EAST LONDON DANCE

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

Standalone (parent only)

Auditor

Sayer Vincent

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.”

Significant events

• “The Talent House continues to stand as a pioneering dance and music hub, run by East London Dance and UD Music. For East London Dance, it is a vibrant home for our young people and their families, elders, dance artists and producers, united by a shared passion for movement and creativity.”
• “We remain deeply proud of the space we have created balancing openness and accessibility with artistic ambition and excellence. Through partnership, co-design and with shared leadership at the heart of our approach, this year has been dedicated to people: our artists, our participants, and our ongoing commitment to making the Talent House a truly inclusive cultural home.”
• “East London Dance remains deeply committed to being an organisation that is good for its people and fit for the future. This commitment is rooted in our belief that creativity, wellbeing, and inclusion are inseparable. We recognise the complex and intersectional experiences of our team, artists, and participants, and continue to build an organisational culture that values compassion, flexibility and collective leadership.”
• “We have taken significant steps to strengthen our culture of care. Regular staff wellbeing days, flexible working arrangements, and open listening sessions have supported a workplace environment that prioritises both personal and professional growth. We continue to practise compassionate leadership, recognising that a supportive organisation fosters creativity and resilience across all levels of delivery.”
• “The Creative Collective, our advisory group of diverse artists and producers, continues to play an essential role in our shared leadership model. Their lived experience and creative insight help us interrogate and refine our goals around diversity, equity, environmental sustainability and artistic ambition. This year, we held our first joint Board, Staff and Creative Collective Away Day, bringing everyone together to explore strategy, culture and shared values. The day embodied our approach to co-creation, transparency and shared decision-making.”
• “Training and development remain central to our progress. All core staff, delivery teams and Duty Managers have completed NSPCC and ELD safeguarding, trauma-informed practice and anti-racism training. All have also completed accredited Youth Mental Health First Aid training, and we are now opening that accredited training service to other organisations.”
• “For 37 years, East London Dance has remained rooted in and responsive to its local communities. We continue to be an activating presence across Newham and East London empowering our team to lead with initiative, building place-based partnerships that genuinely shift power towards communities and underrepresented creatives, and ensuring that our work remains both relevant and resonant.”
• “Our Stories: Taking the Lead in a National Conversation, we focused on amplifying the depth and impact of our programmes sharing lived experiences, creative voices, and best practice to influence wider cultural and systemic change. Crucially, this work ensures that our artists, staff, and participants are empowered to tell their stories in their own voices.”
• “We launched a series of short films aligned with key cultural moments, International Women's Month, Black Men's Wellbeing, and Pride Month. Each film highlighted the unique perspectives and creative contributions within our community, reinforcing our commitment to inclusive representation and authentic storytelling.”
• “Our Producer's Building Blocks video series has become a cornerstone of our digital learning offer with 8.3k views so far. Focused on enterprise and entrepreneurship in the arts, the series is hosted on our CRM platform, making it accessible to all who engage with the Talent House.”
• “We hosted our first Impact Sharing Event in partnership with Newham Council, convening over 50 professionals from across East London and beyond. The event explored trauma-informed and wellbeing-led practice in youth and community dance, sparking cross-sector dialogue and inspiring new models of inclusive, community-rooted arts practice.”
• “2024/25 marks our fourth year in the building and it's been one of our most ambitious to date. Against a backdrop of local and global challenges, rising poor mental health, and conflict, East London Dance has continued to push boundaries and create space for our diverse communities.”
• “We have invested in partnerships that amplify our reach and reputation, including the City of London Corporation, Greenwich & Docklands International Festival, The Place, Newham Council, and the London Legacy Development Corporation. Working in partnership enables us to bring diverse expertise and resources into programme design, creating stronger, more innovative offers for our beneficiaries.”
• “We have launched new artist development programmes through Talent House Ignite, including Flat Share, Space 2 Create and OUR HOUSE, providing opportunities for artists to make, share, and thrive. We have told our stories with pride, championing what makes us great through our cultural calendar, elevating the voices of LGBTQIA+ artists and celebrating Black History Month, and hosting our first impact event exploring trauma-informed practice and Newham Council's 7 Caring Steps.”
• “With our NPO extension confirmed until 31 March 2028, we are entering the next phase with confidence. 2024/25 has been about returning our focus to the people, building the team, strengthening the Board, investing in inclusivity, and championing the greatness of our communities.”
• “Launch of Talent House Ignite. Designed through a three-month artist/producer co-creation process, Talent House Ignite, is supported by the Paul Hamlyn Foundation and the Linbury Trust until March 2027.”
• “We were delighted to announce a programming partnership with Greenwich + Docklands International Festival (Dancing City) which saw us commission and present two East London Dance artists on the Queen Elizabeth Olympic Park as part of this high-profile outdoor arts festival, extending our reach and visibility to nationally and internationally.”
• “Our focus on Board development has resulted in three new exceptional Trustees joining the Board this year, strengthening our governance and diversity of thought. One of our new Trustees has come directly from the Creative Collective, solidifying our commitment to progression, representation and shared leadership.”
• “Our traded income increased by 6% (from £79,834 to £88,278), demonstrating progress in our ambitions for financial resilience and income diversification.”
• “We were honoured to host a visit from HRH The Princess Royal. This was in partnership with the Foundation for Future London, where she is Patron. The visit enabled East London Dance and UD Music to showcase the building and our individual missions.”

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

Filings

6

last 12 months

Capital events

0

last 24 months

Officers appointed

1

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

  -19.8%

  £705,571 → £565,670

• Cash

  -36.4%

  £414,639 → £263,651

• Net assets

  -12.5%

  £2,077,003 → £1,817,473

• Employees

  0%

  19 → 19

• Wages

  +5.6%

  £299,985 → £316,926

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