2025-03-31-accounts - One Dance UK

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Company registered number: 2931636 Charity registered number: 801552 ONE DANCE UK (A Company Limited by Guarantee) TRUSTEES' REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

................................................................................................................................................. 2 PURPOSE
................................................................................................................................................ 3 STRATEGY
.................................................................................................................................................... 3
..................................................................................................................................... 4 DANCE
........................................................................................ 4 ENGAGEMENT AND POLICY WORK
................................................................................................................. 5 PROGRAMMES AND WORK
............................................................................................................................................. 10 PRIORITIES
........................................................................................................................... 11 FUNDRAISING ACTIVITIES
............................................................................................................................. 11 THE FUTURE
....................................................................................................................................... 12 REVIEW
................................................................................. 13 GOVERNANCE AND MANAGEMENT
................................................... 18 AND ADMINSTRATIVE DETAILS OF THE COMPANY
............................ 19 INDEPENDENTEXAMINER’SREPORTTOTHEMEMBERSOFONEDANCEUK

REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 MARCH 2025 The Trustees are pleased to present their annual Directors' report together with the financial statements of the charity for the year ended 31 March 2025, which are also prepared to meet the requirements for a Director's report and accounts for Companies Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: the Statement of Recommended Practice for Charities (SORP 2019) (Second Edition, effective 1 January 2019) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). OUR PURPOSE A STRONGER, MORE VIBRANT AND MORE DIVERSE DANCE SECTOR FOR THE UK We are a charity dedicated to raising the profile, excellence, diversity, and importance of UK dance. These are the cornerstones of our constitution: Promoting Dance and its diversity To advance arts and culture for the benefit of the public by promoting all forms of dance. This includes the promotion of good practice, education and specific forms of dance including but not limited to the promotion of the work of dance artists of the African Diaspora in all its expressions. Education To advance the education of the public, teachers, students, young people, dance practitioners and professionals in the UK in dance including but not limited to; research, the promotion of dance with and for young people, Dance of the African Diaspora, promoting standards of excellence in the teaching of dance for all ages (with a focus on the school curriculum) and the promotion of specific forms of dance. Health To advance the health and wellbeing of all those who dance. Relief of poverty To relieve poverty amongst dancers, dance artists, dance practitioners and their dependents. In shaping our objectives for the year and planning our activities, the Trustees have considered the Charity Commission's guidance on public benefit, including the guidance 'Public benefit: running a charity (PB2)' and the Charity Governance Code. We rely on grants, fundraising, sponsorships, members' fees and ticket, event and course sales to cover our operating costs. 2

OUR STRATEGY TOGETHER WE'RE STRONGER With the mandate of our members, we provide one clear voice for dance and a clear strategy to meet our purpose. • Providing information and direct support to dance professionals, dance teachers, schools and organisations to support a vibrant, healthy, and sustainable dance ecology • Ensuring children and young people of any background participate in high quality dance through our advocacy and programmes • Raising the profile of diverse dance practice and equality for diverse professionals, performances, education and leadership in organisations across the UK • Advocating loudly for UK dance with government, CYP programme board and health and mental wellbeing providers • Providing artists at all stages of their careers with opportunities, resources and information to survive and thrive. VOLUNTEERS We rely on, and are extremely grateful to, our volunteers who include our Dance Ambassadors, Board members, expert panels and other supporters at events. We rely on volunteers who generously give up to 500 hours of their time each year. Dance Ambassadors (aged 18 - 25 years) write blogs, speak to Members of Parliament, support us at our events and benefit from engaging with us. Through exciting opportunities, they find out about the various roles and careers in dance.

OUR WORK THIS YEAR SUPPORTING DANCE During a testing time for dance and the dance economy, advocating for our member's needs to DCMS and DE, funders and performing arts representative bodies remains our key priority. We saw a steadying of membership following our renewed membership offer, after a period of declining membership. Our new strategy addresses the current needs of individual members, as well as continuing to provide essential support to organisational members. The One Dance UK Team is dedicated to listening and aligning our services to best serve the dance community's needs now and in the future, with work undertaken through the year to launch a new Wellbeing Service providing a comprehensive package of health and wellbeing support, focusing on delivering increased value to our members and the sector we serve. We remain committed to providing freelancers with the support they need to maintain and develop sustainable careers in dance. During the year we developed partnerships with Mugler and Trinity Laban to provide bursaries to dance students as part of the Mugler Creators Program. We also worked with the Dance Professionals Fund to find ways to provide greater support to dancers together, and will be finalising the details of this support in the next year. POLITICAL ENGAGEMENT AND POLICY WORK The team continued to work with Government and officials throughout 2024/25, covering issues which affect all of our members, both individual and organisational, through the Curriculum and Assessment Review; and addressing operational issues as they arose for members including on inbound immigration and tax-related issues. We strengthened the voice of dance in policy discussions through sustained engagement with parliamentarians and officials, including work with the All-Party Parliamentary Dance Group, and joint contributions to cross-sector initiatives such as the Pandemic Preparedness in the Performing Arts project, and participation in Culture Commons roundtables shaping a joint arts education manifesto ahead of the General Election. Alongside direct correspondence with new DCMS and DfE ministers and MPs, we used ONE magazine and a new "Dance Digest" communications strand to profile advocacy activity and articulate sector priorities. The team continued to influence education policy and champion safeguarding by contributing dance-specific insight to the Department for Education's Out of School Settings steering group, through work with the Safer Dance group, and by engaging with legislation on mandatory reporting of child abuse and helping the sector respond to high-profile safeguarding incidents. Building on extensive consultations around the Cultural Education Plan, we continued to work with key partners to ensure that learning from this process informed the new government's forthcoming Curriculum and Assessment Review, while also preparing election-facing messaging and website content to clearly present policy priorities, joint campaigns and calls to action. 4

We submitted a response to the Treasury call for evidence ahead of the Spending Review, with a request for a £1.1M investment to safeguard youth dance talent development infrastructure across the UK, creating more joined-up work at local, regional and national levels across the CATs, NYDC, the U.Dance framework and Young Creatives. The submission was reviewed by and discussed with the CYP Programme Board, and shared with our contact at DfE.

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U. Dance Regional Platforms took place in the nine English regions, plus Scotland and Northern Ireland, delivered by regional partners and forming the selection process for the National Festival. In Wales, an online submission processed was managed by National Youth Arts Wales. U.Dance National Festival The U.Dance national Festival was delivered in Liverpool between 13-14 July 2024 350 young dancers from around the UK were invited to take part in the U.Dance National Festival from 21-23 July in Newcastle. Event partners included Liverpool Everyman Playhouse, LIPA. LMA and Northwest Dance. Participants showcased a range of dance styles and backgrounds with around 40 groups taking part, selected from hundreds of entries at U.Dance Regional Platforms or by special guest invitation. Guest companies included Northwest Centre for Advanced Training (CAT) groups and Lillianna Clifton, a Liverpool based dancer and runner up on Britain's Got Talent 2023. The event also saw the integration of One Dance UK's Young Creatives programme with a showcase of the work of six youth choreographers and other guest young performers. Alongside groups who took part from around the country, special focus was taken to ensure performance opportunities from around the Northwest region, with a range of locally based groups offered showcase opportunities and representatives from local professional dance companies sharing their knowledge through workshops and talks. • 3 x showcases of youth dance were presented: - 2 x U.Dance National Showcases, Liverpool Playhouse This included Curtain Raiser performances from The Fosbrooks, a folk music and dance troupe, and WigLe Dance, a primary-age dance group selected from One Dance UK's U.Dance First programme - Young Creatives Showcase, Paul McCartney Auditorium, LIPA • 2 x warm up ceilidhs were provided by the English Folk Dance and Song Society • 34 x Dance Workshops with a range of leading artists with a special focus on those from the Northwest • 7 × Careers Talks with a range of leading dance professionals working in different elements the dance sector • Artists/organisations represented in the Workshops and Careers Talks included: - Alyx Steele - Company Chameleon - Liverpool Everyman Playhouse - Movema - English Folk Dance and Song Society - One Dance UK - Trinity Laban Conservatoire of Music and Dance - Wicked 6

Wired Aerial Theatre
Yuva Gati Centre for Advanced Training (CAT) • U.Dance Marketplace, where participants could talk directly to higher education and training Providers • 9 x Dance Ambassadors assisted with the event in a range of roles • An Access Fund, generously supported by Trinity Laban and Big Give, allowed groups to receive a travel bursary of an average of £250.00 each to support travel and access costs The U.Dance First programme was relaunched in January 2025 with an emphasis on providing performance opportunities for children nagged 5-11, this relaunch has seen an increase in participation numbers. YOUNG CREATIVES The Young Creatives programme continues to provide opportunities for aspiring young choreographers. The in-person day on 12 January was attended by 25 people in total which included 10 Young Creatives and 15 dancers. An online Work In Progress sharing and feedback session was held for the Young Creatives on 2 March for which 7 of the Young Creatives attended. The satisfaction rating of the programme is still achieving 100 "Young people never fail to astound me with their creativity, passion and ability to get right to the heart of the matter through dance. It feels like it is more vital than ever that young people have opportunity to express themselves and explore their creative voices. The Young Creatives programme does exactly that. " Sir. Richard Alston, Young Creatives and U.Dance Champion EQUALITY, DIVERSITY & INCLUSION In the continuous effort to further our commitment to equitable and inclusive practices, our 3- year strategic EDI action plan will be published in April 2025 and made available to the public for transparency and accountability. From then on, an annual update on the progress of our actions will be made available, highlighting areas of success and areas for improvement. We successfully published our Inclusive Language Guide, which acts as a tool to support the dance ecology in better understanding how to be inclusive within various areas of their work. We ensure to highlight the ever-changing landscape of inclusive language, helping readers understand that the Guide is not an exhaustive list, nor is it permanent, and we provide additional learning resources that encourage the reader to go beyond the Guide to deepen their knowledge and understanding. We also published a Transgender Awareness in dance guide. The resource provides foundational knowledge to increase awareness of transgender identities and issues within the dance sector. This resource covers terms and identities, the potential challenges faced by 7

for participants to understand:

Different types of bias
Social science behind biases and how they’re formed
Types of biases
Impact and mitigation

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NIDMS NHS DANCE INJURY CLINICS As a founding partner of NIDMS, One Dance UK helped to establish the first and only dance specialist national health services in the UK. NIDMS Dance Injury Clinics in London, Birmingham and Bath have reached an estimated 5,000 dance professionals and students since 2012. Dancers require specialist care from medical practitioners who understand the demands and requirements of professional dance training and performance. The four NHS Dance Injury clinics at Royal National Orthopaedic Hospital Stanmore, London, Mile End Hospital, London, Royal United Hospital, Bath, and Queen Elizabeth Hospital, Birmingham are led by a Sport and Exercise Medicine consultant with experience of treating dancers, alongside a dance-specialist physiotherapist. Each clinic can refer to a wider multidisciplinary team including podiatrists, surgeons, dieticians and psychologists/psychiatrists. One Dance UK staff raise awareness of the service to dance companies, schools, and awarding bodies, as well as through social media posts and the NIDMS website. We are also the first point of contact for GPs, parents, and the dance ecology to support referrals. HEALTHCARE PRACTITIONERS' DIRECTORY Our free searchable online directory lists private medical, psychological, and complementary healthcare practitioners with experience of treating dancers who are based throughout the UK and recommended by members of the dance profession. In March 2025, 45 Healthcare Practitioners were listed on the Directory, up from 20 at the same time in March 2024. SAFEGUARDING IN UK DANCE ORGANISATIONS We continue to collaborate with NIDMS and the University of Birmingham to investigate safeguarding in dance by exploring the experiences of diverse current and former dancers of safe dance environments, specifically focussing on the perceptions of what characterises a safe dance environment. In 2024/25 we focused on participant recruitment and diversity. INDUSTRY STANDARDS FOR DANCERS' HEALTH AND WELLBEING Developed in 2022, the NIDMS Best Practice Standards are a benchmark for dance organisations in the UK to be recognised for existing good practice in healthcare, dance science support, and health education for dance professionals and students, and provide guidance to support and enhance dance professional and student health, wellbeing and performance. HEALTHIER DANCER PROGRAMME (HDP) FACEBOOK GROUP The Facebook Group for the Healthier Dancer Programme was established in April 2021 to boost engagement with audiences interested in dancers' health, wellbeing, performance, and dance medicine science, and currently has over 300 members. All content released on the Healthier Dancer Programme Facebook page is reviewed in line with our quality assurance 9

policy, to ensure that material is: up-to-date, genuine, audience-specific, and evidenced (where appropriate). ONE DANCE UK AWARDS 2025 The One Dance UK Awards 2025 celebrated, championed, and promoted the achievements of the sector across the previous 12 months, whilst spotlighting the diverse and vibrant dance ecology in the West Midlands. This year the Awards were held alongside the Talking Thinking Dancing programme of events at the Birmingham Hippodrome. MEMBERSHIP We are pleased to have seen membership increase during 2024/25, as a result of our improved members offer. We anticipate that the introduction of our Wellbeing Service will see this increase continue into 2025/26 We continue to survey non-renewing members as their membership lapses to ascertain the main reasons for letting their membership expire. The key reasons cited continue to be financial (loss of funding and/or closure for organisational members, and affordability at the time of renewal for individual members). OUR PRIORITIES DATA, EQUITY, BALANCE AND BELONGING We are building our capacity to collect and analyse data in order to be able to present more convincing arguments and a stronger evidence base on the positive impact on the UK of sustained and increased investment in the dance sector. We advocate an equitable, diverse and inclusive dance ecology that accurately reflects the multiple voices in dance and the dance community which everyone should feel included in. We continue to develop benchmarks to map the make-up of our staff, members and the participants of our programmes, and the broader dance ecology. We will continue to identify and prioritise diversity gaps and build sustainable relationships that better represent the balance of the dance ecology. We encourage our partners and members to be respectfully open and honest with us so that we can grow together and celebrate the richness of every person and idea. We continue to advocate for dance using evidence-based research to present to decision makers on a variety of topics. 10

OUR ENVIRONMENTAL RESPONSIBILITY We will continue to build our understanding towards becoming more sustainable, including the challenges faced by our member and non-member communities. During the year, all staff completed Carbon Literacy training provided by Sustainable Arts in Leeds CIC. FUNDRAISING ACTIVITIES We have continued to deepen our relationship with funders and sustained current funding including with Arts Council England (securing an extension to regular funding as an NPO for 2026-27 and part of the first extension year to the original 2023-26 Investment Period) and other current and potential funders. We ensure our compliance with the Charities Act 2016 and follow guidance from the Fundraising Regulator's voluntary regulation scheme. We require and monitor protection around vulnerable people and members of the public from unreasonable intrusion on a person's privacy, unreasonably persistent approaches for the purpose of soliciting or otherwise procuring money or other property on behalf of the charity or placing undue pressure on a person to give money or other property. These fit with our safeguarding policy on all activities. There were no complaints received by One Dance UK or our fundraiser for our fundraising activities. PLANS FOR THE FUTURE Strategic Roadmap and Governance Review We ensure that all plans for new and continuing work fit within the strategic roadmap developed in 2022/23, to ensure our resources and operations continually maximise the social impact and benefit to our members and beneficiaries, within our five strategic focus areas: • Advocacy & Communications • Dance Ecology & Membership • Data Collection & Analysis Pathways & Opportunities • Access & Inclusion The Trustees promote regular reviews of the charity's strategy in line with their Good Governance responsibilities. Board reports and meetings have been adjusted to keep track and monitor the progress of the updated strategic plans, and report against Arts Council England Outcomes, targets, and success measures. Trustee Recruitment We keep up to date the Skills Audit of our Board Members, reviewing this on an annual basis. which was updated at the end of May 23. The Board uses this to identify any gaps in skills which potential new Trustees can fill as an essential part of Trustee recruitment. During the year three trustees resigned at the end of their terms of office, and we recruited two new trustees, with plans for two further recruitments during 2025/26. We would like to thank Andrew Carrick, Julian Flitter and Susannah Simons who have provided dedicated service to One Dance UK and the charities which merged to form it over many years. 11

Membership • Ensure our membership offer remains relevant, responsive, and aligned to support sector needs • Over the course of 2024/25, membership numbers have increased, and we will continue to work to maintain and increase the value and benefits of membership. • We will continue to develop the information our CRM is providing to us to better serve members and Dance in the UK • We will continue to develop hybrid, live and digital events, reviewing uptake and member engagement and doing our best to ensure all delivery is accessible Awards We are planning for the Awards to take place in Bradford in February 2026. We will be working with local partners and spotlighting the dancers and artists from the local area bringing the industries focus to Yorkshire. DeVos Global Arts Management Fellowship Chief Executive, Andrew Hurst, will continue to be a part of the cohort of this multinational programme for entrepreneurial executives in the arts and cultural sector who are prepared to look critically at their work, challenge assumptions, and develop rigorous strategies to address the most pressing challenges facing their organisations, regions, and art forms. FINANCIAL REVIEW In the year to 31 March 2025 we made a deficit of £100.7k (in the year to 31 March 2024 £80.5k). This includes depreciation/amortisation of £31k We recognise that inflationary pressures and the return to face-to-face activities will continue to create challenges in 2025/26, and have set a budget which will ensure that One Dance UK remains a going concern. The Trustees are satisfied that One Dance UK is a going concern at the time of signing the accounts as: • Core funding of £776,097 per annum is confirmed for 2025/26, a small increase on the funding for 2024/25. • Our unrestricted reserves are below the level required by trustees, future budgets for 2025/26 and 2026/27 have been drawn up with a plan to increase free reserves and will be carefully monitored against actual performance. We are a National Portfolio Organisation within Arts Council England's Investment Programme 2023-26, which has now been extended to March 2028. Arts Council England is our largest funder with funding used to meet our programme of activities and contribute to core costs. PRINCIPAL RISKS AND MANAGEMENT Our Trustees have a risk management strategy which comprises: • six-monthly review of the principal risks and uncertainties that the charity faces; • the establishment of policies, systems and procedures to mitigate those risks identified in the six-monthly review and a quarterly risk summary to update progress on risk mitigation; 12

• the implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise. The Trustees have identified that inflationary pressures, a sustained real-terms decrease in grant income, and the impact of the cost-of-living crisis and increased energy prices are the major risks in meeting fundraising and income targets and maintaining smooth operations to ensure we serve beneficiaries and maintain financial resilience. The risks have been mitigated through: • adjusting our business model, budgets and cashflows for the next two financial years in response to lower than originally budgeted earned income matched by equally lower operating costs through hybrid delivery; • growing online delivery, communication and advocacy for the dance sector; • bench marking salaries to levels appropriate to our organisation's size and specialist skills; • continued funding from Arts Council England as principal NPO funder to 31 March 2027 (with further extension to 31 March 2028 pending confirmation), contributing to core and educational costs based on funding conditions that we are certain will be met. We regularly review the fundraising achieved against targets to make any adjustments to our activities should the need arise. RESERVES AND RESERVES POLICY The Trustees of the charity have set the unrestricted reserves policy at a level so that there are sufficient funds to cover: • three months of operations in the event of any unplanned closure and its impact on beneficiaries, Staff and other financial commitments; fluctuations in annual projected income; and • foreseeable financial commitments. The Trustees have set a range of £300,000 to £350,000 as an appropriate level of unrestricted reserves for the future plans of the charity. The charity has a total of £116,428 of fixed assets (tangible and intangible) on the balance sheet, which will depreciate to a value of £O over future years. The designated funds showing in the accounts are to recognise this future committed depreciation expenditure. At the year end, the Charity held £206k in unrestricted and undesignated funds, below the level required by trustees (2024: £284k). The Board understands that reserves are below the required level they have established, and have plans to increase our free reserves, backed by future budgets from 2026/27 which will begin to build reserves again, and ensure this shortfall is temporary. At 31 March 2025, the Charity held £O (2024: £O) in restricted funds for specific projects. STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document 13

One Dance UK is a company limited by guarantee governed by its Memorandum and Articles of Association dated 7 September 2016. It is registered as a charity with the Charity Commission. Anyone over the age of 18 can become a member of the Company and there are currently 963 members, each of whom agrees to contribute £1 in the event of the charity winding up. Appointment of Trustees As set out in the Articles of Association the Trustees are appointed by members of One Dance UK at the Annual General Meeting (AGM) or by postal vote. The Trustees shall retire from office at the fourth AGM following the AGM at which his or her current term commenced. Any Trustee who has served two consecutive terms can only be re-appointed after a one-year break from office. All members are circulated with notice at least 21 days prior to the AGM advising them of the retiring Trustees and requesting votes for any newly proposed Trustees for the AGM. If a vacancy on the Board occurs between AGMs the Board may co-opt a person to serve until the next AGM when such person may stand for election. If the Trustees determine that the Board is lacking any particular skill then the Trustees may appoint an additional three Trustees at any time with a term not exceeding four years from the AGM that their appointment was accepted by members. Trustee induction and training New Trustees are required to have an induction into all key areas of One Dance UK's work and its constitution, and to be briefed on their legal obligations prior to their first Board meeting. They must sign a 'fit and proper person' declaration, conflict of interest memorandum, and are provided with good governance documentation, financial and management accounts, the Memorandum and Articles of Association and the latest business plan. Organisation The Board of Trustees, which can have up to 12 members, is responsible for decisions regarding policy and overall direction. The Board monitors progress of programmes and initiatives, finance and other developments at quarterly meetings and reports to the membership at the AGM. There is a Finance subcommittee that meets quarterly to report finance and risk matters to the Trustees. A Chief Executive is appointed by the Trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment, project and programme delivery and fundraising RELATED PARTIES AND UMBRELLA NETWORKS None of our Trustees receive remuneration or other benefit from their work with the charity. Any Connection between a Trustee or senior manager of the charity with a related party must be disclosed to the full board of Trustees in the same way as any other contractual relationship with a related party. In the current year we entered into an agreement with Trinity Laban, where Anthony Bowne, a Trustee of One Dance UK, is the CEO, and Mugler who are providing scholarships to students of Trinity Laban, and providing support to One Dance UK. Trinity Laban are members of One Dance UK. No assets of One Dance UK are provided to Triity Laban under the terms of the agreement. 14

There were no related party transactions in the year to 31 March 2024. The charity is a paying member of umbrella groups PiPA, Culture Counts and the UK Dance Network. The charity is also a non-paying participant of umbrella groups WhatNext? and the Cultural Learning Alliance. Our membership and affiliations do not impact on the operating policies adopted by the charity. TRUSTEES' RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS The Charity Trustees (who are also the Directors of One Dance UK for the purposes of company law) are responsible for preparing a Trustees' annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Charity Trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the Charity for that period. In preparing the financial statements, the trustees are required to: 1. select suitable accounting policies and then apply them consistently; 2. observe the methods and principles in the Charities SORP; 3. make judgements and estimates that are reasonable and prudent; 4. state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; 5. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions 15

ONE DANCE UK REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 One Dance UK has taken advantage of the small companies exemption in preparing the directors report for the year to 31t March 2025 By order of the Board of Trustees Victor Fung, Chair Date: 29/01/2026 16

ONE DANCE UK REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 CONTENTS Page Reference and Administrative Details of the Company 18 Independent Examiner's Report 19 Statement of Financial Activities 20 Balance Sheet 21 Statement of Cash Flows 22 Notes to the Financial Statements 23 17

ONE DANCE UK REFERENCE AND ADMINSTRATIVE DETAILS OF THE COMPANY FOR THE YEAR ENDED 31 MARCH 2025 Trustees Amanda Skoog (Chair to 17th March 2025) Andrew Carrick (resigned 17t March 2025) Anthony Bowne Denise Nurse Emma Keith Jane Mary Bonham-Carter Julian Flitter (resigned 17th March 2025) Petr Medvedev (Treasurer, appointed 17'h March 2025) Susannah Simons (resigned 17' March 2025) Victor Fung (Deputy Chair to 17'h March 2025 and Chair from 17th March 2025) Paul Smethurst (appointed 2nd December 2024) Company registered number: 2931636 Charity registered number: 801552 Registered office: Dance Hub, Thorp Street, Birmingham, B5 4TB Chief executive: Independent Examiner: Andrew Hurst Locke Williams Associates LLP, Studio 2, 50-54 St Pauls Square, Birmingham, B3 1QS Bankers: Cater Allen, 9 Nelson Street, Bradford, BD1 5AN HSBC Bank Plc, 18 Ballards Lane, Church End, Finchley, London, N3 Solicitors: Level Law, 20-22 Shelton Street, Covent Garden London, WC2H 9JJ 18

ONE DANCE UK INDEPENDENT EXAMINER'S REPORT TO THE MEMBERS OF ONE DANCE UK FOR THE YEAR ENDED 31 MARCH 2025 I report to the Trustees on my examination of the accounts of One Dance UK for the year ended 31 March 2024 which are set out on pages 25 to 38. Respective responsibilities of trustees and examiner The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ("the 2006 Act"). The trustees are satisfied that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and have chosen instead to have an independent examination. Having satisfied myself that the accounts of the charitable 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 examination of the charitable company's accounts as carried out under section 145 of the 2011 Act. In carrying out my examination I have followed the requirements of the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act. Independent examiner's statement Since the charity's income is in excess of £250,000 your examiner must be a member of a body listed in the 2011 Act. I can confirm that I am qualified to undertake the examination because I am a registered member of the ICAEW which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention giving me cause to believe that in any material respect: 1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair view which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)]. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. David Williams FCA FCCA Locke Williams Associates LLP Studio 2, 50-54 St Pauls Square, Birmingham, B3 1QS Date: xx/xx/xxxx 19

ONE DANCE UK

STATEMENT OF FINANICAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025

		Unrestricted	Restricted
		Funds	Funds	Total	Total
		2025	2025	2025	2024
	Note	£	£	£	£
Income from:
Grants Received		771,400	-	771,400	763,800
Donations and legacies	2	3,022	4,837	7,859	2,554
Charitable activities	3	48,713	-	48,713	87,820
Fundraising activities	4	24,562	-	24,562	5,615
Other income		2	-	2	192
		────────	────────	───────	───────
Total income		852,536	-	852,536	859,981
		────────	────────	───────	───────
Expenditure on:
Raising funds		14,539	-	14,539	72,296
Charitable activities	5,6	933,843	4,837	938,780	868,233
		────────	────────	───────	───────
Total expenditure	7	948,482	4,837	953,319	940,529
		────────	────────	───────	───────
Net income		(100,784)	-	(100,784)	(80,548)
Transfers between funds		-	-	-	-
		────────	────────	───────	───────
Net movement in funds		(100,784)	-	(100,784)	(80,548)
Reconciliation of funds:
Total funds brought forward	14	400,406	-	400,406	480,954
		────────	────────	───────	───────
Total funds carried forward	14	299,622	-	299,622	400,406
		============	============	===========	===========

All income derives from continuing activities.

The notes on pages 23 to 35 part of these financial statements.

ONE DANCE UK (a Company Limited by Guarantee)Company Number: 2931636

BALANCE SHEET

AT 31 MARCH 2025

			2025		2024
	Note	£	£	£	£
Fixed assets
Intangible assets	10		92,569		115,028
Tangible assets	11		708		1,400
			---------------------		---------------------
			93,277		116,428
Current assets
Debtors	12	24,319		6,319
Cash at bank and in hand		305,520		364,881
		---------------------		---------------------
		329,839		371,200
Creditors:Amounts falling due within
one year	13	(123,493)		(87,222)
		---------------------		---------------------
Net current assets			206,346		283,978
			---------------------		---------------------
Total net assets			299,623		400,406
			==========		==========
Charity Funds
Restricted funds	14		-		-
Unrestricted funds	14		299,623		400,406
			---------------------		---------------------
Total funds			299,623		400,406
			==========		==========

For the financial year in question the company was entitled to exemption under section 477 of the Companies Act.

No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.

The company’s financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime and in accordance with The Charities SORP (FRS 102).

The financial statements were approved and authorised for issue by the Trustees on 01/12/2025 and signed on their behalf by:

Petr Medvedev, Director

Victor Fung, Director

The notes on pages 23 to 35 form part of these financial statements.

ONE DANCE UK

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2025

			2025	2024
	Note		£	£
Cash flows from operating activities
Net cash used in/(provided by) operating
activities	16		(51,847)	21,814)
			---------------------	---------------------
Cash flows from investing activities:
Purchase of fixed assets			(7,515)	(83,912)
			---------------------	---------------------
Net cash used in investing activities			(7,515)	(83,912)
			---------------------	---------------------
Change in cash and cash equivalents in the year			(59,632)	(62,098)
Cash and cash equivalents brought forward			364,881	426,979
			---------------------	---------------------
Cash and cash equivalents carried forward			305,520	364,881
			==========	=========
				At 31 March
		At 1 April 2024	Cash Flows	2025
Analysis of changes in net debt		£	£	£
Cash and cash equivalents		364,881	(59,362)	305,520
		==========	==========	==========

The notes on pages 26 to 35 form part of these financial statements.

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

1. Accounting policies

1.1 Basis of preparation of the financial statements

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Charities SORP (FRS 102) (Second edition – effective 1 January 2019), and the Companies Act 2006.

One Dance UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Company status

The company is a company limited by guarantee. The members of the company are the Trustees named on page 1. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 Going concern

The trustees consider that there are no material uncertainties about the Charity’s ability to continue as a going concern at the time of signing the accounts as:

Core funding of £776k per annum is confirmed as NPO within Arts Council England’s National Portfolio of Organisations to March 2027;
The Charity has set its future budgets and cashflow projections to anticipate projected earned income along with managing costs in the face of cost of living issues.. The Charity expects to make a deficit in 2025/26 and break even in 2026/27;
The Charity’s unrestricted reserves are below the appropriate level set by the Trustees but will remain positive through to the next funding round from ACE with sufficient reserves to cover any unexpected expenditure.

1.4 Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either: the company is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the Charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

Accounting policies (continued)

1.8 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the company.

Charitable activities are costs incurred on the company’s operations, including support costs and costs relating to the governance of the company apportioned to charitable activities.

1.9 Intangible fixed assets and amortisation

Intangible assets costing £1,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably. Intangible assets are initially recognised at cost and are subsequently measured at cost net of amortisation and any provision for impairment. Amortisation is charged over a period of up to five years based on expected life.

1.10 Tangible fixed assets and depreciation

All assets costing more than £500 are capitalised at cost.

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of Financial Activities incorporating Income and Expenditure Account.

Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Office equipment – 50% and 33% on cost depending on the expected life of the asset

1.8 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the Bank.

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

1. Accounting policies (continued)

1.9 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.10 Cash at Bank and in hand

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

1.11 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.12 Financial instruments

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

1.13 Pensions

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in respect of the year.

1.14 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

1. Accounting policies (continued)

1.15 Critical accounting judgements and estimation uncertainty

In the application of the accounting policies, the Trustees are required to make judgement, estimates, and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affected current and future periods.

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets or liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

2. Income from donations and legacies

	Unrestricted	Restricted
	Funds	Funds	Total
	£	£	£
2025
Donations	3,022	4,837	7,859
Grants	771,400	-	771,400
	---------------------	---------------------	-------------------
Total 2025	779,259	-	779,259
	==========	==========	=========
2024
Donations	2,554	-	2,554
Grants	763,800	-	763,800
	---------------------	---------------------	-------------------
Total 2024	766,354	-	766,354
	==========	==========	=========

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

2. Income from donations and legacies (continued)

The company recognised Public Funding income from:

		Arts Council England
		£
2025
Core		763,800
		-----------------------
Total	2025	763,800
		===========
		Arts Council England
		£
2024
Core		763,800
		---------------------
Total	2024	763,800
		==========

3. Income from charitable activities

come from charitable activities
	Unrestricted	Restricted
	Funds	Funds	Total
	£	£	£
Projects 2025	48,713	-	48,713
	=========	========	=========
Projects 2024	87,820	-	87,820
	=========	========	=========
undraising income
	Unrestricted	Restricted
	Funds	Funds	Total
	£	£	£
2025
Advertising	9.668	-	9,668
Sponsorship	14,800	-	14,800
Sale of Merchandise	94	-	94
	-----------------------	----------------------	---------------------
Total 2025	24,562	-	24,562
	===========	===========	==========
2024
Sponsorship	5,615	-	5,615
	-----------------------	----------------------	---------------------
Total 2024	5,615	-	5,615
	===========	===========	==========

4. Fundraising income

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

5.	Charitable activities - Direct costs			Total	Total
				2025	2024
				£	£
	Project expenditure			117,053	113,730
	Wages and salaries			431,216	238,803
	National insurance			37,930	24,306
	Pension costs			9,052	5,314
	Other Staffing Costs			41,660	-
				------------------	------------------
				636,910	382,153
				==========	==========
6.	Charitable activities - Support costs			Total	Total
				2025	2024
				£	£
	Office overheads			20,791	28,508
	Administration costs			49,456	102,949
	Professional finance			4,720	23,432
	Governance			1,665	1,852
	IT and software			63,453	34,943
	Wages and salaries			155,316	265,831
	National insurance			17,668	22,573
	Pension cost			3,341	5,992
				------------------	------------------
				316,409	486,080
				==========	==========
7.	Analysis of expenditure by expenditure type
		Staff costs	Other costs	Total
		2025	2025	2025
		£	£	£
	Fundraising team costs	14,539	-	14,539
	Charitable activities	639,983	298,797	938,780
		------------------	------------------	------------------
		654,522	298,797	953,319
		=========	=========	=========
		Staff costs	Other costs	Total
		2024	2024	2024
		£	£	£
	Fundraising team costs	72,296	-	72,296
	Charitable activities	562,819	305,414	868,233
		------------------	------------------	------------------
		635,115	305,693	940,529

========= ========= =========

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

Net income/(expenditure)
	Total	Total
This is stated after charging:	2025	2024
	£	£
Depreciation of tangible fixed assets:
Owned by the charity	693	3,026
Amortisation of intangible fixed assets	29,974	28,757
Auditors’ remuneration – audit	-	-
Independent examiner’s fees	1,530	2,400
	==========	==========

During the year, no Trustees received any remuneration (2024 - £NIL). During the year, no Trustees received any benefits in kind (2024 - £NIL). During the year, three Trustees received £124 as reimbursement of expenses (2024 - £251).

9. Staff costs

Staff costs were as follows:

Staff costs were as follows:
	Total	Total
	2025	2024
	£	£
Wages and salaries	535,366	576,930
Social security costs	55,597	46,879
Pension costs	12,393	11,306
	-----------------	----------------------
	603,357	635,115
	==========	==========
The average number of persons employed by the company during the year was as follows:
	2025	2024
	No.	No.
Administration and projects	16	17
	==========	==========
The number of higher paid employees was:
	2025	2024
	No.	No.
Earning between £70,000 - £80,000	1	1

The average number of persons employed by the company during the year was as follows:

========== ==========

The Chief Executive, Finance Director and the heads of departments represent the key management of the Charity. Remuneration and benefits received by key management personnel in the year were £310,670 (2024 - £262,632).

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

10.	Intangible fixed assets
		Software
		£
	Cost
	At 1 April 2024	143,785
	Additions	7,515
	Disposals	-
		--------------------
	At 31 March 2025	151,300
		=========
	Amortisation
	At 1 April 2024	28,757
	Charge for the year	29,974
	Disposals	-
		-------------------
	At 31 March 2025	58,731
		==========
	Carrying amount
	At 31 March 2025	92,569
		==========
	At 31 March 2024	115,028
		==========
11.	Tangible fixed assets	Office
		Equipment
		£
	Cost
	At 1 April 2024	33,860
	Additions	-
	Disposals	(10,992)
		-------------------
	At 31 March 2025	22,868
		==========
	Depreciation
	At 1 April 2024	32,460
	Charge for the year	693
	Disposals	(10,992)
		------------------
	At 31 March 2025	22,160
		==========

Net book value At 31 March 2025 At 31 March 2024

708 ========== 1,400

ONE DANCE UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

12. Debtors

12.	Debtors
		Total	Total
		2025	2024
		£	£
	Trade debtors	18,243	-
	Other debtors	-	-
	Prepayments and accrued income	6,076	6,319
		----------------	----------------
		24,319	6,319
		========	========
13.	Creditors: Amounts falling due within one year
		2025	2024
		£	£
	Trade creditors	26,879	22,714
	Other taxation and social security	44,304	40,185
	Accruals and deferred income	52,310	24,323
		----------------	----------------
		123,493	87,222
		========	========

Statement of funds
	Balance at				Balance at
	1 April 2024	Income	Expenditure	Transfers	31 March 2025
	£	£	£	£	£
Unrestricted funds
General Funds	283,978	847,699	(925,331)	-	206,346
Designated Funds
Fixed Asset Fund	116,428	-	(23,151)	-	93,277
	------------------	------------------	------------------	-----------------	-----------------
	400,406	847,699	(948,482)	-	299,623
Restricted funds
	------------------	------------------	------------------	-----------------	-----------------
	-	4,837	(4,837)	-	-
	------------------	------------------	------------------	-----------------	-----------------

Total of funds 400,406 852,536 (953,319) - 299,623 ========== ========== ========= ======== =========

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

14. Statement of funds (continued)

Comparative statement

Comparative statement
					Balance at
	Balance at				31 March
	1 April 2023	Income	Expenditure	Transfers	2024
	£	£	£	£	£
Unrestricted funds
General Funds	375,930	859,981	(934,859)	(17,074)	283,978
Designated Funds
CRM	99,212	-	-	(99,212)	-
Fixed Asset Fund	-			116,428	116,428
Dance on Toolkit	142	-	-	(142)	-
	--------------------	--------------------	--------------------	--------------------	--------------------
	475,284	859,981	(934,859)	-	400,406
Restricted funds
Creative Scotland	751	-	(751)	-	-
Dance Passion	4,919	-	(4,919)	-	-
	--------------------	-----------------------	--------------------	--------------------	--------------------
	5,670	-	(5,670)	-	-
	--------------------	--------------------	--------------------	--------------------	--------------------
Total of funds	480,954	859,981	(940,529)	-	400,406
	==========	===========	===========	==========	==========

Designated funds

Fixed Asset Fund This has been created to designated future expenditure on depreciation on tangible and intangible fixed assets. As there is no likely residual value on any assets, this matches the total value of fixed assets on the balance sheet.

NE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

15. Analysis of net assets between funds

Analysis of net assets between funds – current year
	Unrestricted	Restricted	Total
	Funds	Funds	Funds
	2025	2025	2025
	£	£	£
Intangible fixed assets	92,569	-	92,569
Tangible fixed assets	708	-	708
Net current assets	206,346	-	206,346
	--------------------	--------------------	---------------------
	299,623	-	299,623
	==========	==========	==========
Analysis of net assets between funds – prior year
	Unrestricted	Restricted	Total
	Funds	Funds	funds
	2024	2024	2024
	£	£	£
Intangible fixed assets	115,028	-	115,028
Tangible fixed assets	1,400	-	1,400
Net current assets	283,978	-	283,978
	--------------------	--------------------	----------------------
	400,406	-	400,406
	==========	==========	==========

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

16. Reconciliation of net movement in funds to net cash flow from operating activities

	Total	Total
	2025	2024
	£	£
Net income/(expenditure) for the year (as per Statement of	(100,784)	(80,548)
Financial Activities)
Adjustment for:
Depreciation and amortisation charges	30,666	31,784
Decrease/(increase) in debtors	(18,000)	98,275
(Decrease)/increase in creditors	36,271	(27,697)
	--------------------	--------------------
Net cash provided by/(used in) operating activities	(51,847)	21,814
	==========	==========

17. Pension commitments

The company operates a defined contributions pension scheme which was implemented in February 2017. The assets of the scheme are held separately from those of the company in independently

administered fund. The pensions cost charge represents contributions payable by the company to the fund and amounted to £12,393 (2024 - £11,306).

18. Operating lease commitments

At 31 March 2025 the total of the Charity’s future minimum lease payments under non-cancellable operating leases was:

leases was:
	Office equipment
	Total	Total
	2025	2024
	£	£
Amounts payable:
Within 1 year	1,154	1,154
Between 2 and 5 years	1,646	1,646
	--------------------	--------------------
	2,800	2,800
	==========	==========

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

19. Related party transactions

Trinity Laban Conservatoire of Music and Dance, in which Anthony Bowne is a Director, were paid £288 during the year (2024 - £240). The transaction was on an arm’s length basis and the trustee received no benefit as a result of the transaction.

As disclosed in note 8, there were no transactions with Trustees in the year (2024 – no transactions).