BIRMINGHAM REPERTORY THEATRE,LIMITED(THE)

• ◆

  4 PSCs ceased in last 24 months

  Significant control changed hands — see the Ownership section.

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 102

Reporting scope

Consolidated group

Auditor

RSM UK AUDIT LLP

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The trustees are of the view that the immediate future of the theatre for the period to 31 December 2026 is secure, and that on this basis the charity is a going concern. The directors have adopted a going concern basis in preparing these accounts after assessing the principal risks the charity faces. A severe but plausible downside scenario has been modelled. That plausible downside modelling indicates that the charity should have sufficient resources to ensure it is a going concern through to 31 December 2026.”

Group structure

1. BIRMINGHAM REPERTORY THEATRE,LIMITED(THE) · parent
   1. Birmingham REP Enterprises Limited 1% · England and Wales · Trading subsidiary
   2. Unique Venues Birmingham Limited 1% · England and Wales · Trading subsidiary

Significant events

• “My first significant act as Chair was to appoint our new Artistic Director, Joe Murphy, in November 2024.”
• “We also appointed three new board members - Natasha Harris, Tracey Orr and Mark Smith, all bringing senior leadership experience In professional roles to the Board.”
• “We lost half our Birmingham City Council funding in the year ended 31 March 2025 and will receive no grant payment from Birmingham City Council going forward.”
• “We continued to benefit from the Government's Theatre Tax Relief, which was confirmed at the 40% and 45% (non-touring and touring) rates permanently from 1 April 2025.”
• “We created a new role of Head of Governance to support the Board and its committees.”
• “In a significant change to our governance. arrangements the three shares in the charity formerly held by trustees of The Sir Barry Jackson Trust... were transferred to trustees of the charity.”
• “We strengthened our Senior Leadership Team with three new appointments: Fundraising Director, Director of Producing and Programming and Director of People.”
• “Alongside the appointment of Joe Murphy as Artistic Director, Madeleine Kludje. was promoted to Deputy Artistic Director and Iqbal Khan was renewed in his role of Associate Director: a diverse artistic team for a diverse city.”
• “Investment in a number of capital and infrastructure projects were made in the year... Roof repairs were carried out to three of The Rep's six roofs at a cost of £153k.”
• “Our DEC Certificate rating improved from E to C, reflecting energy savings across the building.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

11

last 12 months

Capital events

0

last 24 months

Officers appointed

4

last 12 months

Officers resigned

1

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.

• Turnover

  -0.7%

  £15,360,000 → £15,260,000

• Cash

  +33.2%

  £1,329,000 → £1,770,000

• Net assets

  -3.8%

  £4,780,000 → £4,599,000

• Employees

  +13.5%

  200 → 227

• Operating profit

  +63%

  -£443,000 → -£164,000

• Wages

  -9.5%

  £5,683,000 → £5,143,000

Each % is (latest − prior) ÷ |prior| for the line item as filed. The comparison is only shown when the latest and prior accounts cover broadly equal-length periods — short or long stubs (typical around incorporation or a year-end change) are suppressed rather than misrepresented. Lines a company doesn't report are omitted. About these numbers