## ## ## ## ## ## ## ## ## ## ## |Directors||||R Shah (1,2)|R Shah (1,2)|(Chair, appointed
6 November 2019,|(Chair, appointed
6 November 2019,|(Chair, appointed
6 November 2019,|(Chair, appointed
6 November 2019,|(Chair, appointed
6 November 2019,| |---|---|---|---|---|---|---|---|---|---|---| |||||||resigned 24 June 2020)||||| |||||E Baines (1,3)||||||| |||||G Ball||(resigned 18 May 2020)||||| |||||N Bottley||||||| |||||G Carr
S Gillingham||(resigned 6 November 2019)
(3*)||||| |||||N Gower||(resigned 6 November 2019)||||| |||||M Heath|(2*)|||||| |||||A Khawaja||||||| |||||B Leigh (3)||(appointed|27 July 2020)|||| |||||N Masom
F O' Sullivan||(appointed
1 February 2021)
(resigned 8June 2020)||||| |||||J Palmer||(resigned 24 September||2020)||| |||||C Povey||||||| |||||J Raca MBE||||||| |||||D Sanders|(1,2,3)(Chair, effective 24 June|||2020)||| |||||D Shipley (1*,2)||||||| |||||C Smale||||||| |||||TWilkins (3)||(appointed|6 November 2019)|||| |||||(1) Member|ofGovernance
Committee|||||| |||||(2) Member|ofAudit & Finance Committee|||||| |||||(3) Member of Transformation
Project Steering Group
*Chair of relevant
Board sub-committee||||||| |Chief Executive Officer|||& Principal|J McCall||||||| |Executive Leadership||Team||M Ascroft||Director of|Finance
& Strategy|||| |||||K Duggan||Director of|Service Development|||| |||||||(appointed|1 January 2021)|||| |||||Z Ensor||Director of|Communications||&|| |||||||Community|Engagement|(appointed||25| |||||||January 2021)||||| |||||N Giles||Director of|People &Workplace|||| |||||J McCaffrey||Director of|Care Services|||| |||||BWhite||Director of|Education|||| |Address|and Registered||Office|Stanley Road||||||| |||||Cheadle
Hulme||||||| |||||Cheadle||||||| |||||Cheshire SK8||6RQ||||| ## |CHARITY A|DIIINISTR|A|TION||||||| |---|---|---|---|---|---|---|---|---|---| |Bankers||||Royal Bank of Scotland|||pic||| |||||St Ann's Square|Branch, PO Box320||||| |||||St Ann Street|||||| |||||Manchester
M60||2SS|||| |||||Barclays Bank pic|||||| |||||Corporate
Banking|||||| |||||Level 11,20 Chapel Street|||||| |||||Liverpool|||||| |||||L3 9AG|||||| |Auditors||||Mazars LLP|||||| |||||One St Peter's|Square||||| |||||Manchester|||||| |||||M2 3DE|||||| |Solicitors||||Eversheds
Sutherland|||LLP||| |||||70 Bridgewater|Street||||| |||||Manchester|||||| |||||M1 5ES|||||| |||||Veale Wasbrough||Vizards||LLP|| |||||Narrow Quay House|||||| |||||Narrow Quay|||||| |||||Bristol|||||| |||||BS14QA|||||| |||||Slater Heelis LLP|||||| |||||Suite 2 Oakland||House|||| |||||34Washway
Road|||||| |||||Sale|||||| |||||Cheshire|||||| |||||M33 6FS|||||| |Investment|Advisers|||Castlefield
Investment|||Partners||LLP| |||||1 Portland Street|||||| |||||Manchester|||||| |||||M1 3BE|||||| |Company|Registration||Number|04216714|||||| |Charity Registration||Number||1092655|||||| ## ## |SEASHELL|TRUST|||||| |---|---|---|---|---|---|---| |CONTENTS||||||Page| |Directors'
report,
including
Directors' Strategic||||Report||| |Statement
of|Directors'|duties|in performance|ofS172(1)Companies|Act|18| |Statement
of|Directors'|responsibilities||||20| |Independent|auditor's|report||||21| |Statement
of|financial|activities||||24| |Balance sheet||||||25| |Statement
of|cash flows|||||26| |Notes to the|financial|statements||||28| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |t the end ofthe year, the n|umbers
ofstudents
and residen|ts
on roll were as follows:|| |---|---|---|---| |||2020|2019| |Royal School Manchester
Royal College Manchester|**
**|47
68|52
70| |Childrens
Residential
Care|Services|17|16| |Young Adult Residential
Care Services||32|32| ## ## ## ## ## ## ## ## ## ## ## ||||||||Risk Management|Risk Management|Risk Management|Risk Management| |---|---|---|---|---|---|---|---|---|---|---| |The identification|||of||risk||is delegated
to the Executive Team and the Chief Executive 8 Principal
who|||| |report risk|management||||||to the||Directors for their oversight,
review and approval
at Board Meetings.|| |The most
the Trust|significant
risks identified
in the current year and how these risks are managed
by
are as follows:|||||||||| |Key Risk||||||||||How this risk is managed| |A serious||safeguarding||||||incident||The Trust places the greatest ofimportance
to its obligations
to ensure| |occurs or is||reported||which||||causes||the safety and well-being
of the children
and young
people
under
its| |significant|reputational|||||damage|||to|care.
However,
the
Directors
recognise
that
the
controls
and| |the Trust,|potentially||||impacting||||on|procedures
that we have
in place to monitor and manage
this risk, can| |the willingness
of Local||||||Authorities||||be effective
in reducing
this risk,
but cannot completely
eliminate
it.| |to place children|||and||young|||people||These key controls and procedures
include:| |at the Trust.||||||||||| |||||||||||~
We have a dedicated
Safeguarding
Board, including
external,| |||||||||||independent
representation;| |||||||||||~
We have a Trust-wide
role of Safeguarding
Officer;| |||||||||||~
The
Trust
has
a
well-established
safeguarding
policy,| |||||||||||practices
and
reporting
systems
which
are
reviewed| |||||||||||continually;| |||||||||||~
Progressive
and
developmental
safeguarding
training
and| |||||||||||development
for all staff;| |||||||||||~
Liaison
with
External
Safeguarding
bodies
for best practice| |||||||||||initiatives
and monitoring;| |||||||||||~
Procuring
appropriate
levels
of insurance
cover to mitigate| |||||||||||against any financial
risk that the Trust could be exposed to in| |||||||||||the event of any allegations
or claims;| |||||||||||~
External
reviews
of
our
safeguarding
practices
and| |||||||||||procedures
and;| |||||||||||~
Obtaining
expert legal advice and counsel where considered| |||||||||||appropriate.| |Continuing|||changes||||||in|The Trust actively maintains
close and positive
relationships
with the| |government||policy,|||which|||could||education,
health and care teams within
its principal
Local Authorities,| |result
in reduced|||funding|||||levels,||to understand
the drivers
impacting
on their placement
behaviour.| |additional
regulatory
requirements
and
additional
costs,
despite
underlying
demand
for the Trust's||||||||||We have
undertaken
a full
review
of our fee structure
which
has
allowed
for greater
alignment
with
the
true
costs of the
service| |services increasing.||||||||||provision.
Following
extensive
consultation
with Local Authorities
and
funding
bodies,
this has resulted
in a step-change
increase
in fees| |||||||||||effective September
2021 with
further
increases
planned
for future| |||||||||||years. This will provide a more secure and viable financial
platform
for| |||||||||||the Trust going forward.| |||||||||||In addition,
the Trust has developed
strong
links nationally
with sector| |||||||||||organisations
such as NASS, NATSPEC, CDC and NNPCF as well as| |||||||||||close working
relationships
with the Department
for Education.| |Key Risk|How this risk is managed| |---|---| |The
inability
to recruit
and
retain|We have continued
to implement
our 'People Strategy',
which sets out| |staff
with
the
requisite
skills
to|a comprehensive
and overarching
plan to address
issues associated| |meet
the
increasingly
complex|with staff recruitment,
retention,
reward,
performance
and well-being.| |needs of our students.
This poses|This has included
a number
of initiatives
such as:| |a significant challenge
to the Trust,
that
if not adequately
addressed|~
Extending
the number
and scope of our management
training| |could
result
in staffing
shortfalls,|programmes;| |reductions
in the
quality
of care
that
the
Trust
provides,
and/
or
additional
costs
in
addressing
staffing
shortfalls
by the
use
of|~
Conducted
the
Job
Evaluation
Review,
including
benchmarking
salaries
against
external
data,
and
began
a
phased
implementation
ofthe results of this review;| |higher-cost
agency workers.|~
Provided
additional
resourcing
to the central recruitment
team| ||and
streamlined
recruitment
processes
and
actions
to| ||increase the effectiveness
of recruitment
activity;| ||~
Continuation
of recruitment
activities
beyond
the
required| ||staffing complement
for key roles
in order to create a staffing| ||"buffer"
to
mitigate
the
impact
of
staff
absences
and| ||resignations.| |The Trust is reliant on the delivery|Project Transformation
has now moved
into its implementation
stage| |ofthe Site redevelopment
in order|following
the receipt of planning
consent
in April 2020.| |to continue
to provide
its on-site
based
activities
in
the
medium|The Directors closely monitor the progress ofthe various elements
of| |term.
Delays
and
errors
in|the project at each Board Meeting.| |delivering
the
redevelopment
will
adversely
impact the Trust's
ability
to achieve its aims and objectives.|The day-to-day
aspects ofProject Transformation
are considered
and
managed
by a new sub-committee
of the board the "Transformation
Project Steering
Group",
which
comprises
a number
of Trustees,| ||members
of the Executive,
relevant
Heads of Service and Specialist| ||Advisors.| ||This
group
meets
monthly,
with
relevant
input
from
appropriate| ||professional
advisors.
This group reports to the Board of Directors at| ||each Board Meeting
and more frequently
when required.| ## |Key|risk|risk|||||How this risk is managed|||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |The|Covid19 pandemic||||continues||Since the emergence
ofCovid19 in early 2020 the||Trust|has|operated|| |for|a|lengthy|period||of|time,|a robust
framework
to manage
the multiple|risks|that|the pandemic||| |resulting||in continued||requirement|||presents.
Two extraordinary
Board Meetings|have been
held||||during| |for changes
in working|||||practices||the year to specifically
review and assess the|Trust's response||||to the| |and|curtailment|||of|services||pandemic
and this remains
an item that is reviewed
at|||each ordinary||| |provided||by the Trust.|||||Board Meeting.|||||| ||||||||A "Health Business Continuity
Group" consisting
of all members|||||ofthe| ||||||||Executive
Leadership
Team, the Lead Nurse|and|relevant||Heads of|| ||||||||Service has been formed
and meets at least|weekly
(initially|||daily) to|| ||||||||develop
and
review
the
Trust's
response|and|latest|Government||| ||||||||guidance
and requirements.|||||| ||||||||Key elements
of this response
includes:|||||| ||||||||~
implementation
of robust infection
control|measures||across||Site;| ||||||||~
Regular
communications
to
all
stakeholders||(staff,||families,|| ||||||||placing authorities,
public health);|||||| ||||||||~
Redeployment
ofstaff across services;|||||| ||||||||~
Individualised
Covid risk assessments
for|each|student;|||| ||||||||~
Minimising
on-site activities and movement;|||||| ||||||||~
Engagement
with sector bodies to ensure|our|response||is|in line| ||||||||with that of similar organisations;|||||| ||||||||~
Obtaining
expert legal, health
and insurance
advice|||and|counsel|| ||||||||where considered
appropriate;|||||| ||||||||~
Continual
review and update of financial forecasts.|||||| ## ## ## ## ## ## ## ## ## ## ## ## ||||||Un-||Endow-||| |---|---|---|---|---|---|---|---|---|---| ||||||Restricted|Restricted|ment|2020|2019| ||||||Funds|Funds|Funds|Total|Total| |||||Note|2'000|F'000|F'000|E'000|2'000| |INCOME FROM:|||||||||| |Donations
and legacies|||||358|71||429|822| |Charitable
activities|||||15,138|292||15,430|14,853| |Other trading
activities|||||154|||154|385| |Investments|||||10|||10|26| |Other income —profit||on|||||||| |disposal
of endowment|||land|4|||3,087|3,087|| |Total Income|||||15,660|363|3,087|19,110|16,086| |EXPENDITURE ON:|||||||||| |Raising funds|||||(412)|||(412)|(466)| |Charitable
activities|||||(16,280)|(302)||(16,582)|(16,655)| |Other|||||(70)|||(70)|(98)| |Total Expenditure|||||(16,762)|(302)||(17,064)|(17,219)| |Net (losses) on investments|||||(22)|||(22)|(18)| |Net (expenditure)l|income|||4|(1,124)|61|3,087|2,024|(1,151)| |Transfers
between||funds|||1,239|(84)|(1,115)||| |Net movement
in|funds||||115|(23)|1,932|2,024|(1,151)| |Balances brought|forward||||2,436|852|14,464|17,752|18,903| |Balances carried|forward||||2,551|829|16,396|19,776|17,752| ## ## ||||||||2020|2019| |---|---|---|---|---|---|---|---|---| |||||||Note|P'000|E'000| |Fixed assets||||||||| |Tangible fixed assets|||||||14,139|14,922| |Investments|||||||249|987| ||||||||14,388|15,909| |Current assets||||||||| |Debtors|||||||3,148|3,934| |Cash at bank||and|in|hand|||4,683|844| ||||||||7,831|4,778| |Creditors:|amounts|||falling due within|one year||(2,443)|(2,935)| |Net current|assets||||||5,388|1,843| |Total assets||less|current liabilities||and net|||| |assets|||||||19,776|17,752| |Endowment||funds|||||16,396|14,464| |Restricted|funds|||||12|829|852| |Unrestricted||funds||||||| |Designated|funds|||||13|550|550| |Unrestricted|funds|||||13|2,001|1,886| |Total funds|||||||19,776|17,752| ## |or the year ended 31Au|gust 2020||| |---|---|---|---| |||2020|2019| |||E'000|E'000| |Cash flow from operating|activities||| |Net income/(expenditure)||2,024|(1,151)| |Depreciation||920|841| |Losses on investments||22|18| |Investment
income||(7)|(19)| |Gain on sale offixed assets||(3,088)|(3)| |Decrease/(increase)
in debtors||779|(2,005)| |(Decrease)/increase
in creditors||(322)|1,617| |Net cash inflow/(outflow)|from operating||| |activities||328|(702)| |Cashflows
from investing|activities||| |Purchase
of buildings
and|other fixed assets|(484)|(1,666)| |Proceeds on sale offixed|assets|3,268|3| |Purchase
of investments|||(64)| |Proceeds from sale of investments||717|767| |Investment
income received||7|19| |Bank interest received||3|8| |||3,511|(933)| |Net increase/(decrease)|in cash before||| |financing||3,839|(1,635)| |Net increase/(decrease)|in cash &cash||| |equivalents||3,839|(1,635)| |Cash at bank and in hand|||| |Balance at beginning
ofyear||844|2,479| |Balance at end ofyear||4,683|844| |Increase/(decrease)
in cash in the year||3,839|(1,635)| ## ||||||2020||2019| |---|---|---|---|---|---|---|---| ||||||E'000||F'000| |Reconciliation
of||net cash flow to|||||| |movements|in net funds||||||| |Increase/(decrease)|||in cash in the year||3,839||(1,635)| |Movement|in net|funds||in the year|3,839||(1,635)| |Balance at|beginning||of year||844||2,479| |Net funds|at end|ofyear|||4,683||844| |Analysis of net funds|||||||| |Cash at bank and||in|hand||4,683||844| |Total|||||4,683||844| |Analysis of|net debt||||||| |||||||Increase|| ||||||As at1|in Cash|As at 31| ||||||September|in the|August| ||||||2019|year|2020| ||||||F'000|2'0000|E'0000| |Cash at bank and||in|hand||844|3,839|4,683| |Total|||||844|3,839|4,683| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |.
Analysis
of P|rior Year|Statemen|t of Financial|Activities||| |---|---|---|---|---|---|---| ||||Un-||Endow-|| ||||Restricted|Restricted|ment|2019| ||||Funds|Funds|Funds|Total| |||Note|f'000|E'000|E'000|E'000| |INCOME FROM:||||||| |Donations
and legacies|||701|121||822| |Charitable
activities|||14,353|500||14,853| |Other trading
activities|||385|||385| |Investments|||26|||26| |Total Income|||15,465|621||16,086| |EXPENDITURE ON:||||||| |Raising funds|||(466)|||(466)| |Charitable
activities|||(16,229)|(426)||(16,655)| |Other|||(98)|||(98)| |Total Expenditure|||(16,793)|(426)||(17,219)| |Net gains on investments|||(18)|||(18)| |Net (expenditure)l|income|4|(1,346)|195||(1,151)| |Transfers
between|funds||(715)|(334)|1,049|| |Net movement
in|funds||(2,061)|(139)|1,049|(1,151)| |Balances brought|forward||4,497|991|13,415|18,903| |Balances carried|forward||2,436|852|14,464|17,752| ## |For the year ended 31August 2020|For the year ended 31August 2020|For the year ended 31August 2020|||||| |---|---|---|---|---|---|---|---| |3.
ANALYSIS OF EXPENDITURE|||||||| |(a)|Analysis|oftotal expenditure:|||||| ||||||Other||| ||||Staff|Support|direct|2020|2019| ||||costs|costs|costs|Total|Total| ||||E'000|E'000|E'000|E'000|E'000| |Unrestricted
funds|||||||| |Expenditure|on raising funds||268|92|52|412|466| |Expenditure|on Charitable||||||| |activities|||12,335|1,675|2,270|16,280|16,229| |Other expenditure|||||70|70|98| |Total unrestricted|||||||| |expenditure|||12,603|1,767|2,392|16,762|16,793| |Restricted|funds||||||| |Charitable|activities||||254|302|426| |Total restricted
expenditure|||48||254|302|426| |Total expenditure|||12,651|1,767|2,646|17,064|17,219| ## ## ## ## ## |NO
For|TES TO THE FINANCIAL STATEIIEN
the year ended 31August 2020|TES TO THE FINANCIAL STATEIIEN
the year ended 31August 2020|TS|| |---|---|---|---|---| |5.|EMPLOYMENT COSTS|||| ||||2020|2019| ||||E'000|E'000| ||Wages|and salaries|11,135|11,410| ||Social security costs||881|885| ||Pension|contributions|635|518| ||||12,651|12,813| |2020|2019| |---|---| |Number|Number| ## ## |.
FIXEDASSETS||||||| |---|---|---|---|---|---|---| |||Sports||||| |||pitch,||||| |||Sports hall,|||Assets under|| ||Freehold|Hydro
8|||Construction|| ||land 8|Swimming|Motor|Fixtures 8||| ||buildings|pool|vehicles|equipment||Total| ||E'000|E'000|E'000|E'000|E'000|E'000| |Cost||||||| |At 1 September||||||| |2019|14,757|2,151|350|2,635|2,992|22,885| |Additions||23|114|29|152|318| |Disposals|(1)||(14)||(180)|(195)| |Transfers||||||| |At 31 August 2020|14,756|2,174|450|2,664|2,964|23,008| |Depreciation||||||| |At 1 September||||||| |2019|4,373|1,065|305|2,220||7,963| |Charge for the year|514|92|60|254||920| |Disposals|||(14)|||(14)| |At 31 August 2020|4,887|1,157|351|2,474||8,869| |Net book value||||||| |At 31 August 2020|9,869|1,017|99|190|2,964|14,139| |At 31 August 2019|10,384|1,086|45|415|2,992|14,922| ## ## |||Listed| |---|---|---| |||investments| |||E'000| |At 1 September 2019||987| |Additions||| |Disposal proceeds||(717)| |Revaluation|gains - realised|103| |Revaluation|gains —unrealised|(124)| |At 31 August|2020|249| |Historic cost||245| ||||||Market| |---|---|---|---|---|---| |||||Units|Value| ||||||E'000| |Castlefield|Managed|Multi-asset|Fund|108,150|249| ## ## |EBTORS||| |---|---|---| ||2020|2019| ||F'000|f'000| |Fees|2,716|3,419| |Accrued income|265|282| |Other debtors and prepayments|167|233| ||3,148|3,934| ## |REDITO|RS: amounts
falling due within on|e year|| |---|---|---|---| |||2020|2019| |||E'000|2'000| |Trade creditors||269|485| |Taxation|and Social Security|209|231| |Deferred|income|1,526|1,527| |Other creditors
and accruals||439|692| |||2,443|2,935| |||2020|2019| |Deferred|income:|E'000|E'000| |Balance|at 1 September|1,527|173| |Amount|released to income|(1,527)|(173)| |Amount|deferred
in year|1,526|1,527| |Balance|at 31 August|1,526|1,527| ## ## |||Tangible||Net|| |---|---|---|---|---|---| |||fixed||current|| |As at31 August 2020||assets|Investments|assets|Total| |||2'000|F'000|E'000|E'000| |Endowment|funds|13,850||2,546|16,396| |Restricted|funds|||829|829| |Unrestricted|funds|289|249|1,463|2,001| |Unrestricted|designated|||550|550| |Total net assets||14,139|249|5,388|19,776| |||Tangible||Net|| |||fixed||current|| |As at 31August 2019||assets|Investments|assets|Total| |||E'000|2'000|2'000|2'000| |Endowment|funds|14,464|||14,464| |Restricted|funds|||852|852| |Unrestricted|funds|458|987|441|1,886| |Unrestricted|designated|||550|550| |Total net assets||14,922|987|1,843|17,752| ## ## ## |||||Balance at 1||||Balance at| |---|---|---|---|---|---|---|---|---| |||||September||||31 August| |||||2019|Income|Expense|Transfers|2020| |||||f'000|E'000|E'000|E'000|E'000| |Royal|Schools|for|the|||||| |Deaf||||||||| |Endowment||||14,464|3,087||(1,155)|16,396| |||||14,464|3,087||(1,155)|16,396| |||||Balance at 1||||Balance at| |||||September||||31 August| |||||2018|Income|Expense|Transfers|2019| |||||E'000|E'000|E'000|E'000|E'000| |Royal|Schools|for|the|||||| |Deaf||||||||| |Endowment||||13,415|||1,049|14,464| |||||13,415|||1,049|14,464| ## ## ## |||||At 1||||At 31| |---|---|---|---|---|---|---|---|---| |||||September||||August| |||||2019|Income|Expenditure|Transfers|2020| |||||E'000|E'000|E'000|f'000|E'000| |CADS™|||||88|(62)||26| |Care —Christmas|||and||35|(33)||2| |holiday||||||||| |New Mini Bus||||54|||(54)|| |Stay 8|Play|||14||(2)||12| |Tele-Practice||Project||33||(18)||15| |Transforming||Lives||||||| |Appeal|Phase|2||494||||494| |Sundry|Funds|||257|240|(187)|(30)|280| |||||852|363|(302)|(84)|829| ## |||At 1||||At 31| |---|---|---|---|---|---|---| |||September||||August| |||2018|Income|Expenditure|Transfers|2019| |||E'000|2'000|2'000|2'000|E'000| |CADS™||51|45|(104)|8|| |New Mini Bus|||54|||54| |Stay 8 Play||||(9)||14| |Stoller CT Short||||||| |Breaks||9||(9)||| |Summer
House||17||(31)|14|| |Tele-Practice|Project|48||(15)||33| |Transforming|Lives|||||| |Appeal Phase|2|638|236|(32)|(348)|494| |Sundry
Funds||205|286|(226)|(8)|257| |||991|621|(426)|(334)|852| ## |13.
UNRESTRI|CTED FUNDS|||||| |---|---|---|---|---|---|---| ||Balance at|||||Balance| ||1||||Investment|at| ||September||||(losses)|31 August| ||2019|Income|Expenditure|Transfers|gains|2020| ||E'000|E'000|E'000|E'000|f.'000|E'000| |Designated||||||| |Strategy||||||| |Development|550|||||550| |Unrestricted||||||| |funds|1,886|15,660|(16,762)|1,239|(22)|2,001| ||2,436|15,660|(16,762)|1,239|(22)|2,551| ||Balance at|||||Balance| ||1|||||at| ||September||||Investment|31 August| ||2018|Income|Expenditure|Transfers|gains|2019| ||E'000|E'000|E'000|E'000|E'000|E'000| |Designated||||||| |Strategy||||||| |Development|'l,9'I7|550||(1,917)||550| |Unrestricted||||||| |funds|2,580|14,915|(16,793)|1,202|(18)|1,886| ||4,497|15,465|(16,793)|(715)|(18)|2,436| ## ## ## |31 August|2020,|total commitments
under non-|cancellable
operating
leases are as|follows:| |---|---|---|---|---| ||||Other|| |Amounts|payable|within|2020|2019| ||||E'000|E'000| |Less than|1 year||15|15| |Two to five years|||33|48| ## ## ## ## ## ##