources
expend@d
Movement
in fu nds
Unrestricted funds
General fund
706,057
{690,03DI
16,037
Restricted funds
John Lyon's Charity
Westminster Foundatlon
Sarah Chamberlain & Torn Curtis
Dr Marten5 Foundatlon
Youth Collective
The Portal Trust
Charles S French Charitable Trust
The Dischma Charita ble Trust
Derel( H ill Foundation
Jerwood Arts
The Jessica Mathers Trust
Noel Coward Foundation
Awa rds for All
Tesco Stronger Starts
25,000
41,201
124,4571
123,5541
112,3871
15,9201
(10,278)
126,5681
{1,0511
11,1711
13551
131,7661
11,0041
12,7181
111,9851
15001
543
17,647
112,3871
15,9201
12,8201
11,5681
949
1,329
1,645
11,2151
14)
638
6,015
7,458
25,000
2,000
2,500
2,000
30,551
1,000
3,356
18,000
500
158,565
{153,714)
4,852
TOTAL FUNDS
864,633
{843,744
20,889
Restricted funds
John Lyon's Charity
£25,000 was received in January 2024. These funds were used towards the direct salary c05t5
relating to our London Mentoring programme.
Westminster Foundation
£45,000 was received in December 2025. This funding was used to support mentoring for young
people in Westminster i n 2025.
Sarah Chamberlain & Tom Curtis
Sarah Chamberlain & Tom Curti5 £46,076 was received from Sarah Chamberlain and Tom Curtls in
July 2022 to fund the costs of a new Fundraising Manager for Arts Ernergency, Funds in thi5 year
werespent on the Fundraising Manager.
Page 29
continued.

The Arts Emergency Service
Notes to the Financial Statements . continued
for the Year Ended 30 June 2025
16. MOVEMENT IN FUNDS - continued
Dr Martens Foundation
Dr Martens Foundation £15,639 was received from the Dr Martens Foundation in November 2022
to fund the Greater Manchester mentoring programme. The mentoring project is designed to
provlde opportunitie5 and advice for young people to gain knowledge about the industry and a
pathway into the arts. Funds in thi5 year were spent on core costs.
Youth Collective
Youth Collective - £2,382 was received in donation5 in the previous year to fund the Youth Collective.
The Youth Collective are the representatives of the young people in the Arts Emergency networl<,
and funds were used to provide training and support so that the team are able to develop their own
advocacyi actiVi5m and community worl<.
The Portal Trust
£25,OW was received in June 2024. This grant was to fund the London mentoring programme. No
funds were spent in 23124 and were carried forward to be spent on the project in this year.
Charle5 S French Charitable Trust
£2,000 was recelved Sn November 2024, This funding was used to support mentoring for young
people in North East London boroughs.
The Dlschma Charltable Trust
£3,000 was received In September 2024, Thls funding was used to support mentorlng for young
people in London.
Derek Hlll Foundation
£2,000 was received in May 2024 towards the cost of our London Mentoring programme. At the end
of the 23124 financial year £1,645 of the fund remained whlch was carrled forward to be spent on
the project In this year.
The Jesslca Mathers Trust
£1,000 was recelved In August 2023. These funds were used to fund places on our mentoring
programme for flve young people In Deptford.
Noel Coward Foundation
£3,500 was received in June 2025. This fundlng was used to support mentoring for young people in
Manchester.
Awards for All - Natlonal Lottery Community fund
£18,000 was received in March 2024 to support young people in London living with a dlsability.
£6,015 was carried forward Into this year to support the project.
Buzzacott Stuart Defries Memorlal Fund
£2,000 was received in February 2025. This funding was used to support mentoring for young people
in London.
Page 30
continued...

The Arts Emergency 5ervlce
Notes to the Financial Statements- continued
for the Year Ended 30 June 2025
16.
MOVEMENT IN FUNDS - continued
Chapman Charltable Trust
£1,000 was received in September 2024. This funding was used to support mentoring for young
people i n London,
John Thaw Foundation
£1,000 was received in January 2025. These fund5 were to support young people taking part in our
Merseyside mentoring programme,
London Mentorlng Programme
A donation of £1,000 was received from a company to support mentoring for young people in
London,
Stlchtlng Horlzon Foundation
£2,033 was received in December 2024, These funds were used to support research into the
possibility of expanding mentoring into West Yorkshire.
Three Monkles Trust
£5,000 was recetved in February 2025. These funds were used to support mentoring for young
people in London.
Tesco Stronger Starts
£500 was received from the Te5co Stronger Starts Scheme in May 2024. This was used toward the
cost of our Merseyside Mentorlng programme.
17.
RELATED PARTY DISCLOSURES
The total amount of employee benefits Isalaryl recelved by key management personnel ICEOI was
£53,33812024: £51,883). During the year donations were received from trustees totalling £2,286
12024.. £1,568).
At the balance sheet date, the charlty owed various shareholders a total of £30012024,. £9441 for
charitable costs.
There were no further related party transactions for the year ended 30 June 2025.
Page 31
continued...

The Arts Emergency Service
Notes to the Financial Statements . continued
for the Year Ended 30 June 2025
18. COMPANY LIMITED BY GUARANTEE
The company is limited by guarantee with the liability of its members limited to £10, being the
a mount each member 15 requ ired to contribute toward5 any outstanding debts and l labilities upon
the winding up of the company.
Page 32

The Arts Emergency Service
Detailed Statement of Financial Activities
for the Year Ended 30 June 2025
2025
2024
INCOME AND ENDOWMENTS
Donations and legacie5
Donations
Gift aid
Grants
507,750
78,437
226,659
463,992
69,323
319,609
812,846
852,924
Other trading activities
Other income received
5,500
11,663
Investment Income
Other interest received
86
46
Total incoming resources
818,432
864,633
EXPENDITURE
Charltable actlvltles
Wages
Social secu rity
Superannuation
Rent a nd rates
Insurance
Telephone
Postage, stationery a nd printing of
materials
Service support
Staff tralnl ng
Subscrlptions
Off ice
IT costs
Travel
DBS checks
Event costs
Consulta ncy
Hospitality
Recruitment costs
Vouche
Carried forward
667,680
59,482
31,089
45,625
3,079
3,100
533,179
50,254
24,179
23,752
504
2,530
5,258
300
1,731
2,942
4,050
38,581
20,459
1,276
7,600
17,423
2,451
ID,453
831
923,420
14,088
11,368
1,862
5,717
23,404
21,653
1,065
6,805
43,455
1,632
17,981
2,906
786,334
Th is page does not form part of the statutory financial statements
Page 33

The Arts Emergency Service
Detailed Statement of Flnanclal Actlvitie5
for the Year Ended 30 June 2025
2Q25
2024
Charitable activities
Brought forward
Computer software
Office equipment
923,420
418
3,654
786,334
464
3,665
927,492
790,463
Support costs
Management
Ban1( interest
70
Finance
Ban l< charges
Loss o n sale of ta ngi ble f ixed assets
13,403
12,894
11811
13,403
12,713
Governance costs
Legal fees
Governance
3,070
29,109
2,785
37,713
32,179
40,498
Total resources expended
973,074
843,744
Net lexpendlture}/lncome
(154,6421
20,889
Th is page does not form part of the statutory flnancial statements
Page 34