## |Contents|||||||Page| |---|---|---|---|---|---|---|---| |Reference and administrative||||details|||| |Report ofthe|trustees||||||| |Independent|Auditor's|report|on the||financial|statements|17| |Statement
of|financial|activities|||||| |incorporating|income|6 expenditure|||account||20| |Balance sheet|||||||21| |Cash flow statement|||||||22| |Notes forming|part ofthe financial statements,|||||incorporating:|| |Statement|of accounting||policies||||23| |Other notes to the||financial||statements|||27| ## ## ## |Chairperson|Chairperson|Chairperson||||Mrs C Goff|||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |Trustees||||||Mrs D Veale||Vice Chairperson|||||||| |||||||Mr A Ashfield|||||||||| |||||||Mr SVerma|||||||||| |||||||Ms M Rees|||||||||| |||||||Mr L Bucknor|||||||||| |||||||Mr N Herman|||||||||| |||||||Mrs D Campbell|||||||||| |||||||Mrs K Kaur|||||||||| |||||||Mr Laradi|||||||||| |||||||Ms SOwo||Appointed|January|||2021|||| |||||||Ms M Cooper||Appointed|January|||2021|||| |||||||||and Termination|||of appointment||||June 2021| |Company||secretary||||Mr J P W Fallows|||||||||| |Key management||||personnel||Mrs K Patel||Chief Executive||||Officer|||| |||||||Mrs M Robinson||Contracts||8 Development||||Manager|| |||||||Mr T Blake||Contract||Monitoring|||Officer||| |||||||Mrs E Westwood||Contracts||8 Development||||Manager|| |||||||Miss M Drinkwater||Direct|Payment|||Manager|||| |Registered|||office|||100Oldbury
Road|||||||||| |||||||Smethwick|||||||||| |||||||B661JE|||||||||| |Charity|registration|||number||1070112|||||||||| |Company||registration|||number|03196518|||||||||| |Independent|||auditor|||Feltons|||||||||| |||||||8 Sovereign
Court|||||||||| |||||||8 Graham
Street|||||||||| |||||||Birmingham
B13JR|||||||||| |Bankers||||||The Punjab
National|Bank|(International|Ltd)||||||| |||||||290 Soho Road|||||||||| |||||||Birmingham|||||||||| |||||||B21 9LZ|||||||||| |||||||Unity Trust Bank|||||||||| |||||||Nine Brindley Place|||||||||| |||||||4 Oozells Square|||||||||| |||||||Birmingham|||||||||| |||||||B1 2HE|||||||||| ## ## ## ## ## ## ## ## ## ## |Strate|icAreas|Ke
Ob'ectives/Develo
ments|||||||||| |---|---|---|---|---|---|---|---|---|---|---|---| |Our|People 8||||||||||| |Relationships||Short term|||||||||| |||Review recruitment
strategy||including|||revisiting|salary|scale at regular||| |||intervals|||||||||| |||Revisit Growing
Opportunities/Garden|||||structure|in light|of recruitment||&| |||retention
challen
es.|||||||||| |||Mid Term|||||||||| |||Revisit develo
ment 8 succession|||lans||||||| |||Review new structure
& roles|includin|||sale
scale||reviews|||| |||oa "-
a ..|||||eq||||| |||Short term|||||||||| |||Maximise membership
ofthe||Institute|||of Employability||Professionals||(IEP)| |||to support development
&skills|||training ofSpecialist Employment|||||Support|| |||staff.|||||||||| |||Mid to Lon
Term|||||||||| |||Strengthen
skills audits/checks,||training|||and development
plans for workforce||||| |||includin
di
ital skill develo
ment.
e
.j,e;eWto
ij
Short term||||«~, isa,logs|||||| ||||Implement
comms plans with all DP external leads,|commissioners|commissioners|commissioners|commissioners|and|and|| |---|---|---|---|---|---|---|---|---|---|---| ||||funders.
Links to Service Area —DP|||||||| ||||Build links with Solihull Specialist Employment
Support
new|||lead||(Links to||| ||||Service Area —SES|||||||| ||||Build meaningful
employer database
&strategy for|sustainable|||employer|||| ||||en a ement.
Links to Service Area —SES|||||||| ||||Develop membership
&volunteer
engagement
&management||||approaches|||&| ||||rocesses
Links to Service Area —Communit|||||||| ||||Review comms
&feedback mechanisms
&processes to members|||||&service||| ||||users across all service areas
Links to Di
ital Develo
ments|||||||| ||||Mid to ion
term|||||||| ||||Refresh overarching/
organisational
wide stakeholder
map, engagement|||||8|comms|| ||||lans|||||||| ||||Map & Implement
comms plan for Sandwell
MBC across all relevant||||teams|||| ||||includin
H8SC, Public Health, Comrnunit,
Volunta
Sector,||Di|ital||||| ||||Develop consistent
8 effective comms with local JcP offices &||complementary|||||| ||||artner or anisations
links to Service Area —SES|||||||| ||||Create and develo
stron
cor orate
artnershi
s and|relationshi||s||||| ||||Continue to raise the profile of IFA locally and nationally,
through|||effective and||||| ||||consistent
marketin
and
romotion.|||||||| ||||Engage with additional
younger
disabled
people and other under-represented|||||||| ||||Iou s.|||||||| ||||Review and development
ofopportunities
for internal
engagement,||||communication|||| ||||8 wellbein
su
ort of staff.|||||||| |Physical|& Digital||„. rta e
sy
«
ea
"r
. s|||||||| |Resources||8|Short term and de endent on external factors|||||||| |Assets|||New leases on
ardens —lon
term & new conditions
ofo||eration|||||| ||||Mid to ion
term|||||||| ||||ILC —develo
communit
asset business case|||||||| ||||Ex lore o
ortunities
to develo
new communit
assets|||||||| ||||se|||||||| ||||Short term|||||||| ||||Roll out digital
information
& feedback as option|across|all||service||areas|| ||||usin
inte
rated CRM tool|||||||| ||||Mid to ion
term|||||||| ||||Identi
&secure further fundin
to su
ort on
oin
di|ital develo||ment||work||| ||||Integrate
digital delivery options,
digital skills & digital inclusion||approaches||||across|| ||||all service areas|||||||| ||||Documented
di
ital strate
across whole or anisation|||||||| ||||Develop a digital strategy
& plan for each service area|to support||improved|||digital|| ||||inclusion,
en a ementand
ex erience for service users.|||||||| ||||.ae|||||||| |Development||&|Communit
8 En a ement|||||||| |Funding|ofOur||Short Term|||||||| |Services|||Align and develop current ILS/Peer Support models|with direction||||oftravel||| ||||of need 8 funding
in this arena e.g. long term impact of COVID||||on|mental||| ||||health
& Minorit
Ethnic Communities,
loneliness
a|enda,|di|ital inclusion.||||| ||||Develop membership
&volunteer
engagement
&management||||approaches|||&| ||||rocesses.|||||||| ||||Mid to Lon
Term|||||||| ||||Ex lore how the SPA can be develo
edlextended
sustainabl|||||||| ||||S ecialist Em
lo mentSu
ort|||||||| ||||Short Term|||||||| ||||Enhance
ualit
assurance s stems,
rocesses and|rocedures||||||| ||||Build links with Solihull SESnew lead
links to
eo le &relationshi|||||riorit||| ||||Ex lore &secure
lace on FSF D namic Purchasin|S stem||||||| ||Mid to Lon
Term||||||| |---|---|---|---|---|---|---|---| ||Build meaningful
employer
database
8 strategy for sustainable
employer||||||| ||en a ement
linksto
eo le8, relationshi
s
riorit||||||| ||Ongoing
alignment
&development
ofservices with emerging
needs and||||focus||e.g.| ||inte
rated wellbein
& mental
health su
ort.||||||| ||Growin
0
ortunities/Wellbein
&Social Enter
rise Activities||||||| ||Short Term||||||| ||Revisit structure
for this division to include growth oftrading|&|social||||| ||enter
rise activities
links to
eo le &relationshi
s
riorit||||||| ||Com
lete
ilot of
arden maintenance
&related services.||||||| ||Mid to Lon
Term||||||| ||Specific research
8 development
ofday services opportunities
using||gardens||||| ||and/or
communit
rovision
cross reference
Communit
8 En a|ement|||Team||| ||Develop further added value wellbeing
interventions,
training
&support||||that|can|| ||be inte
rated into other services or delivered
on a standalone
basis.||||||| ||Ex lore/
ilot other linked enter
rise activities —'sweat the assets'||||||| ||Inte
rated —Cross Cuttin||||||| ||Short term||||||| ||Finalise &action fundin
lan for next 12-18months||||||| ||Mid to Lon
Term||||||| ||Continue
to develop new partnership
approaches
to secure large/area|||based co-|||| ||ordinated
fundin
e. .WMCA, CIS||||||| ||Explore &test new trading
& social enterprise
(including
online) opportunities||||||| ||across all integrated
services e.g. additional
garden
related services,||disability||||| ||confident
support
for employers
& other organisations,
mental
health||first aid &||||| ||related worksho
s.||||||| ||Digital development
plan for all service areas —both hybrid services and||||extending||| ||reach be ond local areas.||||||| ||Watching
brief ofdevelopment
ofCRF programme
& new funding|streams||||in|| ||loneliness
and isolation and mental
health and wellbein
s ace.||||||| ||Short term||||||| ||Enhance
ualit
assurance s stems,
rocesses and
roced ures||||||| ||Improved
communications
&engagement
with DP commissioners,||||funders||| ||8 service mana
ers
link to
eo le & relationshi
riorit||||||| ||Retender for/retain
existin
contracts e. .Walsall
DP||||||| ||Finalise &action DP fundin
lan for next 12-18months||||||| ||Mid to Lon
Term||||||| ||Continue
to maintain
current
position
with retention
of existing contracts||||with small||| ||rowth.||||||| ||Working
with digital partner
continued
improvements
to PA register
(link||||to our||| ||h sical and di
ital resources
8 assets||||||| ||Ex lore new DP areas &corn
lementa
services||||||| |Quality, Outcomes|Organisation
wide review
&development
of quality assurance|framework|||||| |8 Impact|includin
documented
rocesses 8
rocedures
AND feedback a||||roaches.||| ||Improve
internal
and external
recording
and reporting
ofoutput,||outcome||||| ||and im act data.||||||| ||Mid to /on
term||||||| ||Embeddin
new im act assessment
and re ortin
tools includin|Work||Star|||| ||Ensure
all systems
and processes are compliant
and monitored
in|line||with||current|| ||and chan
in
le islation, re ulations
and indust
relevant
uidance.||||||| ||Continuously
develop a feedback and evaluation
cycle to support|organisational|||||| ||im rovements.||||||| ||Develop
a digital
strategy
to support
improved
service
user
engagement||||||and| ||ex erience.||||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||||Restricted|Designated|Unrestricted|Total|Total| |---|---|---|---|---|---|---|---|---|---| ||||||funds|funds|funds|funds|funds| ||||||2022|2022|2022|2022|2021| |||||Notes|||||E| |Income from|||||||||| |Income from charitable||activities|||723,983||525,303|1,249,286|1,399,874| |Donations
and legacies|||||||2,616|2,616|2,005| |Investments|||||||2,462|2,462|317| |Total income|||||723,983||530,3&1|1,254,364|1,402,196| |Expenditure on:|||||||||| |Charitable
activities:||||4, 5|727,041||507,445|1,234,486|1,229,612| |Total expenditure|||||727,041||507,445|1,234,486|1,229,612| |Net incomel(expenditure)|||before||||||| |transfers|||||(3.,058)||22,936|19,878|172,584| |Gross transfers
between|||funds|13||111,000|(111,000)||| |Net movement
in funds|||||(3,058)|111,000|(88,064)|19,878|172,5&4| |Reconciliation
offunds|||||||||| |Total funds brought|forward||||3,058|189,714|798,591|991,363|818,779| |Total funds carried|forward|||||300,714|710,527|1,011,241|991,363| ## ## ## ## ||||||Notes|2022|2021|| |---|---|---|---|---|---|---|---|---| |Cash flows from operating||activities||||||| |Net cash (used in) / provided||by operating||activities||(97,521)|244,|649| |Cash flows from investing||activities||||||| |Payments
to acquire tangible||fixed assets||||(19,963)||| |investment
income||||||2,462||317| |Change
in cash and cash|equivalents||in|the year||(115,022)|244,|966| |Cash and cash equivalents|brought
forward|||||1,068,381|823,415|| |Cash and cash equivalents||carried forward||||953,359|1,068,381|| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||Restricted|Designated|Unrestricted|Total|Total| |---|---|---|---|---|---| ||funds|funds|funds|funds|funds| ||2022|2022
f|2022|2022|2021
F| |Donations|||2,616|2,616|2,005| ||||2,616|2,616|2,005| |2021 total|||2,005|2,005|| ## |Expenditure
on chari|table
activities|||| |---|---|---|---|---| ||||Total|Total| ||||2022|2021| |||||E| |Operational
and support costs||||| |Wages and salaries|||860,105|819,492| |National
Insurance|||64,301|63,111| |Pension costs|||20,565|19,911| |Gardening
equipment|and horticultural|sundries|7,594|13,116| |Equipment
leasing|||1,340|1,450| |Computer
support|||12,089|20,628| |User participation|||2,236|10,191| |Advertising||||956| |Staff training|||4,316|4,302| |Travel 8 subsistence|expenses||4,745|2,450| |Depreciation|||4,628|2,632| |Support costs (see note 5)|||248,537|267,053| |Governance
costs (see note 5)|||4,030|4,320| ||||1,234,486|1,229,612| ## ## ## ## ||||Basis of|General|Governance|Total|Total| |---|---|---|---|---|---|---|---| ||||allocation|support|function
f|2022|2021
E| |Wages and salaries|||Staff time|78,304||78,3Q4|81,471| |National
insurance|||Staff time|6,646||6,646|7,382| |Pension costs|||Staff time|2,026||2,026|2,256| |Property
rental|||Usage|34,398||34,398|41,580| |Utilities and maintenance|||Usage|48,210||48,210|38,644| |Office costs|||Usage|51,497||51,497|44,224| |Insurance|||Usage|5,222||5,222|4,335| |Legal, professional|8 bank charges||Usage|22,234||22,234|47,161| |Auditor's
remuneration|||Governance||4,030|4,030|4,320| |||||248,537|4,Q30|252,567|271,373| |et income|||||||| |This is stated after charging:|||||||| |||||||2022|2021| |||||||E|E| |Depreciation
oftangible||fixed assets:|||||| |-owned
by the|charity|||||4,629|2,632| |Operating
lease rentals||||||37,800|37,800| ## ## ## |Staff costs during
the period were:||| |---|---|---| ||Total|Total| ||2022|2021| |||E| |Wages and salaries|938,409|900,963| |Social security costs|70,947|70,493| |Pension costs|22,591|22,167| ||1,031,947|993,623| ## ## ## |2022||2022||2021||2021|| |---|---|---|---|---|---|---|---| |Number||FTE||Number||FTE|| ||43||41||39||38| |9.Tangible fixed assets|Garden|||| |---|---|---|---|---| ||buildings|Furniture,||| ||and|fittings and|Technical|| ||equipment|equipment|equipment
f|Total| |Cost||||| |At 1 April 2021|510,876|10,641|77,571|599,088| |Additions|19,963|||19,963| |At 31 March 2022|530,839|10,641|77,571|619,051| |Depreciation||||| |At 1 April 2021|508,243|10,641|77,571|596,455| |Charge for the year|4,629|||4,629| |At 31 March 2022|512,872|10,641|77,571|601,084| |Net book values||||| |At 31 March 2022|17,967|||1?,967| |At 31 March 2021|2,633|||2,633| ## ## ## |||||||||||||Shares in| |---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||||||||gi'oup| |||||||||||||undertakings| |||||||||||||E| ||Cost|||||||||||| ||At 1 April|2021 and 31 March|||2022|||||||| ||The following
is a||subsidiary||undertaking||of the company:|||||| ||Ideal For All Enterprises|||Limited||||||||| ||Registered
office:||100Oldbury|||Road, Smethwick,||West Midlands,|866 1JE|||| ||Company|number:|04158042|||||||||| |||||||||||2022||2021| ||Class of|shares|||||||Holding|K||| ||Ordinary||||||||100%|||| |||||||||||2022||2021| |||||||||||f||L| ||Aggregate
capital and reserves||||||||||575|575| ||Profit
/ (loss) for the year|||||||||||| |11.|Debtors|||||||||||| |||||||||||2022||2021| |||||||||||||E| ||Grants and contracts receivable|||||||||103,100||52,057| ||Other debtors|||||||||4,500||4,500| ||P repayments|||||||||9,515||1,950| |||||||||||117,115||58,507| |12.|Creditors:
Amounts
falling||||due within||one year|||||| |||||||||||2022||2021| |||||||||||'E||E| ||Creditors|from operations||||||||11,885||18,607| ||Other taxation and||social|security||||||38,398||40,832| ||Other creditors|||||||||4,227||4,583| ||Accruals|and deferred
income||||||||22,691||74,137| |||||||||||77,201||138,159| ||Deferred|income||||||||||| ||Deferred|income at 1 April||2021||||||69,258||61,467| ||Resources deferred||in the|year||||||18,917||69,258| ||Amounts|released|from previous|||years||||69,258||(61,467| ||Deferred|income at 31 March|||2022|||||18,917||69,258| ## ## ## ## |||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |Statement
offunds|- current|||year||||||||| ||||||||||Balance at||Expenditure|Balance at| ||||||||||1 April||(including|31 March| ||||||||||2021|Income|transfer)|2022| ||||||||||E|||E| |Unrestricted
funds||||||||||||| |General
unrestricted|funds||||||||798,591|530,381|(618,445)|710,527| ||||||||||798,591|530,381|618,445)|710,527| |Restricted funds||||||||||||| |DPO COVID-19 Fund|||||||||3,058|6,117|(9,175)|| |Building Better Opp -|Steps||to Work|||||||87,385|(87,385)|| |Building Better Opp -|Heart of England|||||Foundation||||9,000|(9,000)|| |Building Better Opp -|Sandwell|||Consortium||||||13,717|(13,717}|| |Catalyst - CAST- Digital Development|||||&|||||||| |Continuation
Funding||||||||||10,000|(10,000)|| |CIS - Community
Offer||||||||||74,416|(74,416)|| |EDP||||||||||41,758|(41,758)|| |West Midlands
Combined||Authority - Stand Out||||||||||| |Project||||||||||27,867|(27,86?)|| |Shaw Trust||||||||||37,500|(37,500)|| |Communitys
ln Sync|- Winter Pressure|||||Fund||||12,110|(12,110}|| |SMBC - Holiday Activities||Funding||||||||7,290|(7,290)|| |School of Social Entrepreneurs||||||||||1,667|(1,667)|| |SMBC - Community
Offer||- Single Point|||||ofAccess|||40,000|(40,000)|| |SMBC - Better Mental|Health|||||||||39,576|(39,576}|| |The National
Lottery - Black|||Country e||Futures|||||||| |(Steps to Work)||||||||||57,316|(57,316)|| |Sandwell
Consortium|—Sandwell|||MBC|Advice|||||||| |Grant||||||||||16,344|(16,344)|| |Sandwell
MBC - Voluntary||Main||Programme||||Grant||28,092|(28,092)|| |Solihull Specialist Employment||||||||||141,500|(141,500)|| |The National
Lottery Community||||Fund|-|Gowing||||||| |Buddies Project||||||||||13,267|(13,267)|| |CIS - Kickstart Placements||||||||||27,598|(27,598)|| |CIS - Kickstart-Wraparound|||Employment||||support|||5,400|(5,400)|| |Communities
in Sync|- BCC||- Caring for||||Carers|||||| |Project||||||||||16,000|(16„000)|| |Sandwell
Consortium|-CRF||50+|||||||5,098|(5,098)|| |SCVO - SMBC - Vision 2030 Grant||||||||||4,965|(4,965}|| ||||||||||3,058|723,983|727,041)|| |Designated
funds||||||||||||| |Project reserves|||||||||189,714||111,000|300,714| |Total offunds|||||||||991,363|1,254,364|(1,234,486)|1,011,241| ## ## ## |Statement
offunds||(continued)|(continued)||||||| |---|---|---|---|---|---|---|---|---|---| |Statement
offunds||- prior year|||||||| |||||||Balance at|||Balance at| |||||||1 April|||31 March| |||||||2020|Income|Expenditure|2021| |||||||E|C|E|E| |Unrestricted
funds|||||||||| |General
unrestricted||funds||||659,065|551,333|(411,807)|798,591| |||||||659,065|551,333|(411,807}|798,591| |Restricted funds|||||||||| |DPO COVID-19 Fund|||||||18,350|(15,292)|3,058| |Building
Better Opp|-|Steps to Work|||||65,420|(65,420)|| |Building Better Opp|—Heart of England
Foundation||||||6,948|(6,948)|| |Building Better Opp|—Sandwell||Consortium||||12,294|(12,294)|| |CCLORS|||||||72,272|(72,272)|| |Communities
in Sync||- Caring for Carers Project|||||16,000|(16,000)|| |Masonic Charitable|Foundation||||||39,800|(39,800)|| |CIS - Community
Offer|||||||77,416|(77,416)|| |Lloyds Bank Foundation
Tust React||||(COVID)|||14,775|(14,??5}|| |The National
Lottery|Community||Fund - Growing||||39,800|(39,800)|| |Buddies Project|||||||||| |Solihull Specialist Employment|||||||141,500|(141,500)|| |PEBBLEFund (South||Staffs Water)|||||3,450|(3,450)|| |Power to Change -C-19|||||||25,000|(25,000)|| |School of Social Entrepreneurs|||||||9,083|(9,083}|| |SMBC - Community|Offer - Single Point ofAccess||||||40,000|(40,000)|| |The National
Lorttery||—Catalyst|-CAST- COVID-19||||||| |Digital Response|||||||5,000|(5,000)|| |The National
Lottery|- Black Country|||e Futures|||||| |(Steps to Work)|||||||57,618|(57,618)|| |Sandwell
Consortium||- Sandwell|MBC Advice||||||| |Grant|||||||16,344|(16,344)|| |Sandwell
MBC - Voluntary
Main|||Programme||Grant||28,092|(28,092)|| |Building Connections||Fund
Co-op -||Youth Strand|||36,000|(36,000)|| |The National
Lottery|& Government|||DCMS-|||||| |COVID Response|||||||95,701|(95,701)|| ||||||||820,863|(817,805)|3,058| |Designated
funds|||||||||| |Project reserves||||||159,714|30,000||189,714| |Total offunds||||||818,779|1,402,196|(1,229,612)|991,363| ## ## ## |Analysis ofnet assets between
funds -|current year|||| |---|---|---|---|---| ||Restricted|Designated|Unrestricted|Total| ||funds|funds|funds|funds| ||2022|2022|2022f|2022| |Tangible fixed assets|||17,967|17,967| |Fixed asset investments|||1|1| |Current assets||300,714|769,760|1,070,474| |Creditors
due within one year|||(77,201)|(77,201)| |Total net assets||300,714|710,527|1,011,241| ||||||Restricted|Restricted|Designated|Unrestricted|Total| |---|---|---|---|---|---|---|---|---|---| |||||||funds|funds|funds|funds| |||||||2021
f|2021f|2021f|2021
K| ||Tangible fixed assets|||||||2,633|2,633| ||Fixed asset investments|||||||1|1| ||Current assets|||||3,058|189,714|934,116|1,126,888| ||Creditors
due within one year|||||||(138,159)|(138,159)| ||Total net assets|||||3,058|189,714|798,591|991,363| |15.|Reconciliation
ofnet|movement||in funds|to net cash|flow|||| ||from operating
activities|||||||2022f|2021| ||Net income for reporting|period|(as per the SoFA)|||||19,878|1?2,584| ||Adjusted for:||||||||| ||Depreciation
charges|||||||4,629|2,632| ||Interest receivable|||||||(2,462)|(317)| ||(Increase)
/ decrease|in debtors||||||(58,608)|59,984| ||(Decrease)
/ increase|in creditors||||||(60,958)|9,766| ||Net cash (used in) / provided||by|operating|activities|||(97,521)|244,649| ## ## ## ## ## |At 31|March 2022 the total of the charity's|March 2022 the total of the charity's|future|minimum|lease payments|under non-cancellable|operating|leases| |---|---|---|---|---|---|---|---|---| |was:||||||||| |||||||2022|2021|| |||||||||E| |Within|1|year||||32,031||44,190| |Between||1 and 5 years||||12,000||41,031| |After|more than 5 years|||||10,000||13,000| |||||||54,031||98,221| ## ## ## ## ## ##