| Page | ||||
|---|---|---|---|---|
| Chairman's Foreword |
||||
| Our Activities . | .2-4 | |||
| Strategic Report: | ||||
| Achievements and |
Performance. | .....5-9 | ||
| Financial Review. | ...10-12 | |||
| Plans for Future Periods ..... | .....13-14 | |||
| Principal Risks and |
Uncertainties. | ...15 | ||
| Special Thanks. . | ...16 | |||
| Structure, Governance | and Management. | .....17-18 | ||
| Legal Status.. | .19 | |||
| Objects ofthe Charity. | ...19 | |||
| Public Benefit. | .....19-20 | |||
| Policies. | .....21-22 | |||
| Statement ofTrustees' | Responsibilities | ..... | 23 | |
| Independent Auditor's |
Report.. | .....24-26 | ||
| Group Statement of Financial Activities | .. | .....27-28 | ||
| Group Balance Sheet | ...29 | |||
| Charity Balance Sheet. | 30 | |||
| Group Statement ofCash Flows .. | 31 | |||
| Notes to the Financial | Statements .. | 32-46 | ||
| Officers, Committees | and Advisers ofthe Charity . | ....47-48 |
| as free reserves | : | |||||||
|---|---|---|---|---|---|---|---|---|
| General | Designated | Restricted | 2022 | 2021 | ||||
| Funds | Funds | Funds | Total | Total | ||||
| fm | fm | Em | fm | Em | ||||
| Balance Sheet value | 6.7 | 58.1 | 1.2 | 66.0 | 76.0 | |||
| LeSS: FiXed ASSetS (Lund & buildings, | ir, ercj | (0.9) | (4.8) | - | (5.7) | (5,9) | ||
| Working | Capital(cash | nr bnn(c | univ) | 0.4 | 04 | 08 | ||
| 5.4 | 53.3 | 1.2 | 59.9 | 69.3 | ||||
| Gardeners Royal Benevolent |
Funds | (42.4) | - | (42.4) | (48.8) | |||
| Gardens Funds |
(8.1) | - | (8.1) | (9.7) | ||||
| Lironi Training | Fund | (2.8) | - | (2.8) | (3.3) | |||
| Children's Fund |
1 2 | 1 2 | 13 | |||||
| Free Reserves | 5.4 | 6.2 |
| Perennial has a relatively low and stable risk profile, |
with risks that typically can only be managed rather |
|---|---|
| than eliminated. | |
| Risk | Mitigation |
| Financial impact ofan unexpected and prolonged |
Regular review offundraising strategy; maintain a |
| shortfall in income, possibly as a result ofa global |
high level ofreserves in designated funds to |
| pandemic or other shock to the world economy | provide a reliable core component of investment |
| caused by a geopolitical event outside ofour |
income and a cash cushion. |
| control. | Regular review ofcash position, cash flow forecasts |
| and other financial data. |
|
| Financial impact ofsignificant investment losses, |
Regular review of robust investment policy. |
| possibly as a result ofa severe downturn in global stock markets due to a geopolitical event outside ofour control. |
Maintain appropriate level ofdiversification across and within porffolios in line with investment policy. |
| I-lalf-yearly performance reviews with investment |
|
| managers; monitor quarterly performance against |
|
| objectives and benchmarks. | |
| Failure to provide the necessary level ofservice or |
Regular reviews ofoperational statistics and other |
| financialsupport, as a result ofunexpected rises in |
management information to monitor workloads; |
| demand for our services from new and/or existing |
maintain adequate level ofresourcing within Debt |
| clients. | Advice and Casework teams. |
| Failure to provide the necessary level ofservice or |
Regular monitoring ofregulatory landscape; |
| financial support, as a result ofunforeseen changes |
regular staff training to ensure continuing fitness |
| in regulation or unexpected loss ofa key member |
to practice. |
| ofstaff. | Regular knowledge-sharing by management team; |
| maintain up-to-date policies and procedures. |
|
| Reputational damage and/or financialimpact as a |
Ensure that security procedures are up-to-date and |
| result ofa major ITincident (e.g. security breach, | adhered to, disaster recovery procedures are |
| data loss, catastrophic hardware failure) leading to |
reviewed and tested regularly. |
| fines, claims for damages, costs to reinstate data, |
|
| etc. |
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| GROUP STATEMENT OF CASH FL | OWS | FOR THE | YEAR | E | NDED 31 | DECEMBER 2022 | DECEMBER 2022 | |||
|---|---|---|---|---|---|---|---|---|---|---|
| 2022 | 2021 | |||||||||
| EOOD | EOOD | EOOD | EOOD | |||||||
| Reconciliation ofnet income to net cash flow from operating |
activities | |||||||||
| Net (expenditure)/income for the reporting |
period (as | per the | SoFA) | (10,083) | 7,681 | |||||
| Depreciation charges |
225 | 231 | ||||||||
| Losses/(Gains) on investments |
9,050 | (6,804) | ||||||||
| Dividends, interest and rents from investments |
(1,283) | (1,316) | ||||||||
| Donation ofproperty | (1,650) | |||||||||
| (Profit) on the sale offixed assets | (6) | |||||||||
| Decrease/(Increase) in stock |
21 | (36) | ||||||||
| (Increase)/Decrease in debtors Increase/(Decrease) in creditors |
(189) 14 |
66 ~55 |
||||||||
| Net cash (used In) operating activities |
(2,245) | (1,889) | ||||||||
| Cash flows from investing activities |
||||||||||
| Dividends, interest and rents from investments |
1,283 | 1,316 | ||||||||
| Proceeds from the sale ofproperty, plant and equipment |
33 | |||||||||
| Purchase ofproperty, plant and equipment |
(21) | (79) | ||||||||
| Proceeds from the sale ofinvestments | 33,485 | 19,838 | ||||||||
| Purchase ofinvestments | L332443311 | ~18969 | ||||||||
| Net cash generated from investing activities |
2316 | 2 139 | ||||||||
| Change in cash and cash equivalents |
in the | reporting | period | 71 | 250 | |||||
| Cash and cash equivalents at the beginning |
ofthe reporting | period | 1346 | 1096 | ||||||
| Cash and cash equivalents atthe end |
ofthe | reporting | period | ~14 | ~1346 | |||||
| Analysis ofChanges in Cash and Cash Equivalents |
||||||||||
| At iian | 2022 | Cash flows | Other non-cash | At | 31Dec2022 | |||||
| EOOD | EOOD | EOOD | EOOD | |||||||
| Notice deposits (less than 12months) | 500 | 533 | 1,033 | |||||||
| Cash | 846 | L462) | 384 | |||||||
| Total cash and cash equivalents | 1346 | 71 | 1417 |
| The total fund | balance as shown in the Statement of F |
inancial Activities is analysed as: |
||
|---|---|---|---|---|
| 2022 | 2021 | |||
| EOOO | EOOD | |||
| Charity general | funds | 6,685 | 7,813 | |
| Net assets oftrading company | ||||
| Group general | funds | ~66 3 | 2JISS | |
| The net assets | that comprise general funds are shown | on the Group and Charity Balance Sheets. |
| Transfers | were m | ade at 31December 202 | 2 as follows: | |||||
|---|---|---|---|---|---|---|---|---|
| General | Designated | Restricted | 2022 | |||||
| Fund | Funds | Funds | Total | |||||
| EOOD | EOOO | EOOD | EOOO | |||||
| Transfer | general | funds to re-align balances | in designated | funds | (1,740) | 1,740 | ||
| Designate | general | funds to cover running | costs ofThe Laskett | ~260 | 260 | |||
| ~2000 |
| 2022 | 2021 | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| EOOD | EOOO | EOOD | EOOO | |||||||
| Results oftrading subsidiary: | ||||||||||
| Turnover | 553 | 461 | ||||||||
| Cost ofsales | (252) | (205) | ||||||||
| Distribution costs |
(47) | (59) | ||||||||
| Administration costs |
~255 | ~180 | ||||||||
| ~554 | 444 | |||||||||
| Trading (loss)/profit from subsidiary |
before payments | to/from | Charity | (1) | 17 | |||||
| Payments (to)/from Charity: |
||||||||||
| Loan interest payable to Charity | (1) | (1) | ||||||||
| Management charges |
P) | (7) | ||||||||
| Donor recruitment charges |
4 | 14 | ||||||||
| Marketing benefit charge |
5 | |||||||||
| Recharged costs ofshared activities | 5 | |||||||||
| 16 | ||||||||||
| Profit ofsubsidiary for the year |
(before taxation | and | Gift Aid | donation to Charity) | 33 | |||||
| Gift Aid donation to Charity | ~33 | |||||||||
| (Decrease)/Increase in funds of |
subsidiary for the |
year | L33) | |||||||
| Net assets ofsubsidiary | ||||||||||
| Donations to Charity arising from customer orders | 23 | |||||||||
| Other donations to Charity generated |
by subsidiary's | activities | 4 | |||||||
| 10.Investment Income |
||||||||||
| 2022 | 2021 | |||||||||
| EOOO | EOOD | |||||||||
| Income from UK listed investments |
1,027 | 1,118 | ||||||||
| Income from UK listed property |
funds | 213 | 198 | |||||||
| Interest from short term cash deposits | 43 |
| 2022 | 2021 | ||||
|---|---|---|---|---|---|
| f000 | f000 | ||||
| Government | grants | (Coronavirus | Job Retention Scheme) | 32 | |
| Other miscellaneous | items |
| 18.Items Included Within |
Total Expenditure | |||||
|---|---|---|---|---|---|---|
| 2022 | 2021 | |||||
| EOOO | EOOO | |||||
| Audit fees | 21 | 18 | ||||
| Depreciation | 225 | 231 | ||||
| 14.Staff Costs | ||||||
| Key Mgmt | Other | 2022 | Key Mgmt | Other | 2021 | |
| Personnel | Staff | Total | Personnel | Staff | Total | |
| EOOO | EOOO | EOOO | EOOO | EOOO | EOOO | |
| Wages &salaries | 352 | 1,933 | 2,285 | 336 | 1,696 | 2,032 |
| Pension contributions | 23 | 107 | 130 | 22 | 93 | 115 |
| 375 | 2,040 | 2,415 | 358 | 1,789 | 2,147 | |
| Social security costs | 36 | 175 | 211 | 34 | 151 | 185 |
| Group life cover | 2 | 12 | 14 | 2 | 12 | 14 |
| 413 | 2 227 | 2J)5Q | ~5 | ~346 |
| 15a. Tangible |
Fixe | d A | ssets (Group and Charity) | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Freehold | Property | Furniture | & | Computer | Motor | Total | |||||
| Office | Other | Equipment | Equipment | Vehicles | |||||||
| EOOO | EOOD | EOOD | EOOD | EOOD | EOOD | ||||||
| Cost orvaluation: | |||||||||||
| At 1January 2022 | 1,145 | 5,862 | 211 | 289 | 187 | 7,694 | |||||
| Additions | 11 | 10 | 21 | ||||||||
| n;, | |||||||||||
| At 31December 2022 | 1145 | 5 | 62 | 2 2 | 299 | 1 7 | |||||
| Depreciation: | |||||||||||
| At 1January 2022 | 299 | 1,034 | 95 | 256 | 130 | 1,814 | |||||
| Charge for the year | 21 | 139 | 33 | 18 | 14 | 225 | |||||
| At 31December 2022 | 320 | 73 | 128 | 274 | 2 | 39 | |||||
| Net BookValue: | |||||||||||
| At 31December 2022 | 825 | 4 | 94 | 25 | 43 | 5 | 7 | ||||
| At 31December 2021 | 46 | 482 | 33 | 5 | 880 | ||||||
| 15b. Tangible |
Fixed Assets —Details of Freehold | Properties | |||||||||
| Year of | 2022 | 2021 | |||||||||
| Acquisition | Value | Value | |||||||||
| EOOO | EOOD | ||||||||||
| Leatherhead Office: |
|||||||||||
| Kingston Road, Leatherhead |
2007 | 1145 | |||||||||
| Retirement Houses: |
|||||||||||
| Comberton Road, Barton, |
Cambs (6 bungalows) | 1968 | 544 | 544 | |||||||
| Leigh Road, New Milton, | Hants | (1bungalow)* | 2002 | 225 | 225 | ||||||
| Manor Way, Henfield, Sussex | (1bungalow) | 2005 | 190 | 190 | |||||||
| 959 | 959 | ||||||||||
| Gardens: | |||||||||||
| Fullers Mill (garden) |
2013 | 304 | 304 | ||||||||
| Fullers Mill (house)' |
2018 | 575 | 575 | ||||||||
| York Gate | 1994 | 1,008 | 1,008 | ||||||||
| York Gate Cottage | 2015 | 1,366 | 1,366 | ||||||||
| The Laskett'* | 2021 | 1650 | 1 | 650 | |||||||
| 4903 | ~49 3 |
| Listed | Property | Cash for | 2022 | 2021 | ||
|---|---|---|---|---|---|---|
| Investments | Fund | Investment | Total | Total | ||
| EOOO | EOOO | EOOD | EOOD | EOOD | ||
| Market value at 1January | 59,987 | 5,312 | 2,433 | 67,732 | 61,797 | |
| Purchases ofinvestments | 25,993 | 1,000 | 5,438 | 32,431 | 18,969 | |
| Disposals at | carrying value | (33,485) | (33,485) | (19,838) | ||
| Revaluations | 8494 | 556 | 9050 | 6804 | ||
| Market value at 31December (Group) | 44,001 | 5,756 | 7,871 | 57,628 | 67,732 | |
| Investment | in subsidiary' | 28 | 28 | |||
| Market value at 31December (Charity) | 44 1 |
~77 | ||||
| *The Charity | owns 100SSofthe shares ofGRBS(Enterprises) | Ltd |
| All UK Property investments are held in UK listed Common 17.Stock |
Investment Funds. |
|||
|---|---|---|---|---|
| Group | Charity | |||
| 2022 | 2021 | 2022 | 2021 | |
| EOOD | EOOD | EOOO | EOOD | |
| Goods for resale | 78 | 72 | ||
| Plant stock for resale | 13 | 40 | ||
| 112 | ||||
| 18. Debtors | ||||
| Group | Charity | |||
| 2022 | 2021 | 2022 | 2021 | |
| EOOD | EOOD | EOOD | EOOD | |
| Trade debtors | 20 | 10 | 18 | 10 |
| VAT Recoverable | 11 | 6 | 1 | |
| Prepayments | 84 | 114 | 70 | 110 |
| Accrued legacies | 472 | 348 | 522 | 348 |
| Other accrued income | 112 | 49 | 61 | 48 |
| Other debtors | 73 | 56 | 72 | 55 |
| Due from subsidiary | 70 | 67 | ||
| 814 | QR | |||
| 19.Short Term Cash Investments | ||||
| Group | Charity | |||
| 2022 | 2021 | 2022 | 2021 | |
| EOOD | EOOD | EOOD | EOOD | |
| Deposit and notice accounts | ~13 | SOJ) |
| 21. Creditors: amounts falling due within on |
e year | ||||
|---|---|---|---|---|---|
| Group | Charity | ||||
| 2022 | 2021 | 2022 | 2021 | ||
| EOOD | EOOD | EOOD | EOOD | ||
| Trade creditors | 91 | 81 | 78 | 76 | |
| 1axation and social security | 46 | 44 | 46 | 44 | |
| Accruals | 95 | 129 | 88 | 122 | |
| Provision for benefits payable | 21 | 14 | 21 | 14 | |
| Deferred income | 43 | 21 | 43 | 21 | |
| Other creditors | 56 | 49 | 56 | 49 | |
| 352 | ~38 | 332 | 326 |
| 2022 | 2021 |
|---|---|
| EOOD | EOOO |