These ambitions are big: we are striving to be a leading global theatre company that is part of local, national and international conversations that build connections, create opportunities and spark joy.

But to thrive – and to survive – we need to be more agile, resilient and sustainable.

We are now consulting with our colleagues on our plans that purposefully link our structure to our ambition; that enable us to work as effectively and efficiently as possible; and that set us up to generate additional forms of income to invest in the creation of theatre and learning through theatre, which are our founding purposes.

As well as improving our structure, we will also be transforming how we work; collaborating more and better with clearer accountabilities, improved systems and processes, and establishing an approach that is proactive, responsive and flexible.

The proposals that we have set out to colleagues today will reduce our cost base by £2.8 million a year. They will be accompanied by other reductions in our budget. This will not alone close the gap between the costs of running the organisation and its current ability to generate revenue, meaning there will be more work to drive income growth and maximise efficiencies next year, and beyond.

We welcome the dialogue that we will have with our colleagues over the coming weeks to ensure that our proposals are refined so that the RSC can bring people together through theatre for generations to come.

Read more about our ambitions in our strategic framework for 2025-2030.