Premier People Solutions Limited - Limited company accounts 18.2

REGISTERED NUMBER: 05997338 (England and Wales)

STRATEGIC REPORT, REPORT OF THE DIRECTORS AND

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2019

FOR

PREMIER PEOPLE SOLUTIONS LIMITED

Page

Company Information

1

Strategic Report

2

Report of the Directors

6

Report of the Independent Auditors

8

Income Statement

11

Other Comprehensive Income

12

Balance Sheet

13

Statement of Changes in Equity

14

Cash Flow Statement

15

Notes to the Cash Flow Statement

16

Notes to the Financial Statements

17

DIRECTORS:

D J Pearson

A Woodcock

Mrs J B Harrison

SECRETARY:

Mrs J B Harrison

REGISTERED OFFICE:

3 Derwent House

Richmond Business Park

Sidings Court

Doncaster

South Yorkshire

DN4 5NL

REGISTERED NUMBER:

05997338 (England and Wales)

AUDITORS:

Beaumonts (Statutory Auditors)

8 Navigation Court

Calder Park

Wakefield

WF2 7BJ

The directors present their strategic report for the year ended 31 March 2019.

1 Executive Summary

Premier Partnership has been proving learning and development to the public sector for over 25 years. It has a

strong pedigree in the delivery of learning that develops and enhances employee skills, ultimately improving

organisational productivity.

We have been awarded the outstanding learning provider of the year by the Chartered Management Institute.

The website provides an invaluable insight into our products, clients and opportunities.

2 Review of 2018/19

2.1 Sales

Sales decreased by £2.2 million as the organisation moved away from delivery of the apprenticeship projects that

were not delivering significant profit to concentrate on the delivery of managed training service contracts that have

since seen significant growth.

This change also necessitated a restructure of the organisation to reduce costs and prepare for the growth that has

since commenced in earnest.

2.2 Costs

Prior to the termination of the large civil service apprenticeship contract in November 2018 the organisation was

handling the large costs for recruiting, vetting and training the significant numbers of staff needed to deliver the

learning. The client encountered operational challenges which took priority over releasing learners to undertake

their apprenticeship and this along with resistance to follow the outlined cohort delivery model resulted in

apprentices remaining on program longer than the agreed delivery period. This in turn resulted in Premier retaining

these additional resources for longer than was originally planned. Once the contract was terminated Premier acted

quickly to reduce theses staffing costs to minimise impact as quickly as possible.

2.3 Profit

The loss to the organisation has reduced significantly from £(913,702) to £(270,431). This is because the costs for

delivery of the apprenticeship programme were quickly reduced once the contract ended and the organisation has

increased sales from existing and new customers.

Redundancy payments for the apprenticeship staff also impacted on profitability.

The organisation is now experiencing significant profit increases in its core managed service product.

2.4 Financial Summary

The key points of note in relation to the financial statements are:

- A significant reduction in losses from £(913,702) to £(270,431).

- A reduction in overhead and administrative expenses from £3,372,868 to £2,557,229 reflecting cost cutting

changes made in response to terminating apprenticeship work.

- A reduction in Director's salaries, pension contributions and insurance to help reduce losses.

- A reduction in turnover from £14,753,331 to £12,618,458 as a result of the termination of the large

apprenticeship contract.

- A balance sheet movement from a net asset position of £79,935 to a net liabilities position of £190,496, as a

result of the loss incurred in the year.

3 Post year end priorities

Since the year end, we have structured the organisation to focus on:

- Increasing the quality and delivery of qualifications across the civil service.

- Increasing sales on our core health and safety and compliance training.

- Growing our existing managed service contracts with customers by delivering a more responsive and innovative

service using our improved customer relationship management system.

- Increasing the success of our tender bidding through better selection and increased resource on those bids we

intend to compete for.

- Further development of our on-line qualifications offering including the addition of new qualifications.

- Improving our internal data management systems and training management system to improve efficiencies

around training administration and client direct booking.

4 Our operating environment

Our clients, typically local authorities, central government, government agencies, blue light organisations,

universities, third sector and the health sector have trusted us to deliver impactful and cost- effective training

solutions.

There continues to be a growing appetite for online learning, blended learning and innovative learning i.e. that

including virtual reality or artificial intelligence and we have invested in our systems to meet this future need.

Our position as an accomplished provider of training solutions and all aspects of learning & development positions

us well to meet this need. In addition:

- We are a provider on the ESPO Managed Service Framework, and our contract has been extended by a further

two years.

- Successfully delivering managed services to over 70 public sector bodies.

- We hold centre status for the delivery and management of accredited products up to and including Level 7 in

Leadership & Management. Our awarding bodies are Chartered Management Institute (CMI), The Institute of

Learning and Management (ILM), City & Guilds and The Institute of Professional Consulting.

- We are an approved strategic partner with the Chartered Management Institute, giving us Direct Award Status and

the capability to award Chartered Management Status.

- We hold centre status for NEBOSH (National Examination Board in Occupational Safety and Health), IOSH

(Institution of Occupational Safety and Health) and Qualsafe.

We have a good reputation for building long term relationships with our clients, delivering learning that is

accurately mapped to their needs through our specialist trainers and unique team of national expert providers.

5 Strategic Plan

Over the coming years we will be building on our stated brand promise:

"We exist to improve and organisation's performance through learning & development", and our defined purpose:

"Where organisations easily source every type of learning solution"

We have created a 3 year strategy detailing how turnover will exceed £20 million by 2021 by:

- Creating a marketing team led by a Sales Director.

- Increasing the success of the tendering team through recruitment of a bid manager.

- Positioning Account Directors to a sales focused role.

- Increased automation.

- Positioning Premier Partnership as learning experts.

- Tell our story of achievements and successes.

- Drive brand awareness through digital engagement.

- Elevate the conversation and build better connections with current and new clients.

- Build advocacy across our supply chain.

- Gain market share.

Core Offering

We will focus on the delivery of our product stream where we can demonstrate credibility, capability and a record

of success. We will build on our pedigree of successfully delivering managed training services, accredited

management programmes, compliance training and development to support defined projects.

We will continue to utilise our position on the ESPO Managed Training Service Framework, the YPO framework,

and the NEUPC Framework as this better enables the promotion and purchase of our core offering to our target

market.

Core Markets

We will target the following markets as result of our credibility of working with them, their appetite for our core

offering and the challenges they are experiencing:

- Local authorities

- Blue light services

- Health care

- Government departments and agencies

- Universities

5.1 Operational Plan

We will ensure the success of the organisation by targeting:

- Increasing sales of non-apprenticeship products by an average of 10% each year for the next three fiscal years

- Improving margin through efficiencies and cost reduction

- Increase net profit accordingly.

- Improving productivity through investment in a Customer Relationship Management System, an additional

learning portal to facilitate online learning, better IT systems and improved data processing.

- Developing motivation through training, morale initiatives and remuneration packages

Following the move away from apprenticeship delivery the organisation has experienced significant growth and

profitability in the year 2019/20.

6 PRINCIPAL RISKS AND UNCERTAINTIES

Risk

Detail

Likelihood

Impact

Mitigation

Economics

Forecasts suggest forthcoming recession.

Medium

Low

Compliance training is a significant part of our offer and is still required irrespective of economic status of UK. Brexit likely to increase training requirements for our clients and we have sourced products and suppliers.

Liquidity

Balance sheet and assets limit spending and investment choices.

Medium

Medium

Strong relationship with bank provides short term funding.

Loss of accreditation and ROATP membership

Learning schedule and attendance conflicts with client priorities and conflicts with learning standards.

Medium

Medium

Ongoing and regular engagement with client to ensure learners are released for learning.

Reduced number of training administrators may risk contracts

Reduced front line resourcing before new customer management IT systems have embedded may impact on contract quality.

High

High

Increased monitoring of contracts and client contact. Additional resource pipeline identified.

Success of new head of sales

New role may take time to embed and understand core market. Slow sales.

Medium

Medium

Provide ongoing development and support. Implement performance management plan to regularly review progress.

Quality

Impact on quality due to reliance on supply chain.

Low

Medium

Strong skill set of supply chain team enables effective recruitment and management of suppliers. Robust contracts to enable performance management of suppliers. Quality Assurance strategy to monitor suppliers in place.

ON BEHALF OF THE BOARD:

D J Pearson - Director

18 December 2019

The directors present their report with the financial statements of the company for the year ended 31 March 2019.

PRINCIPAL ACTIVITY

The principal activity of the company in the year under review was that of training providers.

DIVIDENDS

No dividends will be distributed for the year ended 31 March 2019.

DIRECTORS

The directors shown below have held office during the whole of the period from 1 April 2018 to the date of this

report.

D J Pearson

A Woodcock

Mrs J B Harrison

FUTURE DEVELOPMENTS, FINANCIAL RISK MANAGEMENT AND GENERAL RISK

The future developments and trade of the company, financial risk management and general risk are disclosed in the

Business Review of the Strategic Report.

STATEMENT OF DIRECTORS' RESPONSIBILITIES

The directors are responsible for preparing the Strategic Report, the Report of the Directors and the financial

statements in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each financial year. Under that law the

directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted

Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors

must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of

affairs of the company and of the profit or loss of the company for that period. In preparing these financial

statements, the directors are required to:

-	select suitable accounting policies and then apply them consistently;

-	make judgements and accounting estimates that are reasonable and prudent;

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the

company's transactions and disclose with reasonable accuracy at any time the financial position of the company

and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also

responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention

and detection of fraud and other irregularities.

STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS

So far as the directors are aware, there is no relevant audit information (as defined by Section 418 of the

Companies Act 2006) of which the company's auditors are unaware, and each director has taken all the steps that

he or she ought to have taken as a director in order to make himself or herself aware of any relevant audit

information and to establish that the company's auditors are aware of that information.

AUDITORS

The auditors, Beaumonts (Statutory Auditors), will be proposed for re-appointment at the forthcoming Annual

General Meeting.

ON BEHALF OF THE BOARD:

D J Pearson - Director

18 December 2019

Qualified opinion

We have audited the financial statements of Premier People Solutions Limited (the 'company') for the year ended

31 March 2019 which comprise the Income Statement, Other Comprehensive Income, Balance Sheet, Statement

of Changes in Equity, Cash Flow Statement and Notes to the Cash Flow Statement, 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, except for the possible effects of the matter described in the basis for qualified opinion section of

our report, the financial statements:

- give a true and fair view of the state of the company's affairs as at 31 March 2019 and of its loss for the year the

ended;

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

- have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for qualified opinion

We were unable to satisfy ourselves over the recoverability of sales reserves amounting to £579,249 included in the

financial statements due to limitation of scope. We have been unable to obtain sufficient available supporting

evidence to verify the recoverability of these reserves by using audit procedures. Consequently we were unable to

determine whether any adjustments for the reserves are necessary.

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 company in accordance with the ethical

requirements that are relevant to our audit of the financial statements in the UK, including 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 qualified opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report

to you where:

-	the directors' use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

-

the directors have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the company's ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Key audit matters

Except for the matter described in the basis for qualified opinion section, we have determined that there are no key

audit matters to be communicated in our report.

Other information

The directors are responsible for the other information. The other information comprises the information in the

Strategic Report and the Report of the Directors, but does not include the financial statements and our Report of

the Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise

explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 conclude that there is a material misstatement of this other information, we are required to

report that fact.

As described in the basis for qualified opinion section of our report, we were unable to satisfy ourselves concerning

the recoverability of sales reserves of £579,249 as at 31 March 2019. We have concluded that where the other

information refers to the sales reserves balance or related balances such as sales income, it may be materially

misstated for the same reason.

Opinions on other matters prescribed by the Companies Act 2006

Except for the possible effects of the matter described in the basis for qualified opinion section of our report, in our

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

- the information given in the Strategic Report and the Directors Report for the financial year for which the financial

statements are prepared is consistent with the financial statements; and

- the Strategic Report and the Directors' Report have been prepared in accordance with applicable legal

requirements.

Matters on which we are required to report by exception

Except for the matter described in the basis for qualified opinion section of our report, in the light of the knowledge

and understanding of the company and its environment obtained in the course of the audit, we have not identified

material misstatements in the Strategic Report of the Report of the Directors.

Arising solely from the limitation on the scope of our work relating to the recoverability of the sales reserves,

referred to above:

- we have not obtained all the information and explanations that we considered necessary for the purpose of our

audit; and

- we were unable to determine whether adequate accounting records have been kept.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires

us to report if, in our opinion:

-	returns adequate for our audit have not been received from branches not visited by us; or

-	the financial statements are not in agreement with the accounting records and returns; or

-	certain disclosures of directors' remuneration specified by law are not made.

Responsibilities of directors

As explained more fully in the Statement of Directors' Responsibilities set out on page six, the directors 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 directors determine 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 directors are responsible for assessing the 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 directors either intend to liquidate the company or to cease operations, or have no realistic

alternative but to do so.

Auditors' 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 a Report of the Auditors 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.

A further description of our responsibilities for the audit of the financial statements is located on the Financial

Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of

the Auditors.

Use of our report

This report is made solely to the 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 company's members those

matters we are required to state to them in a Report of the Auditors and for no other purpose. To the fullest extent

permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's

members as a body, for our audit work, for this report, or for the opinions we have formed.

Mr Philip Samuel (Senior Statutory Auditor)

for and on behalf of Beaumonts (Statutory Auditors)

8 Navigation Court

Calder Park

Wakefield

WF2 7BJ

18 December 2019

TURNOVER

12,618,458

14,753,331

Cost of sales

10,380,585

12,523,676

GROSS PROFIT

2,237,873

2,229,655

Administrative expenses

2,557,229

3,372,868

OPERATING LOSS

4

(319,356

)

(1,143,213

)

Interest receivable and similar income

9,518

5,099

(309,838

)

(1,138,114

)

Interest payable and similar expenses

6

1,474

6,293

LOSS BEFORE TAXATION

(311,312

)

(1,144,407

)

Tax on loss

7

(40,881

)

(230,705

)

LOSS FOR THE FINANCIAL YEAR

(270,431

)

(913,702

)

LOSS FOR THE YEAR

(270,431

)

(913,702

)

OTHER COMPREHENSIVE INCOME

-

-

TOTAL COMPREHENSIVE INCOME FOR THE YEAR

(270,431

)

Prior year adjustment

(295,270

)

TOTAL COMPREHENSIVE INCOME SINCE LAST ANNUAL REPORT

(1,208,972

)

FIXED ASSETS

Intangible assets

8

456,551

104,935

Tangible assets

9

187,423

250,831

643,974

355,766

CURRENT ASSETS

Debtors

10

2,964,390

3,483,820

Cash at bank and in hand

750

964,678

2,965,140

4,448,498

CREDITORS

Amounts falling due within one year

11

3,788,162

4,658,777

NET CURRENT LIABILITIES

(823,022

)

(210,279

)

TOTAL ASSETS LESS CURRENT LIABILITIES

(179,048

)

145,487

CREDITORS

Amounts falling due after more than one year

12

(3,615

)

(16,838

)

PROVISIONS FOR LIABILITIES

16

(7,833

)

(48,714

)

NET (LIABILITIES)/ASSETS

(190,496

)

79,935

CAPITAL AND RESERVES

Called up share capital

17

1,000

1,000

Retained earnings

18

(191,496

)

78,935

SHAREHOLDERS' FUNDS

(190,496

)

79,935

The financial statements were approved by the Board of Directors on 18 December 2019 and were signed on its behalf by:

D J Pearson - Director

Called up

share

Retained

Total

capital

earnings

equity

£

£

£

Balance at 1 April 2017

1,000

1,287,907

1,288,907

Prior year adjustment

-

(295,270

)

(295,270

)

As restated

1,000

992,637

993,637

Changes in equity

Total comprehensive income

-

(913,702

)

(913,702

)

Balance at 31 March 2018

1,000

78,935

79,935

Changes in equity

Total comprehensive income

-

(270,431

)

(270,431

)

Balance at 31 March 2019

1,000

(191,496

)

(190,496

)

Cash flows from operating activities

Cash generated from operations

1

(363,917

)

894,969

Interest paid

(1,474

)

(3,461

)

Interest element of finance lease payments paid

-

(2,832

)

Tax paid

(202,684

)

(205,829

)

Net cash from operating activities

(568,075

)

682,847

Cash flows from investing activities

Purchase of intangible fixed assets

(402,175

)

-

Purchase of tangible fixed assets

(7,717

)

(100,735

)

Sale of tangible fixed assets

2,212

10,000

Interest received

9,518

5,099

Net cash from investing activities

(398,162

)

(85,636

)

Cash flows from financing activities

Loan repayments in year

(12,500

)

(11,136

)

Capital repayments in year

15,649

(6,591

)

Amount withdrawn by directors

(16,810

)

(588,769

)

Net cash from financing activities

(13,661

)

(606,496

)

Decrease in cash and cash equivalents

(979,898

)

(9,285

)

Cash and cash equivalents at beginning of year

2

964,678

973,963

Cash and cash equivalents at end of year

2

(15,220

)

964,678

1.	RECONCILIATION OF LOSS BEFORE TAXATION TO CASH GENERATED FROM OPERATIONS

31.3.19

31.3.18

£

£

Loss before taxation

(311,312

)

(1,144,407

)

Depreciation charges

114,076

47,926

Loss on disposal of fixed assets

5,396

26,413

Finance costs

1,474

6,293

Finance income

(9,518

)

(5,099

)

(199,884

)

(1,068,874

)

Decrease in trade and other debtors

533,337

1,664,606

(Decrease)/increase in trade and other creditors

(697,370

)

299,237

Cash generated from operations

(363,917

)

894,969

2.	CASH AND CASH EQUIVALENTS

The amounts disclosed on the Cash Flow Statement in respect of cash and cash equivalents are in respect of

these Balance Sheet amounts:

Year ended 31 March 2019

31.3.19

1.4.18

£

£

Cash and cash equivalents

750

964,678

Bank overdrafts

(15,970

)

-

(15,220

)

964,678

Year ended 31 March 2018

31.3.18

1.4.17

£

£

Cash and cash equivalents

964,678

973,963

1.	STATUTORY INFORMATION

Premier People Solutions Limited is a private company, limited by shares , registered in England and Wales.

The company's registered number and registered office address can be found on the Company Information

page.

2.	ACCOUNTING POLICIES

Basis of preparing the financial statements

These financial statements have been prepared in accordance with Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Going concern

The company has incurred significant losses during the year and has net liabilities. Losses in the 2019 year

are significantly reduced and post year end internal management accounts show profits being made.

Despite the current position, the directors are of the opinion, taking into account all of the information that

could reasonably be expected to be available to them and on the assumption of the continued support of

the company's bankers and creditors, that it is appropriate to prepare the financial statements on the going

concern basis. Should this not be the case, adjustments would have to be made to reduce the values of net

assets to their recoverable amount, to provide for any further liabilities which may arise and to reclassify

fixed assets as current assets.

Turnover

Turnover from the provision of training and related services is recognised by reference to the stage of

completion of the work.

Goodwill

Goodwill, being the amount paid in connection with the acquisition of a business, is being amortised evenly

over its estimated useful life.

Intangible assets

Intangible assets are initially measured at cost. After initial recognition, intangible assets are measured at cost

less any accumulated amortisation and any accumulated impairment losses.

Computer software is being amortised evenly over its estimated useful life of ten years.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures, fittings and equipment

-

10% on reducing balance

Motor vehicles

-

25% on reducing balance

Taxation

Taxation for the year comprises current and deferred tax. Tax is recognised in the Income Statement, except

to the extent that it relates to items recognised in other comprehensive income or directly in equity.

Current or deferred taxation assets and liabilities are not discounted.

Current tax is recognised at the amount of tax payable using the tax rates and laws that have been enacted

or substantively enacted by the balance sheet date.

Deferred tax

Deferred tax is recognised in respect of all timing differences that have originated but not reversed at the

balance sheet date.

Timing differences arise from the inclusion of income and expenses in tax assessments in periods different

from those in which they are recognised in financial statements. Deferred tax is measured using tax rates

and laws that have been enacted or substantively enacted by the year end and that are expected to apply to

the reversal of the timing difference.

Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that

they will be recovered against the reversal of deferred tax liabilities or other future taxable profits.

Pension costs and other post-retirement benefits

The company operates a defined contribution pension scheme. Contributions payable to the company's

pension scheme are charged to profit or loss in the period to which they relate.

Hire purchase and leasing commitments

Assets obtained under hire purchase contracts or finance leases are capitalised in the balance sheet. Those

held under hire purchase contracts are depreciated over their estimated useful lives. Those held under

finance leases are depreciated over their estimated useful lives or the lease term, whichever is the shorter.

The interest element of these obligations is charged to profit or loss over the relevant period. The capital

element of the future payments is treated as a liability.

Rentals paid under operating leases are charged to the profit and loss account as incurred.

3.	EMPLOYEES AND DIRECTORS

31.3.19

31.3.18

£

£

Wages and salaries

2,823,034

3,323,780

Other pension costs

84,183

145,813

2,907,217

3,469,593

The average number of employees during the year was as follows:

31.3.19

31.3.18

Administration

95

117

31.3.19

31.3.18

£

£

Directors' remuneration

54,379

150,368

Directors' pension contributions to money purchase schemes

7,200

17,815

The number of directors to whom retirement benefits were accruing was as follows:

Money purchase schemes

3

3