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|---|---|---|---|
|CONTENTS|||Page|
|Legal and administrative|details|||
|Trustees'
report|||2 —17|
|Auditors'
report|||18 —20|
|Consolidated
statement|offinancial|activities|21|
|Consolidated
statement|offinancial|position (Balance sheet)|22|
|Charity
statement of financial
position (Balance sheet)|||23|
|Consolidated
cash flow|statement||24|
|Notes to the financial
statements|||25 —34|
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|mmittees|which meet as|requir|ed
and whose cha|irmen
report|at each meeting|ofthe|Trustees:|||
|---|---|---|---|---|---|---|---|---|---|
||Committees||Chaired b|||Other|Trustee|members||
|Finance,|Audit &Risk||Fli ht Lieutenant|Ian Melia||Fli ht|Lieutenant||Hai
Tyler|
|House|||Hon.Grou
Ca tain Jo Salter|||Air Commodore|||Barbara Coo er|
|Membershi|||Win
Commander|James Hill||Wing|Commander||Paula Willmot|
||||Win
Commander|James Po|ton|Grou|Ca tain|Jim Beldon||
|Events|||Air Commodore|Dai Whittin|am|S uadron Leader|||John Peters|
|Archive|||Wing Commander|Michael Gilbert (Former||||||
||||Trustee)|||||||
|Legacies,|Donations|&|Air Commodore|Barbara Cooper||Group|Captain|Al Lockwood||
|Fundraising||||||||||
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|Inhemnt
Risk||Mitigation|||||
|---|---|---|---|---|---|---|
|Loss of Key Staff: Reduction
in quality of|Regular review of recruitment
procedures.|Regular performance
management
for||as relevant|||
|Executive team and loss of key staff|staff. Regular remuneration
reviews including
benchmarking.
Succession planning.|||Constant|||
|through
redundancy
or other causes.|review ofstaff establishment.
Offering of|flexible working,
where practical.|||||
|Insufficient
reserves, poor cash flow|Robust business
plan.
Detailed review of|monthly
management
accounts and cash||flows.|||
|management.|Improved
balance sheet reporting.
Dashboard
reports.||||||
|Membership
Subscriptions:
Impact on
cash flow and budget ofa dramatic
decline in membership.|Analysis and forecasting through
Twenty year plan. Subscription
levels reviewed
Membership
figures tracked and reviewed
monthly.
Membership
offers.||annually.||||
|Information
Technology: Computer
system failures, Cyber breach or
loss/corruption
ofdata.|Regular, external
back-up procedures.
Back-up power supply.
Crisis Management
Regular penetration
tests carried out by a 3rd party.|||plan.|||
|Business Disruption:
Significant
loss of|Fire/security
prevention
measures.
Health|&Safety regulation
adherence.
Crisis|Management||||
|Club facilities through
fire or similar|plan.
Business Interruption
Insurance.
Fire risk assessment.
Use ofAnsul fire suppression||||||
|disaster.|system.||||||
|Serious breach ofsecurity: Terrorist|Appropriate
security measures
based on professional
advice (House Committee
experts,||||civil||
|Activity|police and HQP&SS). Insurance
Coverage.|BCP in place to facilitate recovery.|||||
|Covid-19: Risk ofdownturn
to operation
and availability ofstaff.|Professional
advice provided
to staff and Members.
Provision ofantibacterial
and PPE products
throughout
Club.
Provision oflateral flow testing for staff. On-going vaccination
programme
in
the country.||||||
|European
Employees:
Loss of European|||||||
|employees
due to Brexit and associated|Identification
of new recruitment
sources.|Assisting staff in obtaining
visas/work|permits,||||
|legislation.|||||||
|UK Staffing: Reduced availability of UK
staff.|Identification
of new recruitment
sources|throughout
the UK Hospitality
industry.|||||
|Inflation|Regular review of supplier costs. Building|a broadened
base of suppliers.
Adjustment
of|||menus||
||as items increase
in price.||||||
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||Memhershi|||||||||
|---|---|---|---|---|---|---|---|---|---|
|~|Develop
and maintain
the Club's
membership
strategies
in order to|improve||recruitment||and retention ofFull||||
||Members
(serving
and former
serving
officers) and to improve
the|use|of|the Club's||facilities,||including|to|
||increase the overall numbers
set out below.|||||||||
|~|Recruit more Serving Members. Increase the overall number ofserving members by 300.|||||||||
|~|Recruit more Reserve Officers and build key relations
with RAF Reserve||Organisations|||(FTRS,||RAuxAF and||
||VR).Increase the overall number ofReserve Officers by 100.|||||||||
|~|Recruit more Former-Serving
Members.
Increase the overall number|offormer-serving|||members by 280.|||||
|~|Recruit more eligible members ofvarious airlines. Increase the overall|number||of'airline||members'||by 50.||
|~|Identi
additional
Reci rocal Clubs.|||||||||
||House|||||||||
|~|Continue
to develop the Masterplan
for redevelopment
ofthe premises|over a||20 year period.||||||
|~|Repair and paint the lightwell
around
the dome.|||||||||
|~|Refurbish
the Victoria Bar using donations
made from a third party.|||||||||
|~|Continue to offer an active programme
ofevents
in response to members'||demand.|||||||
|~|Encourage
increased participation
in events through
enhanced
pmmotion||via|the e-news,||website||and on social||
||media.|||||||||
|~|Encourage
members
to book other facilities such as bedrooms/Dining|Room||in conjunction|||with|Social Event||
||bookings, to increase overall revenue.|||||||||
|~|Refreshed social event presence ofthe Club website for 2021 and encourage
booking on-line.|||||||||
|~|As a general rule review the financing ofevents to ensure that events are self-supporting.|||||||||
|~|Develop the concept on online events to increase member participation|from afar.||||||||
|~|Develo
in
a
ro rammeofkeyevents
for Youn er Members.|||||||||
|~|Continue
to seek art to fill remaining
historical
gapa in the collection.|||||||||
|~|Maintain
and update
the catalogue ofthe Club's art collection.|||||||||
|~|Prepare an 'Art evacuation'
plan to be implemented
in the event ofan|emergency.||||||||
|~|Ex loit the Art collection for the benefit ofthe Club and its Members.|||||||||
||Archive|||||||||
|~|Produce a summary ofClub activities for 2021.|||||||||
|~|To work with the Events Team to record representative
items for inclusion||in|an annual|photograph|||supplement||
||to the annual Di est.|||||||||
||Lib|||||||||
|~|To acquire books that fill the gaps in the library history.|||||||||
|~|To encourage
Members
to borrow the books.|||||||||
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|Nominations||||||||
|---|---|---|---|---|---|---|---|
|Continue
to manage the Trustee length oftenure ensuring
the skill gapa are replaced as Trustees leave the Board.||||||||
|Review Committee
members
and advertise
within
the membership
for more|Committee||Members to fill|||the|skill|
|a sre uired.||||||||
|Finance, Audit and Risk Committee||||||||
|Tomonitor the monthly
trading accounts, evaluate
trends and advise appropriately.||||||||
|Review and enhance the IT/M IS infrastructure.||||||||
|To advise on the costs ofrefurbishment
and renovation
programmes,
bedroom||rates and subscriptions.||||||
|To continue to enhance the analysis ofrisk and review mitigating
factors and controls.||||||||
|Tocontinue
to evaluate
the Club's internal
control systems and recommend|improvements.|||||||
|In order to provide
additional
reassurance
develop a policy for an internal||audit function|||deploying|suitably||
|qualified
Member volunteers.||||||||
|To improve
the communication
offinancial
information
to the Trustees.||||||||
|To ensure
that the Trading
Company
continues
to develop
the non-charitable
revenue||||in|keeping|with|the|
|Objectives ofthe Club.||||||||
|To oversee the continued
compliance
with the General Data Protection Regulation (GDPR).||||||||
|Tobuild Club reserves
in line with the Reserves policy thus achieving
the Board Objective.||||||||
|To review the Business Recovery Plan.||||||||
|Tomonitor the cash flow forecast and planned
repayment
schedules for the Centenary
Extension and Coronavirus||||||||
|Business Interruption
loans.||||||||
|To provide support to the FD as he implements
a fully integrated
Purchase Order System.||||||||
|Hmnan Resources||||||||
|To continue to motivate,
recognise and engage staff during challenging
times.||||||||
|Tounderstand
market trends in employment
and recruitment
and to continue|to recruit staff ofthe highest calibre|||||||
|where required,
within the parameters ofthe new EU Settlement
Scheme.||||||||
|To continue to share and uphold
the Club's Vision, Mission and Core Values.||||||||
|To welcome staff back to the Club followin
eriods offurlou
h leave.||||||||
|En 'romnental
&Sustainabili||||||||
|Install sensor LED lighting
as areas are refurbished.||||||||
|Plastic bedroom
laundry
bags replaced with reusable cotton bags||||||||
|"Green" committee set u
with staff to encoura
e sustainabili||||||||
|Continue
to develop the Friends ofthe RAF Club.||||||||
|Produce Bronze, Silver &Gold Supporters
pins.||||||||
|Organise the Silver &Gold Friends'
Receptions
and the distribution
ofBronze pins.||||||||
|Ensure all Friends are willing to have their name published
in the 128Magazine.||||||||
|Claim gift aid on all donations
quarterly.||||||||
|Enhance
fundraising
communications
with clear Case for Support, identifying||new capital projects.||||||
|Promote Legacies.||||||||
|Ex lore other fundraisin
initiative.||||||||
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|||||Unrestricted|Restricted|Total|Total|
|---|---|---|---|---|---|---|---|
|||||Funds|Funds|2021|2020|
||||Notes|||f||
|INCOME FROM:||||||||
|Charitable
activities||||||||
|Club income|||1|6,166,072||6,166,072|4,259,132|
|Donations and legacies||||||||
|Legacies||||57,334||57,334|500|
|Restricted Donations|||||91,250|91,250||
|Donations
I'rom appeals|and Friends|||299,666||299,666|400,600|
|ofthe Club||||||||
|Government
grant income||||476,835||476,835|1,340,689|
|Other trading activities||||||||
|Trading activities|||7a|58,394||58,394|48,817|
|Total income||||7,058,301|91,250|7,149,551|6,049,738|
|EXPENDITURE ON:||||||||
|Charitable
expenditure||||||||
|Club operating costs|||2|6,196,119||6,196,119|6,688,550|
|Fine art|||2|2,042||2,042|6,454|
|Donations
made|||2|8,000||8,000|1,112|
|Other trading
activities||||||||
|Trading activities|||7a|22,744||22,744|28,128|
|Raisiug funds||||||||
|Fundraising
costs|||2|15,574||15,574||
|Total expenditure|||2|6,244,479||6,244,479|6,724,244|
|Net income/(expenditure)||before investment||||||
|gains/(losses)||||813,822|91,250|905,072|(674,506)|
|Net gain/(loss)
on investment||ofinterest rate swap||130,505||130,505|(139,851)|
|Net income/(expenditure)||||944,327|91,250|1,035,577|(814,357)|
|Transfers
between funds|||12|29,421|(29,421)|||
|Balance brought
forward||||6,759,516||6,759,516|7,573,873|
|Balance carried forward||||f7,733,264|f61,829|K7,795,093|f6,759,516|
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|||Note|f|2021||2020||
|---|---|---|---|---|---|---|---|
|FIXEDASSETS||||||||
|Tangible assets||||11,334,866|||12,217,096|
|CURRENT ASSETS||||||||
|Stocks||8|99,623||66,556|||
|Debtors||9|316,918||177,844|||
|Cash at bank and in hand|||3,086,130||1,574,011|||
||||3,502,671||1,818,411|||
|CREDITORS: amounts|falling|||||||
|due within one year||10|(1,738,391)||(1,624,454)|||
|NET CURRENT ASSETS||||1,764,280|||193,957|
|CREDITORS: amounts|falling|||||||
|due after more than one|year|||(5,304,053)|||(5,651,537)|
|TOTAL ASSETSLESS|CURRENT|||||||
|LIABILITIES||||I7,795,093|||f6,759,516|
|FUNDS||||||||
|Unrestricted
funds||||||||
|-Designated
funds||12||7,733,264|||6,759,516|
|-General
fund||12||||||
|Restricted funds||12||61,829||||
|||||K7,795,093|||F6,759,516|
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|||Note|f|2021||2020|
|---|---|---|---|---|---|---|
|FIXEDASSETS|||||||
|Tangible assets||||11,334,866||12,217,096|
|Investments||||100||100|
|||||11,334,966||12,217,196|
|CURRENT ASSETS|||||||
|Stocks||8|99,623||66,556||
|Debtors||9|380,130||177,334||
|Cash at bank and in hand|||3,011,273||1,572,955||
||||3,491,026||1,816,845||
|CREDITORS: Amounts|falling due||||||
|within one year||10|(1,726,846)||(1,622,988)||
|NET CURRENT ASSETS/||||1,764,180||193,857|
|(LIABILITIES)|||||||
|CREDITORS: amounts|falling||||||
|due after more than one|year|||(5,304,053)||(5,651,537)|
|TOTAL ASSETSLESS|CURRENT||||||
|LIABILITIES||||f7,795,093||f6,759,516|
|FUNDS|||||||
|Unrestricted
funds|||||||
|-Designated
funds||12||7,733,264||6,759,516|
|-General fund||12|||||
|Restricted funds||12||61,829|||
|||||f7,795,093||f6,759,516|
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||||||2021|2020|
|---|---|---|---|---|---|---|
||||||f||
|Cash provided
by operating|activities||||1,609,024|(202,620)|
|Cash flows from investing
activities|||||||
|Purchase oftangible fixed assets|||||(29,421)|(487,698)|
|Cash used in investing
activities|||||(29,421)|(487,698)|
|Cash flows from financing|activities||||||
|New secured loan||||||1,400,000|
|Loan repayments|||||(67,484)|(337,424)|
|Cash provided
by financing|activities||||(67,484)|1,062,576|
|Increase/(decrease)
in cash and cash equivalents||||in the year|1,512,119|372,258|
|Cash and cash equivalents
at|the||beginning ofthe year||1,574,011|1,201,753|
|Total cash and cash equivalents|||at the end of|the year|83,086,130|XI,574,011|
|ANALYSIS OFCHANGES|IN||NET DEBT|At 1January|Cash|At 31December|
|||||2021|Flows|2021|
|Cash at bank and in hand||||1,574,011|1,512,119|3,086,130|
|Bank loans due & 1 year||||(404,904)|(280,080)|(684,984)|
|Bank loans due & 1 year||||(5,651,537)|347,484|(5,304,053)|
|Net debt||||(Z4,482,430)|K1,579,523|(f2,902,907)|
|RECONCILIATION
OF NET||MOVEMENT||IN FUNDS TO NET CASH|FLOW||
|FROM OPERATING ACTIVITIES|||||||
||||||2021|2020|
|Net movement
in funds|||||1,035,577|(814,357)|
|Add back depreciation
charge|||||911,651|970,894|
|(Increase)/decrease
in stock|||||(33,067)|33,754|
|(Increase)/decrease
in debtors|||||(139,074)|129,984|
|(Decrease)/increase
in creditors|||||(166,063)|(522,895)|
|Net cash provided
by operating||activities|||XL609,024|(f202,620)|
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|ANALYSIS|OF T|OTAL EXPENDIT|OTAL EXPENDIT|URE|URE|||||
|---|---|---|---|---|---|---|---|---|---|
|||Charitable||expenditure||||2021|2020|
|||Club|Fine art||Donations|Trading|Raising|Total|Total|
|||operating|||made|activities|funds|||
|||costs||||||||
|Staffcosts||3,306,055|||||15,574|3,321,629|4,203,949|
|Depreciation||911,651||||||911,651|970,894|
|Repairs and||||||||||
|maintenance||204,236||||||204,236|183,222|
|House supplies||92,805||||||92,805|60,857|
|Fine art||||2,042||||2,042|6,454|
|Donations
made|||||8,000|||8,000|1,112|
|Trading activities||||||22,744||22,744|28,128|
|Bank interest||135,093||||||135,093|133,924|
|Support
and|other|||||||||
|costs||1,527,888||||||1,527,888|1,096,715|
|Governance|costs|18,391||||||18,391|38,989|
|||f6,196,119|f2,042||f8,000|f22,744|f15,574|f6,244,479|f6,724,244|
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||2020|||||Charitable|expenditure|||2020|2019|
|---|---|---|---|---|---|---|---|---|---|---|---|
|||||Club operating|||Fine art|Donations|Trading|Total|Total|
||||||costs|||madef|activities|||
||Staffcosts||||4,203,949|||||4,203,949|4,832,934|
||Depreciation||||970,894|||||970,894|1,026,899|
||Repairs and maintenance||||183,222|||||183,222|338,612|
||House supplies||||60,857|||||60,857|170,914|
||Fine art||||||6,454|||6,454|17,267|
||Donations made|||||||1,112||1,112|8,000|
||Trading activities||||||||28,128|28,128|125,615|
||Bank interest||||133,924|||||133,924|154,189|
||Support and other costs||||1,096,715|||||1,096,715|2,682,298|
||Governance
costs||||38,989|||||38,989|34,480|
|||||f6,688,550|||f6,454|f1,112|628,128|f6,724,244|f9,391,208|
||NET EXPENDITURE|||||||||2021
f|2020f|
||The net expenditure|is stated||after charging:||||||||
||Auditors'
remuneration||—audit|||||||20,400|19,500|
||Auditors'
remuneration||—other||services|||||1,050|1,000|
||Depreciation —on owned assets|||||||||911,651|970,894|
|4.|EMPLOYEES AND STAFF COSTS|||||||||2021|2020|
|||||||||||No.|No.|
||The average number|ofcontracts|||for Full Time and Part Time staff|||||95|140|
||Staffcosts were as follows:|||||||||||
||Wages and salaries|||||||||2,833,459|3,576,964|
||Agency|||||||||72,768|53,481|
||Social security costs|||||||||261,717|257,594|
||Other pension costs|||||||||153,685|182,886|
||Termination
payments||||||||||133,024|
||||||||||f3,321,629||f4,203,949|
||The number ofstaff who||fell|within the||following|bands were:|||||
||f60,001 - f70,000|||||||||||
||f70,001 - f80,000|||||||||||
||f80,001- f90,000|||||||||||
||f130,001 - f140,000|||||||||||
||f140,001 - f150,000|||||||||||
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|TANGIBLE FIXEDASSETS|||||
|---|---|---|---|---|
||Freehold land||||
||and buildings||Function||
||and general||Rooms and||
||improvements|Bedrooms|Equipment|Total|
|GROUP AND CLUB||g||g|
|Cost|||||
|At 1stJanuary 2021|17,969,317|7,693,438|2,266,825|27,929,580|
|Additions|||29,421|29,421|
|At 31stDecember 2021|17,969,317|7,693,438|2,296,246|27,959,001|
|Depreciation|||||
|At 1stJanuary 2021|7,258,787|7,045,684|1,408,013|15,712,484|
|Charge for the year|616,198|139,703|155,750|911,651|
|At 31stDecember 2021|7,874,985|7,185,387|1,563,763|16,624,135|
|Net book value|||||
|At 31stDecember 2021|Z10,094,332|f508,051|f732,483|811,334,866|
|At 31stDecember 2020|F10,710,530|2647,754|f858,812|g12,217,096|
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||its surplus to th|e Club.|The s|ubsidiary
is regist|ered
in England
and W|ales (registration|number 06590556)|.|
|---|---|---|---|---|---|---|---|---|
||||||||2021|2020f|
||The Club's investment||in the|trading company|was as follows:||||
||RAFCTC Limited||||||100|100|
|7a.|TRADING ACTIVITIES||||||2021|2020|
||Profit aud Loss Account||||||||
||Turnover||||||58,394|48,817|
||Cost ofsales||||||(12,793)|(9,783)|
||Gross profit||||||45,601|39,034|
||Administration|expenses (net ofinterest receivable)|||||(9,951)|(18,345)|
||Profit for the financial||year||||F35,650|f20,689|
||Amount payable|under|gift aid to the Club||||835,650|f20,689|
||Balance sheet||||||||
||Net current assets||||||f100|f.100|
||Share capital||||||8100|K)00|
||STOCKS||||||Group and|Club|
||||||||2021|2020|
||||||||f||
||Goods for resale||||||699,623|866,556|
|9,|DEBTORS:Amounts||due|within one year|Group||Club||
||||||2021|2020|2021|2020|
|||||||g|||
||Trade debtors||||204,196|10,281|185,908|9,771|
||Other debtors||||7,298|19,746|7,298|19,746|
||Amounts
owed by subsidiary|||undertakings|||81,522||
||Prepayments
and accrued income||||105,424|147,817|105,402|147,817|
||||||f316,918|f177,844|f380,130|6177,334|
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|10.|CREDITORS: Amounts|falling due||Group||Club|
|---|---|---|---|---|---|---|
||within
one year||2021
f|2020
f|2021|2020
f|
||Bank loans||684,904|404,904|684,904|404,904|
||Trade creditors||304,186|196,140|304,133|196,100|
||Other creditors||93,148|168,524|88,356|167,776|
||Amounts
owed to subsidiary|undertakings||||4,157|
||Other taxes and social security||381,474|500,071|375,824|500,071|
||Accruals and deferred income||265,333|214,964|264,283|210,129|
||Interest rate swap||9,346|139,851|9,346|139,851|
||||f1,738,391|f1,624,454|f1,726,846|f1,622,988|
|11.|CREDITORS: Amounts|falling due|Group|||Club|
||after one year||2021|2020f|2021|2020
f|
||Bank loan||f5,304,053|f5,651,537|f5,304,053|K5,651,537|
||Analysis ofbank loans:||||||
||Amounts
falling due:||||||
||Within one year||684,904|404,904|684,904|404,904|
||Amounts
falling due:||||||
||Between one and two years||684,904|684,904|684,904|684,904|
||Between two and five years||2,054,712|2,054,712|2,054,712|2,054,712|
||Aher five years||2,564,437|2,911,921|2,564,437|2,911,921|
||||65,304,053|f5,651,537|f5,304,053|f5,651,537|
##
##
##
||||As at|||Balance at|
|---|---|---|---|---|---|---|
||||IJanuary|Net|Transfers|31December|
||||2021|Income /|between funds|2021|
|||||expenditure|||
|Unrestricted
funds:|||||||
|General fund||||889,035|(889,035)||
|Designated funds:|||||||
|Fixed asset fund|||6,693,785||894,456|7,588,241|
|Legacy fund|||57,185|57,334||114,519|
|Fine att and stained window||fund|8,546|(2,042)||6,504|
|Staffwelfare|||||24,000|24,000|
|Total designated|funds||6,759,516|55,292|918,456|7,733,264|
|Total unrestricted|funds||6,759,516|944,327|29,421|7,733,264|
|Restricted funds:|||||||
|601 Squadron —Victoria Barrefurbishment||||91,250|(29,421)|61,829|
|Total funds|||f6,759,516|f1,035,577|f -|f7,795,093|
||||As at|||Balance at|
||||IJanuary|Net|Transfers|31December|
||||2020|Income
/|between funds|2020|
|||||expenditure|||
|Unrestricted
funds:|||||||
|General fund||||(808,403)|808,403||
|Designated funds:|||||||
|Fixed asset fund|||7,517,188||(823,403)|6,693,785|
|Legacy fund|||56,685|500||57,185|
|Fine art and stained window||fund||(6,454)|15,000|8,546|
|Total designated|funds||7,573,873|(5,954)|(808,403)|6,759,516|
|Total unrestricted|funds||7,573,873|(814,357)||6,759,516|
|Restricted funds|||||||
|Total general funds|||f7,573,873|(f814,357)|f -|f6,759,516|
##
##
##
##
##
##
||||Unrestricted|Restricted|Total|
|---|---|---|---|---|---|
||||Funds|Funds|2020|
|||Notes|g|f|g|
|INCOME FROM:||||||
|Charitable
activities||||||
|Club income||1|4,259,132||4,259,132|
|Doaations and legacies||||||
|Legacies|||500||500|
|Donations||||||
|Emergency
appeal|||400,600||400,600|
|Government
grant income|||1,340,689||1,340,689|
|Other trading
activities||||||
|Trading activities||7a|48,817||48,817|
|Total income|||6,049,738||6,049,738|
|EXPENDITURE ON:||||||
|Charitable
expenditure||||||
|Club operating costs||2|6,688,550||6,688,550|
|Fine Art||2|6,454||6,454|
|Donations
made||2|1,112||1,112|
|Raising funds||||||
|Trading activities||7a|28,128||28,128|
|Total expenditure||2|6,724,244||6,724,244|
|Net income (expenditure)|before investment|||||
|gains/(losses)|||(674,506)||(674,506)|
|Net loss on investment ofinterest rate swap|||(139,851)||(139,851)|
|Net (expenditure)/
income|||(814,357)||(814,357)|
|Transfers between funds||12||||
|Balance brought
forward|||7,573,873||7,573,873|
|Balance canied forward|||f6,759,516||j6,759,516|