# # ## ||||Page| |---|---|---|---| |Trustees|report||1-11| |Statement|of trustees|responsibilities|12| |Independent
auditor's||report|13-16| |Statement|offinancial|activities|17| |Balance sheet|||18-19| |Statement|of cash flows||25| |Notes to|the financial|statements|20-38| ## ## ## |Objects &|principal|The company
is registered to assist with the relief of poverty:||||| |---|---|---|---|---|---|---| |activities ofthe||Providing access to affordable household
items.||||| |charity||Toadvance the development
and education
of people
by|providing
opportunitie|||| |||to volunteer
and
to
train,
to
develop
work
skills,
social
skills,|||gain
wor|| |||experiences
and encourage
social integration.||||| |||~
Recycling of furniture
which would otherwise
be thrown|away and by||advancin|| |||more sustainable
waste management
practices.||||| |Providing access to||Within
all showrooms,
donated
goods are offered for sale at secondhand||||market| |affordable|household|value after they have been quality controlled, sorted, cleaned|and safety|checked.||| |items||||||| |||The company
also operates
an electrical
& gas domestic
appliances
re-use||||facility| |||that complies with all WEEE &Gas Safe regulations.||||| |||The company offers free or discounted
furniture
packages to|individuals|referred||| |||to them for help and at times of crisis and support.||||| |roviding opportunities||We aim to increase social skills and employment
opportunities|by providing|||| |volunteer|&train|volunteers
with work-based
learning
and training.||||| |||Volunteers
assist us with a range ofactivities throughout
the|organisation||as|well| |||as management
through
our Board ofTrustees.||||| |||Placements
opportunities
are offered to enhance
employability|advancement|||and| |||rehabilitation
ofex-offenders
via the Probation Service.||||| |Recycling &waste||The
company
provides
residents
of Rhondda
Cynon
Taf|with
a
reliable
free|||| |management||collection
service for household
items that are toogoodtowaste.
People|||can also|| |||drop items off for re-use. Items received
are sorted,
cleaned,
and tested||||before| |||being offered for sale within our charity showrooms.||||| |||The company
also offers a collection
service for re-useable|household||goods, to|| |||commercial
organisation
(end-of-line or returned
goods).||||| |||The
company
operates
a
House
Clearance
Service
to the
public,|||solicitors,|| |||landlords
and
housing
associations.
This professional,
income
generating||||service| |||aims
to
recycle
or
re-use
the
products
cleared
by
working
with||||partner| |||organisations.||||| |||The organisation
holds a waste carriers licence and is an Approved
and||Authorised||| |||Transfer
Facility (AATF) and an Approved
Re-use Centre (ARC).||||| ## ## ## |The trustees|The trustees||have referred to the guidance
contained
in the Charity Commissions
general
guidance
on public|have referred to the guidance
contained
in the Charity Commissions
general
guidance
on public|have referred to the guidance
contained
in the Charity Commissions
general
guidance
on public| |---|---|---|---|---|---| |benefit.|The||trustees|will
continue
to consider
how
planned
activities
will
contribute
to the
aims
and|| |objectives they have||||set.|| |Significant||||All services, including
buying from the charity showrooms
are open to everyone
in order|| |activities||||to
maximise
the
volume
of items
re-used
and|income
generated
to support
the| |undertaken|||to|charitable
aims and objectives ofthis organisation.|| |further||its|||| |charitable||||The organisation
has also created
its own hardship|budget to cover the costs of stock| |purposes||for||provided
free of charge to individuals
who have no|other means of financial
support to| |public|benefit|||cover the essential items they need.|| |||||We work
in partnership
with
other organisations|that
provide
emotional
or housing| |||||support (e.g. social services departments,
Women's|Aid, drug &alcohol support
services,| |||||churches,
mental
health
groups, etc.) The practical|help provided
by this organisation| |||||enhances
the
work
of its partners,
therefore
increasing
the
overall
impact of the|| |||||assistance provided.|| |||||Many of the people referred to this organisation
for help are in crisis situations
without|| |||||any financial
support.
The organisation
helps
immediately
or as soon as possible
to|| |||||people affected
by domestic violence and other life|affecting crisis situations.| |||||The organisation
values
the contribution
received|from
its volunteers
and
strives
to| |||||provide
services
that
help
customers
and
beneficiaries
feel positive
about
the help|| |||||received.|| |||||With high levels of unemployment
in the area and|few opportunities
for people to gain| |||||work experience, the organisation
is committed
to developing
its ability to deliver work-|| |||||based learning.
The training
room and use of ICT equipment
and software,
gives us the|| |||||opportunity
to provide
volunteers
and
placements|with transferable
skills to enhance| |||||their employment
opportunities.|| |||||External grants are sought to provide match funding|for our activities.| ## ## ## |OR THE|Y&IREN||DE|D3|1DECEMBER2021||| |---|---|---|---|---|---|---|---| |FINANCIAL|REVIEW||||||| |he
impact|of Covid-19|||continued
into 2021 with
Government
imposed
restrictions
meaning
that||th|| |organisation|was placed||into further
lockdown for the first 14weeks ofthe year.||||| |During
this lockdown,||all||charity
showrooms
closed to the public and commercial
contracts also ceased.||W|| |ere however able to continue|||||some partnership
working to provide essential
furniture
and electrical items|o|| |a referral basis to help those still in need.|||||||| |II retail and|operational||staff were placed on furlough
and the organisation
made use ofthe Government's||||| |Employment|retention|scheme|||to cover these salary costs.The organisation
also benefitted
from Welsh||| |Government|Grants for||non-domestic
Rates Relief on our buildings.||||| |he organisation
procured||||additional
commercial
and local household
clearances which coupled with external|||| |selling agencies boosted|||the income for our social enterprise
projects for the year.||||| |Income from donations,|||||A donation
from Barclays COVID-19 Community
Relief Fund off100,000||| |legacies and grants|||||received
in 2020was used during the year to assist the organisation
through||| ||||||the pandemic.||| ||||||Income generated
from Gift Aid Retail Scheme was f8,612.||| ||||||The
Service
level
agreement
with
RCT
Environmental
services
was||| |Income from Charitable|||||maintained
atf20,000for the year.||| |Activities|||||||| ||||||Income generated
through
our charity showrooms
from the sales of electrical||| ||||||and
household
items
was
reduced
by a further
5% to f737,903 (2020:||| ||||||f776,740) due to reduced
trading
days
in the
year
because
of imposed||| ||||||lockdowns.||| ||||||Income from Social Enterprise
projects increased to f185,503 (2020:f80,264||)| ||||||in the year due to more staff being able to undertake
the additional
commercial||| ||||||and local household
property clearances.||| ||||||The value of performance
related grants was f239,767(2020:f480,265).||| ||||||~
f25,000 Lloyds Bank Foundation
to support volunteering.||| ||||||~
F54,000Welsh Government
Non-Domestic
Rates Support||| ||||||~
f124,247 Government
Job Retention Scheme||| ||||||~
f36,520 RCTTowns Capital Grant||| |Expenditure|for Charitable||||The organisation
completed
a review of all its operational
costs and
made||| |Activities|||||savings
wherever
possible. The total cost of providing
Charitable
activities
reduced
in the year tof1,309,376(2020:f1,394,838).||| ||||||The organisation
increased its salary rate in line with the National
Living Wage and with||| ||||||support from the Government's
Employment
retention
scheme,
all staff were able||| ||||||toberetained during the year.||| ||||||New items continued
to be purchased
in order to supply essential
furniture
&eiectncal||| ||||||items to our
local
council's
Housing
Advice
Centre
and
also to ensure||a| ||||||selection of items were available to purchase to our customers
in-store.||| ||||||Included
in the above costs for Charitable
activities are depreciation
costs|of|| ||||||f106,053 an increase on the previous
year of f96,343 due to the capital||| ||||||urchase ofadditional
on-site Stora eContainers.||| ||||||[3I||| ## ## ## |RUSTEES REPORT (INCLUDING DIRECTORS' REPORTI
OR THE V&IRENDED31 DECEMBER2021|RUSTEES REPORT (INCLUDING DIRECTORS' REPORTI
OR THE V&IRENDED31 DECEMBER2021|RUSTEES REPORT (INCLUDING DIRECTORS' REPORTI
OR THE V&IRENDED31 DECEMBER2021| |---|---|---| |FINANCIAL REVIEW (continued)||| |Net movement|in funds|Grant and donation
support received during the year enabled the organisation
to show an overall operating
surplus
on unrestricted
funds off51,341.| |||A deficit off60,807 in restricted
funds this year isafter depreciation
has been| |||deducted off92,847.| |||A f100,000 donation
from
Barclays
Bank in 2020 has been
fully allocated| |||against expenditure
in 2021.| |||The unrestricted
surplus for the year has enabled the organisation
to increase| |||its Designated
Fund
by a further f50,000. The remainder
will be retained| |||within the General Fund.| |Reserves Policy||The organisation
aims to retain adequate
reserves to fund both fixed assets,| |||working capital and closure costs.| |||~Wki
C| |||It is the Trustees
view that a working
capital
reserve
amounting
to three| |||months'
expenditure
is adequate, f300,000(excluding depreciation).| |||f50,000 of the 2021 unrestricted
surplus
has been allocated
to this
new| |||designated
fund. It is the intention to increase this to the desired level as soon| |||as isfeasible.| |||Qam~gLL| |||A designated
reserve
has been created to cover the costs that would arise if| |||the organisation
were to see a significant
reduction
in income
that would| |||cause it to close. The anticipated
costs for this is f100,000 and is now being| |||held in a Designated
Reserve Fund.| |||Free Reserves| |||The free reserves i.e., those not tied up in fixed assets and designated
funds| |||held on 31stDecember 2021amounted
toF42,843.| |||The trustees
are aware of the risks of not having
sufficient
reserves
and the| |||reserves policy will be reviewed as part ofour future strategy
planning.| |Pay Policy for senior staff||The pay of senior staff is reviewed
annually
by the board of directors. The| |||organisation,
guided
by the
board
of directors,
have
adopted
a set of| |||principles
when setting charity staff remuneration
so as to achieve
a balance| |||between
fair pay to attract new staff and to keep appropriately
qualified staff| |||to lead, manage
and support or deliver the charity's
aims.| ## ## ## |Ithough|the Covid-19 pandemic
significantly
impacted
how we operated
again in 2021, below is some of th|the Covid-19 pandemic
significantly
impacted
how we operated
again in 2021, below is some of th|the Covid-19 pandemic
significantly
impacted
how we operated
again in 2021, below is some of th| |---|---|---|---| |great work||we have|done, the difference
made to the local community
and some of the achievements
of ou| |staff and|volunteers.||| |Maintaining||6|The partnership
working with DHLIDixon Carphone
Group has continued to provide| |increasing||quality|access to re-usable domestic appliances WEEE.| |quantity ofgoods|||| |available|||We received commercial
donations
from IKEA, John Lewis, Airsprung,
Starbucks, Bo| ||||Concept and Gainsborough
Beds.| ||||We also worked with Pare Prison providing
Mattresses
and flat pack furniture
to their| ||||workshops
so that they could be constructed
and cleaned ready for sale.| ||||We continued
working
in partnership
with Play it Again Sport enabling
us to have a large| ||||selection of bargain sports kit available
in our Ynyshir showroom.| |Local community|||Office clearances
completed
during
the year meant
that we could
supply
affordable| |support|||office furniture
to other community
groups including
Cynon Link and Afan Lodge.| ||||Our connection
with
Treorchy
Primary
school
continued
with
pupils
attending
our| ||||Treorchy showroom
to sing Carols around the Christmas
tree in the courtyard.
We also| ||||donated to them a full-size
Billy Bones, Build yourself skeleton.| ||||Our Treorchy
Community
space was used during the year by the Rhondda
Foodbank to| ||||give them space to sort and store the foodbank
items and also by the Ystradyfodwg
Art| ||||Society when they held their Annual Art Exhibition.| ||||Free events held during the year were run across all our showrooms
including
Starbucks| ||||Cakes, Children's
Toys and Children's
clothing and wellies.| ||||f180was raised for BBCChildren
in Need when we donated
the sales of all deliveries| ||||on the day to the cause.| ||||At Christmas,
all our showrooms
set up a Santa Sleigh around
our 12ft Christmas
Trees| ||||so Children
could visit and have a lovely Christmas
picture taken.| ||||We donated furniture
and other items to local groups and causes, including the Rhondda| ||||Foodbank,
a local Flying Start group,
Friends of Treorchy
Paddling
Pool, the RCT Santa| ||||appeal, Treorchy
Primary School and the Owl Sancuary
in Ebbw Vale.| ||||Over 200 requests
for assistance
from our referral
partners
were received
during
the| ||||year
identifying
local
individuals
and
families
in need. This included
people
leaving| ||||temporary
accommodation
following
homelessness,
individuals
entedng
their
first| ||||tenancy with no financial
means, help to a family after a tragic house fire and support to| ||||ex-offenders
from Pare Prison who had worked
within the workshops
with our stock to| ||||be rehabilitated
back into the community.| ||||In total, 300 people
benefitted
with
over
1,000 household
items
supplied
from| ||||toogoodtowaste.| ## ## ## |Providing|||Volunteer
numbers
were severely affected by the pandemic
however the|Volunteer
numbers
were severely affected by the pandemic
however the|organisation|organisation|organisation| |---|---|---|---|---|---|---|---| |opportunities||to|greatly appreciates
the time and support our volunteers|give to the organisation.|||| |volunteer|&train||||||| ||||86Volunteers
completed
over 23,000 hours
in the year|with 6ofthem finishing||their|| ||||volunteering
placement
with us to start paid employment.||||| ||||We thanked
our volunteers
throughout
the year with regular 'Fish &Chip'||Fridays and||| ||||thank you gifts during
National Volunteers Week and at|Christmas.|||| |Recycling|&|waste|668 Tonnes of waste was diverted
from landfill
in 2021 which
equalled||over|110,000|| |management|||re-usable electrical and household
items.||||| ||||Over 128,000items were collected from local residents|and commercial
donators.|||| ||||We completed
144 commercial/household
Clearance|services
which|collected||over| ||||5,000items.||||| |RISK MANAGEMENT|||||||| |Risk Review|||The board ofdirectors have a risk management
strategy|which comprises:|||| ||||- An annual
review ofthe principal
risks and uncertainties
that the charity|||faces;|| ||||the establishment
of new policies, systems
and procedures to mitigate those risks||||| ||||identified
in the annual
review;
and||||| ||||~ The implementation
of procedures
designed to minimise
or manage||any|potential|| ||||impact on the charity should those risks materialise.||||| ||||Attention
is also focused on non-financial
risks by having|a proactive approach||to Health|| ||||&Safety which is managed
by a NEBOSH qualified
member ofthe organisation.|||As|part o| ||||the induction
process all new personnel
(paid and unpaid)|receive health &safety|||| ||||awareness
and manual
handling
training.||||| ## ## |OVID —19|The trustees recognise that Covid-19 will still|have an impact on the|| |---|---|---|---| ||organisation
at least for another year. Budgets|and plans for 2022 will be|| ||regularly
reviewed
by the senior management|team and the board oftrustees|| ||however, atthe time ofapproving
these accounts, the organisation||is still doing| ||well.||| ||The dsk register has been updated
and still includes Covid-19 as a high-rated||| ||risk incorporating
potential
reduction
in income sources, impact on staff||| ||attendance
and how our volunteers/staff
and|general
public react to life during|| ||and after the current crises.||| |Increase Accessibility|Look to reopen our Ynyshir store on Saturdays|from January 2022|| |oluntee ring|Look to re-establish
our connections
with the|local community
and|| ||organisations
that have potential
volunteers
and placements
looking||for work| ||based experience or to learn new skills.||| ||Renewing
our Investors
in Volunteers
Award||| |aste Minimisation|Continue to maintain
afree collection service|for re-useable
electrical and|| ||household
items from properties
within
RCT.||| ||Look to expand our collection service into areas that neighbor
with||RCT.| |Reserves|Continue to build the organisations
reserves||| ## ## ## ## ## ## |STRUCTURE, GOVERNANCE|STRUCTURE, GOVERNANCE|&MANAGEMENT
(continued)| |---|---|---| |Vision Statement||Maximise potential
—Minimise waste| |Mission Statement||toogoodtowaste
is committed
to changing
peoples'
lives every day, through| |||developing
and implementing
sustainable
Social Enterprises that meet the| |||changing
needs ofthe communities
we serve.| |Organisational|Structure|The Chief Executive Officer (CEO) is responsible
for the strategic growth| |||and vision ofthe organisation,
reporting tothe Board of Directors.| |||The Finance Manager
is responsible
for the financial
accountability
and| |||financial
analysis, reporting tothe CEO, Treasurer and Finance Committee,| |||Other core staff include
Retail Manager,
Operations
Manager,
Marketing| |||Officer, Workshop Supervisor,
Finance Assistant, 4 Domestic Appliance| |||Engineers, 7Van Drivers supervisors,
8customer service supervisors,| |||Warehouse
Supervisor,
Logistics Clerk, 2 Bric a Brac supervisors,
Electrical| |||cleaning supervisor,
call centre supervisor
and a cleaner.| |||In addition to these 33 paid positions, the organisation
relies on volunteer| |||support from around 15 individuals
each day.| |Related parties||To identify and assist those people in greatest need the organisation
works| |||with other Charities,
Housing Associations,
Community
groups and Local| |||Authority
Social Services Departments,
toaccept referrals for free or| |||discounted
furniture
packages.| |||There is a Memorandum
of Understanding
with the Local Authority
(LA)| |||Environmental
Services Department
and a partnership
agreement
with the| |||Children's
Services Department.| |||As part of Reuse Network agreements
have been established
via| |||commercial
contracts with DHL and Dixon Group, Airsprung,
IKEA| |||and John Lewis.| |||There is a legal charge on the property
(Ynyshir Road, Ynyshir CF390AT) as| |||part ofthe Big Lottery/WG
Community
Asset Transfer Grant.| |||There is a legal charge on the property
(Horeb Street, Treorchy, CF42 6RU)| |||as part ofthe Big Lottery People S Places Grant.| ## ## |Charity name|Charity name||toogoodtowaste
Limited|toogoodtowaste
Limited||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |Registered|numbers||Company
Number: 03286173|||||||||| ||||Charity Number:|1064588||||||||| |Registered|office||Ynyshir Road, Porth, CF39OAT.|||||||||| |Other operating||premises|Unit 3Aberaman|Ind. Park, Aberaman,||||Aberdare,
Rhondda|||Cynon Taf, CF44|| ||||6DA|||||||||| ||||Units 1&2 Ynyshir Road. Ynyshir,||||Porth,||Rhondda
Cynon||Taf, CF39|OAT| ||||Horeb Street, Treorchy,||Rhondda||Cynon||Taf,|CF42 6RU||| ||||Dave Henderson|||||||Chairman||| |Board ofDirectors and
Trustees|||Malcolm Gay
David Lewis|||||||Vice —Chairman||| ||||Dr. Dafydd Trysts n Davies|||||||||| ||||Rhiannon
Holtham|||||||||| ||||Michael Bryan
Lee Foulkes|||||||Resigned 14'" November 2021||| ||||Philip Moss|||||||||| ||||Kelvin Jones|||||||Treasurer||| ||||Natasha
Lewis|||||||||| ||||Rowenna Williams|||||||Appointed|14~ November 2021|| |Advisors|||Auditors|||||||||| ||||Azets Audit Services, Chartered|||Accountants||||&Statutory|Auditors,|Ty Derw,| ||||Lime Tree Court,|Cardiff Gate||Business|||Park,|Cardiff CF23 BAB||| ||||Bankers|||||||||| ||||Barclays Bank Pic, Pontypridd,|||Rhondda|||Cynon Taf. CF374YA|||| ||||Solicitors|||||||||| ||||Eversheds Sutherland,||1Callaghan||Square, Cardiff. CF10SBT|||||| |Key Management|||Shaun England||Chief Executive|||Officer||||| ||||Rhian Edwards||Finance|Manager|||&Company Secretary|||| ||||Miranda
Keen||Retail Manager|||||||| ||||Geraint Davies||Operations||Manager|||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||Unrestricted|Restricted|Total|Unrestricted|Restricted|Total| |---|---|---|---|---|---|---|---| |||funds|funds||funds|funds|| |||2021|2021|2021|2020|2020|2020| |Notes||8|8|8|6||6| |Income and endowments|from:||||||| |Donations
and legacies||13,698||13,698|18,580|125,000|143,580| |Charitable
activities||946,345|239,767|1,186,112|877,004|480,265|1,357,269| |Other trading
activities||100||100|1,479||1,479| |Sale ofassets|||||10,240||10,240| |Total income||960,143|239,767|1,199,910|907,303|605,265|1,512,568| |gg&~ndi ~n:|||||||| |Charitable
activities||908,799|400,577|1,309,376|805,994|588,844|1,394,838| |Net income/(expenditure)|||||||| |for the year/|||||||| |Net movement
in funds||51,344|(160,810)|(109,466)|101,309|16,421|117,730| |Fund balances at 1|||||||| |January 2021||472,824|877,015|1,349,839|371,515|860,594|1,232,109| |Fund balances at 31|||||||| |December 2021||524,168|716,205|1,240,373|472,824|877,015|1,349,839| ## ## ## |||||2021||2020|| |---|---|---|---|---|---|---|---| ||||Notes|6|||| |Fixed assets|||||||| |Tangible assets|||||1,047,521||1,107,097| |Current assets|||||||| |Stocks|||12|7,779||18,032|| |Debtors|||13|53,272||44,658|| |Cash at bank and in||hand||289,040||340,270|| |||||350,091||402,960|| |Creditom: amounts||falling due within|14||||| |one year||||(123,072)||(160,218)|| |Net current assets|||||227,019||242,742| |Total assets less current liabilities|||||1,274,540||1,349,839| |Creditors: amounts||falling due after|16||||| |more than one|year||||(34,167)||| |Net assets|||||1,240,373||1,349,839| |Income funds|||||||| |Restricted funds|||18||716,205||877,015| |ILBNI
t df|d||||||| |Designated
funds|||19|150,000||100,000|| |General unrestricted||funds||374,168||372,824|| ||||||524,168||472,824| ||||||1,240,373||1,349,839| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||||||2021||2020|| |---|---|---|---|---|---|---|---|---|---|---| |||||||Notes|8||E|| |Cash flows from operating|||activities|||||||| |Cash generated
from operations||||||26||1,080||248,288| |Investing|activities|||||||||| |Purchase|oftangible fixed|assets|||||(46,477)||(1,247)|| |Proceeds|on disposal oftangible||||fixed|||||| |assets|||||||||10,240|| |Net cash|(used in)/generated||from|||||||| |investing|activities|||||||(46,477)||8,993| |Financing|activities|||||||||| |Bank financing|||||||(5,833)||50,000|| |Net cash|(used in)/generated|||from||||||| |financing|activities|||||||(5,833)||50,000| |Net (decrease)/increase||in|cash||and cash|||||| |equivalents||||||||(51,230)||307,281| |Cash and|cash equivalents|at beginning||||ofyear||340,270||32,989| |Cash and|cash equivalents||at|end ofyear||||289,040||340,270| ## ## ## ## ## |||Unrestricted|Unrestricted|Restricted|Total| |---|---|---|---|---|---| |||funds|funds|funds|| |||2021|2020|2020|2020| |||6|6|F|p| |Donations and|gifts|13,698|18,580|125,000|143,580| |Other trading|activities||||| |||||Unrestricted|Unrestricted| |||||funds|funds| |||||2021|2020| |||||8|6| |Sundry income|||||581| |Rental income||||100|898| |Other trading|activities|||100|1,479| ## ## ## ## ||||2021|2020| |---|---|---|---|---| ||||8|8| ||Service level agreement||20,000|20,000| ||Performance
related grants||239,767|480,265| ||Household
items supplied||740,843|776,740| ||Social enterprise
projects||185,502|80,264| ||||1,186,112|1,357,269| ||Analysis
by fund|||| ||Unrestricted
funds||946,345|877,004| ||Restricted funds||239,767|480,265| ||||1,186,112|1,357,269| ||Performance
related|grants||| ||Big Lottery - Revenue|Grant||31,051| ||Job Retention Scheme||124,247|175,564| ||Lloyds Bank Foundation||25,000|25,000| ||Blaenau Gwent|||20,000| ||RN WEEE Fund|||25,000| ||RCT Rates Grants||54,000|162,000| ||Miscellaneous
Grants|||1,650| ||Community
Foundation|Wales||15,000| ||RCTCBCWelsh Towns||36,520|| ||Pen YCymoedd
Vind|Farm||25,000| ||Other|||| ||||239,767|480,265| |6|Sale ofassets|||| ||||Total|Unrestricted| |||||funds| ||||2021|2020| ||||6|| ||Net gain on disposal oftangible fixed assets|||10,240| ## ## ## |||2021|2020| |---|---|---|---| |||6|6| |Staff costs||737,989|790,299| |Volunteer costs||38,003|37,345| |Transport costs||154,560|133,210| |Cost ofgoods||110,237|138,360| |||1,040,789|1,099,214| |Share ofsupport costs (see note 8)||262,892|290,311| |Share ofgovernance|costs (see note 8)|5,695|5,313| |||1,309,376|1,394,838| |Analysis
by fund|||| |Unrestricted
funds||908,799|805,994| |Restricted funds||400,577|588,844| |||1,309,376|1,394,838| |Forthe year ended|31 December 2020||| |Unrestricted
funds||805,994|| |Restricted funds||588,844|| |||1,394,838|| ## ## |8|Support costa|Support costa||||||| |---|---|---|---|---|---|---|---|---| |||||Support|Governance|2021|2020|Basis of| |||||costs|costs|||allocation| |||||6||||| ||Depreciation|||106,053||106,053|96,343|Staffcosts| ||Advertising|and meetings||3,727||3,727|5,377|Staffcosts| ||Premises|costs||87,458||87,458|124,356|Staffcosts| ||Telephone|and administration||42,521||42,521|43,625|Staffcosts| ||Legal and|professional|fees|4,535||4,535|4,183|Staffcosts| ||Insurances|||11,595||11,595|10,424|Staffcosts| ||Bank charges|||7,003||7,003|6,003|Staffcosts| ||Audit fees||||5,695|5,695|5,313|Governance| |||||262,892|5,695|268,587|295,624|| ||Analysed|between||||||| ||Charitable|activities||262,892|5,695|268,587|295,624|| ## ## ## ## ## |The averag|e
n|umber
ofemployees,
analysed
by functio|n was:|| |---|---|---|---|---| ||||2021|2020| ||||Number|Number| |Charitable|activities||33|32| |Governance|||2|2| ||||35|| |Employment||costs|2021|2020| ||||6|6| |Wages and|salaries||672,443|728,024| |Social security||costs|48,623|46,208| |Other pension||costs|12,404|11,315| |Staff training
and expenses|||4,519|4,752| ||||737,989|790,299| ## |
Tangible fixed assets|||,|||| |---|---|---|---|---|---|---| |||Freehold|Leasehold|Office|Tools and|Total| |||property
6|Improvements
f|equipment|equipment
8|| |Cost||||||| |At 1 January 2021||1,662,024|7,960|11,805|7,207|1,688,996| |Additions||2,296|6,379|37,802||46,477| |At 31 December 2021||1,664,320|14,339|49,607|7,207|1,735,473| |Depreciation
and impairment||||||| |At 1 January 2021||559,686|7,960|10,231|4,022|581,899| |Depreciation
charged|in the year|91,962|851|12,043|1,197|106,053| |At 31 December 2021||651,648|8,811|22,274|5,219|687,952| |Carrying
amount||||||| |At 31 December 2021||1,012,672|5,528|27,333|1,988|1,047,521| |At 31 December 2020||1,102,338||1,574|3,185|1,107,097| ## ## ## ## |12|Stocks|||||| |---|---|---|---|---|---|---| ||||||2021|2020| |||||||6| ||Finished goods and goods for resale||||7,779|18,032| |13|Debtors|||||| ||||||2021|2020| ||Amounts
falling due within one year:||||6|6| ||Trade debtors||||2,952|12,383| ||Other debtors||||2,454|5,554| ||Prepayments|and accrued income|||47,866|26,721| ||||||53,272|44,658| |14|Creditors: amounts||falling due within one year|||| ||||||2021|2020| |||||Notes|6|E| ||Bank loans|||17|10,000|50,000| ||Deferred
income||||17,144|16,715| ||Trade creditors||||34,170|27,268| ||Other creditors||||23,147|19,455| ||Accruals||||38,611|46,780| ||||||123,072|160,218| ## |||||2021|2020| |---|---|---|---|---|---| |Balance brought|forward|||16,715|11,227| |Income received|in|the year||17,144|16,715| |Released to income||||(16,715)|(11,227)| |Balance carried|forward|||17,144|16,715| |Creditors: amounts||falling due after more than one year|||| |||||2021|2020| ||||Notes||| |Bankloans|||17|34,167|| ## ## ## |Loans a|nd overdrafts||| |---|---|---|---| |||2021|2020| |Bank loans||44,167|50,000| |Payable|within one year|10,000|50,000| |Payable|after one year|34,167|| |||||Ne
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CL' O||| ## ## |||||||||Movement||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||||in funds||||| |||||||Balance at||Incoming|Balance at||Transfers|Balance at| |||||||1January
2020||resources1|January
2021|||31December| |||||||||||||2021| |||||||||6||6||6| ||Project closure costs|||||20,000||80,000||100,000|50,000|150,000| |||||||20,000||80,000||100,000|50,000|150,000| ||Project closure|||- The board recognise||the need to|maintain
a reserve|||to cover|the closure|costs arising| ||from a significant|||reduction|in income. The amount||has been increased|||by E50,000 in 2021 as a result of||| ||the surplus||position at the||year end.|||||||| |20|Analysis|of net assets between funds||||||||||| |||||Unrestricted||Restricted||Total|Unrestricted||Restricted|Total| ||||||funds|funds||||funds|funds|| ||||||2021|2021||2021||2020|2020|2020| ||||||6|6||6||F||F| ||Fund balances at 31|||||||||||| ||December||2021 are|||||||||| ||represented||by:|||||||||| ||Tangible assets||||353,664|693,857||1,047,521||330,082|777,015|1,107,097| ||Current assets/|||||||||||| ||(liabilities)||||204,671|22,348||227,019||142,742|100,000|242,742| ||Long term||liabilities||(34,167)|||(34,167)||||| ||||||524,168|716,205||1,240,373||472,824|877,015|1,349,839| ## ## ## ## ## ## |under non-cancellable
operating
leases, which fall due|as follows:|| |---|---|---| ||2021|2020| |||6| |Within one year|90,513|98,768| |Between two and five years|84,748|117,112| ||175,261|215,880| ## ## |26|Cash generated|from|operations|||2021|2020| |---|---|---|---|---|---|---|---| ||||||||E| ||(Deficit)/surpus
for the||year|||(109,466)|117,730| ||Adjustments
for:||||||| ||Gain on disposal|oftangible fixed assets|||||(10,240)| ||Depreciation
and|impairment
oftangible||fixed assets||106,053|96,343| ||Movements
in working||capital:||||| ||Decrease/(increase)
in||stocks|||10,253|(9,402)| ||(Increase)/decrease
in||debtors|||(8,614)|13,563| ||Increase
in creditors|||||2,425|34,806| ||Increase
in deferred
income|||||429|5,488| ||Cash generated|from|operations|||1,080|248,288| |27|Analysis ofchanges||in net funds||||| ||||||At 1January|Cash flows|At 31 December| ||||||2021||2021| ||||||6|6|6| ||Cash at bank and|in hand|||340,270|(51,230)|289,040| ||Loans falling due|within one year|||(50,000)|40,000|(10,000)| ||Loans falling due|after|more than one year|||(34,167)|(34,167)| ||||||290,270|(45,397)|244,873|