## ## ## ## ||Board
Members||Date Joined/
Resigned|Other
Committee
Membershi|Other
Committee
Membershi|Board|Meeting|Attendance| |---|---|---|---|---|---|---|---|---| |||||||Attended|Total|| |||||||||attendance| |||||||No.|No.|| |S|Funnell|Chair|Apr 17|ARC|8t OC|10|10|100%| |P|Lunio|Vice Chair|Sep 17|OC|||10|90%| |A|Fury||Sep 12/ Jun21|ARC|(Chair)|N/A|N/A|N/A| |A|Stone||Jun 16/ Sep 21|OC||N/A|N/A|N/A| |V|Robb||Sep 18/ Jun 21|||N/A|N/A|N/A| |L|Dulson||Sep 19/ Jun21|||N/A|N/A|N/A| |A|Milroy||Oct 18|OC (Chair)||8|10|80%| |J|Powell|TM|Nov 20|OC|||10|20%| |R|Emery|LA|May 20|OC|||10|90%| |P|Turner|Co-opted|Sep 17/May 21|||N/A|N/A|N/A| |R|Kent||Mar 20|ARC||7|70|100%| |N|Leggett||Mar 20|ARC|||10|50%| |R|Challinor|Co-opted|Oct 21|||||83%| |A|Jhawar|Co-opted|Nov 21|||||67%| |D|Newmarch|Co-opted|Oct 21|||||83%| |C|Small|Co-opted|Nov 21|||||83%| ## |Chief Executive|Chief Executive||L Gibbs|Appointed|01.04.98| |---|---|---|---|---|---| |Finance|Director||R Fullwood|Appointed|22.08.16| |Finance|Director||S Kellock|Appointed|14.06.21| |Interim|Chief Executive||S Kellock|Appointed|15.06.21| |Operations
Director|||3 Plant|Appointed|29.07.19| |Interim|Finance Director||D Glass|Appointed|01.06.21| |Interim|CEO —Consultant||R Rance|Appointed|07.10.21| |Interim|Housing
Director|—Consultant|L Clayton|Appointed|02.11.21| |Interim|Asset Director —Consultant||3 Cannon|Appointed|02.11.21| |Interim|Asset Director —Consultant||3 Mitchell|Appointed|09.02.21| |Changes|||||| |Chief Executive|||L Gibbs|Resigned|30.6.21| |Finance|Director||R Fullwood|Res igned|31.5.21| |Operations
Director|||3 Plant|Resigned|26.11.21| |Interim
Director|Chief Executive/|Finance|S Kellock|Passed away 23.9.21|| |Interim|Asset Director —Consultant||3 Cannon|Resigned|10.02.22| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Empowering
People Inspiring
Communities
Limited
Financial Statements
for the year ended 31 March 2022||epIrc|epIrc|epIrc| |---|---|---|---|---| |Strategic Report||||| |Value for Money||||| |The Regulator of Social Housing
Value for Money Standard
and Code requires||providers|to report|| |in their statutory
accounts against the metrics defined
by the Regulator. These||metrics are defined||| |in the 'Value for Money Metrics' document
issued
by the Regulator.||||| |The table below details
EPIC's performance
against
both the Value for Money||Metrics|as well|as| |the Sector Scorecard indicators.||||| |~ .-:Se stol'
=—-=;— .—:-:=====-'-:; =—
===:===.' .;:
'—':-42020/21=:= =:2021/22;".:,Mediad(al))||||| ||||2021|| |Reinvestment%
This metric looks at investmentin
properties
including||||| |existing stock and new stock. This is calculated as apercentage ofvalue of|6 6%|240%|58%|| |total properties.||||| |New supply delivered
(social housing)
as a /o of total stock This sets out the||||| |number ofnew social housing
units that have been acquired or developed
in|09/0|12.2%|13%|| |theyeoras a proportion
oftotal units.||||| |New supply delivered
(Non social housing)
as a %oftotal stock This sets out||||| |the
number of new
Non social housing
units that have been
acquired
or|N/A|N/A||N/A| |developed in the year as a proportion oftotol units.||||| |Geadng% This shows the proportion
ofour borrowing
compared to our||||| |assets. A high gearing could indicate that we have taken on too much
borrowing
however low gearing could indicate that we have capacity to|14.9%|293%|439%|| |borrow more.||||| |EBITOA-MRI (InterestCover)
Thisshowshowmuchcash
theorganisationis||||| |generating
compared tointerest payments.
Any result obove 100%means|772.9%|337.3'Yo|1830%|| |that we are generating
surplus cash over and above interest payments||||| |Headline
social housing
cost per unit (f) The unit cost metric assesses the||||| |headline
social housing
cost per unit as defined
by the Regulator of Social|2,342|2,626|3,730|| |Housing||||| |Operating
Margin %Social Housing
This is an indicator ofoperating
efficiency||||| |and
business
health as it measures
the amount
ofsurplus
generated
from|334%|18.1%|26.3%|| |turnover on our day to day activities||||| |Operating
Margin % Overall
This is an indicator of operating
efficiency and||||| |business
health
as it measures
the omount
of surplus
generated
from|32 9%|17.8%|23.9%|| |turnover on our day to day activities||||| |Return
on capital
employed
(ROCE) /o
This metric compares
the operating||||| |surplus
to total
assets
less
current
liabilities
and
assesses
the
efficient|3 6%|2.0%|3 30/|| |investment ofcapital resources||||| |||2020/21|2021/22| |---|---|---|---| |Voids
This measure illustrates
the %rent lost though
empty (void) stock %||0.91|1.49| |Management|cost per unit
This metricshows
the costper unitincurred
in managing
f.|1,270|1,460| |Service charge|cost per unit This metric shows the service charge costper unitf|107|103| |Maintenance|cost per unit This metric shows the average maintenance
costper unit||892| |Rent Arrears|This shows how %of rent arrears compared to rent charged
%|2.11|3.59| |Rent Receivable
This shows how effective we are at collecting rents due%||98.8|97.6%| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||||||||Year Ended 31|Year Ended 31| |---|---|---|---|---|---|---|---|---|---|---| ||||||||||March|March| ||||||||||2022|2021| |||||||||Note|6|E| |Turnover||||||||1,2|5,422,580|4,657,118| |Operating|costs||||||||(414571983)|(3,125,189)| |Gain
on
disposal
equipment||of|property,||plant||and|21|104303|17700| |Operating
surplus|||||||||1,068,900|1,549,629| |Interest|receivable||||||||(415)|47| |Interest|and financing|costs|||||||529817|291 626| |Surplus|before taxation||||||||538,668|1,258,050| |Taxation||||||||||| |Surplus|for the year|after taxation|||||||538,668|1,258,050| |Other comprehensive|||income|||||||| |Actuarial
scheme|gain/(loss)||in|respect|of|pension||16|450,436|(644,906)| |Total comprehensive|||income for||the|year|||989 104|613 144| ## ## |||||Revenue|Revaluation|| |---|---|---|---|---|---|---| |||||Reserve|Reserve|Tot.al| ||||||6|F.| |Balance at 31 March 2020||||17,003,200|9,825,099|26,828,299| |Surplus 2020/21||||613,144||613,144| |Right to Acquire
Property|Disposals|||||| |(Reversal of Revaluation)|||||35,247|35,247| |Transfer
between
reserves|||(excess|||| |depreciation)||||157,000|(157,000)|| |Balance at 31 March 2021||||17,773,344|9,703,346|27,476,690| |Surplus 2021/22||||989,104||989/104| |Right to Acquire Property||Disposals||||| |(Reversal of Revaluation)|||||(1/000)|(1/000)| |Transfer Between reserves||||||| |(excess depreciation)||||276/000|(276/000)|| |Balance at 31March 2022||||19038448|9426 346|28 464 794| |||||||||Year ended|Year ended| |---|---|---|---|---|---|---|---|---|---| |||||||||31March|31March| ||||||||Note|2022|2021| |||||||||E|E| |Net cash generated
from
(see below)|operating|||activities||||3,361,292|1,085,378| |Cash flow from investing|activities||||||||| |Purchase oftangible
fixed assets||||||||(12~242~440)|(2 229 216)| |Proceeds from sale fixed assets||||||||400,000|90,710| |Grants received||||||||21/572|618I897| |Interest
received||||||||118|47| |Cash flow from investing|activities|||||||(11~8201750)|(I 519562)| |Cash flow from financing|activities||||||||| |Interest
paid||||||||(529,817)|(291,626)| |New secured
loans||||||||10I30OI000|0| |Repayment
of borrowing||||||||447 296|279 444| |Subtotal||||||||9 322 887|571 070| |Net change
in cash and cash|||equivalents|||||863429|1 005 254| |Cash and cash equivalents||at|beginning|||ofthe year||2I462I447|3467 701| |Cash and cash equivalents||at|end ofthe|||year|12|3 325 876|2 462 447| |Cash flow from operating||activities|||||||| |Surplus
before taxation||||||||538,668|1,258,051| |Adjustments
for non-cash||items:|||||||| |Depreciation
of tangible
fixed||assets||||||1,065,851|843,269| |Movement
in bad debt provision||||||||71,289|27,966| |Movement
in trade and other
Movement
in trade and other||debtors
creditors||||||1,212,240
204,574|(1,309,908)
144,808| |Pension costs less contributions|||payable|||||(84,564)|(82,906)| |Adjustments
for investing||or|financing||activities:||||| |Surplus
from the sale of tangible|||fixed assets|||||(108,041)|(18,341)| |Government
grants
utilised
Interest
payable|in the year|||||||(68,956)
529,816|(69,140)
291,626| |Interest
received||||||||415|47| |Net cash generated
from|operating|||activities||||3361292|1 085 378| |||||||At the|||| |Reconciliation
of Net Debt||||||Beginning|of||At the End| |||||||the Year||Cashflows|ofthe Year| |||||||f|||E| |Cash and Cash Equivalents
Housing
Loans Due in I Year||||||2,462,447
(286,315)||863,429
(171,062)|3,325,876
(457,377)| |Housing
Loans Due After I Year||||||8 068 759||9,681 640|17,750,399| |||||||(5~892~627)||(8~989/273)|(14I8811900)| ## ## ## ## ## ||||Years| |---|---|---|---| |Housing|Structure||100| |Roof|||60| |Windows|||25| |Bathrooms|||30| |Kitchens|||20| |Boilers|||15| |Heating|Distribution|Systems|30| |Electrical|Rewires||30| |Solar panels|||25| |||Years| |---|---|---| |Freehold
Offices||50| |Office furniture||10| |Office equipment||4| |Tools and equipment||2| |Computer
equipment||2| |Capital computer|equipment|5| ## ## ## ## ## ## ## ||||||Operating|Operating| |---|---|---|---|---|---|---| ||||Turnover
f|Cost ofsales
f|expenditure
f|surplus| |Social housing|lettings (note 2)||5,422,580||41457~983|964~597| |Activities other than||social housing||||| |Total|||5422 580||4457983|964 597| |||||2021||| ||||||Operating|Operating| ||||Turnover|Cost ofsales|expenditure|surplus| |||||E|E|E| |Social housing|lettings|(note 2)|4,657,118||3 125I189|1 531929| |Activities other|than social housing|||||| |Total|||4 657 118||3 125 189|1 531929| |2
Turnover
and operating
expenditure|2
Turnover
and operating
expenditure|2
Turnover
and operating
expenditure|2
Turnover
and operating
expenditure|2
Turnover
and operating
expenditure|||||| |---|---|---|---|---|---|---|---|---|---| |||||||||2022|2021| |Income|||||||||6| |Rent receivable
net of identifiable||service|charges|||||5,198,283|4,463,818| |Service charges
income||||||||157806|119705| |Net rental income||||||||5~356r089|4 583 523| |Sundry
income||||||||2 465|4 455| |Total turnover
from social housing
lettings
Amortised
government
grants
(Note 15)||||||||5I353I624
68,956|4 587 978
69,140| |Turnover
from social|housing|lettings||||||5422 580|4 657 118| |Operating
expenditure
Management||||||||1,998,135|1,554,363| |Service charge costs||||||||141,636|130,367| |Routine
maintenance||||||||486,171|441,108| |Major repairs expenditure||||||||753,353|155,309| |Bad debts||||||||68,232|54,947| |Depreciation
of housing|properties|||||||1010456|789 095| |Operating
expenditure
on social housing|||lettings|||||41457~983|3 125 189| |Operating
surplus
from social||housing||lettings||||964 597|1 531929| |Void rental losses||||||||80,945|41,751| |Accommodation|owned, managed||||and|in development|||| |||||||No. of properties||No. of|properties| |||||||Owned|Managed|Owned|Managed| |||||||2022|2022|2021|2021| |Social Housing|||||||||| |Under Management
at
General
needs housing|the end ofthe year:
—Social Rent|||||1,106||953|| ||—Affordable
Rent|||||170||173|| ||—Intermediate|||||89||85|| ||—Leasehold|||||20||20|| ||—Shared|Ownership|||||3||| |General
needs housing|—Under Construction||||||1||| |||||||1389||1 236|| |5
Interest and financing
costs|||||||| |---|---|---|---|---|---|---|---| |||||||2022|2021| |Deferred
benefit pension
charge||||||20,000|8,000| |Amortisation
of Loan arrangement
fees||||||24,212|62,914| |Loan interest
payable||||||485,605|220,712| |||||||529817|291 626| |6
Surplus
on ordinary
activities|||||||| |The operating
surplus
is stated after charging/(crediting):-||||||2022|2021
f| |Annual
audit of the Association's
financial||statements||||19,152|13,324| |Fees payable to the auditor for other|services to||the Association:||||| |Taxation
compliance
services||||||540|| |Operating
lease rentals —Office equipment|||||||| |Depreciation
of housing
properties||||||978,734|744,650| |Depreciation
of other fixed assets||||||55,395|54,173| |Amortisation
of grant||||||(68,956)|(69,140)| |7
Key Management
Personnel|||||||| |||||||2022|2021| |||||||6|6| |The aggregate
emoluments
paid to or receivable|||by Directors||and the|398,345|388,834| |executive
management
team|||||||| |The pension
contributions
paid to the
The emoluments
paid to the highest|key
paid|management
personnel
Director excluding
pension||||13,461
116,482|18,463
120,339| |contributions|||||||| ## ## |8
Employee
info|rmation||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---| |||||||||||2022|2021| |||||||||||No.|No.| |The average
number|of persons||employed||during|the year||expressed|in||| |full time equivalents|(35 hours||per week)||was:||||||| |Office staff||||||||||18|21| |Wardens,
caretakers|and cleaners|||||||||1|| |Total employees||||||||||19|21| |Staff costs|||||||||||| |Wages and salaries||||||||||639,903|774,574| |Social security costs||||||||||62,752|75,521| |Other pension
costs|(Defined|benefit||lk defined||contribution||treated as|||| |defined
benefit)||||||||||37879|46 321| |Total Employee Costs||||||||||740 534|896416| |||||||||||No.|No.| |Aggregate
number|of full-time||equivalent||staff whose||remuneration||||| |exceeded E60,000 in the year|||||||||||| |E60,00ito E70,000|||||||||||| |E80,001to E90,000|||||||||||| |E110,001 to E120,000|||||||||||| |E120,001 to E130,000|||||||||||| |E230,001 to E240,000|||||||||||| ## ## |||||Social||||| |---|---|---|---|---|---|---|---|---| |||Social||Housing|||Office|| |||Housing||Properties|||Furniture|| |||Properties||Not||Freehold|and|| |||Completed
f||Completed|Land
6|offices|equipment
6|Total| |Cost or||||||||| |valuation||||||||| |At 31.3.21||46,996,247||487,041|26,000|109,604|527,178|48,146,070| |Revaluation|||||24,000|||24,000| |Additions||||||||| |Properties||11,945,768||||78,442||12,024,210| |Additions||||||||| |Components|||218,231|||||218,231| |Component||||||||| |Replacements||(70,624)||||||(70,624)| |Property||||||||| |Disposals||(323,704)||||||(323,704)| |Transfer to||||||||| |Completed|||411804|411804||||| |At 31.3.22||Sgg|177I722|75/237|50/000|188046|527I178|60I018183| |Depreciation|/|||||||| |impairment||||||||| |At 31.3.21||7,565,663||||14,783|413,345|7,993,791| |Charge for year|||978,734|||3,402|51~993|11034~129| |Components||||||||| |replaced||(39,274)||||||(39,274)| |Property
Disposals|||31374|||||31374| |At 31.3.22||8|473 749|||18185|465 338|8957 272| |NBV 313 22||50~703~973||75I237|50I000|169~861|61~840|51~060~911| |NBV 31.3.21||39,430,584||487,041|26,000|94,821|113,833|40,152,279| ||||||||2022|2021| ||||||||6|6| |Components|capitalised||||||218,231|538,263| |Amounts
charged
expenditure||to|||||753,353|155,309| ## ## ||||2022
f|2021
6| |---|---|---|---|---| |At 31.3.21|||1|1| |Additions|in the|year||| |At 31.3.22|||1|1| |Net book|value|31.3.22|1|1| |Net book|value|31.3.21|1|1| |||||2022
f|2021
E| |---|---|---|---|---|---| |Rent arrears||||192,435|118,354| |Less: provision
Other debtors||for bad debts||(169,695)
113,105|(100,677)
97,308| |Prepayments|and accrued||income|353220|1 657 609| |Total||||489 065|1 772 594| ||||2022|2021| |---|---|---|---|---| ||||6|6| |Money market|investments||13,608|13,601| |Cash at bank|and|in hand|3I312268|2 448 846| |Total|||3325 876|2 462 447| ## ||||||2022|2021| |---|---|---|---|---|---|---| ||||||6|E| |Trade creditors|||||221,470|127,601| |Deferred
capital grant|(Note 15)||||68,956|69,140| |Rents and service charges|||paid|in advance|234,452|201,106| |Service charge balances||held on||behalf of leaseholders|103,135|102,443| |Accruals and deferred|income||||467,574|409,969| |Loans and overdrafts|||||457,378|286,315| |Other creditors||||||937| |Total|||||1552965|1 197511| ## ## |||||2022|2021| |---|---|---|---|---|---| |||||f'000|E'000| |Fair value of|plan assets|||3,552|3,143| |Present value|of defined|benefit|obligation|4,003|4,109| |(Deficit)/ surplus
in plan||||(451)|(966)| |Unrecognised|surplus||||| |Defined benefit (liability)/||asset|to be recognised|(451)|(966)| |Defined benefit (liability)/|a|sset|sset|to be re|to be re|cognised|cognised|cognised||(451)|(966)| |---|---|---|---|---|---|---|---|---|---|---|---| |Reconciliation
of opening||and||closing||balances ofthe|||defined|benefit obligation|| |||||||||||2022|2021| |||||||||||E'000|E'000| |Defined
benefit obligation|at||start of period|||||||4,109|3,083| |Current service cost|||||||||||| |Expenses||||||||||4|4| |Interest expense||||||||||90|72| |Member contributions|||||||||||| |Actuarial
losses (gains) due||to scheme|||experience|||||272|(66)| |Actuarial
losses
(gains)
assumptions|due|||to
changes|||in|demographic||(58)|13| |Actuarial
losses
(gains)
assumptions|||due|to|changes|||in
financial||(360)|1,022| |Benefits paid and expenses||||||||||(54)|(19)| |Liabilities
acquired
in a business||||combination|||||||| |Liabilities
extinguished
on|settlements||||||||||| |I osses (gains) on curtailments|||||||||||| |Losses (gains) due to benefit|||changes||||||||| |Exchange
rate changes|||||||||||| |Defined
benefit obligation|at||end|of period||||||4,003|4,109| |Reconciliation
of opening||and||closing||balances ofthe|||fair value of plan assets||| |||||||||||2022|2021| |||||||||||f'000|E'000| |Fair value of plan assets at||start||of period||||||3,143|2,687| |Interest
income||||||||||70|64| |Experience
on
plan
assets
interest
income) - gain (loss)|||(excluding|||amounts||included|in|305|324| |Employer
contributions||||||||||88|87| |Member contributions|||||||||||| |Benefits paid and expenses||||||||||(54)|(19)| |Assets acquired
in a business|||combination||||||||| |Assets distributed
on settlements|||||||||||| |Exchange
rate changes|||||||||||| |Fair value of plan assets at||end||of period||||||3,552|3,143| ## |
y
Notes to the Financial Statements|
y
Notes to the Financial Statements||||||E
p
9 pppppp
I~i '~ C
pal| |---|---|---|---|---|---|---|---| |Defined benefit costs recognised
in the statement||of comprehensive||||income|(SOCI)| |||||||2022|2021| |||||||f'000|E'000| |Current
service cost|||||||| |Expenses||||||4|| |Net interest expense||||||20|| |Losses (gains) on business
combinations|||||||| |Losses (gains) on settlements|||||||| |Losses (gains) on curtailments|||||||| |Losses (gains) due to benefit changes|||||||| |Defined benefit costs recognised
in Statement ofComprehensive
Income (SOCI)||||||24|12| |Defined benefit costs recognised
in other comprehensive|||||income (OCI)||| |||||||2022|2021| |||||||f'000|f'000| |Experience
on plan assets (excluding
amounts
included
interest cost) - gain (loss)|||in|net||305|324| |Experience
gains and losses arising
on the plan liabilities
(loss)|||-|gain||(272)|66| |Effects of changes
in the demographic
assumptions
the present value of the defined
benefit obligation|underlying
- gain (loss)|||||58|(13)| |Effects of changes
in the financial
assumptions
underlying
present
value ofthe defined
benefit obligation
- gain (loss)||||the||360|(1,022)| |Total actuarial
gains and losses (before restriction
ofthe surplus
not being recognisable)
- gain (loss)|due|to some||||451|(645)| |Effects of changes
in the amount
of surplus
that is|not||||||| |recoverable
(excluding
amounts
included
in net interest|||cost)-||||| |gain (loss)|||||||| |Total amount
recognised
in Other Comprehensive
gain (loss)|Income-|||||451|(645)| ## ## |||2022|2021| |---|---|---|---| |||f'000|E'000| |Global Equity||682|501| |Absolute
Return||143|173| |Distressed
Opportunities||127|91| |Credit Relative Value||118|99| |Alternative
Risk Premia||117|118| |Fund of Hedge Funds|||| |Emerging
Markets
Debt||103|127| |Risk Sharing||117|114| |Insurance-Linked
Securities||83|75| |Property||96|65| |Infrastructure||253|210| |Private Debt||91|75| |Opportunistic
Illiquid|Credit|119|80| |High Yield||31|94| |Opportunistic
Credit||13|86| |Cash||12|| |Corporate
Bond Fund||237|186| |Liquid Credit|||38| |Long Lease Property||91|62| |Secured Income||132|131| |Liability
Driven Investment||991|799| |Net Current Assets||10|19| |Currency
Hedging||14|| |Total assets||3,552|3 143| |Key Assumptions|Key Assumptions||2022|2021| |---|---|---|---|---| |Discount|Rate||a/o per annum
2.78o/o|% per annum
2.21%| |Inflation|(RPI)||3.47~/o|3.22%| |Inflation|(CPI)||3 14o/o|2.87%| |Salary Growth|||4.140/o|3.87%| ||||75a/o of|75% of| |Allowance|for commutation|ofpension for cash at retirement|maximum|maximum| ||||allowance|allowance| |he mortality|as|sumptions
adopted at 31 Mar|ch 2022 imply the following
life ex|pectancies:|| |---|---|---|---|---|---| ||||2022|2021|| ||||Life|Life|| ||||expectancy
at age 65|expectancy
age 65|at| ||||Years|Years|| |Male retiring|in|2022|21.1|21.6|| |Female retiring||in 2022|23.7|23.5|| |Male retiring|in|2042|22.4|22.9|| |Female retiring||in 2042|25.2|25.1|| ## ## ## |The table
below
shows
the
financial|The table
below
shows
the
financial|implications|implications|implications|and||sources|sources|of funding|to deliver|to deliver|the|signed| |---|---|---|---|---|---|---|---|---|---|---|---|---|---| |contracts
with
Homes England.|||||||||||||| ||||||||||2022|||2021|| ||||||||||6|||E|| |Capital
expenditure
that
has been contracted||||for but|||has|not|||||| |been provided
for in the financial
statements|||||||||||10,773,433||| |Capital
expenditure
that has been authorised||||by|the Board|||but|||||| |has not yet been contracted
for|||||||||||||| |Capital commitment|||||||||||10773||433| |EPIC expects these commitments||to|be financed|||with:|||||||| |Triodos loan facilities|||||||||||10,300,000||| |Social housing
grant (In line with spend)|||||||||||||| |Internally
generated
resources|(Revenue||reserve)|||||||||473|433| |Total|||||||||||10773||433| |18
Contingent
liability|||||||||||||| |IfEPIC were to withdraw
from all forms ofthe Social Housing
that our debt on withdrawal
as at 31"March 2021 would
be||||||||Pension Scheme,
E3,316,108.We||it has been calculated
have no plans to exit|||| |from the scheme at the present|time.||||||||||||| |19
Grant and financial assistance|||||||||||||| ||||||||||2022||2021||| ||||||||||E|||E|| |Total accumulated
SHG received|or receivable|||at 31 March:|||||||||| |Held as deferred
capital grant|||||||||6895614||6 914041||| |Total|||||||||6895614||6 914041||| |) and one final staircasing
took place on a ho|use.|| |---|---|---| ||2022|2021| |||E| |Sale Proceeds|400,000|90,710| |Less:||| |Associated
selling fees
Write off cost (NBV)|(3,738)
291959|(641)
72 369| |Surplus on disposal|104303|17700| ## ##