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||||Page|
|---|---|---|---|
|Report ofthe|Trustees|||
|Legal|and Administrative
Information|||
|Structure,
Governance,
Management||||
|Objectives and Activities||||
|Achievements
and Performance||||
|Financial Review||||
|Plan|for future periods||10|
|Statement of|Trustee's
Responsibilities||12|
|Report ofthe|Independent
Auditors||13|
|Consolidated|Statement of Financial|Activities|17|
|Balance Sheets - Group and Charity|||18|
|Consolidated|Cash Flow Statement||19|
|Notes to the|Financial Statements||20|
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|4.|Achievements
and performance|||
|---|---|---|---|
|The adverse
economic climate as a result of Covid-19, impacted
on the Charities
financial
result for 2020.||||
|Fortunately,
the charity took an immediate
and pre-emptive
response
to the potential
impacts of covid-19 to||||
|mitigate
the scale of the financial
risk||through
the immediate
cancellation
of live events
and the use of the||
|governments
furlough
scheme thereby||protecting
its financial security.
It continued
to deliver successfully
its||
|educational
programmes
through
the||use of digital services
and
applications.
This resulted
in increased||
|interest and attendance
at all its initiatives|||and digital events.
The programmes
to be more accessible to larger|
|and broader
community
globally.
Global awareness
of the charity was increased
and development
of the||||
|D&AD archive,
Digital Annual
and digital|||content, which
will be a major source of creative reference, continued|
|to|evolve.|||
|The charity's
performance
against
its objectives over the past year is as follows:||||
||Objective in 2020-21||.Achievements
In 2020-21|
||To continue
to
build
reserves
to||The group
reported
reserves
of E4,251,416 (2020: E3,144,329)of|
||levels
determined
by the charity's||which
free
unrestricted
reserves
are
E4,116,147
(2020:|
||reserves
policy.||82,819,329).|
||To restructure
the original 2019/20||The group revenues
increased
by 6608,087 with total costs due to|
||business
plan
in
line
with
the||the
restructuring
decreasing
by 6956,427.
The net
result
is a|
||impacts
of Covid-19
to ensure
it||surplus for the year ofE1,107,087, with the restructuring
plan having|
||remains a going concern.||significantly
reduced the risk ofa detrimental
financial impact on the|
||||charity's reserves.|
||To
continue
to
develop
a
fully
integrated
brand
communications
and
marketing
strategy
across
programmes.||Increased
international
involvement
with the charity especially
with
increased
interest from the Japanese
market
in the awards scheme
and
from
the
Middle
East
in
the
professional
development
programme.|
||To
continue
to
reposition
the||The focus ofthe D&AD Foundation
is to support creative education|
||education
model
by
creating
the||by
assisting
new
creatives
as
they
make
the
transition
from|
||D&AD
Foundation
to
support||education
into work
in their early careers. The funds
raised for the|
||D&AD's mission to celebrate, award||Foundation
will support
D&AD's Education
programme
and
third-|
||and promote excellence
in business||party
Educational
programmes.
Continue
investment
in delivering|
||communication
and design.||the Educational
programmes
digitally
allowing
a broader and more|
||||accessible programmes
for the community.|
||Continue
to
raise
the
charity's||Continued
to achieve
worldwide
media
coverage
with
appointed|
||profile.||international
representatives
in
Europe,
USA,
Japan,
Australia,|
||||India and Brazil.|
||To continue to invest
in the digital||Covid-19 accelerated
the investment
and delivery
in the charity's|
||strategy
to deliver online content to||digital
activities
including
the
launch
of the first freely
available|
||D&AD's stakeholders.||Digital Annual
and the cessation of producing
a physical
Annual.
It|
||||also delivered
all its programmes
digitally
including
its Education|
||||programmes,
Masterclasses,
Awards
Ceremony
amongst others.|
|To reconsider|the role of|With the cessation of|a physical|Annual|being|produced|which|was|
|---|---|---|---|---|---|---|---|---|
|Membership|within the|a core benefit of membership.||The|charity|is reconsidering||the|
|organisation.||future of membership|as a core|programme.|||||
##
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##
##
|D&AD is exploring|opportunities|opportunities|opportunities||to transform
the business
by using
digital technologies|to transform
the business
by using
digital technologies|that add value to its|
|---|---|---|---|---|---|---|---|
|existing customer base and||create new||||markets
to explore. A 4-year program
of iterative
transformation
has||
|been agreed
upon to launch||new|||innovation
and redevelop
existing technology
and functionality
to transform|||
|the business
going|forward.|||||||
|To
maintain
reserves||at||levels||Continuance
of the
financial
review
and
identification
of costs||
|determined
by
the|||charity's|||savings
and
new
income
streams
enhanced|by
more
effective|
|reserves
policy.||||||management
ofexisting
programmes.||
|To
continue
to|develop||a||fully|Development
of
a
clear
and
coherent|voice
across
all|
|integrated
brand|communications|||||communication
platforms
and
continuing
to|raise
the
company|
|and
marketing|strategy||across|||profile, both UK and internationally.||
|programmes.||||||||
|To continue
to invest
in the||||digital||To continue
to build
on D&AD Digital
Annual|and
D&AD archive,|
|strategy
to deliver an online|||offer to|||content management
systems
and supporting|IT infrastructure.|
|D&AD
stakeholders,|||thereby|||||
|building
D&AD's|community.|||||||
|To review and extend
markets|||||and|To continue
to reach diverse audiences
who represent
the breadth||
|audience
beyond
UK and|||Europe|||of commercial
creative community.
Focus on|segments
which
we|
|post Brexit.||||||can penetrate
effectively;
likely to be design
&production
agencies,||
|||||||in-house creative
&design teams and consultancies.||
|||||||To continue
to reach larger audiences
outside|London and the UK.|
|||||||Focus on growth cities which we can penetrate|most effectively.|
|To
continually|develop||||the|To contmually
review strategy
to ensure
it is relevant
to the needs||
|redefined|professional|||||of
the
present
and
future
by
developing|the
model
into
a|
|development
strategy.||||||comprehensive,
technically
flavoured
series|of training
modules|
|||||||targeting
both the creative and client communities
with the ultimate||
|||||||objective
of the
creation
of an
E-Learning|series
to scale the|
|||||||enterprise
and
enhance
the development
of careers
in creative||
|||||||fields
through
Continuous
Professional
Development
(CPD)||
|||||||scheme.||
|To continue
to|build
international|||||Senior management
of the charity
has and|will continue
to visit|
|awareness
in key cities.||||||appropriate
locations
and meet with
key contacts
to develop
this||
|||||||ob ective. A
ointments
of international
re s|are
in
lace across|
##
|||key locations|key locations|in India,
Australia,
Brazil,|USA,|China|China|&|Japan|in|
|---|---|---|---|---|---|---|---|---|---|---|
|||2020/21.|||||||||
|To fully utilise|D&AD head office in|To utilise|the|space to enhance
and build|relations||within||the wider||
|Shoreditch.||community|and serve the creative community.||||||||
|||Events
are||now
happening
more
regularly||saving||on|external||
|||costs/hire|and generating
a small revenue||stream.||||||
##
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##
##
##
##
||||Unrestricted|Restricted|Total|Total|
|---|---|---|---|---|---|---|
||||2021|2021|2021|2020|
|||Note|E|E|E|E|
|Income from|||||||
|Grants and donations|||175,254||175,254|355,238|
|Trading income from subsidiary|||343,563||343,563|136,192|
|Charitable
activities:|||||||
|Awards|||4,493,233||4,493,233|4,182,997|
|Partnerships|||40,000||40,000||
|Professional
Development|||197,933|388,501|586,434|162,255|
|New Blood|||692,131||692,131|890,304|
|Total charitable|activities||5,423,297|388,501|5,811,798|5,235,556|
|Investment
income and interest|||305||305|3,537|
|Other income|||7,690||7,690||
|Total income|||5,950,109|388,501|6,338,610|5,730p523|
|Expenditure
on|||||||
|Raising funds|||1,417,959||1,417,959|1,057,045|
|Trading subsidiary|costs||108,399||108,399|94,139|
||||1,526,358||1,526,358|1,151,184|
|Charitable
activities:||10|||||
|Awards|||1,929,747||1,929,747|2,896,888|
|Partnerships|||472,331||472,331|536,751|
|Professional
Development|||313,184|253,232|566,416|508,128|
|New Blood|||411,671|325,000|736,671|1,094,999|
|Total charitable|activities||3,126,933|578,232|3,705,165|5,036,766|
|Toelexpenditure|||4,653,291|578,232|5,231,523|6,187,950|
|Net income / (expenditure)|||1,296,818|(189,731)|1,107,087|(457,427)|
|Transfer between
funds||24|||||
|Total funds brought|forward|23,24|2,819,329|325,000|3,144,329|3,601,756|
|Total funds carried|forward||4,116,147|135p269|4~251p416|3p144,329|
|||||||Group|Group|Charity|Charity|
|---|---|---|---|---|---|---|---|---|---|
|||||||2021|2020|2021|2020|
||||||Note|E|E|E|f.|
|Fixed assets||||||||||
|Intangible
assets|||||18|39,191|114,949|39,191|114,949|
|Tangible assets|||||19|200,452|507,054|200,452|507,054|
|Investments|||||20||1|1,000|1,001|
|||||||239,643|622,004|240,643|623,004|
|Current assets||||||||||
|Debtors|||||21|735,863|465,724|735,863|465,724|
|Cash at bank|and|in|hand|||4,733,962|3,071,964|4,723,838|3,061,839|
|||||||5,469,825|3,537,688|5,459,701|3,527,563|
|Current
liabilities||||||||||
|Creditors
falling due within one year|||||22|(1,458,052)|(1,015,363)|(1,686,556)|(1,052,716)|
|Net current|assets|||||4,011,773|2,522,325|3,773,145|2,474,847|
|Total assets|less current|||liabilities||4,251,416|3,144,329|4,013,788|3,097,851|
|Net assets||||||4,251,416|3,144,329|4,013,788|3,097,851|
|Accumulated|funds|||||||||
|Restricted
funds|||||23,24|135,269|325,000|135,269|325,000|
|Unrestricted|funds||||23,24|4,116,147|2,819,329|3,878,519|2,772,851|
|Total accumulated|||funds|||4,251,416|3,144,329|4,013,788|3,097,851|
||||||2021|2020|
|---|---|---|---|---|---|---|
||||||E|E|
|Cash inflow from operating
activities|||||||
|Net cash provided
by operating|activities||||1,661,693|905,591|
|Cash flow from investing activities|||||||
|Investment
income and interest|received||||305|3,537|
|Payments to acquire tangible and intangible|||fixed assets|||(106,479)|
||||||305|(102,942)|
|Net increase
in cash and cash equivalents|||||1,661,998|802,649|
|Cash and cash equivalents
at beginning||ofyear|||3,071,964|2,269,315|
|Cash and cash equivalents
at close of||year|||4,733,962|3,071,964|
|Reconciliation ofnet income /|(expenditure)||to cash flow from operating|activities|||
||||||2021|2020|
||||||E|E|
|Net income / (deficit) forthe reporting||period|||1,107,087|(457,427)|
|Adjustments
for:|||||||
|Depreciation
charges|||||382,361|430,435|
|Investment
income|||||(305)|(3,537)|
|(Increase) / decrease
in debtors|||||(270,139)|496,684|
|Increase
in creditors|||||442,689|439,436|
|Net cash provided
by operating|activities||||1,661,693|905,591|
|Analysis of cash and cash equivalents|||||||
|Cash at bank and in hand|||||4,733,962|3,071,964|
##
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##
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##
||||||Unrestricted|Unrestricted|
|---|---|---|---|---|---|---|
||||||2021|2020|
||||||E|E|
|4.GRANTS AND DONATIONS|||||||
|IBM Gift in Kind: Digital Transformation|||Project|||100,000|
|Coronavirus
Job Retention Scheme||Grant|||175,254|255,238|
||||||175,254|355,238|
|5.TRADING SUBSIDIARY INCOME|||||||
|Income generated
in 0&AD Trading||Limited|||343,563|136,192|
||||||343,563|136,192|
|6.INCOME FROM CHARITABLE|ACTIVITIES||||||
|||||Unrestricted|Restricted|Total|
|||||E||E|
|Yearto 31Au6ust 2021|||||||
|Awards||||4,493,233||4,493,233|
|Partnerships||||40,000||40,000|
|Professional
Development||||197,933|388,501|586,434|
|New Blood||||692,131||692,131|
|Total income from charitable|activities|||5jl23,297|388,501|5,811p798|
|Year to31August 2020|||||||
|Awards||||4,001,996||4,001,996|
|Partnerships|||||181,000|181,000|
|Professional
Development||||162,255||162,255|
|New Blood||||462,304|428,000|890,304|
|Total income from charitable|activities|||4,626,556|609,000|5,235,556|
|7. INVESTMENT INCOME AND INTEREST|||||||
|Bank deposit interest|||||305|3,537|
|Rental income from subleased|premises||||7,690||
||||||7,995|3,537|
|8.COST OF RAISING FUNDS|||||||
||||||Unrestricted|Unrestricted|
||||||2022|2020|
||||||f|E|
|Fund raising costs|||||1,417,959|1,057,045|
||||||1,417,959|1,0S7,045|
|9.TRADING SUBSIDIARY COSTS|9.TRADING SUBSIDIARY COSTS|9.TRADING SUBSIDIARY COSTS|||||
|---|---|---|---|---|---|---|
||||||Unrestricted|Unrestricted|
||||||2021|2020|
||||||E|E|
|Costs incurred|by|0&AD Trading|Limited||108,399|94,139|
||||||108,399|94,139|
|10.COSTSOF ACTIVITIES IN FURTHERANCE OF THE CHARITYS OBIECTIVES|||||||
|||||Unrestricted|Restricted|Total|
|||||E|||
|Year to 31August||2021|||||
|Awards||||1,929,747||1,929,747|
|Partnerships||||472,331||472,331|
|Professional|Development|||313,184|253,232|566,416|
|New Blood||||411,671|325,000|736,671|
|Total expenditure||on charitable|activities|3,126,933|578,232|3,705,165|
|Year to 31August||2020|||||
|Awards||||2,896,888||2,896,888|
|Partnerships||||133,957|402,794|536,751|
|Professional|Development|||508,128||508,128|
|New Blood||||652,063|442,936|1,094,999|
|Total expenditure||on charitable|activities|4,191,036|845,730|5,036,766|
|11.ANALYSIS OF TOTAL RESOURCES|11.ANALYSIS OF TOTAL RESOURCES|EXPENDED|||||
|---|---|---|---|---|---|---|
||||Direct staff|Other direct|Governance
IL|Total|
||||Costs|Costs|supportcos'ts||
|Yearto31August 2021|||||||
|Costs ofactivities|in furtherance|ofthe|||||
|charity's
objectives|||||||
|Awards|||743,940|417,726|768,081|1,929,747|
|Partnerships|||261,689|42,169|168,473|472,331|
|Professional
Development|||122,215|355,117|89,084|566,416|
|New Blood|||321,682|121,173|293,816|736,671|
||||1,449,526|936,185|1,319,454|3,705,165|
|Other expenditure|||||||
|Cost of raising funds|||584,943|480,424|352,592|1,417,959|
|Trading costs||||108,399||108,399|
||||584,943|588,823|352,592|1,526,358|
|Total|||2,034,469|1,525,008|1,672,046|5,231,523|
|Year to31August 2020|||||||
|Costs of activities|in furtherance|ofthe|||||
|charity's objectives|||||||
|Awards|||772,655|940,608|1,183,625|2,896,888|
|Partnerships|||233,254|56,251|247,246|536,751|
|Professional
Development|||116,627|287,724|103,777|508,128|
|New Blood|||335,303|349,373|410,323|1,094,999|
||||1,457,839|1,633,956|1,944,971|5,036,766|
|Other expenditure|||||||
|Cost of raising funds|||532,402|524,643||1,057,045|
|Trading costs||||94,139||94,139|
||||532,402|618,782||1,151,184|
|Total|||1,990,241|2,252,738|1,944,971|6,187,950|
##
|SUPPORT COSTS|||||||
|---|---|---|---|---|---|---|
|||||Unrestricted|Restricted|Total|
||||||E|E|
|Year to31August 2021|||||||
|Support|||||||
|Staff and related costs||||182,058||182,058|
|Depreciation||||382,361||382,361|
|Other support costs||||554,432||554,432|
|Totalsupport
costs||||1,118,851||1,118,851|
|Governance|||||||
|Salaries and Chairman||||308,853||308,853|
|Audit fees||||35,830||35,830|
|Other legal and professional||fees||208,512||208,512|
|Total governance
costs||||553,195||553,195|
|Total||||1,672,046||1,672,046|
|Year to31August 2020|||||||
|Support|||||||
|Staff and related costs||||433,072||433,072|
|Depreciation||||430,437||430,437|
|Other support costs||||527,117||527,117|
|Total support costs||||1,390,626||1,390,626|
|Governance|||||||
|Salaries and Chairman||||487,558||487,558|
|Audit fees||||25,070||25,070|
|Other legal and professional||fees||41,717||41,717|
|Total governance
costs||||554,345||554,345|
|Total||||1,944,971||1,944,971|
|NET OUTGOING RESOURCES|||||||
|Net outgoing resiources for the year are stated after charging:|||||||
||||Group|Group|Charity|Charity|
||||2021|2020|2021|2020|
||||E|E|E|E|
|Auditors remuneration|||37,806|27,764|35,830|25,070|
|Interest payable on finance leases and hire||||2,584||2,584|
|purchase|||||||
|Depreciation
/
am ortisation:|||||||
|Owned assets (tangible|and|intangible)|382,361|430,437|382,361|430,437|
|Rentals under operating|leases: land and||222,917|222,917|222,917|222,917|
|buildings|||||||
##
##
|Staff costs comprise:||2021|2020|
|---|---|---|---|
|||E|E|
|Wages and salaries||2,074,661|2,370,385|
|Social security costs||217,404|248,103|
|Pension costs||197,873|343,587|
|Recruitment
and training||10,402|50,531|
|Redundancy
and termination|payments|4,832|100,141|
|Total staff costs||2,505,172|3,112,747|
##
||||2021|2019|
|---|---|---|---|---|
||||number|number|
|Charitable|activities||33|41|
|Income generation|||9|5|
|Administration||and support|8|10|
||||50|56|
##
##
##
||||Website and|
|---|---|---|---|
||||software|
||||E|
|Cost orvaluation||||
|As at 1September 2020|||373,003|
|Additions||||
|Disposals||||
|As at 31August 2021|||373,003|
|Amortisation||||
|As at 1September 2020|||258,054|
|Charge for the year|||75,758|
|Eliminated
on disposal||||
|As at 31August 2021|||333.313|
|Net book value||||
|As at 31August 2021|||39,191|
|As at 31August 2020|||114,949|
|TANGIBLE FIXEDASSETS - GROUP AND CHARITY||||
||Leasehold|Office||
||improvements|equipment|Total|
||6|6|6|
|Cost or valuation||||
|As at 1September 2020|1,122,715|488,726|1,611,441|
|Additions||||
|Disposals||||
|As at 31August 2021|1,122,715|488,726|1,611,441|
|Depreciation||||
|As at 1September 2020|720,402|383,985|1,104,387|
|Charge for the year|224,543|82,060|306,603|
|Eliminated
on disposal||||
|As at 31August 2021|944,945|466,045|1,410,990|
|Net book value||||
|As at 31August 2021|177,770|22,681|200,451|
|As at 31August 2020|402,313|104,741|507,054|
##
##
||||Registered|office|||Status|%Ownership|
|---|---|---|---|---|---|---|---|---|
|D&AD Trading|Limited||64 Cheshire Street, London|||E2 6EH|Trading|100%|
|D&AD Limited|||Suite 1201,Tower 2,||The Gateway,||Non trading|100%|
||||25 Canton|Road, Tsimshatsui,|||||
||||Kowloon,|Hong Kong|||||
|D&AD USA Inc.|||Frankfurt|Kurnit
Klein|and|Selt, P.C.|Non-trading|100%|
||||488 Madison Avenue,||NY 10022,||||
||||USA||||||
||||||||2021|2020|
||||||||E|E|
|Cost at the begi|nning|and end ofthe year|||||1,000|1,001|
|||||2021|2020|
|---|---|---|---|---|---|
|||||E|E|
|Profit &Loss Account||||||
|Turnover||||343,563|136,192|
|Cost ofsales||||(106,458)|(92,504)|
|Gross profit||||237,105|43,688|
|Administration||expenses||(3,441)|(1,635)|
|Profit on ordinary|||activities|233,664|42,053|
|Balance sheet||||||
|Current assets||||243,298|49,711|
|Creditors: amounts|||falling due within one year|(4,670)|(2,694)|
|Total net assets||||238,628|47,017|
|Called up share||capital||1,000|1,000|
|Retained profit||||237,628|46,017|
|Shareholders'|funds|||238,628|47,017|
##
||||Group|Group|Charity|Charity|
|---|---|---|---|---|---|---|
||||2021|2020|2021|2020|
||||E|E|F.|E|
|21.DEBTORS|||||||
|Trade debtors|||262,812|78,480|262,812|78,480|
|Other debtors|||39,670|46,342|39,670|46,342|
|Prepayments|and accrued income||433,381|340,902|433,381|340,902|
||||735,863|465,724|735,863|465,724|
|22.CREDITORS|||||||
|Trade creditors|||124,719|2,160|124,719|2,160|
|Other creditors|||55,840|31,757|55,840|31,757|
|Taxation and|social|security|51,638|144,881|51,638|144,881|
|Accrued expenses|||555,542|558,953|550,872|556,260|
|Deferred income|||670,313|277,612|670,313|277,612|
|Owed to subsidiary||undertakings|||233,174|40,046|
||||1,458,052|1,015,363|1,686,556|1,052,716|
##
|Analysis|ofunrestricted|ofunrestricted|ofunrestricted|fund movements|fund movements||||||
|---|---|---|---|---|---|---|---|---|---|---|
|||||||Balance|Income|Expenditure|Transfer to|Balance|
|||||||01-Sap||gains and|restricted|31-Aug|
|||||||2020||losses|funds|2021|
|||||||f||f|f|f|
|General|fund|||||2,819,329|5,950,109|(4,653,291)||4,116,147|
|||||||Balance|Income|Expenditure|Transfer to|Balance|
|||||||01-Sep||gains and|restricted|31-Aug|
|||||||2019||losses|funds|2020|
|||||||f||f|f|f|
|General|fund|||||3,105,934|5,121,523|(5,342,220)|(65,908)|2,819,329|
|Unrestricted||funds realised|||by the subsidiary|company
and included
in the||above amounts:|Enil (2020:6nil)||
|Analysis|ofrestricted fund||||movements||||||
|||||||Balance|Income|Expenditure|Transfer|Balance|
|||||||01-Sep|||general|31-Aug|
|||||||2020|||funds|2021|
|||||||f|||f|f|
|New Blood programme||||||325,000||(325,000)|||
|EU Bridging the|||Creativity||Gap||388,501|(253,232)|-|135,269|
|||||||325,000|388,501|(578,232)||135,269|
|||||||Balance|Income|Expenditure|Transfer|Balance|
|||||||01-Sap|||general|31-Aug|
|||||||2019|||funds|2020|
|||||||f||||f|
|New Blood programme||||||339,936|428,000|(442,936)||325,000|
|Public education|||and creative awareness|||(246,908)|181,000||65,908||
|programmes|||||||||||
|Awards|programme|||||402,794||(402,794)|||
|||||||495,822|609,000|(845,730)|65,908|325,000|
##
##
|ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS||||
|---|---|---|---|
||Unrestricted|Restricted|Total|
||E|E|E|
|As at 31August 2021||||
|Fixed assets||||
|Intangible
assets|39,191||39,191|
|Tangible assets for use by the charity|200,452||200,452|
|Investment
in subsidiary|1||1|
|Current assets||||
|Debtors|504,125||504,125|
|Cash at bank and in hand|4,733,962||4,733,962|
|Current liabilities|(1,359,220)||(1,359,220)|
|Long term liabilities||||
||4,118,511||4,118,511|
|As at 31August 2020||||
|Fixed assets||||
|Intangible
assets|114,949||114,949|
|Tangible assets for use by the charity|507,054||507,054|
|Investment
in subsidiary|1||1|
|Current assets||||
|Debtors|465,724||465,724|
|Cash at bank and in hand|2,746,964|325,000|3,071,964|
|Current
liabilities|(1,015,363)||(1,015,363)|
|Long term liabilities||||
||2,819,329|325,000|3,144,329|
##
||Charityand|Charity and|
|---|---|---|
||Group|Group|
||2021|2020|
||E|E|
|Within one year|187,500|300,137|
|Between two and five years|1,062,500|375,171|
|Within 5+years|||
||1,250,000|675,308|
##
##
##