# |Contents||||||||| |---|---|---|---|---|---|---|---|---| |Report from the Chair.||||||||| |Strategic Report.||||||||| |Our vision and purpose .||||||||| |Activities
and achievements|2021-22.|||||||| |Strategy
.||||||||| |Stakeholder
engagement
and Companies||||||Act section 172statement. ...||| |Charitable
purpose and public benefit||||||||| |Financial
performance
and strategy|||..|||||....13| |Principal
risks and uncertainties||..||||||...20| |Trustees' report.||||||||| |Legal and administrative
information.||||||||...22| |Membership
.||||||||...24| |Group structure||||||||| |Funding
model .||||||||...26| |Governance
and management|..|||||||| |Streamlined
energy and carbon||reporting|||.|||...37| |Financial
policies and risks. .||||||||| |Internal
organisation.||||||||...41| |Responsibilities
of the board|in relation|||to|the Trustees'||report .|...47| |Independent
auditor's
report to|the|members||||and trustees|ofJisc|.49| |Consolidated
Statement
of Financial Activities. .||||||||| |Consolidated
8 Charity Balance|Sheets as at|||||31 July 2022.||54| |Consolidated
Cash Flow Statement||for|the year ended 31||||July 2022|55| |Notes to the financial statements||||||||| ## ## ## ## ## ## ## ## ## ## ## ## ## |Financial
Reporting
Sta|nda|rd|102(FRS 102)|and the Charities S|ORP.||| |---|---|---|---|---|---|---|---| ||||||||Total| |||||Unrestricted|Restricted|Total|funds| |||||funds|Funds|Funds|Restated| |||||2022|2022|2022|2021| |||||f'000|f'000|f'000|f'000| |Donations
and grants||||51,718|20,252|71,970|71,028| |Income from charitable|activities|||17,726|479|18,205|17,159| |Income from trading
with||members||16,144|63|16,207|17,915| |Income from other trading|||activities|22,832||22,832|16,865| |Investment
income||||296||296|217| |Income||||108,716|20,794|129,510|123,184| |Expenditure
from charitable|||activities|42,999|1,767|44,766|47,040| |Expenditure
from trading||with members||61,459|11,950|73,409|72,351| |Other trading
activities||||4,355||4,355|5,459| |Grants||||72|62|134|74| |Other (gains)/losses||||357||357|(69)| |Expenditure||||109,242|13,779|123,021|124,855| |Net (expenditure)/income
before
movement
in pension
provision||||(526)|7,015|6,489|(1,671)| |Movement
in pension|provision|||(16,812)||(16,812)|21| |Net (expenditure)/income||||(17,338)|7,015|(10,323)|(1,650)| |Transfers
between
funds||||8,755|(8,755)||| |Other unrealised
gains/(losses)||||3,302||3,302|12,386| |Exceptional
items|||||||20,929| |Net movement
in funds||for the year||(5,281)|(1,740)|(7,021)|31,665| |||||||2022|2021| |||||||f'000|f'000| |Fixed assets||||||106,518|102,753| |Current assets||||||86,719|84,863| |Creditors
falling due in|less||than one year|||(46,749)|(52,177)| |Provisions
for liabilities||||||(3,902)|(2,390)| |Net current assets||||||36,068|30,296| |Provisions
for liabilities|falling due in more than one year|||||(28,744)|(12,186)| |Total net assets||||||113,842|120,863| |Restricted reserves||||||10,819|12,559| |Unrestricted
reserves||||||103,023|108,304| |||||||113,842|120,863| |Cash 8 cash equivalents||||||50,712|33,968| ## ## ## ## ## ## ## ## ## ## ## ## |A framework|is in place which maps risk areas|is in place which maps risk areas|is in place which maps risk areas|is in place which maps risk areas|against our strategy
and identifies
early warning|against our strategy
and identifies
early warning|| |---|---|---|---|---|---|---|---| |indicators as|well as success indicators.||This was|||reviewed
in detail
in the latter part of2021-22 as part|| |ofthe review|ofour|strategy. The key risks to the successful
delivery ofour strategy
are surnmarised|||||as:| |Delivering|the|Failure to defend and||protect||Implementation
ofagreed improvements:
secure|| |right solutions||Jisc's internal
infrastructure||||development
roadmap;
end point protection;|| |||||||bring your own device; conditional
access; mobile|| |||||||application
management|| |||Jisc cyber security|is|unable||Redesign
our processes and approach
to|| |||to protect our members|||and|enhance
our cyber security offer; implement
the|| |||the network from cyber-||||agreed product roadmap
for cyber security;|| |||attacks and threats||||ensure staff expertise
is secured
and retained;|| |||||||increase pen tests; combine
engineering
teams|| |||Jisc does not have|the right|||Review structure
of procurement
and contract|| |||skills
in the organisation|||to|management
to enable new ways of working;|| |||manage
partners||||review skills and expertise required
for greater|| |||||||partnership
working
with global providers|| |||Failure to realise benefits||||Delivery of HESA integration
action plan to|| |||from the HESA merger||||agreed timeframe;
clear identification
oftarget|| |||||||state and benefits and efficiencies to be realised|| |||Failure to innovate|/meet|||Adoption
and embedding
of new Product lifecycle|| |||customer needs||||management
process; increased
member|| |||||||centricity; engagement
ofmembers
in pilot|| |||||||services; partnership
working to deliver at pace|| |||||||and to scale; annual
customer satisfaction
survey|| |||||||and monthly
customer voice reports|| |||Jisc's data protection||and||Implementation
and delivery of data governance|| |||management
is not||||and data protection
actions, including
One Trust|| |||sufficiently
mature||||privacy management
tool, record ofprocessing|| |||||||activities (ROPA) for personal
data, procurement|| |||||||ofdata catalogue,
information
asset register|| |||||||review, data retention
review|| |||Member funding
constraints||||Demonstrate
value for money and impact,|| |||||||continue to deliver efficiencies; support
our|| |||||||members
with the issues they face; monitor|| |||||||health ofsectors|| |||Critical product failure||||Identify and test all key critical products to ensure|| |||||||robustness
of continuity;
undertake
any remedial|| |||||||work identified|| ||Disruptive
technologies|Disruptive
technologies|and|Undertake
horizon
scanning
across all product| |---|---|---|---|---| ||increasing
competition||push|areas and key technologies;
increase oversight| ||Jisc out ofthe market|||activities
in the Edtech and Co-Design teams.| ||Jisc's funding
reduced|||3 year planning
exercise; ensure
all new products| |||||/ investments
have robust business cases and| |||||financial
risks are understood;
monitor budgets| |||||and forecasts reporting
on a timely basis| |Empowering|Failure to meet carbon|||Complete
baseline calculations
for Net Zero, then| |communities|reduction
targets|||agree target emissions| ||Jiscfails to support|and||Publish
guidance,
research
thought
leadership| ||advise members
on|||articles and advice as well as engaging
with HE /| ||reducing
their digital|carbon||FE Climate Commissioners;
Good Practice Guide| ||footprint|||on IT Sustainability| |Bea force for|Jisc unable to attract|or||Continue
to deliver and embed Jisc's People| |good|retain staff due to the|||Strategy including
talent management,
pay and| ||competitive
external|||reward
framework,
diversity
and inclusion
plan| ||environment|||and strategic workforce
planning| ||Impact ofthe energy|and||Review approach
to energy management;| ||cost of living crisis|||support for our members
to prepare for a range of| |||||scenarios;
review potential
impact on operations| |||||and contingency
plans; support for Jisc staff| ## ## ## ## ## ## |Heidi
(from|Fraser-Krauss
16September 2021)|Chief executive officer|Chief executive officer||| |---|---|---|---|---|---| |Nicola Arnold||Chief financial
officer|||| |Alice|Colban|Deputy chief executive and chief operating|||officer (company secretary)| |Jayne|Davies|Managing
director,|customer
and sector enablement||| |Liam|Earney|Executive director,|digital resources||| |Robin|Ghurbhurun|Managing
director,|further education|and skills|| |Steve|Masters|Chief technology
officer|||| |Rob Philpotts
(from 4October
2022)||Chief data officer|||| |Andrew Wood||Chief ofstaff|||| |Steve
(until|Kennett
1 December 2021)|Executive director,|e-infrastructure||| |Karen
(until|Foster
1 December 2021)|Executive director,|data analytics||| |Jayne
(until|Rowley
1 December 2021)|Executive director,|student services||| |Jonathan
Baldwin|||||| |(until|17September 2021)|Interim
Managing|Director, higher education||| |Dr Paul Feldman
(until 15September 2021)||Chief executive officer|||| ## ## ## ## ## ## ## |Professor Paul Boyle CBE
(Chair)|Professor Paul Boyle CBE
(Chair)||Vice chancellor,
Swansea
University||Appointed
GuildHE|by AoC,
and UUK|by AoC,
and UUK| |---|---|---|---|---|---|---|---| |Dr David Ashton|||Pro Vice-Chancellor,
Leeds Beckett University||Nominated
by Jisc's
core funders||| |Susan Bowen|||President
and chief executive,
Aptum||||| ||||Technologies
(UK) Limited||||| |Joanna Campbell|||Principal
and chief executive,
Dumfries|and|||| ||||Galloway College||||| |Heidi Fraser-Krauss
(from 16September|2021)||Chief executive, Jisc||||| |Professor Anthony|Forster||Vice chancellor,
University
ofEssex||||| ||||Principal
and chief executive,
Hull College||||| |Debra Gray|||(previously
Chief executive
Grimsby
Institute of||Nominated||by AoC| ||||Further and Higher Education
until April|2022)|||| |Professor Chris Husbands
7October 2022)||(from|Vice Chancellor,
Sheffield
Hallam
University||||| |Robert McWilliam|||Trustee||||| |Dr David Pilsbury|||Chief development
officer, Oxford international||||| ||||Education
Group||||| |Professor Lisa Roberts
(from
1 April 2022)|||Vice Chancellor
and chief executive,
University
of Exeter||Nominated||by UUK| |Professor Mark ESmith CBE|||President
and Vice chancellor,
University
Southampton|of|||| |Ashley Wheaton
(deputy chair
since 15April 2022)|||Principal,
University
College of Estate
Management||No min at ed
GuildHE||by| |Dr Paul Feldman
(until 15September|2021)||Chief executive, Jisc||||| |Professor Elizabeth Barnes
(until 31 December 2021)||CBE|Vice chancellor
and chief executive,
Staffordshire
University||Nominated||by UUK| |Professor Anne Trefethen
(until 14April 2022)|||Pro vice chancellor for people &gardens,
libraries and museums,
University
of Oxford||||| ## ## ## ## ## ## ## ## ## ## ## |Greenhouse
gas emissions|and energy use data for period|and energy use data for period|1 Au|g|ust 2021 to 31|July 2022| |---|---|---|---|---|---|---| ||Current reporting
2021-2022||year|||Comparison
reporting
year
2020-21| ||UK and offshore|||||| ||Electricity consumption
from|||719,252.10||754,646| |Energy consumption
used to|acilities (kWhs)|||||| |calculate emissions|Electricity consumption
from data
centres
kWhs
partial||||412,549|N/A| ||Emissions
from combustion
offuel||for transport
purposes|||have been| |Emissions
from combustion
offuel for transport
purposes
(Scope 1)|included
in Scope 3 calculations
following
guidance:
"Where a vehicleis
used by an organisation,
buiit isn't owned by the organisation,
then the
emissions
from the vehicle can be reporledin
Scope 3instead ofScope
1, using the same factors.
These factors can a/so be found in the Scope
3under 'Business travel-land'or
'mana
ed assets- vehicles'. "|||||| ||Broadhurst
House (tCO2e)||||16.69|19.52| ||Fetter Lane (tCO2e)||||11.82|11.72| ||Lumen House (tCO2e)||||80.40|90.70| |Emissions
from purchased|Portwall
Lane (tCO2e)||||27.06|33.15| |electricity (Scope 2, location
based)|Castle Park (tCO2e)||||3.12|5.14| ||irtus data centre (tCO2e)||||31.34|N/A| ||QL data centre (tCO2e)||||48.44|N/A| ||otal (tCO2e)||||218.51|160.23| |Emissions
from business
ravel
in rental cars or|Emissions
from hire cars (tCO2e)||||N/A|7.40| |employee-owned
vehicles
where company
is|Emissions
from personal
vehicle
use (tCO2e)||||54.36|16.54| |responsible
for purchasing
he fuel (Scope 3)|otal (tCO2e)||||54.36|23.94| ## ## |Conversion|Conversion|factors|hroughout,
we have used the Government's
conversion
factors:|| |---|---|---|---|---| ||||htt
s://www
ov.uk/
overnment/collections/
overnment-conversion-factors-for-|| ||||om
an -re
ortin|| |Comparison
reporting
ear 2019-2020|||020-2021 has been used as comparison
year as required,
with the caveat that
e will likely be identifying
an alternative
baseline year in future. This is due to|| ||||he exceptional
and therefore
unusual
conditions
in 2019-2020 and 2020-2021|| ||||aused
by the COVID-19 outbreak.|| |Properties||general|herever possible, data from actual meter readings was used to calculate|| ||||kWhs.|| |Broadhurst||House|Meter readings
were not available
for July 2022, therefore an average was|| ||||aken from the meter readings
11 months
prior to this.|| |Castle Park|||he Castle Park office closed to staff on 29th November 2019,replaced
with|the| ||||Portwall
Lane office. Jisc held the lease until
April 2022 and were therefore
still|| ||||responsible
for the energy consumption
ofthis property
to that date. Meter|| ||||eadings were not available
for 2020-21 or 2021-22. An average has been taken
fthe readings
provided
between
December 2019to March 2020 (post office|| ||||losure months)
and this figure has been used.|| |Hire car use|||Hire car use data was not available
for 2021-22|| |Personal
vehicle use
or business
travel|||distance-based
method was used. Details for personal
vehicle use by own
mployees
were taken from our expenses
system, therefore
please note that|| ||||nly those journeys
that were claimed on the expense system were included|in| ||||his calculation.
Data relating to car size or market segment
was not available,|| ||||herefore the conversion
factors for Business travel —land for an Average car|| ||||ith unknown
fuel type were used.|| |Air travel|||Reports were generated
from Click Travel, our travel booking
plafform. The date|| ||||ftravel, rather than date of booking, was used to filter journeys
for the reporting|| ||||ear. A distance-based
method was used. Different conversion
factors were|| ||||used depending
on ifthe journey was classified as domestic,
short haul to or|| ||||rom the UK, long haul to or from the UK, and international
flights not from the|| ||||UK. Conversion
factors for Average passenger
were used for all ofthese. The|| ||||et of conversion
factors that included
indirect effects offlights (e.g. water|| ||||apour, contrails,
NOx) were used to capture the full effect oftravel, as per UK|| ||||overnment
guidance.|| |Rail travel|||Reports were generated
from Click Travel. A distance-based
method
was used.|| ||||onversion
factors for national
rail were used for all journeys.|| |Hotel stays||Reports on hotel stays were generated
from Click Travel. The number of nights| |---|---|---| |||tayed
in the hotel was multiplied
by the conversion
factor. Different conversion| |||actors were used for each country,
including
a separate one for hotels
in| |||London.
Not all countries stayed
in had available
conversion
factors. 'Therefore| |||he nearest country geographically
with available factors was used instead for| |||he following:
Ireland
(UK used), Austria (Switzerland
used), Sweden (Germany| |||sed), Greece and Slovenia
(Italy used)| |Employee|commuting|distance based method was firstly used. Details ofthe number of miles| |||ravelled
by staff by each type oftransport,
per month, was obtained
through
a| |||taff commuting
survey. The conversion
factors for Business travel —land for
ach Average
type oftransport
were used. Five different types ofcar were| |||included
(diesel, petrol, electric, hybrid
and plug
in hybrid). Emissions were| |||multiplied
by 12to establish
an average for the year. Emissions of all staff were| |||stimated
by dividing tCO2e by the number
ofsurvey responses,
and then| |||multiplied
by the total number ofstaff as of 31 July 2022.| ## ## ## ## ## ## ## ## ## ## ## ## ## |vided
a res|ponse,
the nu|mber|of staff reco|rding
theinsel|ves
as Whit|e is 86%acro|ss Jisc.| |---|---|---|---|---|---|---|---| ||v|~|||||| |||||I|||| ||~|~|||||| |0.3%|1.42%||57.3%|2.75%|3.26%|1.02%|34%| ## ## ## |||||~|I
~|I|'|~|'|'|I|~|| |---|---|---|---|---|---|---|---|---|---|---|---|---|---| |2.6%|1.5%|51.04%|0.71%||37.5%||||||5.3%||0.2%| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||||||Restated|Restated|Restated| |---|---|---|---|---|---|---|---|---|---| ||||Note|Unrestricted|Restricted|Total Unrestricted||Restricted|Total| |||||funds|funds|funds|funds|funds|funds| |||||2022|2022|2022|2021|2021|2021| |||||K'000|E'000|K'000|E'000|f'000|E.'000| |INCOME|||||||||| |Donations
and grants|||4|51,718|20,252|71,970|48,090|22,938|71,028| |Income from charitable
activities|||5|17,726|479|18,205|16,880|279|17,159| |Income from trading
with
members|||5|16,144|63|16,207|17,820|95|17,915| |Income from other trading
activities|||5|22,832||22,832|16,865||16,865| |Investment
income|||6|296||296|217||217| |TOTAL INCOME||||108,716|20,794|129,510|99,872|23,312|123,184| |EXPENDITURE|||||||||| |Expenditure
from charitable|||||||||| |activities before USS||||42,999|1,767|44,766|39,671|7,369|47,040| |pension change|||||||||| |USS pension
provision
change|||29|16,812||16,812|(21)||(21)| |Total charitable activities||||59,811|1,767|61,578|39,650|7,369|47,019| |Expenditure
from trading
members|with|||61,459|11,950|73,409|62,265|10,086|72,351| |Other trading
activities||||4,355||4,355|5,459||5,459| |Grants
paid|||10|72|62|134|72|2|74| |Other (gains) /losses||||357||357|(69)||(69)| |TOTAL EXPENDITURE||||126,054|13,779|139,833|107,377|17,457|124,834| |Net (expenditure)
/ income|||11|(17,338)|7,015|(10,323)|(7,505)|5,855|(1,650)| |Transfers
between
funds|||21|8,755|(8,755)|-|5,562|(5,562)|| |Other unrealised
gains
/ (losses)|||16|3,302||3,302|12,386||12,386| |Exceptional
item|||32||||20,929||20,929| |Net movement
in funds
year|for|the||(5,281)|(1,740)|(7,021)|31,372|293|31,665| |Reconciliation
offunds|||||||||| |Total funds brought
forward||||108,304|12,559|120,863|76,932|12,266|89,198| |Total funds carried forward||||103,023|10,819|113,842|108,304|12,559|120,863| |The accompanying
notes|are an||integral|part ofthese financial statements.|||||| |All results
in the year to 31 July 2022 and in the prior year derive from continuing|||||||operations.||| |The consolidated
statement||offinancial||activities
includes|all gains and losses for||the year and includes the income||| |and expenditure
ofthe group.|||||||||| |Consolidated||&Charity Balance|&Charity Balance|Sheets|as at 31|July 2022||| |---|---|---|---|---|---|---|---|---| |Restated|||||Group
2022|Restated
Group
2021|Charity
2022|Restated
Charity
2021| |||||Note|f'000|f'000|f'000|f'000| |Fixed assets||||||||| |Intangible assets||||14|12,393|14,823|1,465|1,583| |Tangible assets||||15|21,921|19,190|8,659|9,194| |Investments||||16|72,204|68,740|104,093|100,629| |Total fixed assets|||||106,518|102,753|114,217|111,406| |Current assets||||||||| |Debtors||||17|36,007|50,895|21,959|32,510| |Cash and cash equivalents||||25|50,712|33,968|36,639|27,399| |Total current assets|||||86,719|84,863|58,598|59,909| |Liabilities||||||||| |Creditors: amounts|falling due within one year|||18|46,749|52,177|14,420|16,783| |Provisions
for liabilities||||20|3,902|2,390|3,819|2,380| |Tots I liabi Iities|||||50,651|54,567|18,239|19,163| |Net current assets|||||36,068|30,296|40,359|40,746| |Total assets less current liabilities|||||142,586|133,049|154,576|152,152| |Provisions for liabilities: amounts
after one year|||falling due|20|28,744|12,186|28,584|12,121| |Net assets|||||113,842|120,863|125,992|140,031| |The funds ofthe Group ICharity:||||||||| |Restricted
income funds||||21|10,819|12,559|64,452|45,976| |Linrestricted
income|funds|||22|103,023|108,304|61,540|94,055| |Total Group ICharity||funds|||113,842|120,863|125,992|140,031| |Consolidated|Cash|Flow Statement for|Flow Statement for|Flow Statement for|the|year|ended 31July 2022|ended 31July 2022|| |---|---|---|---|---|---|---|---|---|---| |||||||||2022|2021| ||||||||Note|8'000|F000| |Cash flows from|operating|activities:|||||||| |Net cash provided|by operating
activities||||||25|24,046|2,455| |Cash flows from|investing|activities:|||||||| |Interest received||||||||296|217| |Proceeds from the|sale ofproperty,
plant||and equipment||||15|23|1,129| |Purchase of property,
plant||and equipment|||||15|(6,995)|(5,956)| |Purchase of intangible
assets|||||||14|(429)|| |Purchase of investments|||||||15|(197)|(83)| |Net cash used in|investing|activities||||||(7,302)|(4,693)| |Net cash provided|by financing
activities||||||||| |Net cash acquired|||||||||| |Change
in cash and cash||equivalents|in the|reporting|year|||16,744|(2,238)| |Cash and cash equivalents||at the beginning||ofthe reporting||year||33,968|36,208| |Cash and cash equivalents||at the end|ofthe reporting||year|||50,712|33,968| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |estimated
occuI'.|useful
life. Items with a total|useful
life. Items with a total|useful
life. Items with a total|cost of les|s than L1,000 are expensed
in the period
in which they|s than L1,000 are expensed
in the period
in which they|s than L1,000 are expensed
in the period
in which they|s than L1,000 are expensed
in the period
in which they| |---|---|---|---|---|---|---|---|---| |Following
July 2022|a review by management
of
the expected
life of network|||the lives of
equipment|the network
equipment
in use during the year ended 31"
has been extended
from 3years to 5years from 1"Aug|||| |2021.||||||||| |~|Land|||Non-depreciating||||| |~|Freehold|property||50 years||||| |~|Freehold|improvements||10years||||| |~|Leasehold
improvements|||over the|life ofthe lease|||| |~|Fixtures|and fittings||10years||||| |~|Network|equipment||5years||||| |~|IT equipment|||3years||||| ## ## ## ## ## ## ## ## ## ## ## ## ## |||||||||Income|| |---|---|---|---|---|---|---|---|---|---| ||||||Income from|Income|from|from other|| ||||||charitable|trading|with|trading|| ||||||activities|Jisc members||activities|Total| ||||||f.'000||6'000|F'000|6'000| |Connectivity|||||||8,723|7,120|15,843| |Jisc membership|||subscription||12,818||||12,818| |Trust & Identity|||||877||1,742|6,138|8,757| |Cloud|||||||1,363|1,521|2,884| |Libraries,|learning||resources|&research|1,222||2,520||3,742| |Prospects.|ac.uk||||882|||1,629|2,511| |Data Analytics|||||27||2,409||2,436| |Cyber|||||536||529|437|1,502| |Other (including||rent)|||797||629|20|1,446| ||||||17,159|17,915||16,865|51,939| ## ## ||||||Expenditure||| |---|---|---|---|---|---|---|---| |||||Charitable|from trading|Expenditure|| |||||activity|with Jisc|from other|| |||||expenditure|member|trading|Total| |||||6'000|L"000|L'000|6'000| |Cloud|||||4,013||4,013| |Connectivity||||1,027|44,035|285|45,347| |Cyber||||1,001|8,679||9,680| |Data Analytics||||2,234|4,079||6,313| |Events||||963|224||1,187| |Libraries,
learning||resources|8 research|7,147|2,568||9,715| |Advice 8 Guidance||||7,198|954||8,152| |Student Experience||||4,918|820|1,398|7,136| |Trust & Identity|||||2,913|2,113|5,026| |Governance|costs|(note 8)||2,464|||2,464| |Support costs (note 9)||||24,858|516||25,374| |Other||||9,768|4,608|559|14,935| |||||61,578|73,409|4,355|139,342| ## |||||Restated||| |---|---|---|---|---|---|---| |||||Expenditure||| ||||Charitable
activity|from trading
with Jisc|Expenditure
from other|2021| ||||expenditure
f.'000|member
f'000|trading
f'000|Total
f'000| |Cloud||||3,341||3,341| |Connectivity|||685|41,715||42,400| |Cyber|||582|8,173||8,755| |Data Analytics|||1,799|3,526||5,325| |Events|||528|64||592| |Libraries,
learnings|resource|& research|6,020|2,717||8,737| |Advice & Guidance|||3,714|347||4,061| |Student Experience|||4,524|516|1,694|6,734| |Trust & Identity|||3,315|1,608|13|4,936| |Governance
costs (note 8)|||2,894|||2,894| |Support costs (note|9)||22,789|422||23,211| |Other|||169|9,922|3,752|13,843| ||||47,019|72,351|5,459|124,829| ## |||||Restated| |---|---|---|---|---| ||||2022|2021| ||||f'000|f'000| |External|audit||189|130| |Senior management||salaries|1,655|2,238| |Trustee|expenses||18|| |Support|costs||602|526| ||||2,464|2,894| ## ||||Expenditure|| |---|---|---|---|---| |||Expenditure|from trading|| |||charitable|with Jisc|| |||activities|members|2022| |||f'000|f'000|f'000| |Finance|& Procurement|2,996||2,996| |Group costs||3,988||3,988| |Strategy|and Corporate Services|10,116|160|10,276| |Internal|ITcosts|7,758|356|8,114| |||24,858|516|25,374| ||||Expenditure||| |---|---|---|---|---|---| |||Expenditure
charitable|from trading|R|t d| |||activities|members||2021| |||f'000|f.'000||f'000| |Finance|8 Procurement|2,807|||2,807| |Group costs||2,155|7||2,162| |Strategy|and Corporate Services|9,687|130||9,817| |Internal|ITcosts|8,140|285||8,425| |||22,789|422||23,211| ## ||||||Oigital|e-||| |---|---|---|---|---|---|---|---|---| ||||Group||resources|infrastructure|2022|2021| ||||project
f'000||project
f'000|Recurrent
f'000|Total
f'000|Total
f'000| |The Open|University||||62||62|| |Shibboleth|Consortium|||||62|62|62| |Other grants||(&f30k)||10|||10|12| |||||10|62|62|134|74| ## |||||2022
f'000|2021
f'000| |---|---|---|---|---|---| |Amortisation
of intangible
assets||||2,859|1,586| |Depreciation
oftangible assets||||4,241|9,370| |(Profit)/loss|on sale oftangible
fixed|assets||15|(97)| |Exchange|differences|||265|1,019| |Operating|lease rentals: property|||1,931|1,501| |During the|year the Group obtained|the following|services from the Group's|auditors
and its|| |associates:|||||| |

associates:|||| |---|---|---|---| |||2022|2021| |||f'000|f'000| |Audit of all entities and consolidated|financial statements||| |Current auditors||141|130| |Total||141|130| ## ## ## ## ## |Key management
personnel|Key management
personnel|||||||| |---|---|---|---|---|---|---|---|---| |The key management
personnel
of||the Group comprise|||the|trustees, the|chief executive officer, and|| |11 (2021:13)members
of executive||leadership||team (ELT).The total remuneration
and employee||||| |benefits ofthe key|management
personnel||ofthe Group||were f1,648,495 (2021:f2,109,537).|||| |Remuneration
and|pension
contributions||paid to members|||ofthe ELT during the year by role||| |performed
are shown
below:||||||||| ||||||||Employer|2022| ||||||Remuneration||Pension|Total| |Role||||||f|6|| |Chief executive
(from 16.09.2021)||||||157,615|33,827|191,442| |Chief executive
(until 31.10.2021)||||||91,598||91,598| |Chief technology
officer||||||204,253||204,253| |Managing
director,|customer
and sector enablement|||||151,110|29,998|181,108| |Chief financial
officer||||||151,110|29,998|181,108| |Deputy chief executive
and chief operating|||officer|||130,342|36,608|166,950| |Managing
director,|higher education|and research||||135,430|25,942|161,372| |Managing
director,|further education,|skills||||124,300|24,265|148,565| |Chief of staff||||||114,975|22,825|137,800| |Executive director,|e- infrastructure|(until 1.12.2021)||||46,017|7,909|53,926| |Executive director,|data analytics
(until 1.12.2021)|||||50,033|8,599|58,632| |Executive Director,|student services|(until|1.12.2021)|||39,900|6,566|46,466| |Managing
director,|higher education|(until|17.09.2021)|||25,275||25,275| |||||||1,421,958|226,537|1,648,495| ||||||||Employer|2021| ||||||Remuneration||Pension|Total| |Role|||||||6|6| |Chief executive officer||||||219,400||219,400| |Managing
director,|higher education|(until|17.09.2021)|||212,650||212,650| |Chief technology
officer||||||190,135||190,135| |Managing
director,|customer
§or enablement|||||154,000|29,118|183,118| |Chief financial
officer||||||139,000|29,118|168,118| |Deputy chief executive
and chief operating|||officer|||120,033|36,067|156,100| |Executive director|data analytics|||||120,600|25,236|145,836| |Managing
director,|further education|and skills||||111,000|23,210|134,210| |Executive director,|marcomrns
(until|6,11,2020)||||117,985|14,461|132,446| |Chief of staff||||||106,000|22,155|128,155| |Executive director,|digital resources|||||105,954|22,145|128,099| |Executive director,|e-infrastructure|||||104,692|21,879|126,571| |Executive director,|student
services|||||91,000|18,990|109,990| |Executive director,|trust & identity
(until 31.12.20)|||||61,692|13,017|74,709| |||||||1,854,141|255,396|2,109,537| ## |Staff and wages|||||| |---|---|---|---|---|---| |||Group||Charity|| |||2022|2021|2022|2021| |||f'000|f'000|f'000|f'000| |Wages and salaries||42,891|38,881|30,745|28,711| |Social security costs||4,255|3,840|3,008|2,820| |Other pension costs||24,302|6,278|21,920|4,329| |Redundancy
and termination|payments|152|363|152|363| |||71,600|49,362|55,825|36,223| |By activity, the average
monthly
n
year is:|umber of persons
employed
by|the group a|nd charity durin|g
the| |---|---|---|---|---| ||Group||Charity|| ||2022|2021|2022|2021| |Management|46|55|38|47| |Technical|761|634|514|399| |Administrative|121|173|121|168| ||928|862|673|614| |Staff numbers
have been reported|Staff numbers
have been reported|on the basis offull-time|on the basis offull-time|equivalent|hours.||| |---|---|---|---|---|---|---|---| |The number
ofstaff and gross|salary and emoluments||of|staff whose|remuneration|was over|| |f60,000 were
in the following|ranges;||||||| |||||||2022|2021| |f60,001 - f70,000||||||63|73| |f70,001 - f80,000||||||27|20| |f80,001 - f90,000||||||8|14| |f90,001 - f100,000||||||7|2| |f100,001 - f110,000||||||2|5| |f110,001 - f120,000||||||5|7| |f120,001 - f130,000||||||2|1| |f130,001 - f140,000||||||3|2| |f140,001 - f150,000|||||||1| |f150,001 - f160,000|||||||1| |f160,001 - f170,000|||||||0| |f170,001 - f180,000|||||||0| |f180,001 - f190,000|||||||1| |f190,001 - f200,000|||||||0| |f200,001 - f210,000|||||||1| |f210,001 - f220,000|||||||1| |||||||123|129| |,,
f170,001 - f180,000
f180,001 - f190,000
f190,001 - f200,000
f200,001 - f210,000
f210,001 - f220,000|,,
f170,001 - f180,000
f180,001 - f190,000
f190,001 - f200,000
f200,001 - f210,000
f210,001 - f220,000||123|0
1
0
1
1
129| |---|---|---|---|---| |The number
of staff whose remuneration||was over f60,000 to whom retirement|benefits are|| |accruing|under:|||| ||||2022|2021| |Money purchase schemes|||3|2| |Defined|benefit schemes||108|120| |||||122| ## |ntangible
assets||||| |---|---|---|---|---| |Group|Customer
contracts|Rights to
electronic
content|Software
licences|Total| ||f000|f'000|K'000|F'000| |Cost||||| |As at 1 August 2021 Restated|6,500|13,665|8,131|28,296| |Additions|||429|429| |Disposals||||| |As at 31July2022|6,500|13,665|8,560|28,725| |Accumulated
amortisation||||| |As at 1 August 2021 Restated|650|10,873|1,950|13,473| |Disposals||||| |Charge for the year|650|768|1,441|2,859| |As at 31 July 2022|1,300|11,641|3,391|16,332| |As at 31 July 2021 Restated|5,850|2,792|6,181|14,823| |As at 31July2022|5,200|2,024|5,169|12,393| |Charity||Customer
contracts|Rights to
electronic
content|Software
licences|Total| |---|---|---|---|---|---| |||6000|f'000|E'000|6'000| |Cost|||||| |As at 1 August|2021 Restated||1,700|80|1,780| |Additions||||117|117| |Disposals|||||| |As at 31 July|2022||1,700|197|1,897| |Accumulated|amortisation||||| |As at 1 August|2021 Restated||170|27|197| |Disposals|||||| |Charge for the year|||169|66|235| |As at 31 July|2022||339|93|432| |As at 31 July 2021 Restated|||1,530|53|1,583| |As at 31 July|2022||1,361|104|1,465| |ul
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CO| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ## |An unrealised
gain off3,302k (2021:gain f12,240k) has been reporte
of investment
funds
held during the year.|d
due to the change
in value| |---|---| |Group|Total
f'000| |Investment
funds|| |As at 1 August 2021|67,898| |Additions|| |Disposals at opening
market value|| |Unrealised
gain on investments|3,302| |Investment
funds as at 31July 2022|71,200| |Other Equity Investments|| |As at 1 August 2021|642| |Additions|197| |Reclassified as Other Equity Investment|| |Disposals|(35)| |Provision for impairment|| |Other Equity Investments
as at 31 July 2022|804| |Investments
in affiliates|| |As at 1 August 2021|200| |Additions|| |Provision for impairment|| |Investments
in affiliates as at 31July 2022|200| |Total investments
as at 31 July 2021|68,740| |Total investments
as at 31July 2022|72,204| |Charity||Total
6'000| |---|---|---| |Investment
funds||| |As at 1 August 2021||67,898| |Additions||| |Disposals at opening
market|value|| |Unrealised
gain/(loss)
on investments||3,302| |Investment
funds as at 31|July 2022|71,200| |Other Equity Investments||| |As at 1 August 2021||642| |Additions||197| |Reclassified as Other Equity|Investment|| |Disposals||(35)| |Provision
for impairment||| |Other Equity Investments|as at 31July 2022|804| |Investments
in subsidiaries|and affiliates|| |As at 1 August 2021||32,089| |Additions||| |Provision
for impairment||| |Investments
in subsidiaries|and affiliates as at 31July 2022|32,089| |Total investments
as at 31 July 2021||100,629| |Total investments
as at 31|July 2022|104,093| ## |their market value at the|balance sh|eet date:|||| |---|---|---|---|---|---| ||||||Total| |Fund||No of units||Price4f|2022
f'000| |L8G Future World Climate||70,300,128||0.714|50,215| |Ruffer Global Funds|||5,760,056|1.719|9,903| |Savills Investment
Management|||5,739,140|1.495|8,579| |Managed
by Rathbone|Investment|Management|Limited:||| |Government
Bonds and|Invested Cash||||54| |Equity Risk Investments|||||1,833| |Diversified
Fund Investments|||||616| |Other Equity Investments|||||| |Emerge Venture
Partners|I LP Investment||||598| |Angel Investments|||||207| |Investments
in affiliates|by company||||| |Unitu
Limited|||||200| ||||||72,205| |Holdings as at 31 July 2021 were as||follows:|||| ||||||Total| |Fund||No of units||Pricef|2021
f'000| |L&G Future World Climate||70,300,128||0.691|48,557| |Ruffer Global Funds|||5,760,056|1.636|9,425| |Savills Investment
Management|||5,739,140|1.262|7,241| |Managed
by Rathbone|Investment|Management|Limited:||| |Government
Bonds and Invested Cash|||||622| |Equity Risk Investments|||||1,460| |Diversified
Fund Investments|||||593| |Other Equity Investments|||||| |Emerge
Venture
Partners|I LP Investment||||401| |Angel Investments|||||241| |Investments
in affiliates|by company||||| |Unitu
Limited|||||200| ||||||68,740| ## |were all dorman|t
and
in the pro|t
and
in the pro|cess of be|ing dissolved.|ing dissolved.|ing dissolved.|| |---|---|---|---|---|---|---|---| |The registered|office addresses||of all the|charity's
investments
are:|||| |Name||||Registered||office address|| |Jisc Services Limited||||4 Portwall||Lane, Bristol, BS16NB|| |Jisc Commercial|Limited|||4 Portwall||Lane, Bristol, BS1 6NB|| |Higher Education Careers Services Unit||||4 Portwall||Lane, Bristol, BS16NB|| |Eduserv||||4 Portwall||Lane, Bristol, BS16NB|| |Jisc Liberate Managed||Services|Limited|4 Portwall||Lane, Bristol, BS16NB|| |Jisc International|Apac|Pte. Ltd||16 Raffles
Singapore|
|Quay,
Hong Leong Building,
(048581)|| |Placer Limited||||Studio 10
9BY|Tiger House, Burton Street, London,||WC1H| |Unitu
Limited||||2 Viscount
Kingdom,|House, 8 Lakeside
Drive, London,
NW10 7GS||United| ||||m
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C|| ## ||||Group||Charity|| |---|---|---|---|---|---|---| |||||Restated||Restated| ||||2022|2021|2022|2021| ||||6'000|f.'000|6'000|f'000| |Trade debtors*|||8,579|12,313|1,960|2,798| |Amounts|owed|by group undertakings|||3,305|606| |Other taxation||&social security debtor|15,245|25,082|15,245|25,082| |Other debtors||||585||155| |Prepayments*|||10,125|10,229|1,114|1,353| |Accrued|income||2,058|2,686|335|2,516| ||||36,007|50,895|21,959|32,510| ## |Amo|unts
owed|by grou|p un|dertakings:||| |---|---|---|---|---|---|---| ||||||Charity|| ||||||2022|2021| ||||||6'000|6'000| |Jisc|Commercial|Limited|||3,274|606| |Jisc|International|APAC|PTE.|Ltd|31|| ||||||3,305|606| ## ## ## ## ## ## ## ## ## ## ||||Group||Charity|| |---|---|---|---|---|---|---| ||||2022|2021|2022|2021| ||||f'000|F'000|f'000|f'000| |Due within one year|||2,034|1,780|1,951|1,770| |Due after more than one||year|28,744|12,'I86|28,584|12,121| ||||30,778|13,966|30,535|13,891| |Other provisions||||||| ||||Group||Charity|| ||||2022|2021|2022|2021| ||||f'000|F'000|f'000|F'000| |Balance brought|forward|1 August 2021|610|1,385|610|353| |Net Movement|||1,258|(775)|1,258|257| |Balance carried|forward|31July 2022|1,868|610|1,868|610| |Provision
has been made||forf1,313kof property|lease dilapidations|(2021:f610k).The remainder||| |ofthe provisions|amount|relates to other provisions.||||| ## ## |Group|||||| |---|---|---|---|---|---| |||||2022|2021| |||||f'000|f'000| |Balance brought
forward|1 August 2021|||12,559|12,266| |Incoming resources||||20,794|23,312| |Resources expended||||(13,779)|(17,457)| |Fixed assets purchased|and transferred|to unrestricted|funds|(8,755)|(5,562)| |Balance to carry forward 31July 2022||||10,819|12,559| |Charity|||||| |||||2022|2021| |||||f.'000|f'000| |Balance brought
forward|1 August 2021|||45,976|30,156| |Incoming
resources||||20,701|23,192| |Resources expended||||(2,106)|(7,372)| |Fixed assets purchased|and transferred|to unrestricted|funds|(119)|| |Balance to carry forward 31July 2022||||64,452|45,976| ## |Group|||||||||| |---|---|---|---|---|---|---|---|---|---| |||||||||Designated|funds| ||||||||General|Grant|| ||||||||unrestricted|funded|Restructuring| |||||||Total|fund|assets|fund| |||||||f'000|f'000|f'000|f.'000| |Balance b/fwd||1|August 2021|||108,304|89,345|18,387|572| |Net (outgoing)||/ incoming||resources||(17,338)|(17,338)||| |Unrealised|gains|||||3,302|3,302||| |Transfers
to general
unrestricted
from designated
funds|||||fund||2,200|(2,200)|| |Transferred|from||restricted|||8,755|8,755||| |Balance c/fwd||31July 2022||||103,023|86,264|16,187|572| ## |Charity||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||||||Designated
funds||| ||||||||||Restated|||| ||||||||||General||Grant|| |||||||||Restated|unrestricted||funded
Restructuring|| |||||||||Total||fund|assets|fund| |||||||||f'000||f'000|f'000|f'000| |Balance b/fwd||1 August|||2021|||94,055|86,005||7,478|572| |Net (outgoing)||/|incoming|||resources||(32,634)|(32,634)|||| |Transfers to general
from designated
fund||||unrestricted
fund||||||(105)|105|| |Transferred|from restricted|||||||119||119||| |Balance c/fwd||31July|||2022|||61,540|53,385||7,583|572| |Analysis ofnet assets||||||between|funds|||||| |Group|||||Unrestricted
Funds|||Restricted
Funds|2022|Restated
Unrestricted
Funds|Restated
Restricted
Funds|Restated
Total
2021| |||||||f.'000||f'000|f'000|f'000|f'000|f'000| |Fixed assets||||||106,518|||106,518|102,753||102,753| |Current assets||||||75,900||10,819|86,719|72,304|12,559|84,863| |Current
liabilities||||||(50,651)||-|(50,651)|(54,567)|-|(54,567)| |Non-current|liabilities|||||(28,744)|||(28,744)|(12,186)||(12,186)| |Total||||||103,023||10,819|113,842|108,304|12,559|120,863| |Charity|||||Unrestricted
Funds|||Restricted
Funds|Total
2022|Restated
Unrestricted
Funds|Restricted
Funds|Restated
Total
2021| |||||||f.'000||f'000|f'000|f'000|f.'000|f'000| |Fixed assets||||||114,217|||114,217|111,406||111,406| |Current assets||||||(5,854)||64,452|58,598|13,933|45,976|59,909| |Current
liabilities||||||(18,239)|||(18,239)|(19,163)
-||(19,163)| |Non-current|liabilities|||||(28,584)|||(28,584)|(12,121)
-||(12,121)| |Total||||||61,540||64,452|125,992|94,055|45,976|140,031| ## ## |The Group had the following
future
minimum
leas
leases for each ofthe following
periods:|e payments
un|der non-c|ancellable
opera|ting| |---|---|---|---|---| ||Group||Charity|| ||2022|2021|2022|2021| ||f'000|f'000|f'000|f.'000| |Land and buildings||||| |Not later than one year|1,229|1,442|1,229|1,442| |Later than one year and not later than five years|3,819|4,718|3,819|4,718| |Later than five years|1,028|2,256|1,028|2,256| ||6,076|8,416|6,076|8,416| |25.|Reconciliation
ofnet|expenditure|expenditure|expenditure|to net cash inflow from|operating|activities|| |---|---|---|---|---|---|---|---|---| ||||||||2022|2021| ||||||||E"000|E'000| ||Net expenditure
for the reporting
period
(as per Statement of Financial Activities)||||||(10,323)|(1,650)| ||Adjustments
for:|||||||| ||Interest||||||(296)|(217)| ||Loss on disposal offixed|assets|||||15|(97)| ||Write off investments||||||35|41| ||Depreciation
on tangible|fixed assets|||||4,226|9,370| ||Amoitisation
of intangible|assets|||||2,859|1,586| ||Decrease/(Increase)
in debtors||||||14,888|(6,038)| ||Increase/(Decrease)
in creditors and||||provisions||12,642|(540)| ||Gift of new entity (at fair value of net|||assets)||||| ||Net cash provided
by operating||activities||||24,046|2,455| ||Analysis of net funds|||||||| ||||||Group||Charity|| ||||||2022
6'000|2021
f'000|2022
6'000|2021
E'000| ||Cash at bank and
in hand||||20,435|8,370|6,362|1,801| ||Cash equivalents||||30,277|25,598|30,277|25,598| ||Total cash and cash equivalents||||50,712|33,968|36,639|27,399| ## ## |Results ofthe|charity||||| |---|---|---|---|---|---| ||||||Restated| |||Unrestricted|Restricted|Total|Tota I| |||fund|fund|2022|2021| |||6'000|f'000|k'000|f'000| |Total incoming|resources|69,470|20,701|90,171|88,273| |Net (deficit)/surplus||(32,634)|18,595|(14,039)|47,578| ## |the trustees ofJi
subsidiaries.|sc, m|embers
of Executive|Leadership
Te|am and the boa|rd of directors|of its|| |---|---|---|---|---|---|---|---| |Year ended 31July|2022||1&E||Balance|sheet|| ||||Income|Expenditure|Debtors|Creditors|| ||||F'000|f.'000|f.'000|F'000|| |Advance
HE|||34||12||| |Association
of Colleges|||11|22|||| |Birkbeck College|||305|1|28||| |Dumfries 8 Galloway|College||18||11||| |GEANT|||452|987|9||62| |Grimsby
institute
of Further||and Higher|128|12|24||| |Education,
part ofthe|TEC|Partnership|||||| |Guild
HE|||1||2||| |HEANet|||161||29||| |HESA Ltd|||47|583|||| |Higher Education
Funding||Council for Wales|2,145||||| |(HEFCW)|||||||| |Hull College|||86||||| |National
Science Museum|||1||||| |Office for National
Statistics (ONS)|||4||||| |Oxford Brookes|||617|224|||| |Pearson College Governing||Body|2||||| |Royal Holloway,
University||of London|911|13|36||| |Staffordshire
University|||589|85|107||| |StudyPortals|||2||||| |Sunderland
University|||626|42|48||| |Swansea
University|||1,654|157|18||| |The Russell Group of|Universities||7||||| |Tribal Group|||||||| |Universities
UK|||16|13|||| |University
College of|Estate Management||18||||| |University
of Essex|||1,830|77|114||| |University
of Exeter|||1,988|58|121||| |University
of Oxford|||3,980|419|372||| |University
ofSouthampton|||2,898|121|160||| |West London College|||17||||| |York College|||55||||| ||||18,603|2,814|1,106||78| ## |Year ended 31July 2021|Year ended 31July 2021||||l&E|l&E|Balance|sheet| |---|---|---|---|---|---|---|---|---| ||||||Income|Expenditure|Debtors|Creditors| ||||||f'000|f.'000|f'000|f'000| |Abertay
University|||||27|7|4|| |Advance
HE|||||3|||| |Amazon Web Services||||||21||| |Aptum Technologies|||||142||8|10| |Association
of Colleges|||||569||252|| |Association
ofGraduate|Careers||Advisory Services||9||21|| |(AGCAS)||||||||| |Birkbeck College|||||2|||| |EPSRC|||||286|1,356||17| |Forth Valley College|||||20|||11| |GEANT|||||152|||| |Grirnsby
Institute of Further||and|Higher Education||3|||| |HEANet|||||153||38|| |Higher Education
Funding||Council for Wales|||104|831||120| |HESA Services Limited|||||2,098||50|| |Higher Education
Policy Institute|||||1|||| |Lancaster
University|||||17|||| |Leeds Beckett University|||||||6|| |National Science Museum|||||4||9|| |Office for Students|||||344||62|| |Oxford Brookes University|||||2||2|| |Painless Security LLC|||||26|83||| |Pearson College Governing||Body|||512|2|108|| |Richmond
Upon Thames|College||||||1|| |Royal Holloway,
University||of London|||228|10|107|| |Scottish Qualifications
Authority|||(SQA)|||53||| |Shibboleth
Consortium|||||919|75|58|| |Staffordshire
University|||||7|||| |The Russell Group of Universities|||||3||4|| |The Universities
and Colleges Employers||||Association|2||13|| |Tribal Group|||||5|||| |University
College of Estate Management|||||3|20|2|| |University
of Dundee|||||21||4|| |University
ofGreenwich|||||906|43|603|14| |University
of London|||||1,580|7|270|2| |University
of Oxford|||||2,248|32|91|31| |University
of South Wales|||||1,599|6|33|| |University
of Southampton|||||62||61|| |Universities
UK|||||12,057|2,560|1,808|250| ||||||39,704|3,161|1,705|3,507| ## ## |pa for ma
he current
life expectancies
on retirement
at|les and 1.6% pa fo
age 65are:|r females.| |---|---|---| ||2022|2021| |Males currently
aged 65(years)|23.9|24.4| |Females currently
aged 65 (years)|25.5|25.9| |Males currently
aged 45 (years)|25.9|26.3| |Females currently
aged 45 (years)|27.3|27.7| |been produced|using the foll|owing
assum|ptions:||| |---|---|---|---|---|---| |||||2022|2021| |Discount rate||||3.31%|0.87%| |Pensionable|salary growth|||n/a|n/a| |The employers'|contribution|rates are as|follows:||| |Effective date|||Rate||| |1 October 2019to 30 September 2021|||21.10%||| |1 October 2021 to 31 March||2022|21.40%||| |1 April 2022 to|31 March 2024||21.60%||| |1 April 2024 to|30 April 2038||21.40%||| ## ## ## ## ## ## ## |At 31 July,|the group had the following|capital comm|itments:||| |---|---|---|---|---|---| |||||2022|2021| |||||f'000|2'000| |Contracts
statements|for future capital expenditure
—equipment|not provided|in the financial|4,259|745|