## ## ## ## |||Page(s)| |---|---|---| |Reference and administration
details||1-2| |Report ofthe Trustee Board||3-15| |Trustee responsibllltiea
in relation to the financial statements||16| |Independent|auditor's
report|17 - 20| |Consolidated|Statement of Financial Activities|21| |Consolidated|snd Company
Balance Sheets|22| |Consolidated|Statement ofCash Flows|23| |Accounting|policies|24-27| |Notes to thh|financial statements|26-49| ## ## ## |Trustee Board - as at 25|October 2021||||||| |---|---|---|---|---|---|---|---| |||||||Appointed|Resigned| |Mr Robert Smeath|Chair|||||23e Oct 17|| |Miss Tobiloba Adeyemi|Vice Chair —President|||(Offfcer|across|15in Jul 19|16in Jul 21| ||two
financial|years|-|Postgraduate|||| ||Officer in 2019/20)||||||| |Mr Wei-Lun Chen|International|Officer|(Officer||across|20'n Jul 20|| ||two financial years)||||||| |Miss Rebecca Cutler|Postgraduate|Officer||||20e Jul 20|16aJul 21| |Mr Robert Hegarty|Sports Officer|||||20e Jul 20|16eJul 21| |Miss Charlotte
Minter|Welfare &Community||Officer|||20e Jul 20|16eJul 21| |Miss Amia Raphael|Activities, & Employability|||Officer||20e Jul 20|16eJul 21| |Mr Jules Singh|Education
Officer (Oificer across two|||||20e Jul 20|| ||financial
years)||||||| |Miss Rosa Alaluf||||||2nn Jul 19|16'n Jul 21| |Miss Sarah Arsy||||||11'nJan 21|| |Miss Henrietta
Brealey
Ms Erica Conway||||||10eSept 19
3eJul 18|| |Miss Mays Davey||||||7'n Sept 20|16eJul 21| |Mr Johnny Davis||||||135May 19|| |Mr Thomas Goodman||||||13aJan 20|| |Miss Serabi Opiyo||||||19eJul 21|| |Mr lan Pain||||||Tin Sept 20|| |Mr Jake Poulton||||||19'n Jul 21|| |Mrs Emma Wedge||||||11eMay 20|| |Mr Lyndon Williams||||||11eJan 16|| |2021/22 (New)|||||||| |Mr Michael Brown|Vice Chair —President|||||19eJul 21|| |Mr George Christian|Sports Officer|||||19eJul 21|| |Miss Josephine
Conway|Activities
& Employability|||Officer||19eJul 21|| |Miss Danielle
Murinas
Miss Aaliyah
Sirnms|Postgraduate
Officer
Welfare &Community||Officer|||19in Jul 21
1'Jul 21|| ## ## ## ## ## ## ## |on a regular|on a regular|basi|s|.|||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |Budgetary||and||internal||control||risks||are
minimised
by|the
implementation
of||procedures||||for| |authorisation||of|all transactions||||and||projects. Procedures||are
in place to ensure||compliance||||with| |health|and|safety||of staff,||volunteers,||||and
participants
across
all activities
organised
for|||||the Guild.||| |These|procedures|||are|periodically|||reviewed
to ensure
that|||they continue
to meet|the needs of the|||||| |Guild. The key risk areas identified||||||||are:|||||||||| |Risk||||||||Mitigating/Control
Measures|||||||||| |Financial||||||||~||Estimated
increases|planned
into long term|financial|||forecast||| |SUSS|Pension||deficit||payment,|||~||Cash-flow
planning|to take advantage
of advance||||discount||| |significant||increases|||in|future||||offers as they fall due; where financially
viable|||||||| |years||||||||~||Discussions
with|University
of
Birmingham||||regarding||| |||||||||||possible funding
options
in the future|||||||| |Financial||||||||~||Diversifying
income|streams
to
reduce|reliance|||on||one| |A significant||reduction|||in|trading||||source of funding|||||||| |income||||||||~||Ongoing
consultation|through
a task & finish||group||with||the| |||||||||||University
as to the|Guild's
finances
and|grant||funding|||in| |||||||||||future.|||||||| |||||||||~||Reduced
sales/contributions
incorporated|||into|five||year|| |||||||||||forecast
for
next
two
financial
years,
following|||||David-19||| |||||||||||lockdown.|||||||| |||||||||~||Annual
value for money check is completed|||||||| |Financial||||||||~||Appointment
of external
VAT
consultants|||to defend||||the| |HMRC|challenge|||regarding||grant||||Guild's
position on a|technical basis||||||| |funding||||||||~||Include contingencies|in financial
planning||||||| |||||||||~||Ongoing
consultation|through
a task & finish||group||with||the| |||||||||||University
as to the|Guild's
finances
and|grant||funding|||in| |||||||||||future.|||||||| ## |Operational||||||||||||Guild and departmental
contingency
plans
in place that are| |---|---|---|---|---|---|---|---|---|---|---|---|---| |Loss
of
any|||aspect|||||of|Guild|||regularly
tested
in conjunction
with
University
Emergency| |services due to|||disaster|||||||||Planning
Officer| |||||||||||||Continuation
of Covid-19
Emergency
Planning
Group
in| |||||||||||||place and risk assessment
completed.| |Reputational/Operational||||||||||||Timely and relevant
research
is conducted
on a regular basis| |Guild
is no|longer||||perceived|||||as||to inform strategic and operational
decisions| |relevant
to members
and
does
not
respond
to
changes
in
students
lifes
le and needs||||||||||||Regular
reports
are
reviewed
by
Trustees,
including
members'
satisfaction
and performance
against key targets| |Reputational||||||||||||Regular
training
provided
to
key
stakeholders
regarding| |Student
led|groups/Officer||||||||Team|||responsibilities,
press and PR and organisational
processes| |acting
in
such
a
harms the reputation||||||way
that
it
ofthe Guild||||||Proactive
support
provided
by staff team
in dealing
with
media issues and other problems
that arise.| |and/or
Universit||||||||||||| |Operational||||||||||||Training
and support
is provided
for high
risk areas
by the| |Health
& safety|||matters|||||across||a||Guild team| |broad
range||of|||activities||||and|||High risk areas are scrutinised
more thoroughly
by the Guild| |failure
to||follow|||||approved|||||with effective support from University
colleagues.| |processes||such|||||as||risk|||Implementation
of
'COVID-19
Secure'
operations
from| |assessments||||||||||||August 2020 onwards,
following
guidance
from Public Health| |||||||||||||England,
HSE, and support
from University
Estates team.| |Bre'xit|||||||||||~|Insight
and
advice
taken
from
trade
and
sector
advisory| |The
unknown|||implications||||||and|||bodies.
Review
of
service
provision
and
supply
chain| |challenges
arising||||from|||Brexit|||||undertaken
by
Management
team.
Limited
plains
for
stockpiling
of supplies
due' to storage
constraints.
Rise
in| |||||||||||||cost of goods would
be passed
on through
price increases| |||||||||||||and menu's
streamlined
for affected period.| |Covid-19||||||||||||The
Guild
Emergency
Management
Group
(GEMT)
has| |Responding|to|challenges||||||arising||||continued
to manage
the Guild's
handling
of the majority of| |from the pandemic||||||||||||the
government's
COVID-19
restrictions,
meeting
on
a| |||||||||||||weekly basis.| |||||||||||||Adopted
a Covid 19 building
risk assessment
in
line
with| |||||||||||||University
of Birmingham
protocols.| |||||||||||||Reviewed
the
COVID
risk assessment
and
moved
to a| |||||||||||||revised
approach
from September
2021, with
requirements| |||||||||||||on social distancing
in office space and meeting
rooms being| |||||||||||||removed,
replaced
with a new process
for a 'hierarchy
of| |||||||||||||controls'
for
all
Guild
activity,
in
line
with
the
University's| |||||||||||||approach:| |||||||||||||With
the
removal
of most legal
restrictions
on events,
we| |||||||||||||have continued
to plan for September 2021 welcome events| |||||||||||||and a 'back to normal'
approach
for activities
and events as| |||||||||||||much as possible.| |||||||||||||Most core staff are working
from the
building
several
days| |||||||||||||each week
in line with the building
risk assessment.| ## ## ## |||||||||||||2019/20.| |---|---|---|---|---|---|---|---|---|---|---|---|---| |Full delivery|||||of|online processes||||||Comprehensive
online
committee
elections,
inductions
and| |for|joining,|||||supporting|||||and|training
wes
provided
to society
committee
members
and
a| |administering|||||Student Groups|||||||transition
to digital processing
of events
paperwork
and financial| |||||||||||||documentation.| |80%|satisfaction||||||of|events|||&|91%of Joe's Sar customers
were satisfied
with their experience| |activities||||||||||||when surveyed| |||||||||||||More
than
11,000 students
made
use
of the
Guild
building| |||||||||||||between
April —June 2021 following
the relaxation
of restrictions| |20 outreach
by
students
Reps||||activities engaged
in
annually
bY
Hall||||||||2631
students
attended
Hall
Reps
events
in
University
accommodation
and
Sally
Oak
including
picnics,
mini-golf,
a
community
barbecue,
open air cinema and virtual events.| |Develop
outreach
Guild to||a
activity
students||||programme
which takes|||||of
the|2,252
Sally
Oak
welcome
visits
to
students'
houses
were
conducted
by Community
Wardens
during
Welcome Week 2020
and semester one.| |Theme||2||||||||||Communication
and Branding| |Rebrand|||delivered||||—with||brand|||The
rebrand
process
was
completed
for roll-out
in Welcome| |guidelines|||in|place||||||||Week
2020,
with
brand
guidelines
delivered
to
Guild| |||||||||||||departmental
staff in semester
one and continuation
of the roll-| |||||||||||||out
throughout
the
year,
when
access
to the
building
was| |||||||||||||possible.| |Coinmunication||||||8|digital|||||Circa
3% increase
in
followers
on
all
current
social
media| |strategies|||implemented|||||||||plafforms,
and
increases
in web
traffic over
key Guild
events| |||||||||||||such as Elections etc. There were more than 8,000 viewers for| |||||||||||||Guild
Awards
Online,
and
circa 15,000 viewers
for Elections| |||||||||||||Results
Night.| |||||||||||||The
Guild
also
expanded
onto
the
'Tik
Tok'
social
media| |||||||||||||plafform.| |Deliver||engaging|||||and|impacfful||||Steady growth
of both central social media accounts
and Officer| |communications|||||||that||clearly|||team reach on comms channels.| |focus|on||what||the||Guild|is, who||||| |we are|and what|||||we do||||||A significant
increase
in video content produced,
with informative| |||||||||||||updates,
Officer interviews
and events announcements
via the| |||||||||||||refreshed
Guild YouTube channel.| |||||||||||||10,218 engagements
with
'Not
On'
Campaign
social
media| |||||||||||||content.| |||||||||||||38% open
rate
for
Guild
email
communications
to students,| |||||||||||||significantly
higher than the University's
statistics.| |||||||||||||Over 267,000 visits to the
Guild's
website,
viewing
more
than| |||||||||||||2.7m pages.| |||||||||||||Virtual
Freshers
and Welcome
Fairs
held
for the
first time
in| |||||||||||||Welcome 2020.en a
in
6,938students
over both events.| |||||||||||||Page 7| ## |Theme 3||||Academic and Learning
Experience|| |---|---|---|---|---|---| |Review
the
Guild's
decision-||||Democracy
Review
changes
were
implemented|in September| |making
structures||to ensure|all|2020
with
newly
formed
'decision
making
committees'
now|| |students
can get involved||||successfully
operating.
A new
'Scrutiny
Panel'|introduced
to| |||||provide
oversight
and accountability
for Officer Team
work and|| |||||three successful
'All Student Meetings'
were held during the year.|| |Continue
to ensure||expertise|in|Delivery
of
the
sector
leading
'Decolonisation|in
Practice| |academic
policy||&
lobby|the|Conference'
with
over
300
attendees
from|across
higher| |University
effectively|||to|education
(50% of which
were
UoB students).|This
included| |implement
key||changes|in|three days of content
with 18 different
speakers|including
case| |response
to student||feedback||studies, campaigns
skills, theory and practice.|| |||||An 'Access
and
Participation
Plan'
has been
submitted
to the|| |||||Office for Students
in partnership
with the University.|| |80%
satisfaction||with
Student||Survey
data
indicates 83% of Student
Rep System
users were|| |Rep Scheme from|users|||satisfied
with the service.|| |Review
the||Student||A Student
Rep
Review
hss been
completed
and
delivered
in|| |Representation||Scheme|to|partnership
with
the University,
with
positive
results
in terms
of|| |ensure
that
students'
views|||on|increased
Rep satisfaction
and diversity
of Student|Reps.| |their
academic
experience|||are||| |represented
effectively|||||| |Improve
the||academic||Black Students
rated the Guild more
highly
than White Students|| |experience
of students
studying||||in the hiSS for the first time
in recent years.|| |at Birmingham|||||| |||||1,307
Student
Reps
were
signed
up,
with|1,084
(83%)| |||||completing
online training
via Canvas.|| |||||763 Outstanding
Teaching
Award
nominations|were
received| |||||from students,
442 more than
in 2019-20.|| |Theme 4||||Representing
the Student Voice|| |Support
Officers||to
deliver|3|Two officer priority
campaigns
were delivered
in|2020/21 (Black| |Priority Campaigns||||Voices 8 Climate Emergency),|| |2,500
students
engaging
with
process||annually
democratic||The Spring
Elections generated
6,228 voters for 60 candidates
(within
the top 5 SU's nationwide
during
COVID-19 lockdown)
in
March 2021.38 'ideas'
submitted
in first year of new democratic|| |||||structure.|| |Review
and||refocus||Review
of Year
1 of new
democratic
structure|is
underway| |representative
and
democratic||||following
roll-out of the new structures
in September
2020. The|| |mechanisms
to||ensure|any|first year of the new decision-making
committees|and All Student| |student can get involved||||Meeting has been delivered
successfully.|| |Deliver
focused||campaigning||The
Black
Voices
Priority
Campaign
delivered
a
strong|| |activity
which|identifies||and|programme
of events
and lobbying
activity with a|plan
in place to| |delivers
priority
based on students'||campaigns
feedback||transition
to the third year. A successful
virtual
Go Green Week
series ofevents was delivered
in February 2021.|| ||||||Page 8| ## |Theme 5|Theme 5||||||||Support (Mental Health snd Financial Assistance)|Support (Mental Health snd Financial Assistance)| |---|---|---|---|---|---|---|---|---|---|---| |80'/0
of Students|||who
say||||the||91'/oofserviceuserswouldrecommendGuildAdvicetoafriend.|| |Guild
is a place||I can|||get useful|||||| |advice||||||||||| |Support
students|||in||University||||Over
2,300
successful
calls
to
students|staying
in| |accommodation||with|||wellbeing||||accommodation
were
made
during
periods
of|lockdown
and| |and|housing||||||||closure of campus.|| ||||||||||2,862 successful
wellbeing
phone
calls were made
to students|| ||||||||||having
to self-isolate
in University
Accommodation|in semester| ||||||||||one,
and
more
than
14,000 wellbeing
calls
to|UoB students| ||||||||||affected by COVID-19.|| |Have
an
intrinsic|||||culture||of||420 Students
were supported
with mentor's
casework
meetings,|| |support
that ensures||||the Guild is|||||signposting
to University
and NHS support services.|| |the|first
point|of|contact||||for|||| |students
needing|||||help||and||A "Match Up, Catch Up" scheme was launched
to|help students| |advice|||||||||find
new
housemates,
with
1,423 students
introduced
to new|| ||||||||||housemates
via Hell Reps events.|| ||||||||||900 remote study packs were delivered
to accommodation
during|| ||||||||||lockdowns.|| ||||||||||An
expanded
Guild
Hardship
'Fund
was
rolled|out,
providing| ||||||||||grants
to students
in urgent
ne'ed
of financial
assistance
due to|| ||||||||||disruptions
to housing
and study from COVID-19.|| ||||||||||Circa 400 students
made
use of 'Sally Express'
free night-time|| ||||||||||bus from March —June 2021,|| ||||||||||A further
programme
of activity was developed
to|support
those| ||||||||||living
in accommodation
during
the
lockdown
period
including|| ||||||||||competitions,
birthday
celebrations
as
well
as
signposting
to|| ||||||||||other activities
happening
virtually,
and via wellbeing|calls.| |Other Key Achievements
(2020(21 Academic Year)||||||||||| |~|A Welcome
Week 2020 Programme
and
'Lakeside'
in-person
event
delivered
2020, despite significant
COVID restrictions.|||||||||in September| |~|A NUS Green|Impact 'Excellent'|||||||Award was achieved
again, now accredited
'Excellent'
for more|| ||than 5consecutive||||years.|||||| |~|Times 100'Best||Companies'|||||—Top 100best companies
to work for in the UK.||| |~|Transition
to new|||'Staff Savvy'||||HR System has been completed.||| |~|An increase of BAME (Black,|||||||Asian 8 Minority
Ethnic) applicants
to core staff roles||to 39.5'/o| |~|A 20'/0 increase||in||the number||||of SAME core staff employees
within the organisation
compared|| ||to 2019/20.|||||||||| |~|A minimal
0.2'/0||gender||||pay|gap across the organisation,
down
from 3.2'/0
in 2019/20,
with a||| ||significant
negative||||gender pay||||gap within the core staff leam.|| |~|By making
optimum
use||||||of the||CJRS (furlough),
the Guild were able to retain the|services and| ||employment
status||||ofover 180||||student staff during the year.|| |||||||||||Page 9| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||||||Restated| |---|---|---|---|---|---|---|---|---| ||||Note|Unrestricted|Designated|Restricted|Total|Total| |||||Funds|Funds|Funds|2021|2020| |||||8|5|2||F| |INCOME||||||||| |Donations|||2|2,880,491||238,222|3,118,713|2,822,090| |Income from charitable||||||||| |activities|||3|356,961|178,034|326,422|861,417|2,282,267| |Income from other||trading||||||| |activities|||4|60,483|||60,463|139,504| |Investment
income|||5|5,901|||5,901|16,026| |Other Income|||6|357,753|||357,753|218,885| |TOTAL INCOME||||3,661,589|178I034|564,644|4,404,267|5,478,772| |EXPENDITURE||||||||| |Expenditure
on|raising funds||7|175,429|||175,429|250,695| |Expenditure
on|charitable|||||||| |activities|||8|3,097,340|185,559|535,503|3,818,402|4,912,622| |Pension
Deficit|(credit)/charge||21|(11,159)|||(11,159)|1,668,697| |TOTAL EXPENDITURE||||3,261,610|185,559|535,503|3,982,672|6,832,014| |NET INCOME/||||||||| |(EXPENDITURE)||||399,979|(7,525)|29,141|421,595|(1,353,242)| |Transfers
between||funds|22-24|(12,863)|(8,833)|21,696||| |NET MOVEMENT||IN FUNDS||387,116|(16,358)|50,837|421,595|(1,353,242)| |Reconciliation|of|Funds||||||| |Funds bought forward as||||(4,062,357)|1,124,505|356,189|(2,581,663)|(1,278,268)| |originally
stated||||||||| |Prior Year AdJustment||||42,424||(267,172)|(224,748)|(174,901)| |AdJusted funds|bought|||(4,019,933)|1,124,505|89,017|(2,806,411)|(1,453,169)| |forward||||||||| |TOTAL FUNDS|CARRIED|||||||| |FORWARD||||(3,632,817)|1,108,147|139,854|(2,384,816)|(2,806,411)| ## ||||||Group|Group|Guild|Guild| |---|---|---|---|---|---|---|---|---| |||||||Restated||Restated| |||||Note|2021
f|2020
6|2021
f|2020
6| |FIXEDASSETS||||||||| |Tangible assets||||14|261,071|381,151|261,071|381,151| |Investments||||15|||25,000|25,000| ||||||261,071|381,151|286,071|406,151| |CURRENT ASSETS||||||||| |Stocks||||16|16,680|39,069|16,680|39,069| |Debtors||||17|1,038,053|431,570|1,064,887|499,977| |Investments||||18|928,251|1,928,136|928,251|1,928,136| |Cash at bank and|in hand||||964,958|600,458|860,819|442,408| ||||||2,947,942|2,999,233|2,870,637|2,909,590| |CREDITORS: Amounts||falling|due|||||| |within one year||||19|(824,396)|(1,128,479)|(821,236)|(1,114,869)| |NET CURRENT ASSETS|||||2,123,546|1,870,754|2,049,401|1,794,721| |Provisions
for|Liabilities:||BUSS|21|(4,769,433)|(5,058,316)|(4,769,433)|(5,058,316)| |Pension
Deficit||||||||| |NET LIABILITIES||||25|(2,384,816)|(2,806,411)|(2,433,961)|(2,857,444)| |FUNDS||||||||| |Restricted funds||||23|139,854|89,017|139,854|89,017| |Unrestricted
- General||||22|1,414,340|1,281,681|1,365,195|1,230,648| |Unrestricted
- Pension||||21/22|(5,047,157)|(5,301,614)|(5,047,157)|(5,301,614)| |Designated||||24|1,108,147|1,124,505|1,108,147|1,124,505| ||||||(2,384,816)|(2,806,411)|(2,433,961)|(2,857,444)| ## |||||||||||2021|2020| |---|---|---|---|---|---|---|---|---|---|---|---| |||||||||||6|6| |Net cash (used in)/generated|from||operating|||activities||||(621,684)|82,391| |Cash flows from investing|activities||||||||||| |Interest received||||||||||5,901|16,026| |Purchase oftangible fixed assets||||||||||(19,602)|(194,243)| |Net cash used In Investing|activities|||||||||(13,701)|(178,217)| |Net (decrsase)
In cash 8 cash||equivalents||||in the year||||(835,385)|(95,826)| |Cash &cash equivalent
at the beginning||||of||the|year|||2,528,594|2,624,420| |Total cash 8 cash equivalents||at the end||||of|the year|||1,893,269|2,528,594| |Reconciliation
of net movement|||In funds||(operating|||surplus)|to net||Restated| |cash generated
from/(used|in)|operating|||activities|||||2021|2020| ||||||||||||6| |Operating
Surplus/(Deficit)||||||||||421,595|(1,353,242)| |Depreciation||||||||||139,682|207,505| |Interest received||||||||||(5,901)|(16,026)| |Decrease/(Increase)
in stocks||||||||||22,389|(4,313)| |(Increase)/Decrease
in debtors||||||||||(606,483)|53,132| |(Decrease)/Increase
in creditors||&pension|||liability provision|||||(592,966)|1,195,335| |Net cash (used in)/generated|from operating||||||activities|||(621,684)|82,391| |Analysis
ofchanges
In net|funds||||||||At 1 August||At 31 July| ||||||||||2020|Cash flow|2021| |||||||||||6|6| |Short term investment|||||||||1,928,136|(999,885)|928,251| |Cash
in hand and at bank|||||||||600,458|364,500|964,958| ||||||||||2,528,594|(635,385)|1,893,209| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||||Restated| |---|---|---|---|---|---|---| |||Note|Unrestricted|Designated|Restricted|Total| ||||Funds
f|Funds
5|Funds
E|2020| |INCOME||||||| |Donations||2|2,562,105||259,985|2,822,090| |Income from charitable||||||| |activities
'||3|1,262,480|704,578|315,209|2,282,267| |Income from other|trading|||||| |activities||4|139,504|~|-|139,504| |Investment
income||5|16,026|||16,026| |Other Income||6|218,885|||218,885| |TOTAL INCOME|||4,199,000|704,578|575,194|5,478,772| |EXPENDITURE||||||| |Expenditure
on raising funds||7|250,695|||250,695| |Expenditure
on charitable||8||||| |activities|||3,654,067|611,867|646,688|4,912,622| |Pension
Deficit charges|||1.668,697|||1,668,697| |TOTAL EXPENDITURE|||5,573,459|611,867|646,688|6,832,014| |NET INCOMEI||||||| |(EXPENDITURE)|||(1,374,459)|92,711|(71,494)|(1,353,242)| |Transfers
between|funds||12,509|(92,496)|79,987|| |NET MOVEMENT|IN FUNDS||(1,361,950)|215|8,493|(1,353,242)| ## |||||||||Restated| |---|---|---|---|---|---|---|---|---| |2|DONATIONS|||Unrestricted|Designated|Restricted|Total|Total| |||||Funds
f|Funds
f|Fundsf|2021|2020f| ||Grants receivable|||||||| ||University|||||||| ||- Block grant|||2,568,142||3,672|2,571,814|2,294,810| ||-Other|||312,349|||312,349|275,178| ||- Hall Reps|||||234,550|234,550|252,102| |||||2,880,491||238,222|3,118,713|2,822,090| |||||||||Restated| |3|INCOME FROM|||Unrestricted|Designated|Restricted|Total|Total| ||CHARITABLE
ACTIVITIES|||Funds
f|Funds|Funds|2021
f|2020
f| ||Student Representation|||2,228|||2,228|| ||Student Advice,|Support 8||||||| ||Community|||||326,422|326,422|304,114| ||Student Development||&|||||| ||Employability
(Incl. Student|||50|178,034||178,084|717,751| ||Groups)|||||||| ||Charitable
Trading|||354,683|||354,683|1,260,402| |||||356,961|178,034|326,422|861,417|2,282,267| |4|INCOME FROM OTHER|||Unrestricted|Designated|Restricted|Total|Total| ||TRADING ACTIVITIES|||Funds
f|Funds
f|Funds
6|2021
f|2020
f| ||External trading|income||60,483|||60,483|139,504| |||||60,483|||60,483|139,504| ## |5|INVESTMENT INCOME|INVESTMENT INCOME|Unrestricted|Designated|Restricted|Total|Total| |---|---|---|---|---|---|---|---| ||||Funds|Funds
f|Funds
f|2021|2020
f| ||Bank interest receivable||5,901|||5,901|16,026| |6|OTHER INCOME||Unrestricted|Designated|Restncted|Total|Total| ||||Funds|Fundsf|Funds
f.|2021f|2020f| ||CJRS Government|Grant|307,753|||307,753|218,885| ||Insurance
Claim||50,000|||50,000|| ||||357,753|||357,753|218,885| |7|EXPENDITURE ON|Unrestricted|Designated|Restricted|Total|Total| |---|---|---|---|---|---|---| ||RAISING FUNDS|Funds
f|Funds
f|Fundsf|2021|2020f| ||External trading costs|48,315|||48,315|79,993| |||48,315|||48,315|79,993| ||Support Costs (Note 9)|127,114|||127,114|170,702| |||175,429|||175,429|250,695| ## ||||||||Restated| |---|---|---|---|---|---|---|---| |8|EXPENDITURE ON||Unrestricted|Designated|Restricted|Total|Total| ||CHARITABLE ACTIVITIES||Funds
f|Funds|Funds
6|2021
F,|2020
f| ||Student Representation:||||||| ||Direct costs||||||| ||Officer Team||214,400|||214,400|234,894| ||Student Voice||179,246|||179,246|185,409| ||Support costs (note 9)||284,790|||284,790|287,025| ||||678,436|||678,436|707,328| ||Student Advice, Support||||||| ||&Community:||||||| ||Direct costs||||||| ||Advice||88,672|||88,672|98,701| ||Not On Ambassadors||5,107|||5,107|14,120| ||Mentor Scheme||||170,696|170,696|224,527| ||Community
Wardens||||81,976|81,976|66,475| ||Vale Fireworks||||||23,395| ||Support costs (note 9)||166,180||49,683|215,863|211,525| ||||259,959||302,355|562,314|638,743| ||Student Development|&|||||| ||Employability:||||||| ||Direct costs||||||| ||Student Groups
Dept, Hall||||||| ||Reps &Student Groups||261,330|185,559|177,778|624,667|1,066,515| ||Job, Skills &Volunteering|&|||||| ||Medsoc Support||28,319|||28,319|168,925| ||Support costs (note 9)||586,309||55,370|641,679|705,895| ||||875,958|185,559|233,148|1,294,665|1,941,335| ||Charitable
trading:||||||| ||Direct costs||773,869|||773,869|1,090,679| ||Support costs (note 9)||352,594|||352,594|384,769| ||||1,126,463|||1,126,463|1,475,446| ## ||||||||Restated| |---|---|---|---|---|---|---|---| |8|EXPENDITURE ON||Unrestricted|Designated|Restricted|Total|Total| ||CHARITABLE||Funds|Funds|Funds|2021|2020| ||ACTIVITIES —RESTATED||f|6|6|E|6| ||(CONTINUED)||||||| ||Governance
Costs||||||| ||Audit Fees||10,650|||10,650|10,350| ||Legal/Professional|Fees|5,929|||5,929|4,044| ||Other direct costs||7,675|||7,675|7,657| ||Support costs (note|9)|132,270|||132,270|127,717| ||||156,524|||156,524|149,766| ||Total Expenditure|on|||||| ||Charitable
Activities||3,097,340|185,559|535,503|3,818,402|4,912,622| ||||D
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C| ## ## |Officers totalled 5156.7k in 2020/21 compared
to 615
follows:|3.7k in 2019/20.
The brea|kdown
is a| |---|---|---| ||2021
6|2020f| |Sabbatical Officers - Trustee status||| |Gross salary payments
Employers
pension costs|153,959
2,716|151,735
2,014| |Total Sabbatical Officer Remuneration|156,675|153,749| |The trustee status|ofthe Sabbatical|Officer teams has varied|in|recent years as follows. '|recent years as follows. '| |---|---|---|---|---|---| ||||||Non-| |||||Trustee|Trustee| |2016/17 Sabbatical|Officer Team|||7|1| |2017/18 Sabbatical|Officer Team|||7|1| |2018/19 Sabbatical|Officer Team|||6|1| |2019/20 Sabbatical|Officer Team|||7|| |2020/21 Sabbatical|Officer Team|||7|| |2021/22 Sabbatical|Officer Team|||7|| ## ## |12|STAFF COSTS|||||||||2021|2020| |---|---|---|---|---|---|---|---|---|---|---|---| |||||||||||Number|Number| ||The average
weekly number||||of persons|employed,||excluding|||| ||the Officer Team|and Trustee Board shown|||||in notes (9)||and||| ||(10),during the year was|||as|follows:||||||| ||Permanent
Staff|(average||/ full time equivalent)||||||69/65|73/69| ||Student Staff (average||/ full time equivalent)|||||||182 / 22|230 / 36| |||||||||||251 / 87|303 / 105| |||||||||||2021|2020| |||||||||||8|8| ||The
aggregate|payroll||costs
of these||persons||were|as||| ||follows:||||||||||| ||Wages &Salaries|||||||||2,077,704|2,418,580| ||Social security costs|||||||||161,429|162,786| ||Pension costs —contributions||||within year|||||66,243|66,968| ||Pension costs —deficit||(credit)/charges|||||||(11,159)|1,668,697| |||||||||||2,294,217|4,317,031| ||||||||||||Page 35| ## |'The following
number|of employees|received|remuneration|2021|2020| |---|---|---|---|---|---| |above 660,000 within|the year:|||Number|Number| |660,000 - 669,999|||||| |670,000 - 679,999|||||| |680,000 - 689,999|||||| |890,000 - f99,999|||||| ## |NET MOVEMENT|IN FUNDS|2021|2020| |---|---|---|---| |||8|6| |Is stated after charging:|||| |Auditors
remuneration:|||| |-audit services||10,650|10,350| |-other services||3,080|2,955| |||13,730|13,305| |Depreciation:|||| |-owned assets||139,682|207,505| |Operating
lease rentals:|||| |- plant and machinery||5,071|9,470| |- land and buildings||133,445|133,445| |||138,516|142,915| ## |For|the year ended 31 July 2021|||| |---|---|---|---|---| |14|TANGIBLE FIXEDASSETS|Central||| |||Building||| |||Refurbs|Equipment|Total| ||GROUP & GUILD|6||6| ||Cost:|||| ||At 1 August 2020|2,628,698|1,657,070|4,285,768| ||Additions||19,602|19,602| ||Disposals|||| ||At 31 July 2021|2,628,698|1,6'76,672|4,305,370| ||Depreciation:|||| ||At 1 August 2020|2,351,839|1,552,778|3,904,617| ||Charge for the year|90,967|48,715|139,682| ||Disposals|||| ||At 31 July 2021|2,442,806|1,601,493|4,044,299| ||Net book value;|||| ||At 31 July 2021|185,892|75,179|261,071| ||At 31 July 2020|276,859|104,292|381,151| ## |TG THE FINANCIAL STATEMENT
year ended 31 July 2021|S|| |---|---|---| |INVESTMENTS|Group|Guild| |||5| |Cost:||| |At 1 August 2020||25,000| |At 31 July 2021||25,000| |Net book value:||| |At 1 August 2020||25,000| |At 31 July 2021||25,000| |UNLISTED INVESTMENTS|Unlisted|investment
in|| |---|---|---|---| ||investments|subsidiary|Total| ||5|B|2| |Cost|||| |At 1 August 2020||25,000|25,000| |At 31 July 2021||25,000|25,000| |Net book value|||| |At 1 August 2020||25,000|25,000| |At 31 July 2021||25,000|25,000| ## ## ## |The
resu
|lts
and
assets
of Guild|Services
Limited
|are as|| |---|---|---|---|---| |follows:|||2021|2020| ||||6|| |Turnover|||60,483|139,504| |Operating|(loss)/proeit||(1,888)|16,557| |Interest receivable||||| |Taxation||||| |Donation|under
Gift aid distribution|||(16,569)| |(Loss for|the year)||(1,888)|(12)| |Net current assets and shareholders'||funds|74,145|76,033| ## ## |17||||Group||Guild|| |---|---|---|---|---|---|---|---| ||DEBTORS:Amounts
falling
due
after
more
than
one|||2021f|2020
f.|2021
f|2020| ||year||||||| ||Prepayments
(General)|||20,827|57|20,827|57| |||||20,827|57|20,827|57| |||||Group||Guild|| ||||||Restated||Restated| ||DEBTORS:Amounts
due within one year|falling||2021f|2020'f|2021f|2020| ||Trade debtors|||305,786|44,396|284,416|13,153| ||Other debtors|||48,963|7,164|48,963|7,164| ||Owed by subsid. undertakings|||||48,204|99,650| ||Prepayments
(General)|||206,112|172,842|206,112|172,842| ||Accrued Income|||456,365|207,111|456,365|207,111| |||||1,017,226|431,513|1,044,060|499,920| |||||1,038,053|431,570|1,064,887|499,977| |18|SHORT TERM INVESTMENTS|||Group||Guild|| |||||2021
f|2020
f|2021
f|2020
f| ||Money Market/Deposit|Investments||928,251|1,928,136|928,251|1,928,136| ## ## |19|CREDITORS: A
|CREDITORS: A
|moun
|ts
falling|||||| |---|---|---|---|---|---|---|---|---|---| ||due within one||year|||Group||Guild|| ||||||||Restated||Restated| |||||||2021|2020|2021|2020| |||||||6|6|8|| ||Trade creditors|||||225,524|218,738|225,384|218,598| ||Other taxation|&|social|security||39,961|39,125|39,961|39,125| ||Custodian
Funds||held|on behalf|of||||| ||AU/University|Sports Groups||||57,216|55,321|57,216|55,321| ||Other Creditors|||||21,121|387,263|21,121|387,263| ||Accruals|||||191,041|172,918|188,021|170,048| ||Deferred
Income|||||11,809|11,616|11,809|1,216| ||SUSS Pension|Deficit||||277,724|243,298|277,724|243,298| |||||||824,396|1,128,479|821,236|1,114,869| |20|DEFERRED INCOME|||||Group||Guild|| |||||||2021f|2020
6|2021
6|2020
F| ||At 1 August 2020|||||11,816|18,494|1,216|17,498| ||Additions|||||11,809|11,816|11,809|1,216| ||Released|||||(11,816)|(18,494)|(1,216)|(17,498)| ||At 31 July 2021|||||11,809|11,816|11,809|1,216| ## |21|PROVISION FOR LIABILITIES;
BUSS PENSION DEFICIT|PROVISION FOR LIABILITIES;
BUSS PENSION DEFICIT|PROVISION FOR LIABILITIES;
BUSS PENSION DEFICIT|2021f|2020f| |---|---|---|---|---|---| ||Balance bought forward|||5,301,614|3,864,631| ||Deficit contributions
paid|||(243,298)|(231,714)| ||Unwinding
of discount
factor/interest||||| ||(based upon prior year rate)|||55,947|68,130| ||Adjustment
arising
from|actuarial|||| ||revaluation
in year||||1,292,444| ||(Surplus)/Deficit
adjustment||arising||| ||from
change
to
discount||factor|(67,106)|308,123| ||assumption||||| ||Total Balance carried forward|||5,047,157|5,301,614| ||Creditors —Amounts
falling|due|within||| ||one year (see note 19)|||277,724|243,298| ||Provisions
for liabilities|||4,769,433|5,058,316| |||||5,047,157|5,301,614| ## |DESIGNATED|FUNDS||1 August||||31 July| |---|---|---|---|---|---|---|---| |(For Group &Guild)|||2020
F|Incomef|Expendituref|Transfersf|2021f| |IT Infrastructure|||119,850|||(8,833)|111,017| |Building
Refurbishment||2|550,000||||550,000| |Student
Groups|(Societies,||454,655|178,034|(185,559)||447,130| |Guild
Sports|Clubs|&|||||| |Medsoc)|||||||| ||||1,124,505|178,034|(185,559)|(8,833)|1,108,147| ## |For t|he year ended 31 July 2|021|||| |---|---|---|---|---|---| |25|ANALYSIS.OF NET|Fixed||Provision|| ||LIABILITIES (2020/21)|assets and|Net current|for pension|Net| |||investments
5|assetsf|liabilitiesf|liabilities
6| ||Charity||||| ||Restricted funds|6,467|133,387||139,854| ||Designated
funds|7,307|1,100,840||1,108,147| ||General funds||||| ||- UoB Guild of Students|272,297|1,092,898||1,365,195| ||- UoB Guild —Pension||(277,724)|(4,769,433)|(5,047,157)| ||For Charity|286,071|2,049,401|(4,769,433)|(2,433,961)| ||Group||||| ||Restricted funds|6,467|133,387||139,854| ||Designated
funds|7,307|1,100,840||1,108,147| ||Generalfunds||||| ||- UoB Guild ofStudents|247,297|1,092,898||1,340,195| ||- UoB Guild —Pension||(277,724)|(4,769,433)|(5,047,157)| ||- Subsidiary
undertaking(s)||74,145||74,145| ||For Group|261,071|2,123,546|(4,769,433)|(2,384,816)| ||The restated
comparative|figures for the previous|financial year|are as follows:|| ||ANALYSIS OF NET|Fixed||Provision|| ||LIABILITIES (2019/20) ~|assets and|Net current|for pension|Net| ||RESTATED|investments
6|assetsf|liabilities
6|liabilities
6| ||Charity
Restricted funds|5,179|83,838||89,017| ||Designated
funds|4,824|1,119,681||1,124,505| ||General funds||||| ||- UoB Guild of Students|396,148|834,500||1,230,648| ||- UoB Guild —Pension||(243,298)|(5,058,316)|(5,301,614)| ||For Charity|406,151|1,794,721|(5,058,316)|(2,857,444)| ## |S TO THE FINANCIAL ST
year ended 31 July 2021|ATEMENTS|||| |---|---|---|---|---| |ANALYSIS OF NET|Fixed||Provision|| |LIABILITIES (2019/20)—|assets and|Net current|for pension|Net| |RESTATED Continued|investmentsf|assetsf|liabilitiesf|liabilities
6| |Group||||| |Restricted funds|5,179|83,838||89,017| |Designated
funds|4,824|1,119,681||1,124,505| |General funds||||| |- UoB Guild ofStudents|371,148|834,500||1,205,648| |- UoB Guild —Pension||(243,298)|(5,058,316)|(5,301,614)| |- Subsidiary
undertaking(s)||76,033||76,033| |For Group|381,151|1,870,754|(5,058,316)|(2,806,411)| ## ## ## ## ||equipment
operating
lease|equipment
operating
lease|s (minimum
lease paymen|ts)
as set out below:|| |---|---|---|---|---|---| ||Land &Buildings Lease||which expire:|2021f|2020
8| ||Within|1 year||133,445|133,445| ||Within|2 —5years||266,890|266,889| ||Over 5|years|||| |||||400,335|400,334| ||Operating
leases which expire:||||| ||Within|1 year||9,673|9,462| ||Within|2 —5years||13,436|20,728| ||Over 5|years|||| |||||23,109|30,190| |29|CAPITAL|COMMITMENTS|||| |||||2021f|2020
6| ||Contracted|but not provided|for|36,333|15,978| ## |listed
in accor|dance
with t|he|requirements|ofthe Educatio|n
Act 1994.|| |---|---|---|---|---|---|---| ||||||2021
6|2020f| |Advice UK Limited|||||258|100| |NUS Services|Limited||||380|380| |National
Union|of Students||||37,500|60,000| |National
Centre for Voluntary|||Organisations|- Free||| |TESGlobal|||||1,120|75| |Subscriptions|& Affiliations|of|Et75or less||294|441| ||||||39,552|60,996| ## ## ## ## ## ## ## ##