TEAM COLLECTIVE CYMRU CHARITY

• ⚠

  Material uncertainty over going concern

  However, if the payment is not received, this represents a material uncertainty which may cast doubt on the organisation's ability to continue as a going concern in 2026/27.

1. TEAM COLLECTIVE CYMRU CHARITY 2025-02-18 → present
2. THE NATIONAL THEATRE OF WALES 2008-09-09 → 2025-02-18

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)

Abridged

Yes — abridged accounts (limited disclosure)

Auditor

Pete O'Hara FCA, Chartered Accountant

Audit opinion

Unaudited (audit-exempt)

Going concern

Material uncertainty disclosed

“However, if the payment is not received, this represents a material uncertainty which may cast doubt on the organisation's ability to continue as a going concern in 2026/27.”

Group structure

1. TEAM COLLECTIVE CYMRU CHARITY · parent
   1. NTW Productions Limited 100% · England and Wales · theatre production company

Significant events

• “Over the past year we have reached 967,963 individuals, either in person or digitally. NTW Teach and NTW School projects, designed to embed Wales' creative curriculum in schools, have helped improve arts-led education by engaging young people with health and wellbeing benefits of creativity, boosting 700+ teachers' and pupils' skills and confidence, and reaching over 10,000 secondary school children through our Get Into the Arts poster scheme.”
• “Our Young Collective, a project to help break down barriers to arts engagement, developing 10 young community and arts leaders by supporting talent, building confidence and developing life and employment skills and opening up access to arts careers and education has seen us engaging 28,000 more people in communities through their projects; increasing diversity of young people accessing the arts; and improving wellbeing.”
• “The charity changed its name to TEAM Collective Cymru Charity with effect from 18 February 2025.”
• “Joy Club was a participatory arts project exploring how communal live experiences can have a positive impact on our overall health and wellbeing. Explored as a collaboration between three theatre makers and a counselling psychologist - Joy Club sessions were curated for ten people who attended weekly sessions for ten weeks.”
• “The City Socials is a programme of activity that sees artist/groups exploring the creation of new work. As this exploration reaches its end, the artist/group share an extract of their work with a live audience at a networking event in which we also host drop-in sessions and talking workshops allowing Cardiff based artists to meet, greet and share space.”
• “O.G. Prince of Wales is a musical written by composer, actor and theatre-maker Seiriol Davies. It is a wonderfully camp reimagining of the story of Owain Glwyndwr and was one of the few NTW shows that remained on the slate, due to its potential for commercial viability.”
• “Our Young Collective is a group of 8 early-career artists aged 18-28 working across acting, dance, music, writing and directing.”
• “'The Last Flower' was a theatre production written, directed and cast by TEAM's Young Collective. Over the course of a 12 month programme the eight participants underwent various meetings, a three-day creative residency and a four-day R&D to create the final outcome which was 'The Last Flower'.”
• “This project was to organise and facilitate 14 weeks worth of activity based in the fields of music, film and photography and backstage and tech. The aim was to inspire young people to engage in the arts but also learn about the different ways to engage in the arts that aren't necessarily performing roles.”
• “NTW School projects embed Wales' creative curriculum in schools, improving arts-led education by engaging young people with health and wellbeing benefits of creativity. Our Immersive Schools Project sees creatives taking over a school for a week with an immersive theatrical storytelling experience that delivers STEAM learning in groundbreaking, interactive ways.”
• “The TEAM Collective is a group of artists, activists, educators, and creative practitioners who were brought together to be connectors between our organisation and communities across Cardiff.”
• “Collaborating with theatre maker Gavin Porter, we invited young people to create a piece of theatre in 48 short hours.”
• “We collaborated with writer and director Ryan Romain on a project centred around the creation of original radio plays.”
• “Future Focused was a one-day public event bringing together artists, activists, and community members to collectively explore and reimagine more inclusive, regenerative, and hopeful futures through the lens of creativity, dialogue and cultural expression.”
• “Up My Street is an immersive storytelling experience that invited audiences to see Cardiff's Queen Street through new eyes, blending fiction, history, and lived experience into a powerful audio-led journey through one of the city's most iconic spaces.”
• “Led by TEAM Collective members Nirushan Sudarsan and Ibby Abdi, in collaboration with the Grange Pavilion's Youth Forum, a short film was shot in the style of Ibby's New Balance/CCFC film featuring a wide range of people from across Cardiff, celebrating Cardiff as a creative city.”
• “Working with artist Paul Thomas to create visual, artistic posters that celebrate the creative industries, job opportunities and how these can connect to the education process.”
• “Team Collective member, journalist, researcher and community organiser, Shirish Kulkarni hosted an event with Alun Llwyd from creative platform AM... to explore why so many of us find it difficult to call ourselves a 'creative'.”

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

Filings

12

last 12 months

Capital events

0

last 24 months

Officers appointed

4

last 12 months

Officers resigned

2

last 12 months

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

• Turnover

  -67.6%

  £500,429 → £162,343

• Cash

  -12%

  £166,937 → £146,945

• Net assets

  -42.6%

  £537,481 → £308,434

• Employees

  -77.3%

  22 → 5

• Wages

  -70.9%

  £999,658 → £291,126

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