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2020-12-31-accounts

Sustainable Hospitality Alliance (A company limited by guarantee)

Report and Financial Statements Period ending 31 December 2020

Charity number 1188731 Company number 12373950

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Independent auditor’s report to the members of Sustainable Hospitality Alliance

The trustees are pleased to present their annual directors’ report together with the consolidated financial statements of the charity for the period ending 31 December 2020 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and the 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; FRS 102, 2nd Edition) effective 1 January 2019.

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Report of the trustees for the period ending 31 December 2020 Reference and administrative details

Directors and trustees

The directors of the charitable company (the charity) are its trustees for the purpose of charity law.

The Board of Trustees was appointed on 20 December 2019.

The trustees and officers serving during the period and since the period end were as follows:

Board of Trustees:

Wolfgang M. Neumann, Chair (appointed 20 December 2019) Catherine Hammond, Treasurer (appointed 29 April 2020) Yasmin Diamond (appointed 20 December 2019) Katie Fallon (appointed 20 December 2019, resigned 10 December 2020) Stephen Farrant (appointed 16 September 2020) Melissa Froehlich Flood (appointed 20 December 2019) Pia Heidenmark Cook (appointed 17 June 2021)

Members of Board Sub-committees serving during the period and since the period end were as follows:

Finance Risk and Audit Committee:

Catherine Dolton (Treasurer) (appointed 30 June 2020) Wolfgang M. Neumann (Chair) (appointed 30 June 2020)

Stephen Farrant (served as guest participant between June and September 2020) Lesley Wolfenden (appointed 26 November 2020) Mike Reilly (appointed 22 March 2021)

Key management personnel

Senior Management Team: Madhu Rajesh (Chief Executive Officer) Chris Wilde (Director of Finance and Resources)

Reference and administrative details

Registered charity name Sustainable Hospitality Alliance Charity registration number 1188731 Company registration number 12373950 Registered address 2 Putney Hill, London, SW15 6AB Auditor Haysmacintyre LLP Bankers HSBC UK Solicitors Russell-Cooke LLP

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Report of the trustees for the period ending 31 December 2020 Chair’s report

When we began planning to establish the Sustainable Hospitality Alliance as an independent charity, we could not have foreseen the huge challenges that the world, and the hospitality industry, would be facing due to the pandemic. Throughout the crisis, despite significant economic pressures, the hospitality industry has looked for ways to support their local communities, employees and guests. It’s this very spirit of hospitality and resilience that unites our industry, and that’s why I’m proud to chair the newly-launched Sustainable Hospitality Alliance.

The organisation was first founded nearly 30 years ago by a consortium of chief executives from 10 global hotel companies as a result of the 1992 United Nations Conference on Environment and Development. For the past seven years we have been part of Business in the Community (BITC), operating as International Tourism Partnership (ITP). After developing strong partnerships and impactful programmes around the world, we have now become an independent charity, taking forward the work of International Tourism Partnership, its global youth employment programme, Youth Career Initiative (YCI), and communications platform, Green Hotelier, united as the Sustainable Hospitality Alliance.

Throughout 2020, the organisation worked hard to ensure the new charity has strong governance, policies and processes in place, with the infrastructure and business functions necessary for a smooth and compliant transition with limited disruption to our operations. We are grateful to our trustees who supported the organisation throughout this process and were so strongly motivated to drive the launch of this charity. I would also like to extend the thanks of the Board of Trustees to the staff team, contractors and volunteers for their efforts during this period.

The role of the Sustainable Hospitality Alliance remains more important now than ever. Communities and individuals around the world will have increased vulnerability due to the current global situation, and environmental impact remains as crucial a challenge as before. It is imperative that as travel picks up again, the sector remains focussed on responsible recovery and builds strong foundations for a resilient industry that’s prepared for future crises – whatever form they take. During the pandemic, we worked with the industry and specialists to analyse the changing landscape and ensure that the strategic direction of our charity is aligned with the key environmental, social and governance issues affecting our planet and its people now and in the future – enabling our work to evolve to support the industry in recovery and beyond.

Our organisation is built on collaborative action, and this would not be possible without our members. We uniquely represent how the hospitality industry is taking collective responsibility to ensure that destinations and communities are being supported and protected now and for future generations. We thank our members for their engagement, enthusiasm and shared expertise which is enabling the wider industry to become more sustainable.

We thank also our partners and supporters including philanthropic organisations, non-profits, governments and the private sector who want to work with the hospitality industry to drive action on shared sustainability challenges.

We look forward to what we will continue to achieve together in the fulfilment of our vision of responsible hospitality for a better world.

Wolfgang M. Neumann – Chair, Sustainable Hospitality Alliance

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Report of the trustees for the period ending 31 December 2020 Objectives and activities

Our vision and mission

Our vision is responsible hospitality for a better world.

Our mission is to drive collaborative action to enable the hospitality industry to have a lasting positive impact on our planet and its people.

We do this by bringing together engaged hospitality companies and using the collective power of the industry to deliver impact locally and on a global scale.

We were previously known as International Tourism Partnership – part of Business in the Community – which operated the Youth Career Initiative and Green Hotelier. We became an independent charity and united our programmes under Sustainable Hospitality Alliance (the ‘Alliance’) on 1 October 2020.

Summary of the purposes of the charity

The Charity’s objects are, for the public benefit, anywhere in the world, to:

The trustees confirm that they have referred to the information contained in the Charity Commission’s general guidance on public benefit when reviewing the Sustainable Hospitality Alliance’s aims and objectives, and in planning activities and setting strategy for the year ahead.

Summary of main activities

To achieve our objectives, we work with our members, partners and other stakeholders, to assess the key global challenges affecting our planet and its people. We then prioritise our activities and programmes to identify where we can collectively deliver the most positive impact towards our mission.

Aligned with the United Nations Sustainable Development Goals (SDGs), we commit to drive continued action in the following areas:

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Report of the trustees for the period ending 31 December 2020

skills for a career in any hotel and beyond; Operating a youth employment programme to help young people from vulnerable backgrounds to access training and work experience, including those with little or no education, survivors of human trafficking, people with disabilities, refugees and migrants; Building partnerships to expand the reach of our programme and increase our ability to support vulnerable young people.

We commit to supporting the hospitality industry to embrace science-based targets and encourage the wider industry to join in reducing emissions at scale. Our activities include: Encouraging the adoption of good environmental practices and collective action in reducing impacts; Leading industry working groups to share expertise and address issues; Developing free practical tools and resources for assessing and monitoring carbon and other emissions and waste, and the impact of global supply chains on the environment; Encouraging a more joined up approach to sustainable hotels by increasing collaboration among hotel investors, asset owners and operators, and others with an interest in driving sustainability across the hotel industry.

Water stewardship

We commit to embed water stewardship programmes to identify ways to address water scarcity, improve water-use efficiency and reduce the number of people affected by lack of water. Our activities include: leading industry collaboration to share best practices and identify priority regions for action; Developing free tools and resources to enable every hotel to monitor their water usage and implement water stewardship strategies.

Policy on social investment and grant making

The charity works in partnership with its members and with organisations engaged in programmes in alignment with the Alliance’s objectives to deliver integrated social investment programmes particularly where members and partners can add value and reach to the Alliance’s objectives and activities as described above.

The trustees are mindful of their duties with respect to ensuring the charity is carrying out its purposes for the public benefit, that protecting people and safeguarding responsibilities are a governance priority and a fundamental part of its operations, and that where operating through partners, and especially internationally, trustees have legal duties and responsibilities in carrying out due diligence checks and monitoring in relation to the charity’s involvement with external bodies and individuals and verifying the end use of charitable funds.

Thus where working with partners, the charity:

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Report of the trustees for the period ending 31 December 2020

During the year the charity funded work with the Cheshire Disability Services Kenya (CDSK), and the Kherwadi Social Welfare Association (India), both programmes training young vulnerable people for entry to the hotel industry in Nairobi, Kenya, and Mumbai, India, respectively. We also worked on a limited basis – due to the COVID-19 lockdown in that country- in Sri Lanka with Aitken Spence, our local implementing partner, resuming activities in January 2021.

Contribution made by members and volunteers

The members of the Sustainable Hospitality Alliance are the corporate organisations supporting the Alliance through annual financial contributions and involvement in our work. They do not have a formal governance role.

The members make up approximately 25% of the global hotel industry by rooms and currently include 13 world-leading hotel companies with a combined reach of over 30,000 properties and 4.5 million rooms, and include large and small hotel companies with both international and regional portfolios.

As our members differ in the size and scale of their operations, ownership structures, geographic footprint and the stage of organisational maturity on their sustainability journey, this gives us unique insights into the industry, and awareness of what is needed to drive progress on sustainability across the industry. With their technical know-how and expertise, we design and pilot solutions, create tools and resources, and showcase best practices to help any hotel, anywhere in the world, get started and progress on its sustainability agenda.

Our members also, from time to time, offer us additional support, in terms of secondments, to help us get skills, resources and expertise in support of our work, either operationally or programmatically, and operate in a cost-effective way.

Throughout 2020, the global pandemic resulted in the temporary closure of hotels across the world. Many staff were either placed on furlough, made redundant, or working reduced hours. We therefore welcomed the support and expertise of several volunteers from our members and other organisations, who supported us to complete the operational set up of the charity including systems and policy development such as GDPR, and provided their expertise to support the delivery of our activities in human rights and climate action, as well as in identifying new areas for our work to grow in response to emerging requirements, for example Diversity, Equality and Inclusion. In addition, we also benefitted from secondments from some of our member companies, with expertise in HR and IT, for example, supporting development of various key policies, staff TUPE transfer, setting up of IT infrastructure etc, to support our demerger and transition from Business in the Community.

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Report of the trustees for the period ending 31 December 2020 Achievements and performance

Youth employment and the hospitality industry

The recent Covid-19 pandemic has forced many young people out of education, employment or training across the world, exacerbating their risk of poverty and exploitation.

Through our youth employment programme, we focus on supporting young people, aged 18-24, who have faced a range of barriers (including people from low-income families, those living without parental care, survivors of human trafficking, refugees, and people living with disabilities). Our programme aims to support them in developing the skills and experience to gain and sustain employment across many industries.

Our flexible programme delivery model consists of 100 hours of classroom training delivered through our local non-profit implementing partners. This is followed by two to four months of practical training with local employers. The trainees are then supported to find work with local businesses.

Our programme has traditionally focussed on the hospitality industry which offers an achievable entry level, giving young people from every background the opportunity to earn a decent living. Further, the skills developed within a hotel are not only transferable within the industry, but give a solid foundation for any number of other career opportunities. During the pandemic, the transferable skills development became even more relevant when the hospitality industry was temporarily reduced in many countries. We were able to flex our model to ensure the trainees’ skills could be utilised in the industries that were more in need – such as healthcare and retail.

Over the past year, we have developed an accessible core skills curriculum aimed at providing entry-level employability skills, basic English language, IT and life skills. During the reporting period, we worked to refine this new curriculum, review accessibility, and prepare to pilot it in hybrid delivery formats – including digital lessons to accommodate the Covid restrictions – across selected geographies in Africa and South Asia.

Our vision is for this core skills curriculum to be an open-source resource for anyone wishing to provide entry level employability skills training for hospitality to disadvantaged young people. The results of this pilot will inform our work to create a global model to support young people from vulnerable backgrounds in accessing jobs and be included in post-pandemic economic recovery.

Human rights and the hospitality industry

Recognising that migrant workers have been left even more susceptible to exploitation during the pandemic, we increased our efforts to support ethical recruitment in line with our human rights agenda. We continued to work with The Ministry of Administrative Development, Labour and Social Affairs together with the International Labour Organization Project Office in Qatar and the Institute for Human Rights and Business, and participated in a working group that has been established for sustainable growth and decent work in Qatar’s hospitality sector.

We continued to promote the adoption of a new tool, Promoting Fair Recruitment and Employment - A Guidance Tool for Hotels in Qatar, that was launched in Q3 2020, to provide a set of resources and practical steps that hotels can take to strengthen and implement internal policies and procedures; carry out due diligence of service providers and labour recruiters; and improve workplace relations through effective grievance handling and worker representation. We renewed our partnership with the United Nations’ International Labour Organization Project Office in Qatar

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Report of the trustees for the period ending 31 December 2020

to provide further support on creating guidance for key recruitment corridors that provide migrant workers to Qatar from India, Tunisia and Sri Lanka as well as creating practical training and guidance on workplace harassment policies and procedures.

Recognising the critical role that employers play in promoting ethical recruitment and promoting fair recruitment practices among recruitment agencies, we formed partnerships with the United Nations’ International Organisation for Migration. These partnerships will work in selected migration corridors, bringing together recruitment agencies in countries of origin with hotel companies in countries of destination, the local government and other key stakeholders to:

Every year, millions of Filipinos migrate overseas for employment. While migrants contribute greatly to economic development, statistics show that they are particularly susceptible to human trafficking. To place migrants at a lower risk for human trafficking, we are working with the United Nations’ International Organization for Migration in partnership with the Blas F. Ople Policy Center and Training Institute, Inc., Diginex Solutions to collaborate on the Aligning Lenses Towards Ethical Recruitment (ALTER) project. ALTER seeks to reduce the prevalence of human trafficking and labour exploitation among overseas Filipino workers through increased access to ethical recruitment channels. This shall be achieved by the wider adoption of ethical recruitment principles in the Philippines to transform standard recruitment practices, and by creating an enabling environment for ethical recruitment and sustainable business relationships between Philippine recruitment agencies and employers of overseas workers.

Climate change and the hospitality industry

With global emissions of carbon dioxide increasing by almost 50 per cent since 1990,[1] Climate change is a global issue that is affecting communities, lives, businesses and economies all over the world. The hotel sector accounts for around 1% of global carbon emissions[2] and this is set to increase. Based on our research, the hotel industry needs to reduce its carbon emissions by 66 per cent per room by 2030, and by 90 per cent per room by 2050 to ensure that the growth forecast for the industry does not lead to a corresponding increase in carbon emissions.[3]

Recognising the importance of engaging with all stakeholders across the hotel property value chain in addressing environmental sustainability in the hospitality industry, we continued to work with partners such as the United Nations World Tourism Organisation and the International Finance Corporation, a division of the World Bank, to develop and promote the Business Case for Sustainable Hotels. The Business Case provides compelling evidence to hotel companies as well as hotel investors and asset managers, owners and developers, operators and franchisees, that building and operating a hotel sustainably has both financial and reputational benefits.

1 United Nations, Sustainable Development Goals, SDG 13, available from www.un.org

2 UNWTO (2008), Climate Change and Tourism – Responding to global challenges, available from www.unwto.org

3 Sustainable Hospitality Alliance (2017), Global Hotel Decarbonisation Report, available from www.sustainablehospitalityalliance.org

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Report of the trustees for the period ending 31 December 2020

Working with the World Travel & Tourism Council and 23 hotel companies, the International Tourism Partnership (our former entity), using the GHG Protocol Standards, created the Hotel Carbon Measurement Initiative (HCMI) in 2012. This is a methodology and free tool to help hotels have a consistent way to better understand their greenhouse gas emissions, benchmark their performance, set measurable targets, and communicate the environmental footprint of their properties.

HCMI can be used by all types of hotels around the world even those with no previous experience in carbon reporting. It applies to individual hotels, large and small, regardless of the type of amenities offered. Our ambition is that, through widespread use of this free tool, we can help improve understanding, transparency and accuracy across the hotel industry.

In the run up to the launch of the Sustainable Hospitality Alliance, we updated the methodology to reflect recent user feedback and practices. During the reporting period, we launched a free webinar to help educate hotels around world on better measuring and managing their carbon footprint, to support them to reduce their impact on the environment. We partnered with Booking.com, an online travel agency, to promote the tool with their inventory of hotel partners.

Water scarcity and the hospitality industry

Water scarcity affects more than 40 per cent of the global population and is projected to rise.[4] A hotel water usage per room per day can vastly exceed that of local populations in water scarce destinations. Even hotels located in regions with plenty of water could be having an impact if they are sourcing products or services from water-scarce locations. We therefore recognise the important role hospitality can play in managing water consumption and contributing towards sustainable and secure water resources in their local communities.

Working with KPMG, World Travel & Tourism Council and 18 hotel companies, the International Tourism Partnership (our former entity), created the Hotel Water Measurement Initiative (HWMI) in 2016. This is a methodology and free tool to help hotels have a consistent way to better understand their water consumption, benchmark their performance, set measurable targets, and communicate water use in their properties.

HWMI can be used by all types of hotels around the world even those with no previous experience in water reporting. It applies to individual hotels, large and small, regardless of the type of amenities offered. Our ambition is that, through widespread use of this free tool, we can help improve understanding, transparency and accuracy across the hotel industry.

In the run up to the launch of the Sustainable Hospitality Alliance, we updated the methodology to reflect recent user feedback and practices. During the reporting period, we launched a free webinar to help educate hotels around the world on better measuring and managing their water footprint, to support them to reduce their impact on water resources. We partnered with Booking.com, an online travel agency, to promote the tool with their inventory of hotel partners.

Other

We recognise social and environmental sustainability will be even more important as the world attempts to recover from the enormous impacts of the pandemic. Equally, we know that while the hotel industry has been significantly impacted by the pandemic, as a global industry present locally

4 United Nations, Sustainable Development Goals, SDG 6, available from www.un.org

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Report of the trustees for the period ending 31 December 2020

in communities across the world, it has an even greater role to play in supporting sustainable and equal regenerative recovery.

During the reporting period, we engaged extensively with industry experts, senior leadership and key stakeholders to ascertain how our work needs to evolve to meet the demands of a postpandemic world. This foundation work will enable us to develop our Vision 2030, aligned with the UN Sustainable Development Goals and building upon the spirit of multi-stakeholder partnerships that underpins our ethos.

Plans for future periods

As a newly formed organisation, we recognise we have continued work to do in order to have robust systems, policies and processes in place to operate efficiently and effectively. We also recognise the scale of work that still needs to be undertaken to develop our organisational culture, values and behaviours, and lead all our stakeholders with us on this journey. Achieving this in the context of a pandemic, with associated resource constraints, is a significant task, and one that we will continue to focus on this year.

We also recognise the need to support responsible recovery post-pandemic, raise aspirations, and enable the hotel industry to play the greatest role it can leveraging its global might and local presence.

With this in mind, in 2021 we aim to:

In addition, we aim to explore new areas of work to meet emerging and urgent needs. These include, for example, diversity, equality and inclusion, waste management including single-use plastics and food waste, responsible consumption and biodiversity loss. In doing so, we aim to stay

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Report of the trustees for the period ending 31 December 2020

true to our charitable remit, vision and mission. The role of public-private partnerships in our work will become even more critical as we stay committed to focusing our resources and efforts on mobilising and driving collective action on areas where we can have the maximum impact.

Financial review

The Charity was registered on 24 March 2020, having been registered as a company on 20 December 2019, and launched independent operations on 1 October 2020, having separated as a programme from Business in the Community (BITC), a registered charity in England and Wales (297716) and Scotland (SC046226), which is part of Prince’s Charities group, where it had been housed as “International Tourism Partnership” (ITP) since 2013.

The staff of ITP were transferred from BITC by mutual agreement of the parties under the Transfer of Undertakings (Protection of Employment) regulations (TUPE), and the assets, reserves and continuing responsibilities for programme management of ITP were transferred under legal agreement between BITC and the Sustainable Hospitality Alliance.

During its first accounting period covering the three months to 31 December, the Sustainable Hospitality Alliance recorded Net Income of £564,263, taking into account the Transfer from Business In the Community of £456,055 (including cash, assets, trade debtors, deferred and prepaid membership contributions, and accrued income as explained further in note 2B) and a net surplus on operations during the period of £108,208, reached after Income of £323,319 and Expenditure of £215,111.

Our income came from Charitable Grants of £222,165, which support is received under specific agreements supporting restricted activities aligned to our objectives from a range of Institutional Donors, Foundations and Trusts and Corporate Bodies, as listed in the Notes to the Accounts, Membership contributions of £62,000 related to the three months of operation, and Donations of £39,154, including in-kind donations of £33,010, comprising a series of professional assignments contributed by members or other associates focussing largely on systems and process definition or policy articulation at a critical stage in our organisational development, for which we are very grateful.

Expenditure comprises Support Costs (including the value of In-Kind donations), Staff Costs, and Grants to Partners and is analysed in the accounts to Fundraising and publicity, and Expenditure on charitable activities, split between the major activities of the Alliance, as set out in the Notes to the Accounts, the highest expenditure being on Human Rights and Youth Employment work.

At 31 December 2020, both Net Assets and Funds stood at £564,263. Net Assets included Cash held of £951,559, with Accruals and deferred income standing at £553,507, the majority of which is pre-paid membership or Deferred income and largely explains the excess of Cash over Net Assets.

Funds were made up of Restricted Funds of £131,080 and Unrestricted Funds of £433,183, comprising General Funds of £298,245, and Designated Funds of £134,938, related to grant funding from Humanity United, which is towards organisational support but is required to be spent and reported during 2021.

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Report of the trustees for the period ending 31 December 2020 Structure, Governance and Management

Governing document

The Sustainable Hospitality Alliance is a company limited by guarantee governed by its Memorandum and Articles of Association dated 16 December 2019. It is registered as a charity with the Charity Commission.

Appointment of trustees

As set out in the Articles of Association the business of the Charity is governed by the Board of Trustees, the first members of which were the four subscribers to the registration of the Alliance and a Company. The number of Trustees must be a minimum of three and no more than nine. Trustees may be appointed by a resolution of the Board and serve for a term of up to three years and can be eligible for re-appointment for a further period of three years.

Trustee induction and training

New trustees undergo orientation to brief them on: their legal obligations under charity and company law, the Charity Commission guidance on public benefit, and inform them of the content of the Memorandum and Articles of Association, the committee and decision-making processes, the business plan and recent financial performance of the charity. During orientation they meet key employees and other trustees. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role.

Organisation

The Board of Trustees, which can have up to nine members, administers the charity. The board normally meets quarterly and has one sub-committee, the Finance Risk and Audit Committee, which also meets quarterly in advance of Board meetings or as often as necessary. A Chief Executive Officer is appointed by the trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive Officer has delegated authority, within terms of delegation approved by the trustees, for operational matters including finance and employment.

Following the year end, but before the accounts were approved, the Alliance’s Chief Executive Officer announced her decision to accept another role. She is due to leave the Alliance at the end of September 2021. At the date of approving the accounts, the trustees were working to identify a successor and to ensure plans are in place for an effective handover. The trustees would like to record their thanks to Madhu Rajesh for her work in supporting the establishment of the Alliance as an independent charity.

Related parties and co-operation with other organisations

None of our trustees receive remuneration or other benefit from their work with the charity.

Trustees must declare any direct or indirect interest that conflicts, or may conflict with the interests of the Charity, because the Trustee or a Connected Person may receive a benefit from the Charity, or has some separate interest or duty in a matter to be decided, or in relation to information which is confidential to the Charity.

Pay policy for senior staff

The pay of the senior staff has been determined by Management together with the Finance Risk and Audit Committee on a review of pay levels in other similar organisations.

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Report of the trustees for the period ending 31 December 2020 Principal risks & uncertainties

The trustees have a risk management strategy which comprises:

The trustees have assessed the risks that the Alliance is exposed to and have identified that the principal risks include:

Reserves policy and going concern

The Trustees, having considered the risks outlined above have determined a desired range of reserve levels to be held in light of these risks to lie between £350,000 and £475,000.

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Report of the trustees for the period ending 31 December 2020

The reserves to be deployed should be unencumbered by prior obligation and held as liquid assets.

Currently the organisation holds £298,000 of Unrestricted Reserves, of which £293,000 are unencumbered and free to be deployed to use. This level is below the lower end of the desired range of reserves.

The trustees have planned that the organisation will grow its Reserves to ensure it remains securely within the desired range over the next three years by seeking unrestricted funding for this purpose.

The trustees have reviewed the circumstances of the Alliance and consider that adequate resources continue to be available to fund the activities of the trust and group for the foreseeable future. The trustees are of the view that the company is a going concern.

Our approach to fundraising activities

The charity raises funds from member contributions, from institutional donors including Trusts and Foundations, International Development Organisations and Government Institutions in the UK and internationally. We have developed an Ethical Fundraising Policy to guide decisions on solicitation and acceptance of funds.

The charity does not currently actively fundraise from the public or run legacy campaigns or undertake similar fundraising activities in its own right. The trustees are though pleased to receive unsolicited gifts and legacies from patrons and supporters who generously support our work.

No complaints have been received from funders or beneficiaries in respect of fundraising activities undertaken by the alliance.

Trustees’ responsibilities in relation to the financial statements

The charity trustees (who are also the directors of the Sustainable Hospitality Alliance for the purposes of company law) are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing the financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the

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Report of the trustees for the period ending 31 December 2020

financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to disclosure to our auditors

In accordance with company law, the Company’s Directors confirm that:

In preparing the Report of the Trustees the trustees have taken advantage of the exemptions available to small companies.

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Report of the trustees for the period ending 31 December 2020

Opinion

We have audited the financial statements of Sustainable Hospitality Alliance for the period ended 31 December 2020 which comprise the Statement of Financial Activities, the Balance Sheet, the 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).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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 fulfilled 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.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based 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 '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.

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report. 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.

In 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 financial 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

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Independent auditor’s report to the members of Sustainable Hospitality Alliance

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.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (which incorporates the strategic report and the directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on pages15 and 16, 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.

In preparing the financial statements, the trustees are responsible for assessing 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

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 financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in

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Hospitality Alliance

respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the sector in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to regulatory requirements of the Charity Commission, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011, Companies Act 2006 and payroll taxes.

r fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries and management bias in certain accounting estimates and judgements such as the income recognition policy applied to grant income. Audit procedures performed by the engagement team included:

A further description of our responsibilities for the audit of the financial statements is located on the www.frc.org.uk/auditorsresponsibilities. This description

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members 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 members as a body, for our audit work, for this report, or for the opinions we have formed.

Steven Harper (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of Haysmacintyre LLP, Statutory Auditors London EC4R 1AG

19

Sustainable Hospitality Alliance

STATEMENT OF FINANCIAL ACTIVITIES (including Income and Expenditure account)

FOR THE PERIOD ENDED 31 DECEMBER 2020

Note
INCOME FROM:
Donations and legacies
2A
Alliance Membership contibutions
Charitable activities
Grants
3
Investment income
TOTAL INCOME
EXPENDITURE ON:
Raising funds
Fundraising and publicity
Charitable activities
Human Rights
Youth Employment
Climate Action
Water Stewardship
Cross organisational activities
TOTAL EXPENDITURE
4
NET INCOME BEFORE TRANSFER
FROM BUSINESS IN THE COMMUNITY
5
Net Transfer from Business In the Community
2B
NET INCOME
Transfer between funds
NET MOVEMENT IN FUNDS
Reconciliation of funds:
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
Funds
£
39,154
62,000
131,406
-
232,560
20,307
18,225
4,909
5,261
5,261
57,887
111,850
120,710
308,899
429,609
3,574
433,183
-
433,183		 Restricted
Total Funds
Funds
Period ended
31-Dec-20
£
£
-
39,154
62,000
90,759
222,165
-
-
90,759
323,319
-
20,307
20,592
38,817
74,366
79,275
8,303
13,564
-
5,261
-
57,887
103,261
215,111
(12,502)
108,208
147,156
456,055
134,654
564,263
(3,574)
-
131,080
564,263
-
-
131,080
564,263

All transactions are derived from activities that commenced during the period. The split between unrestricted and restricted donations and legacies is shown in note 3. There was no other restricted income or expenditure for the period ended 31 December 2020. All recognised gains and losses are included in the Statement of Financial Activities.

20

Sustainable Hospitality AllianceCompany Number: 12373950

BALANCE SHEET

AT 31 DECEMBER 2020

Note
FIXED ASSETS
Tangible assets
8
Investments
9
CURRENT ASSETS
Debtors
11
Cash at bank and in hand
CREDITORS: amounts falling
12
due within one year
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
NET ASSETS
FUNDS
14
Restricted funds
Unrestricted funds:
Designated funds
General funds		 £
£
5,279
-
5,279
191,394
951,559
1,142,953
(583,969)
558,984
564,263
564,263
131,080
134,938
298,245
433,183
564,263
2020		 £
£
5,279
-
5,279
191,394
951,559
1,142,953
(583,969)
558,984
564,263
564,263
131,080
134,938
298,245
433,183
564,263
2020
5,279
558,984
564,263
564,263
131,080
134,938
298,245
433,183
564,263

21

Sustainable Hospitality Alliance

STATEMENT OF CASH FLOWS

FOR THE PERIOD ENDED 31 DECEMBER 2020

Note 2020
£ £
Cash Flow from operating activities 20 957,318
Cash flows from investing activities
Payments to acquire tangible fixed assets (5,759)
Cash used in investing activities (5,759)
Increase/(Decrease) in cash and cash
equivalents in the year 951,559
Cash and cash equivalents at the beginning of the year -
951,559
Change due to exchange rate movements
Total cash and cash equivalents at the end of the year 951,559
Cash and cash equivalents
Cash at bank and in hand 951,559
Cash held by investment manager -
Cash at bank and in hand at the end of the
reporting period 951,559

22

Notes on the accounts

1 Accounting Policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a) Basis of preparation

The financial statements have been prepared in accordance with the 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 (FRS 102)) (2nd Edition effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Sustainable Hospitality Alliance meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

b) Preparation of the accounts on a going concern basis

The Sustainable Hospitality Alliance reported net income of £564,000 for the period, comprising net income of £108,000 and the Transfer from Business In the Community of £456,000. The trustees are of the view that ongoing funding agreements and membership contributions have secured the immediate future of the Sustainable Hospitality Alliance for the next 12 to 18 months, and that the current cash position and future projections indicate sufficient levels to continue operations without interruption, and that on this basis the charity is a going concern for the foreseeable future and that there are no material uncertainties in relation to the ability of the charity to continue as a going concern.

The trustees remain vigilant of the need to secure on-going financial support and to monitor financial commitments and cash flows to maintain the organisation’s financial viability.

c) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.

Grant income received in advance of performance or provision of other specified service it is deferred until the criteria for income recognition are met (see note 23).

d) Donated services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general time of volunteers not recognised; refer to the trustees’ annual report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to

23

Notes on the accounts

obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

e) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

f) Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the Sustainable Hospitality Alliance’s work or for specific projects being undertaken by the Sustainable Hospitality Alliance.

g) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

• Costs of raising funds comprise fundraising and publicity and their associated support costs.

• Expenditure on charitable activities includes the costs of undertaking specific activities and projects in Human Rights, Youth Employment, Climate Action, Water Stewardship and Cross organisational activities and their associated support costs.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h) Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back-office costs, finance, personnel, other organisational running costs and are classified between Office expenses, Governance costs and Other support costs. These costs have been allocated between cost of raising funds and expenditure on charitable activities.

Support costs have been allocated to activities (whether raising funds or charitable activities) on the following bases:

• Where a support cost can be specifically attributed to an activity it is directly allocated

• Where the support costs have a general effect on activities, they are apportioned to activities on the basis of staff time recorded undertaking the activities

Support costs related to publicity and promotion are not reapportioned to charitable activities.

i) Tangible fixed assets

Individual fixed assets costing £500 or more are capitalised at cost and are depreciated over their estimated useful economic lives on a straight-line basis as follows:

Asset Category

Computer equipment Over 3 years

24

Notes on the accounts

j) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

k) Cash at bank and in hand

Cash at bank and cash 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.

l) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

m) Pensions

Existing employees of the charity were entitled to join the defined contribution Group Personal Pension Plan operated by Scottish Widows which is funded by contributions from employee and employer.

n) Critical accounting judgements and key sources of estimation uncertainty

In the application of the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The Trustees do not consider there are any critical judgements or sources of estimation uncertainty affecting assets or liabilities at the balance sheet date which is likely to result in a material adjustment to their carrying amount in the next financial year.

o) Financial Instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at the settlement value.

25

Notes on the accounts

2A. DONATIONS AND LEGACIES

DONATIONS AND LEGACIES
Donations
Gifts in kind		 Unrestricted
£
6,144
33,010
39,154		 Period ended
Restricted
31-Dec-20
£
£
0
6,144
33,010
-
39,154

The value of volunteers, consultants and corporate entities time is estimated at £33,010. We have included the value where it is quantifiable but recognise that the Charity received a significant level of support, which we are unable to quantify.

2B. TRANSFER FROM BUSINESS IN THE COMMUNITY

During the year £544,215 was transferred as part of the establishment of the Sustainable Hospitality Alliance and assets valued at £5,759 were received from BITC. A further £82,539 was received during the year ending 31 December 2021, settling the balance owing in full. Included in the transfer were funds received in advance for future periods.

Transfer - cash, assets and balance owing
Recognised as Trade debtors
Recognised as Deferred and prepaid membership contributions
Recognised as accrued income
3.
CHARITABLE ACTIVITIES
Grants
Humanity United
Global Fund to End Modern Slavery
Sightsavers (Royal Commonwealth Society for the Blind)
Hyatt Community Grants Fund
The J. Willard and Alice S. Marriott Foundation
The International Labour Organisation (ILO)
International Organisation for Migration (Geneva)
International Organisation for Migration (Philippines)		 Unrestricted
£
541,357
15,000
(247,458)
-
308,899
Unrestricted
£
131,406
-
-
-
-
-
-
-
131,406		 Period ended
Restricted
31-Dec-20
£
£
91,156
632,513
20,000
35,000
-
(247,458)
36,000
36,000
147,156
456,055
Period ended
Restricted
31-Dec-20
£
£
-
131,406
34,349
34,349
27,061
27,061
252
252
9,243
9,243
649
649
10,822
10,822
8,383
8,383
90,759
222,165

26

Notes on the accounts

4.
EXPENDITURE
FOR THE PERIOD ENDED 31 December 2020
Support Costs
Staff Costs
Grants to
Partners
£
£
£
a)
ANALYSIS OF EXPENDITURE
Raising Funds
Fundraising and publicity
18,434
1,874
-
Expenditure on charitable activities:
Human Rights
15,766
23,051
-
Youth Employment
11,947
40,739
20,831
Climate Action
5,617
7,947
-
Water Stewardship
3,491
1,770
-
Cross organisational activities
23,828
34,044
-
TOTAL EXPENDITURE
79,083
109,425
20,831		 Other Direct
Total
£
£
-
20,308
-
38,817
5,758
79,275
-
13,564
-
5,261
14
57,886
5,772
215,111

The costs above include support costs which are allocated on the basis of expenditure undertaken.

b) ANALYSIS OF SUPPORT COSTS

FOR THE PERIOD ENDED 31 December 2020

Office
expenses
£
Raising Funds
Fundraising and publicity
-
Expenditure on charitable activities:
Human Rights
-
Youth Employment
-
Climate Action
-
Water Stewardship
-
Cross organisational activities
5,362
TOTAL SUPPORT COSTS:
5,362		 Governance
costs
£
-
-
-
-
-
12,300
12,300		 Other
support
costs
£
18,433
8,606
270
2,620
2,620
28,871
61,420		 Reallocation
Total
£
£
-
18,433
7,160
15,766
11,677
11,947
2,997
5,617
871
3,491
(22,705)
23,828
-
79,082

The basis for apportionment of Support costs is set out in Note 1 i)

Included in Other support costs is the value of £33,010 of in-kind contributions received

c)

GOVERNANCE COSTS
Legal and professional, including audit		 Period ended
31-Dec-20
£
12,300
12,300

27

Notes on the accounts

4.
EXPENDITURE (cont)
Unrestricted
Restricted
Grants paid to institutions
£
£
Cheshire Disability Services Kenya (CDSK)
-
10,928
Kherwadi Social Welfare Association
-
9,903
-
20,831
5.
NET INCOME FOR THE YEAR
This is stated after charging the following:
- Depreciation
- Auditors remuneration for audit services(net of VAT)
for audit services
for other services
- Operating lease rentals
6.
STAFF NUMBERS AND COSTS
The average number of persons employed during the year were as follows
Raising funds
Charitable activities
Support
The aggregate payroll costs of these persons were as follows
Salaries and wages
Social security costs
Pension scheme contributions		 Restricted
£
10,928
9,903		 Period ended
31-Dec-20
£
10,928
9,903
20,831
31-Dec-20
£
480
8,750
1,500
2020
No.
0.2
4.7
0.5
5.4
£
91,106
10,612
5,241
106,959		 Period ended
31-Dec-20
£
10,928
9,903
20,831
31-Dec-20
£
480
8,750
1,500
2020
No.
0.2
4.7
0.5
5.4
£
91,106
10,612
5,241
106,959
20,831 20,831
31-Dec-20
£
480
8,750
1,500
2020
No.
0.2
4.7
0.5
5.4
£
91,106
10,612
5,241
106,959

There were no employees whose emoluments, excluding pension contributions and employer's national insurance exceeded £60,000 in the period.

Contributions of £5,241 were paid on behalf of these employees into a money purchase pension scheme.

The total employee benefits of the key management personnel of the Charity were £45,564.

28

Notes on the accounts

7. TRUSTEES' REMUNERATION AND REIMBURSED EXPENSES

No remuneration is paid to any Trustee. Reimbursements of travelling expenses totalling £0 was paid to Trustees for attendance at Trustee meetings.

8. TANGIBLE ASSETS

Group and Charity
Cost or Valuation
Additions
Disposals
At 31 December 2020
Depreciation & Amortisation
Charged in Year
Disposals
At 31 December 2020
Net Book Value
At 31 December 2020		 £
5,759
-
Computer
Equipment
5,759
(480)
-
(480)
5,279

9. INVESTMENTS

Sustainable Hospitality Alliance held no investments of monetary value at 31 December 2020.

10. TAXATION

Sustainable Hospitality Alliance is a registered charity and, therefore, is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

29

Notes on the accounts

11.
DEBTORS
Trade debtors
Other debtors
Prepayments and accrued income
12.
CREDITORS: Amounts falling
due within one year
Trade creditors
Other creditors including taxation and social security
Grant commitments
Accruals and deferred income
13.
DEFERRED INCOME
Amount deferred in the year		 2020
£
45,000
82,538
63,856
191,394
2020
£
3,852
26,610
553,507
583,969
2020
£
251,230
251,230

Deferred income represents income or membership contributions invoiced or received for use in future periods.

30

Notes on the accounts

**14. ** FUNDS
Unrestricted Funds
Designated Funds
Humanity United
General Funds
Restricted Funds
Youth Employment-restricted
Global Fund to End Modern Slavery
Sightsavers (Royal Commonwealth Society for the Blind)
Hyatt Community Grants Fund
The IHG Foundation (UK) Trust
TUI Care Foundation
Youth Employment-broadly restricted
Marriott International
Hilton Effect Foundation
The J. Willard and Alice S. Marriott Foundation
Human Rights
The International Labour Organisation (ILO)
International Organisation for Migration (Geneva)
International Organisation for Migration (Philippines)
Sustainability
Booking.com
Grants		 At 26
December
2019
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Income
£
131,406
101,154
232,560
34,349
27,061
252
-
-
-
-
9,243
649
10,822
8,383
-
90,759
323,319		 Expenditure
£
24,266
87,584
111,850
34,349
27,061
252
4,738
434
-
1,863
5,669
649
11,559
8,383
8,304
103,261
215,111		 Transfer
from BITC
£
46,658
262,241
308,899
-
-
-
18,000
15,966
37,856
30,500
-
-
24,834
-
20,000
147,156
456,055		 Transfers/
gains/
(losses)
At 31
December
2020
£
£
(18,860)
134,938
22,434
298,245
3,574
433,183
-
-
-
-
-
-
-
13,262
-
15,532
-
37,856
-
28,637
(3,574)
-
-
-
-
24,097
-
-
-
11,696
(3,574)
131,080
-
564,263

31

Notes on the accounts

15. ANALYSIS OF FUND BALANCES BETWEEN NET ASSETS

Tangible fixed assets
Investments
Net current assets		 Restricted
Funds
£
-
-
131,080
131,080		 General
Funds
Designated
Funds
Total
£
£
£
5,279
-
5,279
-
-
-
292,966
134,938
558,984
298,245
134,938
564,263
AT 31 December 2020

16. CAPITAL COMMITMENTS

Sustainable Hospitality Alliance had no capital commitments at 31 December 2020.

17. OPERATING LEASE COMMITMENTS

Sustainable Hospitality Alliance had no operating lease commitments at 31 December 2020.

18. TRUSTEES' LIABILITY

In the event of the company being wound up, Trustees will each have a liability of £1.

19. PENSION COMMITMENTS

Sustainable Hospitality Alliance operates a Group pension arrangement. The overall pension charge for the period was £5,241. At 31 December 2020, £2,144 contributions were outstanding.

32

Notes on the accounts

Notes on the accounts Notes on the accounts
20. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH INFLOW
2020
£
Net movement in funds 564,263
Investment income -
Net (gains)/ losses on investments -
Depreciation and amortisation 480
Increase/ (Decrease) in creditors 583,969
(Increase)/ Decrease in debtors (191,394)
(Increase)/ Decrease in stocks -
Net Cash generated by operating activities 957,318
21. RELATED PARTY TRANSACTIONS
There were no related party transactions in the period.

33