DURHAMSOJ Annual Report 2021>2022 COMPANY NUMBER- 07689815 (ENGLAND AND WALES) CHARITY NUMBER 1145400
FORWARD Durham students created Durham SU in 1899 because there are some things that are better. or can only be done. when we come together as a whole community Our col leges and our academic Departments are incredibly importènt to us but - by design they're for some of us. not all of us. Our students. union Is where we can all come together to discover new friend5, and new experiences, and rnew ideas, that help us improve our classroom education and create our social education. Durham SU has a complex story to tell about the 2021/2022 year. but we're proud to present our report following twelve months of hard work. good results. and some diff icult thinking about our purpose and the way we do our work. The higher education sector. like the rest of the UK. was affected by the impact of the Covid-19 pandemic. A comprehensive testing regime was required, as rollout of vaccines continued, and we delivered sector-leading student support In a new. hybrid. world. We're grateful beyond words to every student who helped keep our community strong, in a uniquely Durham. collegiate. way. As we moved through the pandemic. our concerns for the quality of student education and wellbeing became. once more. focussed on longer-term needs. We've now set new strategic priorities, which are the best things we can do to make a difference, with Durham students. to our University and community. This year, we've been inspired by voluntary sector organisations, like the National Trust and RNLI. that stood up for their good work. Durham SU is a smaller, humbler, organisation but we've been a target for similar manufactured outrage because we speak up when students deserve better. We know. however. that this can distract from our important work, limit our success. and divide our members. We've thought often about how much easier it would be to stay silent. We're convinced that we've made the right choices, in line with our values and the interests of Durham students. We'll continue to do so. proudly. We hope Durham students inspire others to speak up, because there are so many social challenges that need young, clever, people to be part of the solution and that's why students, unions are such important, irreplaceable. organisations. But there's undeniable questions about the future success of any membership organisation including Durham SU trying to represent the interests of young, ambitious people, and doing so with their active engagement and support. We're not just a lobbying organisation. and the quality of our relationship with our members is fundamental to who we are and what we do. We have some deep thinking ahead. about how our collegiate context makes us different to other students. unions. We can't expect to work In the same way as our friends at York or Newcastle or Exeter and we can't. therefore. expect to have the same sort of relationship with our members. We're confident Durham students will have the ideas and ambition to help us answer this question. Graeme Osborn Chair Joe McGarry President Gareth Hughes Chief Executive
Durham SU exists for the advancement of education of students at Durham University for the public benefit by: Providing opportunities for the expression of student opinion and actively representing the interest of students. Acting as a channel of communication in dealing with Durham University and other external bodies. Promoting the interests and welfare of students at Durham University during their course of study. and representing, supporting and advising students. Facilitating the social, recreational and educational interests of its membership. through providing services and support for its Members. Supporting the development of and cooperation between the Common Rooms. Working with other students. unions and affiliated bodies. Raising funds for such purposes as are charitable according to the laws of England and Wales and to make grants and donations of such funds to other exclusively charitable bodies or to apply such funds directly for such charitable purposes. DURHAMLQ
Our principles make us stronger. At Durham SU we are guided by our principles. They inform the way we think and act. Even when decisions are difficult, or cost money. or make things less efficient, we'll always stick to our principles. They're what make us different. We champion students. As a students. rights organisation, our collectivism makes us stronger. We trust students to make the best decisions about things that affect them. We're proud of Durham. We always recognise success. while we strive to be better. Our collegiate University means we do things differently. We like that. We make the future better. We're a students. union with a purpose, relentless in pursuit of our vision. We make change happen for students, with students, in their interests. DURHAMaYU
Guided by these principles, Durham SU'5 purpose 15 to be the champion of every Durham student. Thèt means we care about the things that matter to them We stand up for their rights. We bring them together. We celebrate their success. Durham Su's vision of the future is that every student has the power and the opportunity to transform their time at Durham. We'd like to share our 2021/2022 achievements within our strategic themes. Our strategy 2018-2022 was made up of three themes, which described how we'll make the future better for students. Transforming education, making everyday life fairer and making communities stronger. We also had organisational development themes, which described how we will make sure our students, union improves in ways that help achieve our aims. This year our development focus was on being owned by students. In 2022/23 we came to the ertrd of our current strategy and emerged from the disruption and change of Covid-19. Once again students, needs and lives were changing quickly. We recognised we had to continue taking a pragmatic and dynamic approach to being the champion of Durham students. To do this we identified specif ic objectives to help us bridge. understand and rebuild in the year Further the collective student interest in their education, their every day life, and their communities as in the 2018-2022 strategy, 'Forwards', and in recovery from Covid-19. Invest in the use of student experience space provided at Dunelm House, including the re-establishment of trading services and independent income streams. Undertake the research, engagement. and consultation necessary for a new strategy to guide work from 2023-2025. Introduce and test a new strategic theme of 'culture' to promote the student interest in the values and behaviours we expect from members of our community. Invest in communications infrastructure. through partnership with the Durham University Communications and Engagement ottice. Below is a description of the achievements and work we progressed this year against these objectives and strategic theme5.
Culture. Culture commission Students, Union President 2020-22. Seun Twins, commissioned a report into Durham University's culture. from the perspective of its student body The Commission offered students a chance to recognise and name the deep-rooted problems present within the Durham University community. It also called for a commitment to changes on behalf of students that will, we believe, make Durham a more welcoming place for all students. "To Durham students, I hope you read this as something that contains a multitude of truths that may converge, or even contradict each other. but which are nonetheless true for members of our community. To the University, I hope you will regard the recommendations not as quick fixes, but instead as stepping-stones toward helping student culture to evolve for the better. And to any external audience. I hope the Culture Commission demystilies what you think of Durham students by giving you a chance to look a little deeper" Seun Twins. Durham SU Presldent 2020-22 Throughout 2021 the Commissioners interviewed students and staff from across the University to help them better understand Durham's 'Durhamrness' and its impact on different groups of students. The final report and its launch are work we are immensely proud of, and we hope its insight will help centre and focus our work in this area in the years to come. DURHAMLfj
The South College protest in response to Rod Liddle’s speech in December.
We helped students transform their education. "Returning in January to a ' soft start" was difficult, and helping the University and library maintain the balance of safety alongside the feeling of wanting to return to normal was tricky. I think it was something myself and Charlie got right. short-term inconvenience for two weeks with assurances that it would not last longer was the right way to go about things." Declan Merrington, Welfare and Liberatlon Officer 2021-22 Re-adjustment to on-campus learnlng Making sure students could continue to benefit from the parts of online learning that students found most valuable, was a priority for both of our Academic Of ficers this year. So was ensuring that the in-person learning provision that students felt were a top priority were returned as soon as it was safe. This meant consulting with students and working closely with the University to refine and adapt delivery. Two big successes of this work were retaining most exams in an online and open 24-hour format and championing the ongoing University-wide use of lecture capture technology. Industrlal action Durham SU stood up for the rights of students as UCU'S industrial action impacted their learning experience. We also recognised the strain many postgraduates who teach have experienced over their employment conditions, with Durham SU Assembly taking a position to support strike action. Balancing and communicating this work was hard, but we are immensely proud of this work. We ensured mitigation policies meant students who missed content due to industrial action weren't tested on it in exams. We supported individual students to understand and advocate for their rights through our Advice Service. Decolonlslng the currlculum "I became an intern for the Decolonising the Curriculum project because I wanted to make a contribution towards making the STEM field more welcoming for POC student5,' hopefully things will be better for future students because of the work us intern5 are doing. I had some ideas on how to irnprove the curriculum. like including more examples of non-European Mathematicians in lectures to disprove the misconception that all scientific and mathematical discoveries were made in the West." Hirani Pradeep, Decolonisation Intern, Maths We continued our work to decolonise the curriculum. We built on the commitment secured with Durham University hiring paid student decolonisation interns in academic departments. DURHAMLfj
who were
Maria Cristina, a PhD student at Durham University, attends a conference in Italy using funding from the postgraduate participation fund.
We made everyday life fairer. 10 Lobbied for better student support 'It has been a pleasure to work with the A550Clation Presidents. student leaders. and the Durham SU staff team. l am most proud of securing more funding for student mental health support, successfully lobbying for the provision of BAME counsellors. helping change dat sharing systems so students don't have to repeat their stories numerous times. doubling the amount of welfare training we offer and writing a report on student mental health support after talking to over 500 students" Jonah Graham Welfare and Liberation Officer 2021-22 We're proud of the longer-term wins we achieved with students in 2021/22, which will benefit students in their everyday lives across the coming years. These achievements were possible because of the ability of Officers and students across Durham to work together over successive years. Alongside the achievements mentioned by Jonah, above, we also collaborated on the University's student support review, and the development of the student suicide reduction strategy. This work will form the basis for future improved practice and support for students across the University. Houslng Durham SU worked for a fairer private rented sector for students. We worked with students to compile evidence on the state of private rented sector housing in Durham and to understand the priority rights that students need as tenants. This informed our submission to the government's white paper consultation on private rental sector housing and will form inform future lobbying and campaigning on a local level. Advocated for students and supported them when they needed help We continued to support and advocate for students through our student Advice Service. We also used the data and Insight generated from the Service to inform and influence policy and practice in the student interest. For example, we enabled Officers to work with the University to revise the guidance on extension requests, after identifying student difficulties with the extension request process. 2021/22 saw a small decrease in overall cases through the Service. This was accompanied by a significant increase in the number of academic cases this year, and these cases were often complex. Overall. 432 individual students were supported directly by the service. On our online Advice Hub housing resources remained the most accessed by students. Academic support resources. including illness and academic appeal rights and processes guidance were also heavily visited. Collectively our advice pages had 17,974 unique page visits. DURHAMLfj
Active bystander training We expanded our active bystander training to further tackle and raise awareness about sexual violence and misconduct. The training gives students the skills to recognise and step in or speak up about harmful behaviours. As well as training volunteer college Freshers Reps (Freps) we offered the training to other students in Durham who wanted to benefit from it, and many attended. To enable this we trained 15 new trainers. creating capacity to deliver Active Bystander sessions to 950 students. We made Durham communities stronger. Freshers. falr We ran our first hybrid Freshers Fairl Managing the health and safety risks of COVID at an In person fair, whilst also collaborating with the University on an online was always going to be a challenge. 8ut it was a challenge the team thrived on. ensuring students could access student groups in a way that felt safe and comfortable to them. We trialled housing the Fair at the Maiden Castle Sports Hall, which provided greater flexibility for student groups and allowed us to accommodate the higher number of first year students. Both the online and in person events had high attendance and participation from Student Groups. Our in-person Freshers Fair had over 10.500 visits across two days and the online Freshers, Fair site had 47,000 visits in the first month of term. Student group events and membershlps During the 2021/22 academic year student group activities went from being nearly total ly online, to being almost indistinguishable f rom the in-person activity or pre-pandemic. The work of volunteers and staff to both navigate ongoing restrictions, and then adapt and rebuild in person delivery after thei r removal was a huge effort. That work supported students to socialise. benefit from and contri bute to their communities. It clearly paid off, with our student groups attracting and/or retaining over 12.000 individual student members, holding over 32,000 group memberships. DURHAMLfj
-The British Sign Language Society offers an insight into a world most hearing people would be unaware of with the attached social beliets. behaviours, art and literary traditions of Deaf culture. For instance. one of our recent social events was a collaborative effort with the Affinity Signing Choir in which participants learned how to sign Don't Stop Believing by Journey via Zoom. The atmosphere created by both the learners and the choir members Was incredible. and everyone couldn't help but smile" Emily Ball, Brltlsh Slgn Language Soclety Treasurer 12 Weicomc lo Despite many student group executives not having had a chance to develop their event management skills due to the pandemic. they hit the ground running to tackle the challenge. Supported by staff guidance and assistance to deliver them safely, In person events returned, with over 19.000 event tickets across a range of events sold through Durham Su's website alone. Student group fundraising also increased, as in person activity became more viable, crowned by the Durham University Charity Fashion Show, who raised £179,340 for the Teenage Cancer Trust. 'Even before joining University, the mesmerising event5 of the society had captivated Sophie. Determined to advance her affection for tea, she joined the group in her firstyear as a member. The enriching events held by the society helped her find a group of close friends to bond with over their mutual adoration for tea. For Sophie, the members and their lively participation in events serve as distinct characteristics of the group. She notes that she absolutely loved her time at the society and was elated to apply for the freasurer s role in her secondyear and for the Presidents role in her third year" 'In Conversation With.. Sophie Whitfield, President of Chinese Tea Art Society, * lJi' Dunelm House We were pleased to welcome students back into Dunelm House, with events and services like Vintage and Poster sales, our Bar and Café, live music on Sunday night and sports screenings. Lectures also returned to the building and footfall and student use of our study space quickly built up. Returning the building to use after such a long period had both challenges and opportunities. Encountering and finding solutions to issues caused by wear on and within the building made our strong partnership with Durham Ljniversity estates and building team all the more important. We were also able to reflect on our use of space, and with the University and then through consultation consider ways for students to get more use from the space. Thig involved planning to make Kingsgate Bar and Café our main commercial space. open more rooms for teaching and student group activity and move our staff office. DURHAMLfj
We were owned by students. 13 Democracy review We reformed our standing orders in 2021/22 to give students more ownership of their student Assembly and bring a broaden representation within our student democracy. The proposals for reform had been developed through research and student consultation over several years. and successive officer teams must be thanked for their dedication to the work. The creation of two new student committees Is just one example of Durham SU testing new student-driven ways to improve transparency and student ownership, and giving more opportunities for students to discuss what matters to them. Elections In 2021/22 over 20,500 votes were cast across SU elections. from our most well- known Student Officer elections through to Student Group and Course Rep elections. We estimate that over 500 election and selection processes took place throughout Durham SU, and we are Incredibly proud of the work of the student group execs. staff and candidates for roles who made it possible for students to choose their leaders. In February, we elected our new sabbatical of ficers, with Joe McGarry elected as President. In total, 3644 students voted In the Officer elections, which was an Increase of 437 from the previous year. Our elections were held on the Union Cloud platform for the second year, and this was once again a positive experience from both a user and administration perspective. The college with the highest turnout was St Chad's College. with 35.89Yo of their college voting. A successful by-election was held in July for the role of PostgradLJate Academic Officer, as unfortunately the original winner was unable to take up the role due to their academic commitments, Freedom of speech Throughout the 2021/22 academic year. we engaged with the government's Higher Education (Freedom of Speech) Bill in a critical and expert way, championing the interests of students. We submitted evidence to the Public Bill Committee on how the Bill would impact students, unions. Our Opportunities Officer, Jack Ballingham. lobbied MPS with the insight he shared being referenced in debate by the Shadow Minister for Universities and Further Education. We also wrote and talked about this work across the sector, uplifting the voices of experts and sharing why this is a campaign that matter for students. Our input has continued to be sought, including by shadow ministers ahead of the 8111 appearing before the House of Lords DURHAMLfj
~Throughout 2021-22 we made a significant intervention in a high-profile national policy debate. and stuck up for students against a hostile government. It s been really great to see our work have a positive impact. and see students getting engaged with campaigns on this level." 14 Jack Ballingham, Opportunltles Off Icer 2021-2023 strategy development In our development for our new strategy. we recognised the need to be dynamic without letting the day-to-day work obscure large threats and opportunities Spending months doing a big survey. and then writing a plan for the next five years is the way we and most charities used to do strategy. But it wasn't working well for anyone and adaption throughout the pandemic period has seen innovation in this area spread across the sector. We've learnt from this. recognising the need for long term direction that facilitates and requires, rather than restricts, this dynamism. We have focused on synthesising insight from a range of sources. including.. the National Student Survey Our democracy review Our Culture Commission Our mental health survey Input and discussion through existing student committees, forums and structures Interview and focus groups with students on a range of topics Across the organisation we assessed the strengths. weakness, threats and opportunities indicated within this insight, along with horizon scanning insight and understanding of our stakeholders plans and priorities. We identified three strategic areas of focus, to develop into a full strategic plan in 2022/23, which were., l. Build confidence and value in the students, union at Durham University 2. Bring students together to spend good time 3. Tackle the big issues that hold stLJdents back DURHAMLfj
A review of our finances 15 Financial strategy The trustees agree financial objectives for Durham SU as part of the overall strategy, which provides a sustainable base from which to achieve strategic objectives. The management accounts are structured against strategic themes and reported to the Sustainability and Risk Committee for detailed scrutiny, and whole organisational reports are scrutinised by the full Board. This first year after the pandemic was a difficult one. We knew the world would have changed but we couldn't be sure how, financially, this might impact, particularly in our commercial arena. We were to find that some of our former sources of income were simply not there or had reduced dramatically Our media sales income was very small for September 2021 compared to an average year, with understandable caution from potential stall holders, We re- opened the Riverside Bar and Café to provide a service to studer)ts - a difficult task as there was. and remains. a shortage of staff available to recruit on the external market to run such a venue - and we were working from a standing start with no staff at all. It was a staggered start to operations. only becoming fully stèffed in the second term. We also found that the habits of students had changed, and sales were very slow. The cost-of-living crisis starting early in the 2022 calendar year undoubtedly had a further impact. The losses in commercial areas account for all the overall unrestricted reserves loss in 2021/22 of £99,386. We learnt from these results in 2021/22, determining that Riverside Bar and Café was no longer viable as a trading venue. At the end of the year, we made the decision that in 2022/23. we will open the space up to student use, and re-open up Kingsgate Café, which is in a different part of the building and has been more recently refurbished. Kingsgate had been developed as largely a café space immediately before the pandemic but had never really had the chance to open. We were fortunate to begin the year 2021/22 with unrestricted reserves at £257,708, slightly higher than our reserves policy target. Income Durham University continued to support our strategy and has confidence in the students. union. A three-year funding agreement was negotiated for 2021/22. starting with an increased grant of £1,000,000, with annual RPI increases for the next two years. This gives us the confidence to plan for a longer term than a one- year agreement allows. DURHAMLfj
Custodian funds Durham SU acts as custodian trustee for funds for some 270 different student groups which are created and retired on a rolling basis. These groups have no distinct legal personality separate to Durham SU. 16 Durham SU distributes grants to student groups, in line with a published grant procedure. There had been £35.000 left over from previous years held in restricted reserves to call on. and this funded grants of £25.000. The pot has been replenished by the year end to £17.000 from unused grants from previous years. Student groups that raise funds themselves have these balances separately identified in the finance system. At year-end. the balance of these funds was £398,934, which was a small increase of £24,124 higher than the previous year. The SU also disbursed during the year £80,000 of grants to support Post Graduate activity (£20,000) and Academic Society free memberships (£60,000) from a grant provided by the University in the prior year. Durham students raise funds for disbursement to other charitable organisations, primarily through activities promoted by DUCK (the Durham University Charities Kommittee) and the single large event of the Durham University Charity Fashion Show. Again, activity was partially restricted In some of the year due to the pandemic. Total funds raised by DUCK were £295,815. Fundraising costs were £109,000. Total donations made in the year were £64,000. At the year end, there was £249.388 in the DUCK account, the largest part relating to the Fashion Show. DUCK normally also promotes a range of student fundraising activities where the funding is directly received by the recipient charity. These funds are not included in the figures above and do not feature in the financial statements. Due diligence of these partnerships is delegated by the trustees to the management team, given the relatively small amounts of money involved. Fundralslng practlce Durham SU raises charitable funds from the public through student volunteers who each receive an induction on good practice In fundraising and the students, union's expectations of their good conduct while fundraising. The student fu nd ra isers have a def ined portfolio of activities, including 'street' fund raising of RAG (raise-and-give) raids and bucket-shaking, expeditions to work overseas with international organisations, er)durance activities which are often sponsored athletic events, challenges such as skydives. or ticketed ever)ts such as b3lls and fashion shows. Income was significantly reduced in year, principally due to national and international lockdown through most of the year. and the restrictions on physical interaction. DURHAMLfj
Durham SU does not yet subscribe to any standard or code for fundraising practice and has not authorised any professional or commercial fundraising organisation to act on its behalf. The intention to subscribe to the Fundraising Code was deprioritised in year. given lower fundraising totals and other urgent needs for management attention. but registration with the regulator will proceed in 2023. 17 The trustees have received no complaints from the public in relation to its fundraising work but has identified that Durham SU must develop its fundraising infrastructure", there Is no belief that practice is poor. but there Is a clear need to evidence the steps the trustees take to maintain public confidence. The documentation completed and subscription to the Code will provide much of that confidence. Investment Treasury management was removed from the Strategic Risk Register in 2018/2019 after a tender exercise for banking services allowed for a move of day-to-day banking to Lloyds. and then enabled funds to be held across three accounts with separate banks with individual banking licences. to enable reasonable protection from the Finance Services Compensation Scheme Durham SU continues to benefit from this arrangement although interest gains were negligible due to the poor rates currently on offer. Reserves The trustees have agreed that within the unrestricted funds there should be a minimum level of general reserve that is sufficient to offset any trading uncertainties and provide a de9ree of base-level stability. The stable relationship with the principal funder has been considered in developing a reserves policy. The trustees have re-evaluated the reserves policy set in 2018/2019 then suggesting a target level for the general reserve at £252,000, which was three months running costs excluding trading as set in 2018/2019. The trustees wish to maintain this policy. suggesting at 2021/22 costs a reserves requirement of £259,000. As noted, at the end of this 2021/22 financial year, the Su's unrestricted reserves are now £158.000. The intention is to try and reach this new goal level over a 5-year period. Our structure, governance and management The governing documents Durham SLJ'S governing document is the Articles of Association, approved by students In a referendum, the Board of trustees, and the Durham University Council. Standing Orders are created by the Board and by Assembly to provide a framework for the delivery of Durham Su's objectives. Durham SU in its current form was incorporated on l July 2011, although this was a successor to a non-incorporated charitable organisation dating back to 1899. Durham SU is a company limited by guarantee. DURHAMLfj
The Articles are subject to review by Durham University at intervals of not more than five years. and the terms of a review. were agreed in 2017/2018 for report in 2018/2019. No amendment was made to the Articles in 2019 as, although 65% of students approved of proposals made by the trustees. a two-thirds majority was not achieved. The trustees have agreed to consider further opportunities to seek popular support for a better set of Articles in the future. Another review of the Articles by Durham University will be undertaken within the academic year 2023124. 18 Public benefit The trustees have given consideration and believe that they have complied with the duty In section 4 of the 2006 Act to have due regard to guidance on public benefit when exercising any powers or duties to which the guidance is relevant. The trustees also believe that this report demonstrates the benefits provided are wholly charitable. The Board of Trustees The Board of Trustees is responsible for the governance and strategic management of Durham SU. The Board consists of five Durham SU Officers. four students, and f ive lay trustees. The Board has two Committees that have delegated authority in particular area5 of strategic management. The Committees are reviewed each year and are: Sustainability and Risk Committee ensures that Durham SU is accountable for successfully implementing its strategy, with particular focus on effective campaigning and high-quality services The Committee has oversight of risk profile. financial performance. and compliance. People and Governance Committee ensures that Durham Su's Officers, staff, and volunteers are supported and effective in their work, with particular focus on the recruitment, performance and remuneration of the Chief Executive. The Committee champions liberation, equality, diversity and inclusion and has oversight of the good governance of Durham SU. The trustees acknowledge their responsibility to support students to determine what is in their own interest. and to respect the views of Durham Su's members, The trustees are stewards of a thriving democratic culture, and the trustees accept that they are required to act as the ultimate authority if a political decision presents unacceptable risk to Durham SU. Appointment of trustees Officers and student trustees are elected in cross campus ballots of the entire student membership for a term of office of one year. The election rules are established in the Articles of Association and the Standing Orders. The lay trustees are appointed by the Board, on the recommendation of the People and Governance Committee. and require the ratification of Assembly. Appointments are made following wide advertisement and through a competitive process which considers how best to complement the diversity and DURHAMLfj
skills profile of the continuing Board. The lay trustees are appointed to a term of up to three years and may be reappointed once. so no person may serve more than a total of six years. 19 Good governance The trLJStees annually report to Durham University's Council on their compliance with the relevant expectations of the Education Act (1994). A working group of the Durham SU Board and the Durham University Council redrafted the Code of Practice which demonstrates how Council assures the good governance of Durham SU In 2020, which will form the basis of reporting from 2020/21. The trustees have engaged positively with the new Charity Governance Code and have adapted it for their purposes The Code as applied seeks to better reflect the way that the trustees operate within a democratic context and balance their decision-making with student leadership. The trustees undertook a thorough self-assessment against the Code and believe Durham SU is in gener31 terms a well governed organisation but accept that the development of evidence to support this view is important. The Code was refreshed in 2021/2022, and the trustees are engaging with the new version of the Code through an agreed process of prioritised appraisal. The trustees ensure an appropriate induction for all new members of the Board, including their legal obligations and responsibilities, the objectives and strategy, and the culture and priorities of Durham SU. The Officer and student trustees are acknowledged to require a more Intensive induction and support framework, and specific training on Board level finance, human resources, scrutiny. and good governance are included. Rlsk management The trustees review each year a Risk Policy, which describes their approach to the assessment and address of risk and supports them to articulate a risk appetite for Durham Su's work. Day-to-day management of risks is delegated to a named member of senior staff. who provides regular updates to the trustees. Performance and Delivery Committee is delegated authority to scrutinise risk in some detail, with regular high-level reports considered by the ful l Board This framework allows the trustees to confirm that they have appropriately considered and addressed the principal risks to Durham SU. The trustees consider risk within six themes. individually and then collectively. At present, the trustees do not consider the principal strategic ri5k5 to be spread across these themes. Clarity of authority The trustees wish to carefully and sensitively govern Durham SU, and lead a representative and democratic organisation. There must be clarity of authority to take decisions in the interests of the students, union and of students, and this requires hard work In an organisation which brings together so many different competing interests. Good progress in the previous year has ensured that Assembly is better able to undertake its responsi bilities but the five-year review DURHAMLfj
of the governing documents, and purposeful engagement with the Charity Governance Code. will be important priorities to further reduce identified risk. 20 Clarity of purpose Durham SU'S new strategy is our response. on behalf of students, to the challenges faced at Durham and sets out what we intend to achieve over five years as an organisation acting in their interests. There will need to be f ocussed and proportionate planning to work against the strategic goals. After years of being in 'response' mode, necessitated by the disruption the pandemic had on our members and our organisation, we need to work with a new team and In sti I l-volatile conditions to plan as best we can. The trustees recognise the risk in having a strategy but no plan to achieve it, and will produce more detail on the way we'll achieve our goals in the year ahead. Generation of Independent Income Durham SU wishes to generate independent income. in order to build up unrestricted reserves and fund activity not reliant on grant income from Durham University The opportunities to do so are limited, given the quality of the facil ities from which the students. union operates. but there is little appetite f rom the institution to bring our home in Dunelm House up to a standard comparable to other Russell Group student's unions. This means that we will focus on quality of service and providing space to our student groups to spend good time together. Buslness model and sustalnablllty Much of the students, union's income is reliable and there is low risk of disruption in the near term. Expenditure is, primarily salary-related because the organisation, work is mostly delivered through volunteers. and there are no significant other overheads. This means that the exposure to inflationary pressures is reasonably low. and there is low probability of unexpected costs, The trustees will undertake a more thorough analysis of costs to assure themselves of sustainability, which will include benchmarking against comparable Russell Group students, unions. Staff plannlng The relatively small and, to some extent, specialist staff roles at Durham SU mean that resignations, vacancies and the induction of new recruits can create a disproportionate Impact on strategic activities. business functions, services. or relationships. The trustees have agreed that succession planning is an appropriate risk management activity In the near future. because our ongoing developmental conversations with our colleagues. and the fact that significant organisational restructures were undertaken in both 2015 and 2017, suggests that the time is right for some of our people to think about the next stages in their careers. This is a risk we believe we can manage well, and relatively easy and quickly, but we do need to prioritise the work. DURHAMLfj
student group autonomy and accountability E)urham Su's student groups are exciting and wonderful. but the sheer volume and variety of activity creates a risk that the regulatory framework designed to reduce operational risk is not properly or completely applied. The trustees have agreed that it is necessary to have a high-risk appetite in order to support student groups, but invest considerable resource to manage the application of controls. In the coming year, the trustees have asked that a monitoring framework be developed such that the majority of student groups can operate with minimal, proportionate controls, such that resource can then be focussed on groups which are I ntrinsically higher risk. 21 Palatinate Palatinate is one of Durham Su's most distinguished student groups. It's success and growth need to be assured in the longer-term as it approaches its anniversary of 75 years in 2023. This will include working with the Palatinate Board of Directors to ensure that appropriate governance supports excellent student journalism, and identification of reasonable resource required to support an agreed development plan. Durham SU wishes to offer the opportunity to learn. and have fun. and produce wonderful writing and media. to students who have never thought of journalism as a hobby or career. for another 75 years Student satlsfactlon Durham SU is a sector leading students, union. in terms of our engagement. achievements for students, and support for outstanding student groups. But OLJr brand Is weak. and perception of our quality does not correspond with the good work we do with. and for. students. We know that this is a problem for representative and democratic and membership organisations across the world not just students, unions - but we don't know what the solution may be, and the extent to which good outcomes for students and a popular corporate body are equally important goals. We've committed to a strategic goal to demonstrating the purpose and value of the students. union at Durham University, because we know this is a concern for our members and our funders, but we're at the stage of thinking about the best way to act. and this will be a long-term project. Management The trustees delegate the day-to-day management of Durham SU to the Chief Executive, who reports on the effective delivery of the objectives and strategy. All staff, including the Chief Executive, work within a common review and remuneration framework. Every employee has their performance discussed and supported throughout the year. and success within core role and against core behaviours and objectives are considered in an annual appraisal process. All staff posts are on a common salary grade system and individual salaries are reviewed annually. Incremental salary awards are recommended by People and Governance Committee If resources allow and performance merits consideration. DURHAMLfj
Auditor:
Bankers
Solicitor
Strategic Human Resource Services
Student Trustees
Christian Meadows (from 30 November 2021, resigned 31 July 2022) 23 Lay Trustees Graeme Osborn (from l August 2021) Hannah Sketchley (from l August 2021) Clare Powne Caragh Aylett- Bullock Rachel Taylor (from l March 2023) Jonathan Snowdon (from l August 21. resigned 31 July 2022) Senior le6clership team Chief Executive. Gareth Hughes Director of Services.. Kirsty Morrison Director of Campaigns.. Rebecca Henderson (from January 2022) Director of Communications & Strategy.. Georgina Lambert (from January 2022, previously Director of Campaigns) Trustees, responslbllltles The Trustees, who are the directors of Durham Students. Union for the purposes of company law, are responsible for preparing the Trustees, Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practices). Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affai rs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. I n preparing these financial statements. the trustees are requi red to.. select suitable accounting policies and then apply them consistently., observe the methods and principles in the Charities SORP (FRS 102)., make judgments and estimates that are reasonable and prudent., state whether applicable UK Accounting Standards have been followed, su bject to any material departures disclosed and explained in the f i nancial statements., prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the f inancial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. DURHAMLfj
In so far as the trustees are aware.. 24 there is no relevant audit information of which the charitable company's auditor is unaware.. and the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that Information. Audltors Haines Watts North East LLP were appointed auditors of Durham Students, Union for a three-year period commencing in 2018, extended by two years to 2023 in 2021. Approved by the Board of Trustees on l March 2023 and signed on its behalf on 14 April 2023 by.. /? Graeme Osborn Chair DURHAMLfj
Independent auditors, report to the trustees of Durham Students. Union For the year ended 31 July 2022 25 Oplnlon We have audited the financial statements of Durham Students, Union for the year ended 31 July 2022 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). I n our opinion the financial statements.. give a true and fair view of the state of the charitable company's affairs as at 31 July 2022, and of its incoming resources and application of resources. including Its Income and expenditure for the year then ended., have been properly prepared in accordance with United Kingdom Generally Accepted Accountin9 Practice., and have been prepared in accordance with the requirements of the Charities Act 2011. Basls for oplnlon We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are f urther described in the Auditor's responsibilities for the audit of the f inancial statements sectiorn of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK. including the FRC'S Ethical Standard, and we have f ulf Illed our other ethical responsibilities In accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concern In auditing the financial statements. we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 8ased on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. DURHAMLfj
Our responsibil ities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 26 Other information The trustees are responsible for the other information. The other information comprises the Information included in the trustees. annual report, other than the financial statements and our aLJditor's report thereon. Our opinion on the financial statements does not cover the other information and. except to the extent otherwise explicitly stated in our report. we do not express any form of assurance conclusion thereon. I n connection with our audit of the financial statements, our responsibility is to read the other information and. in doing so. consider whether the other information is materially inconsistent with the f inancial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated, If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed. we conclude that there is a material misstatement of this other information. we are required to report that fact. We have nothing to report in this regard. Oplnlons on other matters prescrlbed by the Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the i nformation given in the trustees, report (Incorporating the directors, report) for the financial year for which the financial statements are prepared is consistent with the f inancial statements., and the trustees, report has been prepared in accordance with applicable legal requirements. Matters on whlch we are requlred to report by exceptlon We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities (Accounts and Reports) Regulations 2008 requires us to report to you If. in our opinion.. the information given in the financial statements is inconsistent in any material respect with the trustees, report.. or sufficient accounting records have not been kept., or the financial statements are not in agreement with the accounting records., or we have not received all the information and explanations we require for our audit. DURHAMLfj
Responsibilities of trustees As explained more fully in the trustees. responsibilities statement set out on pages 23 and 24, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being Satisfied that they give a true and fair view, and for such Internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 27 I n preparing the f inancial statements, the trustees are responsible for assessi ng the charitable company s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements We have been appointed auditor under the companies Act 2006 and we report in accordance with this Act. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement. whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance Is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if. individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these f i nancial statements. I rregularities, including f raud. are instances of non-compliance with laws and regulations We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, includ ing fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. We obtained an understanding of the legal and regulatory framework applicable to both the company itself and the industry in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the directors and other management. The most significant were identified as the Charities Act 2011. Companies Act 2006, UK GAAP (FRS102) and relevant tax legislation. We considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statements. Our audit procedures included.. confirming with the trustees and management whether they have any knowledge or suspicion of fraud- obta ining an understanding of the internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations., DURHAMLfj
assessing the risk of management override including identifying and testing a sample of journal entries.. confirmation received from the banks to verify the balance as on the last day of the accounting year.. reviewing minutes of meetings of those charged with governance challenging the assumptions and judgements made by management in its significant accounting estimates 28 Our audit did not identify any key audit matters relating to the detection of irregularities including f raud. However, despite the audit being planned and conducted in accordance with ISAS (UK) there remains an unavoidable risk that material misstatements in the financial statements may not be detected owi ng to i nherent limitations of the audit. and that by their very nature, a ny such instances of f raud or irregularity likely involve collusion, forgery, intentional misrepresentations. or the override of internal controls. A f urther description of our responsibilities for the audit of the f inancial statements is located on the Financial Reporting Council's website at wwwi f rc org uk/auditorsresponsibilities. This description forms part of our aud itor's report. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. OLJr audit work has been undertaken so that we might state to the charitable company s trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's trustees as a body, for our audit work, for this report, or for the opinions we have formed. Donna Bulmer BA (Horns) ACA (Senior Statutory Auditor) For and on behalf of Haines Watts North East Audit LLP Signed 18 April 2023 Statutory Auditors 17 Queens Lane Newcastle upon Tyne NEI IRN DURHAMLfj
----- Start of picture text -----
-
1,242,902 5,875 1,248,777 1,347,985
-
139,903 956,116 1,096,019 298,690
- -
48,858 48,858 9,066
-
1,431,663 961,991 2,393,654 1,655,741
- -
156,596 156,596 216,661
1,374,453 19,967 894,956 2,289,376 1,295,466
1,531,049 19,967 894,956 2,445,972 1,512,127
( 99,386 ) ( 19,967 ) 67,035 ( 52,318 ) 143,614
- - - - -
( 99,386 ) ( 19,967 ) 67,035 ( 52,318 ) 143,614
257,708 59,325 586,509 903,542 759,928
158,322 39,358 653,544 851,224 903,542
----- End of picture text -----
| 7,763 37,448 726,730 771,941 ( 55,070 ) |
134,353 716,871 851,224 158,322 39,358 653,544 851,224 |
8,111 41,784 729,409 779,304 ( 53,846 ) |
178,084 725,458 |
|---|---|---|---|
| 903,542 | |||
| 257,708 59,325 586,509 |
|||
| 903,542 |
| ( 2,680 ) - - ( 2,680 ) 729,410 726,730 726,730 |
178,388 - |
| - | |
| 178,388 551,022 |
|
| 729,410 | |
| 729,410 |
Notes to the Financial Statements 32 For the year ended 31 July 2022 l. General Information Durham Students. Union is a registered charity in England and Wales, with the charitable object of advancing the education of students at Durham University. The charity is a private company limited by guarantee. with the registered office and principal address at Durham House, New Elvet, Durham, DHI 3AM. 2. Accountlng Pollcles 2.1 Basls of preparatlon The financial statements have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FTrS102) issued in October 2019. the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice. Durham Students, Union meets the definition of a public benefit under FRS 102. The financial statements are prepared under the historical cost convention or transaction value unless otherwise stated in the relevant accounting policy note(sl. The financial statements are prepared in Sterling which is the functional currency of the charity and rounded to the nearest £. The significant accounting policies applied in the preparation of these f inancial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. 2.2 Golng concern During the second year of the pandemic, we made conscious decisions to provide services in our building for students, including reopening Riverside bar, Trading, for obvious reasons was not anywhere near pre pandemic levels, and this has had an impact on our unrestricted reserves - the trustees take the view that pandemics are exactly the sort of situation that reserves are designed for, and so do seek, gradually, to increase the overall reserve again. Over the summer we have refocused our commercial catering operations I nto a smaller more controllable area (Kingsgate café). This ties In with opening Dunelm House up to more extensive student use. both socially and educationally. and includes repurposing the former Riverside bar as social space. We again appreciate that we are fortunate to be in such a solid position going into 2022/23. We are also grateful that the University, who provide most of our external funding have had the confidence in us to agree an ongoing funding arrangement over the coming years at a level higher than pre pandemic. DURHAMLfj
Notes to the Financial Statements (continued) For the year ended 31 July 2022 33 On this basis the Trustees consider it appropriate to prepare the financial statements on the going concern basis. The financial statements do not include any adjustments that might be necessary if the University were not to provide further support. 2.3 Fund accounting General fur)ds are available for use at the discretion of the Trustees in furtherance of the general objectives of the Union. Regtricted funds these are funds that can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Designated funds - these are unrestricted funds earmarked by the board of trustees for particular purposes. All income and expenditure is shown in the Statement of Financial Activities. Incoming resources and resources expended have been presented differently this year to better ref lect a true and fair view of the union's activities. 2.4 Incomlng resources Block grant received is taken to income on receipt, with the exception of amounts received relating to future periods which are deferred and recognised in those accounting periods. Incoming resources subject to donor-imposed conditions that specify the time period in which the expenditure of resources can take place are recognised over the time period imposed. The amount of block grant is agreed year on year and the Union has no contractual entitlement to this. Other revenue income is taken to income when the conditions of entitlement. probability and measurement are met. Donated facilities are recognised as income when the charity has control over the item, any conditions associated with the item have been met, the receipt of economic benefit from use by the charity of the item is probable and economic benefit can be measured reliably. The Union receives donated resources from Durham University in the form of accommodation on the campus. The value of these services is recognised each year and increases at CPIH inflation levels. DURHAMLfj
Notes to the Financial Statements (continued) For the year ended 31 July 2022 34 2.5 Resources expended Resources expended are accounted for on an accruals basis. Cost of raising funds comprise the costs of marketing and venue rental and their associated support costs. Expenditure on charitable activities includes the cost of bars. events. membership services, DUCK and Student Societies undertaken to further the purposes of the charity and their associated cost. Support costs are those costs incurred indirectly by the charity and are al located to charitable activities on the basis of usage. Governance costs are those incurred in compliance with constitutional statutory requirements, such as the annual audit. The Union is partially exempt for VAT purposes and expenditure is shown gross of the irrecoverable proportion of VAT where applicable. 2.6 Tanglble flxed assets and depreclatlon Fixed assets are stated at cost less accumulated depreciation. Assets costing more than £500 are capitalised and carried in the balance sheet at historic cost. Depreciation is provided at rates calculated to write down the assets to their estimated residual values over the course of their anticipated working lives. The annual rates of depreciation used on the straight line basis are as follows,, Building Computer equipment Plant and machinery Furniture and fittings 10% 20% - 33.33% 20% 20% - 40% 2.7 Stock Items of bar and vending stock are stated at the lower of historical cost and net realisable value. 2.8 Debtors Short term debtors are measured at transaction price, less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are measures subsequently at amortised cost using the effective interest method, less any impairment. DURHAMLfj
Notes to the Financial Statements (continued) For the year ended 31 July 2022 35 2.9 Cash and cash equlvalents Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 2.10 Creditors Short term creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially at fair value, net of transaction costs. and are measured subsequently at amortised cost using the effective interest method. 2.11 Flnanclal Instruments The charity only enters into basic f inancial instruments that result i n the recognition of f inancial assets and liabilities like trade and other accou nts receivable and payable. loans from banks and other third parties. loans to related parties and investments in non-puttable ordinary shares. Debt instruments (other than those wholly repayable or receivable within one year), i nclud Ing loans and other accounts receivable and payable. are initially measured at present value of the future cash flows and subsequently at amortised cost using the effective interest method. Debt instruments that are payable or receivable within one year, typically trade payables or receivables, are measured, initially and subsequently, at the undiscounted amount of the cash or other consideration, expected to be paid or received. However if the arrangements of a short-term instrument constitute a financing transaction, like the payment of a trade debt deferred beyond normal business terms or f i nanced at a rate of interest that is not a market rate or in case of an out-right short term loan not at market rate. the financial asset or liability is measu red, initially, at the present value of the future cash flow discounted at a market rate of Interest for a similar debt instrument and subsequently at amortised cost. Financial assets that are measured at cost and amortised cost are assessed at the end of each reporting period for objective evidence of impairment. If objective evidence of Impairment is found, an impairment loss is recognised in the Statement of Financial Activities. For financial assets measured at amortised cost, the impairment loss is measured as the difference between an assets carrying amount and the present value of estimated cash flows discounted at the asset's original effective interest rate. If a f inancial asset has a variable interest rate, the discount rate for measuring any impairment loss is the current effective Interest rate determined under the contract. DURHAMLfj
Notes to the Financial Statements (continued) For the year ended 31 July 2022 36 For financial assets measured at cost less impairment, the impairment loss Is measured as the difference between an assets carrying amount and best estimate, which is an approximation of the amount that the company would receive for the asset if it were to be sold at the balance sheet date. Financial assets and Iiabi lities are of fset and the net amount reported in the Balance Sheet when there is an enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. 2.12 Penslons The pension costs charged in the financial statements represent5 the contribLJtions payable by the Union during the period in accordance with FRSIO2. An explanation of the pension scheme run by the Union and details on payments in the period can be found on note 16 to the accounts. 2.13 Tax The charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph I Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. 2.14 Judgements In applylng accountlng pollcles and key sources of estlmatlon uncertalnty The charity makes estimates and assumptions concerning the future. The resulti ng accounting estimates will, by def inition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and I babi l ities within the next financial year are addressed below. (i) Useful economic lives of tangible assets The annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates. based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 12 for the carrying amount of the property plant and equipment ar)d note 2.6 for the usefLJI economic lives for each class of assets. (li) I mpa irment of debtors The company makes an estimate of the recoverable value of trade and other debtors. DURHAMLfj
Notes to the Financial Statements (continued) For the year ended 31 July 2022 37 When assessing impairment of trade and other debtors. management considers factors Including the current credit rating of the debtor, the ageing profile of debtors and historical experience. See note 14 for the r)et carrying amount of the debtors and associated impairment provision. DURHAMLfj
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1,242,549 105,436 1,347,985 1,520,013
48,864 6,570 243,256 298,690 971,838
- -
9,066 9,066 138,408
1,300,479 6,570 348,692 1,655,741 2,630,259
- -
216,661 216,661 301,511
1,062,176 44,789 188,501 1,295,466 2,259,697
1,278,837 44,789 188,501 1,512,127 2,561,208
21,642 ( 38,219 ) 160,191 143,614 69,051
- - - - -
93,481 ( 29,958 ) 80,091 143,614 69,051
164,227 89,283 506,418 759,928 690,877
257,708 59,325 586,509 903,542 759,928
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| 1,000,000 232,161 - 10,741 1,242,902 - 136,786 3,117 - - 139,903 22,220 26,638 48,858 |
5,875 - - - 5,875 - - - 295,815 660,301 956,116 - - - |
1,005,875 232,161 - 10,741 1,248,777 - 136,786 3,117 295,815 660,301 1,096,019 22,220 26,638 48,858 |
897,936 213,383 149,166 87,500 |
|---|---|---|---|
| 1,347,985 | |||
| - 39,633 15,801 95,666 147,590 |
|||
| 298,690 | |||
| 5,313 3,753 |
|||
| 9,066 |
----- Start of picture text -----
103,277 53,319 156,596
----- End of picture text -----
| 103,277 128,744 1,018,421 19,967 173,308 642,052 1,982,492 2,085,769 |
53,319 16,556 183,540 - 35,596 71,192 306,884 360,203 |
156,596 145,300 1,201,961 19,967 208,904 713,244 2,289,376 2,445,972 |
216,661 80,675 935,248 24,014 60,726 194,803 |
|---|---|---|---|
| 1,295,466 | |||
| 1,512,127 |
| 232,161 70,930 303 13,920 20,025 7,367 636 1,418 5,356 - 352,116 5,662 2,425 8,087 360,203 43,731 - |
213,383 96,098 7,198 13,202 18,065 938 687 13 12,320 5,000 366,904 5,568 - 5,568 372,472 51,037 - |
|---|---|
5,662 5,450
| 879,754 67,149 48,622 34,096 1,029,621 |
814,660 63,084 22,252 16,031 |
|---|---|
| 916,027 |
| 28 3 31 |
28 3 |
|---|---|
| 31 |
| 20,487 - 20,487 20,487 16,390 - - - - - - - - 20,487 827 827 827 100,819 |
1,229 - 1,229 1,229 983 - - - - - - - - 1,229 50 50 50 6,049 |
765 - 765 765 612 - - - - 21,387 21,387 21,387 21,387 21,387 - - - 109,840 |
23 - 23 23 18 - - - - 597 597 597 597 597 - - - |
|---|---|---|---|
| 3,070 |
| 96,730 - - 96,730 17,351 9,673 27,024 79,379 69,706 |
3,500 - - 3,500 3,500 - 3,500 - - |
50,821 - - 50,821 40,572 4,337 44,909 10,249 5,912 |
228,606 - - 228,606 140,150 29,721 169,871 88,456 58,735 |
379,657 - - |
|---|---|---|---|---|
| 379,657 | ||||
| 201,573 43,731 |
||||
| 245,304 | ||||
| 178,084 | ||||
| 134,353 |
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7,763 8,111
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| 7,763 7,123 6,984 23,341 37,448 |
8,111 |
|---|---|
| 19,532 22,252 - |
|
| 41,784 |
| 9,576 13,901 31,593 55,070 |
27,851 15,029 10,966 |
|---|---|
| 53,846 |
----- Start of picture text -----
-
257,708 1,199,502 158,322
----- End of picture text -----
| 257,708 59,325 317,033 126,881 374,810 84,818 586,509 903,542 |
1,199,502 - 1,199,502 295,815 666,176 - 961,991 2,161,493 |
( 1,298,888 ) ( 19,967 ) ( 1,318,855 ) ( 173,308 ) ( 642,052 ) ( 79,596 ) ( 894,956 ) ( 2,213,811 ) |
- - - - - - - - |
158,322 39,358 |
|---|---|---|---|---|
| 197,680 249,388 398,934 5,222 |
||||
| 653,544 | ||||
| 851,224 |
| 51,284 11,218 7,035 9,397 3,251 9,114 3,951 5,059 2,327 3,362 4,146 1,642 3,923 4,314 11,455 4,345 6,093 3,286 4,368 4,725 2,313 7,357 4,197 5,591 4,008 5,905 3,125 2,872 2,610 2,788 1,423 803 2,135 4,066 3,481 150,415 17,427 374,811 |
37,361 15,191 40,004 4,225 53,108 1,283 7,177 8,234 2,724 3,938 32 3,433 3,753 19,523 13,735 8,241 11,015 22,520 6,686 795 3,548 - 4,520 2,440 7,241 11,257 2,076 595 343 16,323 9,678 175 4,150 24 340,828 - 666,176 |
( 44,983 ) ( 17,665 ) ( 41,598 ) ( 4,601 ) ( 54,064 ) ( 4,358 ) ( 20 ) ( 4,310 ) ( 9,516 ) ( 3,755 ) ( 4,193 ) ( 2,707 ) ( 4,320 ) ( 22,095 ) ( 16,958 ) ( 6,705 ) ( 10,716 ) ( 15,744 ) ( 7,205 ) ( 1,892 ) ( 4,793 ) - ( 2,997 ) ( 1,257 ) ( 8,569 ) ( 10,489 ) ( 1,108 ) - - ( 15,049 ) ( 9,539 ) ( 972 ) ( 4,282 ) - ( 310,991 ) 5,398 ( 642,053 ) |
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - |
43,662 8,744 5,441 9,021 2,295 6,039 3,931 7,926 1,045 2,331 3,891 1,674 4,649 3,747 8,883 1,122 7,629 3,585 11,144 4,206 1,216 6,112 4,197 7,114 5,191 4,577 3,893 3,840 3,205 3,131 2,697 942 1,338 3,934 3,505 180,252 22,825 |
|---|---|---|---|---|
| 398,934 |
----- Start of picture text -----
164,227 1,300,480 71,839 257,708
----- End of picture text -----
| 164,227 89,283 - 253,510 57,836 335,876 80,100 32,606 506,418 759,928 |
1,300,480 6,570 - 1,307,050 95,666 165,526 - 87,500 348,692 1,655,742 |
( 1,278,839 ) ( 24,014 ) ( 20,775 ) ( 1,323,628 ) ( 26,621 ) ( 126,592 ) - ( 35,288 ) ( 188,501 ) ( 1,512,129 ) |
71,839 ( 71,839 ) 80,100 80,100 - - ( 80,100 ) - ( 80,100 ) - |
257,708 - 59,325 |
|---|---|---|---|---|
| 317,033 126,881 374,810 - 84,818 |
||||
| 586,509 | ||||
| 903,542 |
| 134,353 - - 134,353 118,759 59,325 - 178,084 |
23,969 39,358 653,544 716,871 138,949 - 586,509 725,458 |
158,322 39,358 653,544 |
|---|---|---|
| 851,224 257,708 59,325 586,509 |
||
| 903,542 |
| ( 52,318 ) 43,731 348 ( 4,321 ) 9,880 ( 2,680 ) |
143,614 51,037 373 66,188 ( 82,824 ) 178,388 |
|---|---|
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