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|||||||Page|
|---|---|---|---|---|---|---|
|Ifistorical background|||||||
|Reference and administrative|||information||||
|Overview ofthe year|||||||
|Our Charitable
Aims|||||||
|Achievements
and performance||||in 2020|||
|Financial review|||||||
|Investments|||||||
|Managing
risk||||||10-11|
|Governance||||||12|
|Key financial policies||||||13|
|People||||||13|
|Public benefit||||||13|
|Fundraising
activities||||||14|
|Plans for the future|||||||
|Trustees'
responsibiTities||and|disclosure ofinformation||to the auditors|14|
|Independent
auditor's|report|||||15-16|
|Consolidated
statement||offinancial activities||||17|
|Balance sheets||||||18|
|Consolidated
and cash|flow statements|||||19|
|Notes to the accounts||||||20-31|
|Charitable|Incorporated|Incorporated|Organisation
(CIO)|Organisation
(CIO)|Organisation
(CIO)|Organisation
(CIO)|Charity number|1154467|1154467|
|---|---|---|---|---|---|---|---|---|---|
|||||Peter Millward|(Chairman)|||||
|||||Dawn Long||||||
|Trustees||||Amends McGeever
Ron Middleton
(Vice Chairman)||||||
|||||Sharon Stotts||||||
|||||GeoffThomas||||||
|Chief Executive||||Mark Webb|||mark
arle
estate.|co.uk||
|Grants &Compliance||Officer||Jenny Harris|||'enn
turnertrust. co.uk|||
|||||Arley House||||||
|Principal Office||||Lion Lane
Upper Arley|||Phone 01299861368|||
|||||DY12 1SQ||||||
|||||Grants|||www. turn ertrust. co.uk|||
|Websites||||Arboretum|||www. erie arboretum.||co.uk|
|||||Weddings,
events||and trading|www. erie houseand||ardens. co.uk|
|||||Crowe U.K.LLP||||||
|Auditors||||Black Country
Rounds Green|House
Road|||||
|||||Oldbury B692DG||||||
|||||Sarasin &Partners LLP|||Investec WIN|||
|Investment|Managers|||Juxon House
100St Paul's Churchyard|||30Gresham
Street
London|||
|||||London EC4M|8BU||EC2V 7QN|||
|||||Halls|||Bronwin &Abbey|||
|||||Gavel House|||Auction House|||
|Property Consultants||||137Franche Road|||King George's Way|||
|||||Kidderminster|||Pershore Worcs|||
|||||DY115AP|||WR10 1EY|||
|||||Handelsbanken|||CCLA|||
|Bankers||||63 Market Street
Stourbridge|||85 Queen Victoria Street
London|||
|||||DY8 1AQ|||EC4V4ET|||
|||||Lodders Solicitors LLP|||Higgs and Sons|||
|||||10Elm Court,|||3Waterfront
Business||Park|
|Solicitors||||Arden St|||Brierley Hill|||
|||||Stratford-upon-Avon|||West Midlands|||
|||||CV37 6PA|||DY5 1LX|||
|||||Pinfields IT||||||
|ITconsultants||||60 Sugarbrooke
Bromsgrove||Road||||
|||||B603DN||||||
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|Investment|income|502|515|Continuing
move to ex-UK equities with lower|Continuing
move to ex-UK equities with lower|yields|
|---|---|---|---|---|---|---|
|Charitable|grants|(604)|(515)|Charitable
grants increased as|appeals restarted||
|Charitable|costs|(67)|(68)||||
|Other income|||10|Grant income|||
|Operating|(deficit)|(169)|(58)||||
|Investment|gains|2,849|1,631|Equities recovered particularly|in international|markets|
|Transfers|to Arley Fund|(47)|(1,475)|CompletionofArleydevelopmentprogramme|||
|Movement|in funds|2,633|98||||
##
|Estate property
surplus|41|109|Increased repair costs with resumption|Increased repair costs with resumption|Increased repair costs with resumption|ofplanned|ofplanned|maintenance|
|---|---|---|---|---|---|---|---|---|
|Trading contribution|103|14|Increase in turnover post lockdowns||||||
|Other income|102|80|Government
hospitality|grants
and|furlough||income||
|Charitable
(deficit)|(212)|(202)|||||||
|Operating
surplus|34|I|||||||
|Investment
gains|1,791|598|Rural residential
housing|demand|drove 10%increase in values||||
|Tangible asset revaluation|215|10|Holiday Lets completed||||||
|Transfers
&om General Fund|47|1,475|Completion ofArley development||programme||||
|Movement
in funds|2,087|2,084|||||||
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|,'Risks to health ofstaff and/or visitors flom|,'Risks to health ofstaff and/or visitors flom|Workplace-screen
controls; NHS app point, food||
|---|---|---|---|
|poor infection-control
protocols||served at tea room hatch with outside seating only||
|Sector subject to government
restrictions|on|Staffcut back to the minimum
to enable flexibility|and|
|opening, capacities and activities||training
in new recommended
practices||
|Bad debts and pricing pressures
impact||Overheads
fightly controlled;
arboretum
staffing||
|charitable
and trading income streams||matched to pre-booked
demand||
|River bank erosion or flooded properties;||Flood defences for installation
at the Boathouse;||
|Higher rainfall threat to visitor attractions||Car parking
enhanced
with mesh surface||
|Adverse social media feedback going viral||Booking via internet enables improved
management|of|
|inadequate
Arboretum
visitor offering||expectations
and footfall||
|Cyber-terrorism
threatens
internal
systems||ITservice contract provides
enhanced
support;||
|New computers
nullify anti-virus
software||Trustees have dedicated
i-pads &e-mail accounts||
##
|Recessionary market correction coupled|Securities researched by competent
internal
teams|
|---|---|
|with some permanent
loss ofcapital|Selective use offunds in international
markets|
|Cash: custodian
failure|Custodian
arrangements
reviewed periodically|
|Nominee
client account exposure|Due diligence re Beaufort Securities experience|
|Liquity risks - property oralternatives|Low-liquidity
funds and retail generally
avoided|
|Equity and other market risks|Multi-asset portfolio, globally spread|
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|Food safety,|Daily monitoring
against standards|
|---|---|
|Child safeguarding|Responsibility
rests with adult visitors|
|Emergencies|Access for emergency vehicles enhanced|
|Exposure: gas, electricity,|Inspections,
minimum
work standards
carried out, with|
|asbestos,|tenants
encouraged
to report any concerns
to the Estate|
|legionella|Office|
|Health &Safety at work, including:
~
Working at height
~
Mechanical handling
~
Use ofchain saws|Safety-first culture, review ofskills and ban on use of
machinery
or working in hazardous
conditions
unless
appropriate
training
and competence
levels achieved|
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|onstitution|and related matters
clarify|and related matters
clarify|the distinction|between the|roles ofgovernance
and management:|
|---|---|---|---|---|---|
|Determinin|strate
and|olic||Im lementin
strate
'c decisions||
|A
ointin|and overseein|Chief Executive||A
ointin|mana
ers and staff|
|Determinin|overnance|framework||Su
ortin|ovemance
decisions|
|Settin
theriskframework,||overseein|ex osure|Mana
in|risk|
|A
rovin|lans and bud|ets||Deliverin|lans and bud
ets|
|Monitorin|erformance|||Measuring|erformance|
|Providin|insi ht wisdom|and 'ud
ement||Consultin|the Board and Chairman|
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|CONSOLIDATE|D STATE|MENT O|FFINANCIAL|ACTIVITIES|||||
|---|---|---|---|---|---|---|---|---|
|||||2021|||2020||
||||Arley|General||Arley|General||
|Unrestricted
Funds|||Fund|Fund|Total|Fund|Fund|Total|
|||Note|E'000|I'000|8'000|g'000|f'000|8'000|
|Income from:|||||||||
|Investments|||539|658|1,197|568|661|1,229|
|Trading Activities|||441||441|101||101|
|Charitable
Activities|||281||281|133||133|
|Other income|||102||102|80|10|90|
|Total Income|||1,363|658|2,021|882|671|1,553|
|~E*
Cht
f|||||||||
|Raising Funds|||498|156|654|459|146|605|
|Trading Activities|||338||338|87||87|
|Charitable
Activities|||493|671|1,164|335|583|918|
|Total Expenditure|||1,329|827|2,156|881|729|1,610|
|Operating
Surplus/(Deficit)|||34|(169)|(135)||(58)|(57)|
|Net investments
gain||14|1,791|2,849|4,640|598|1,631|2,229|
|Net Income|||1,825|2,680|4,505|599|1,573|2,172|
|Revaluation
offixed assets||13|215||215|10||10|
|Transfers between|funds|20|47|(47)||1,475|(1,475)||
|Net Movement
in|Funds||2,087|2,633|4,720|2,084|98|2,182|
|Total Funds at 1January|||30,755|30@48|61,103|28,671|30,250|58,921|
|Total Funds at31December|||32,842|32,981|65,823|30,755|30,348|61,103|
##
||||GROUP||CHARITY||
|---|---|---|---|---|---|---|
||||2021|2020|2021|2020|
|||Note|f'000|K'000|E'000|K'000|
|Fixed assets|||||||
|Intangible|assets|13|4|9|4|9|
|Tangible|assets|13|5,796|5,571|5,796|5,571|
|Investments||14|59,161|54,739|59,161|54,739|
|Total|||64,961|60,319|64,961|60,319|
|Current|assets||||||
|Stock||15|20|17|13|12|
|Debtors||16|196|223|249|188|
|Cash||17|1,071|968|833|898|
||||1,287|1,208|1,095|1,098|
|Creditors|||||||
|Amounts|due within one year||(425)|(424)|(233)|(314)|
|Net Current Assets|||862|784|862|784|
|Net Assets|||65,823|61,103|65,823|61,103|
|Arley Fund||19|32,842|30,755|32,842|30,755|
|General Fund||19|32,981|30,348|32,981|30,348|
|Total Funds|||65,823|61,103|65,823|61,103|
##
|||||GROUP||CHARITY||
|---|---|---|---|---|---|---|---|
||||Note|2021|2020|2021|2020|
|||||I'000|g'000|K'000|g'000|
|Cash (used in) operating|activities||21|(672)|(620)|(960)|(667)|
|Cash flows from investing|activities|||||||
|Dividend
and Interest income||||658|661|658|661|
|Distribution
received under|deed|ofcovenant||||120|2|
|Purchase oftangible
fixed|assets|||(108)|(1,726)|(108)|(1,726)|
|Proceeds from sale oftangible fixed assets||||7|5|7|5|
|Purchase ofinvestments||||(6,157)|(10,827)|(6,157)|(10,827)|
|Capital expenditure
on investment||properties||(135)|(50)|(135)|(50)|
|Investment
cash drawn
down||||200|1,100|200|1,100|
|Proceeds from sale ofinvestments||||6,310|10,968|6,310|10,968|
|Cash provided
by investing
activities||||775|131|895|133|
|Increase/(decrease)
in cash|and cash|||||||
|equivalents
in the year||||103|(489)|(65)|(534)|
|Cash and cash equivalents|at the|beginning||||||
|ofthe year||||968|1,457|898|1,432|
|Total cash and cash equivalents||at the end||||||
|ofthe year||||1,071|968|833|898|
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|NCOME|FROM|INVESTMKNTS:|||
|---|---|---|---|---|
||||2021|2020|
||||g'000|g'000|
|Dividends|-UK|and Overseas Equities|552|469|
|Interest|-UKFixed Interest Securities||106|192|
|Sub-total|General Fund||658|661|
|Income —rental|||522|542|
|-|other||17|26|
|Sub-total|Arley Fund||539|568|
|Total Investment||Income|1,197|1,229|
|NCOME|FROM|TRADING|||
||||2021|2020|
||||t'000|5'000|
|Accommodation|||113||
|Forestry||||9|
|Weddings|and events||296|60|
|Other income|||32|32|
|Total income|||441|101|
##
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##
|RAISING FUNDS|EXPE|NDITURE|||||||
|---|---|---|---|---|---|---|---|---|
|||||2021|||2020||
||||Arley|General|Total|Arley|General|Total|
||||Fund|Fund|2021|Fund|Fund|2020|
||||OOOO|OOOO|t."000|8'000|OOOO|g'000|
|Investment
management||charges||156|156||146|146|
|Repairs &property maintenance|||99||99|66||66|
|Depreciation &amortisation|||101||101|86||86|
|Direct staff costs|||54||54|53||53|
|Shared staff costs|||112||112|140||140|
|Shared overheads|||132||132|114||114|
|Total Raising Funds|||498|156|654|458|146|605|
|TRADING EXPENDITURE|||||||||
|Direct expenses|||142||142|29||29|
|Direct staff costs|||58||58|38||38|
|Shared staff costs|||49||49|1||1|
|Shared overheads|||84||84|19||19|
|Governance|||5||5||||
|Total trading expenditure|||338||338|87||87|
|CHARITABLE EXPENDITURE|||||||||
|Direct costs —Arboretum|||63||63|37||37|
|Direct staff costs|||164|48|212|121|37|158|
|Shared staff costs|||166||166|80||80|
|Shared overheads|||82||82|97||97|
|Professional
charges|||10|13|23||16|16|
|Governance|||8|6|14||15|15|
|Charitable
grants||||604|604||515|515|
|Total charitable|expenditure||493|671|1,164|335|583|918|
##
||||2021|||2020||
|---|---|---|---|---|---|---|---|
|||Number|%value|g'000|Number|%value|g'000|
|Young people||26|14%|84|21|15%|76|
|Community|work|26|12%|70|28|17%|89|
|Social support||22|10%|65|10|6%|31|
|Impaired health||64|32%|194|49|30%|154|
|Hospices||9|22%|131|9|27%|138|
|The Arts||15|8%|49|6|3%|14|
|Environment|&heritage|2|2%|11|3|2%|13|
|Total||164|100%|604|126|100%|515|
##
##
|haritable
grants of|g5|,000or m|ore:|||
|---|---|---|---|---|---|
||||||2021|
|Grant-aided
charity|name|||Category|5'000|
|R.E.A.C.T||||Young people|5|
|Stonehouse
Gang||||Young people|15|
|Kids||||Young people|5|
|Cotteridge
Church Day Centre||||Community
work|8|
|Dorothy Parkes||||Community
work|6|
|Birmingham
Settlement||||Community
work|5|
|Sport 4LifeUK||||Community
work|6|
|Listening Books||||Impaired
health|5|
|ASPIE||||Impaired
health|5|
|Cerebral Palsy Midlands||||Impaired
health|10|
|Better Understanding||ofDementia||Impaired
health|5|
|Myriad Cenne||||Impaired
health|6|
|NICE||||Impaired
health|7|
|Acorns Children's
Hospice Trust||||Hospices|25|
|Birmingham
StMary's||Hospice||Hospices|23|
|Compton Care||||Hospices|20|
|Kemp House Trust||||Hospices|5|
|Mary Stevens Hospice||||Hospices|10|
|Primrose Hospice||||Hospices|15|
|StGiles Hospice||||Hospices|10|
|StRichards Hospice||||Hospices|20|
|City ofBirmingham|Symphony||Orchestra|Arts|13|
|ESO (2006)Limited||||Arts|5|
|Birmingham
City Mission||||Social support|6|
|Sandwell
Homeless|and Resettlement|||Social support|5|
|St.Anne's Hostel||||Social support|6|
|Black Country Living||Museum||Environment
&heritage|10|
|Total g5,000or more||(27grants)||Regular grant-aided
charities|261|
##
|TAFF COSTS|||
|---|---|---|
||2021|2020|
||5'000|5'000|
|Wages and salaries|587|472|
|Social security costs|54|46|
|Pension costs|30|24|
||671|542|
##
##
|||||||||2021|2020|
|---|---|---|---|---|---|---|---|---|---|
|Estate and property||||||||2|2|
|Arboretum||||||||18|11|
|Management|and administration|||||||8|7|
|||||||||28|20|
|SHARED COSTS (Arley Fund)||||||||||
||||||2021|||2020||
|Cost sharing
based on time||within
Ariey Estate is
spent:||Staff
costs|Other
costs|Total|Staff
costs|Other
costs|Total|
|||||g'000|g'000|g'000|g'000|K'000|OOOO|
|Raising funds|||Note 7|112|132|244|140|114|254|
|Trading|||Note 8|49|89|138|1|19|20|
|Charitable|||Note 9|166|82|248|80|97|177|
|||||327|303|630|221|230|451|
##
##
|epreciation of64,262 was charg|ed. The net book amount at|31December 2021|was K4,263 (2020:6|8,525).|
|---|---|---|---|---|
|Tangible fixed assets|Freehold land|Plant and|Fixtures and||
||and buildings|equipment|fittings|Total|
|Cost or valuation|g'000|g'000|g'000|K'000|
|At 1 January 2021|5,349|356|326|6,031|
|Additions|81|10|17|108|
|Disposals||(13)|(1)|(14)|
|Revaluation|215|||215|
|At 31December 2021|5,645|353|342|6,340|
|Depreciation|||||
|At 1 January 2021|52|227|181|460|
|Charge for the year|37|26|34|97|
|Elimination
on disposals||(13)||(13)|
|At 31December 2021|89|240|215|544|
|Net book amount|||||
|At 31December 2021|5,556|113|127|5,796|
|At 31December 2020|5,297|129|145|5,571|
##
##
|IXEDASSET|INVESTMENT|S - GROUP AND CH|ARITY|||
|---|---|---|---|---|---|
|||||2021|2020|
|||Freehold land||||
|||and buildings|Quoted securities|Total|Total|
|||K'000|K'000|K'000|OOOO|
|At 1 January 2021||24,992|29,747|54,739|53,701|
|Additions
at cost||135|6,157|6,292|10,877|
|Disposal proceeds|||(6,310)|(6,310)|(10,968)|
|Net investment|gains|1,791|2,849|4,640|2,229|
|Cash drawdown|||(200)|(200)|(1,100)|
|At 31December|2021|26,918|32,243|59,161|54,739|
|alued the Estate on a similar basis atf32,4
ollows:|74,000. For accounting
purp|oses,
the assets have been di|sclosed as|
|---|---|---|---|
|||2021|2020|
|||f'000|g'000|
|Own use tangible fixed assets|Note 13|5,556|5,297|
|Investments|Above|26,918|24,992|
|At 31December 2021||32,474|30,289|
|he historical cost ofthe Estate, represented
urner on 30 April 1999,was f8,841,000.|by the probate value on the|death ofthe late Mr RD||
|uoted securities portfolio||||
|||2021|2020|
|||f.'000|OOOO|
|Fixed interest||2,961|3,588|
|UK listed investments||7,389|7.778|
|Overseas investments||16,529|13,164|
|Commercial
property||594|1,883|
|Alternative
investments||4,076|2,748|
|Cash||694|586|
|||32,243|29,747|
|Historical cost||22,459|22,459|
##
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##
|||Group|Group|Charity|Charity|
|---|---|---|---|---|---|
|||2021|2020|2021|2020|
|||8'000|g'000|g'000|g'000|
|15|STOCK Goods for resale|20|17|13|12|
|16|DEBTORS|||||
||Trade debtors|71|81|51|31|
||P repayments|28|76|84|71|
||Other debtors|97|66|75|86|
||Amounts
due from group undertaking|||39||
|||196|223|249|188|
|17|CASH|||||
||Cash at Handelsbanken|779|676|541|606|
||CCLA COIF Charities Income account|292|292|292|292|
|||1,071|968|833|898|
|18|CREDITORS DUE WITHIN ONE YEAR|||||
||Trade creditors|67|69|52|63|
||Investment
Manager charges|41|37|41|37|
||Rents received in advance|49|44|49|44|
||Other taxes and social security|27|14|12|10|
||Amounts
due to group undertaking||||72|
||Other creditors|17|20|16|15|
||Accruals and deferred income|224|240|63|73|
|||425|424|233|314|
|Included within accruals and deferred income are wedding|deposits held for weddings|deposits held for weddings|in future years of:|
|---|---|---|---|
|Balance at I January 2021|162|43||
|New deposits during the year|215|154||
|Deposits released during the year|(228)|(35)||
|Balance at 31December 2021|149|162||
##
##
||||2021|||2020||
|---|---|---|---|---|---|---|---|
|||Arley|General|Total|Arley|General|Total|
|||Fund|Fund|Funds|Fund|Fund|Funds|
|||g'000|K'000|g'000|f.'000|g'000|K'000|
|Intangible
Assets||4||4|9||9|
|Tangible Assets||5,796||5,796|5,571||5,571|
|Investments||26,918|32,243|59,161|24,992|29,747|54,739|
|Fixed Assets||32,718|32,243|64,961|30,572|29,747|60,319|
|Stock||20||20|17||17|
|Debtors||123|59|182|170|53|223|
|Cash||351|720|1,071|378|590|968|
|Creditors||(370)|(41)|(411)|(382)|(42)|(424)|
|Net Current|Assets|124|738|862|183|601|784|
|Total Funds||32,842|32,981|65,823|30,755|30,348|61,103|
|UNDS ANALYSIS||—GROUP||||||
|||IJanuary|Incoming|Outgoing||Gains /|31December|
|||2021|Resources|Resources|Transfers|(Losses)|2021|
|||g'000|E'000|g'000|K'000|g'000|g'000|
|Operational|funds|30,426|1,363|(1,329)|47|1,791|32,298|
|Revaluation|reserve|329||||215|544|
|Arley Fund||30,755|1,363|(1,329)|47|2,006|32,842|
|General Fund||30,348|658|(827)|(47)|2,849|32,981|
|Total Funds||61,103|2,021|(2,156)||4,855|65,823|
|||1January|Incoming|Outgoing||Gains
/|31December|
|||2020|Resources|Resources|Transfers|(Losses)|2020|
|||||||K'000|K'000|
|||g'000|g'000|g'000|g'000|||
|Operational|funds|28,352|882|(881)|1,475|598|30,426|
|Revaluation|reserve|319||||10|329|
|Total Arley|Fund|||||||
|||28,671|882|(881)|1,475|608|30,755|
|General Fund||30,250|671|(729)|(1,475)|1,631|30,348|
|Total Funds||58,921|1,553|(1,610)||2,239|61,103|
##
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##
|ECONCILIATION
OFN|ET MOVE|MENT IN F|UNDS TONET|OPERATING|CASH FLOW||
|---|---|---|---|---|---|---|
||||Group|Group|Charity|Charity|
||||2021|2020|2021|2020|
||||g'000|g'000|0'000|g'000|
|Net movement
in funds|||4,720|2,182|4,600|2,180|
|Add back depreciation
and|amortisation||101|86|101|86|
|Profit on disposal oftangible fixed assets|||(5)|(3)|(5)|(3)|
|Movement
on revaluation|reserve||(215)|(10)|(215)|(10)|
|Deduct
income
shown|in
quoted|investing|||||
|activities|||(658)|(661)|(658)|(661)|
|(Gain) / loss on revaluation|ofinvestments||(4,640)|(2,229)|(4,640)|(2,229)|
|Decrease / (increase) in stock|||(3)|(1)|(1)|(5)|
|Decrease / (increase) in debtors|||27|(37)|(61)|22|
|Increase / (decrease) in creditors|||1|53|(81)|(47)|
|Net cash used in operating
activities|||(672)|(620)|(960)|(667)|
##
##
##
##
|INCOME EARNED FROM TRADI|INCOME EARNED FROM TRADI|INCOME EARNED FROM TRADI|NG ACTIVITIES|NG ACTIVITIES|NG ACTIVITIES|||
|---|---|---|---|---|---|---|---|
|The wholly-owned
trading subsidiary,|||Arley House k Gardens Limited was incorporated|||in the United|Kingdom|
|(company number 09448082) and details ofthe trading results for the subsidiary|||||alone are given below;|||
|||||||2021||
|||||||g'000||
|Tuiilovel'||||||441|101|
|Direct costs||||||(200)|(67)|
|Other income||||||69|29|
|Overheads||||||(138)|(20)|
|Profit included
in|Statement ofFinancial Activities on|||consolidation||172|43|
|Irma-group
charge|from the charity||arising from internal|leases, included in the||||
|company's
own accounts||||||(52)|(41)|
|Profit for the financial||year||||120||
|Amount
distributed|to|the charity||||(120)|(2)|
|Retained in subsidiary||||||||
|The assets and liabilities ofthe subsidiary
were:||||||||
|Current assets||||||268|142|
|Current liabilities||||||(268)|(142)|
##
||||||||Group|Group|Charity|Charity|
|---|---|---|---|---|---|---|---|---|---|---|
||||||||2021|2020|2021|2020|
||||||||g'000|g'000|g'000|g'000|
|Financial||assets|||||||||
|Financial||assets|measured|at|fair|value|||||
|through|profit or||loss||||32,243|29,747|32,243|29,747|
##
##
||Group|Group|Charity|Charity|
|---|---|---|---|---|
||2021|2020|21121|2020|
||g'000|f.'000|g'000|0'000|
|Not later than one year|86|233|126|288|
|Later than one year and not later than five|||||
|years|77|60|227|250|
|Later than five years|||100|150|
||163|293|453|688|
##
##
||Group|Group|Charity|Charity|
|---|---|---|---|---|
||2021|2020|2021|2020|
||f'000|X'000|g'000|g'000|
|Not later than one year|||||
|Later than one year and not later than five|||||
|years|16||16||
|Later than five years|||||
||24||24||
##