Final Results for the Year Ended 30 June 2026
Summary by AI BETAClose X
THIS ANNOUNCEMENT CONTAINS INSIDE INFORMATION FOR THE PURPOSES OF REGULATION 11 OF THE MARKET ABUSE (AMENDMENT) (EU EXIT) REGULATIONS 2019/310.
The directors take responsibility for this announcement.
10 November 2026
Sabien Technology Group Plc
("Sabien", the "Company" or the "Group")
Audited Full Year Results for the Year Ended 30 June 2026
Sabien (AIM: SNT), a provider of energy efficiency technologies through its M2G platform, is pleased to announce the publication of its audited annual report and accounts for the year ended 30 June 2026 (the “Annual Report”).
Sabien highlights 2026
- Revenue for the year £0.75m (2025: £0.85m);
- Loss after tax £0.54m (2025: £0.65m);
- Overseas revenue £0.05m (2025: £0.01m);
- Contract liabilities (revenue billed in advance) carried into 2027 £0.09m (2026: £0.11m);
- Forward orders carried into 2027 £0.20m (2026: £0.10m);
- Settlement of £0.18m of board remuneration, £0.04m broker fees and £0.05m of a historical contract liability through the issue of new share capital;
- Receipt of £0.25m from b.grn Group Limited (“b.grn”), comprising historical management service fees, repayment of an intercompany loan and partial settlement of the fixed profit share entitlement, of which £0.13m was used to settle amounts due to Parris Group Limited (“PG”);
- Related party stock funding provided by PG: Sabien sells stock to PG and buys it back as needed, £0.08m included in revenue (2025: £0.10m) in relation to the facility;
- New invoice factoring facility provided by PG, £0.12m drawn at the year end (2025: £nil);
- IP development of EVO, the next-generation M2G device, funded by PG and undertaken by Aretiico Group plc, with Sabien owning the IP; PG receives 5% on relevant sales plus an additional charge where development costs exceed commission, £0.13m recognised in the year (2025: £nil); and
- COF’s Jeongeup plant achieved full certification and moved into full-scale operation; the Proposed Strategic Agreement with COF announced in November 2025 did not complete, and the existing sales agency arrangement continues to 2029.
Highlights since the year end
- Sales to 30 September 2026 of c.£0.22m, broadly in line with the prior year, with a further £0.08m of orders awaiting installation;
- Strategic review of the COF and b.grn interests suspended (announced 5 October 2026), with development continuing through b.grn funded by PG;
- Proposed UK distribution agreement with SaveMoneyCutCarbon and Haydale Plc not proceeding; and
- Additional £0.1m short-term working capital facility from PG (announced 10 November 2026).
The Annual Report will be published on the Company's website (https://sabien.com/sabien-technology-investors-2/) in compliance with its articles of association and the electronic communications provisions of the Companies Act 2006.
A copy of the Annual Report can also be accessed through the link below.
http://www.rns-pdf.londonstockexchange.com/rns/4337C_1-2026-11-9.pdf
Key extracts from the Annual Report can also be viewed below.
Notice of AGM
The Company will hold its Annual General Meeting at 11.00 a.m. on Tuesday 22 December 2026 at the offices of AlbR Capital Limited, 80 Cheapside, London, EC2V 6DZ (the "AGM"). The notice of the AGM will be published on the Sabien website and notified shortly to shareholders.
-ENDS-
For further information:
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Sabien Technology Group plc |
+44 20 7993 3700 |
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Richard Parris, Executive Chairman |
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Allenby Capital Limited (Nominated Adviser) |
+44 (0)20 3328 5656 |
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John Depasquale / Nick Harriss / Vivek Bhardwaj
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AlbR Capital Limited (Broker) |
+44 (0)20 7469 0930 |
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Duncan Vasey / Lucy Williams |
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About Sabien Technology Group plc
Sabien Technology Group plc develops technologies that help organisations reduce energy consumption, lower carbon emissions and improve building efficiency through intelligent energy optimisation technologies.
Website: www.sabien.com
Extracts from the Annual Report
Executive Chairman's Statement
FY2026 has been a challenging year for Sabien. Despite encouraging first-half growth, full-year revenues fell below expectations and the Group continued to report an operating loss.
I recognise shareholders' disappointment with the Company's financial performance and the time taken to convert commercial opportunities into meaningful revenues. The Board shares that frustration and remains focused on improving operational performance and delivering shareholder value.
Nevertheless, developments during the year and decisions taken since the year end have clarified the Group's strategic direction.
Sabien is pursuing a two-pronged strategy: developing M2G as its core operating business whilst preserving and supporting its longer-term investment and commercial interests in the City Oil Field (COF) opportunity.
These activities are fundamentally different. M2G is an established operating business with existing products, customers and revenues. COF represents a longer-term strategic investment and commercial rights portfolio, offering potential economic participation in industrial-scale waste-plastics recycling projects.
The Board believes managing these opportunities according to their different commercial characteristics provides a sound basis for creating shareholder value.
Financial performance
Revenue for FY2026 was £750,000 compared with £847,000 in FY2025, a reduction of 11.5%.
First-half revenues increased by 51% to £504,000, but customer purchasing and installation schedules slowed during the second half.
Customer orders exceeded £908,000 compared with £948,000 in FY2025. The Group entered FY2027 with an opening order book of £196,446, almost double the equivalent position last year.
The operating loss increased to £569,000 from £456,000 in FY2025. Cash at the year end was £30,000 compared with £67,000 previously.
Whilst the reported net loss after tax improved compared with FY2025, this included non-recurring accounting adjustments and does not represent an equivalent improvement in underlying trading performance.
These results reinforce the importance of improving sales conversion, maintaining financial discipline and concentrating resources on sustainable revenue generation.
M2G: Developing the operating business
M2G remains Sabien's principal operating business and the foundation of its near-term revenue and cash generation.
Our M2G Cloud Connect technology enables customers to reduce energy consumption and monitor heating installations across multiple buildings.
The development of EVO, our next-generation product, represents an important step forward. Designed to replace the existing M2G hardware platform, we expect EVO to enter the market during the first quarter of calendar year 2027.
EVO is expected to deliver lower manufacturing costs, improved gross profit margins and a significantly simplified installation process. These improvements should make EVO particularly suitable for volume sales through third-party distribution and installation networks, allowing Sabien to address a wider market without a corresponding increase in its own operating infrastructure.
EVO also provides a more flexible technology platform, creating opportunities to extend Sabien's offering beyond boiler optimisation towards wider energy management applications.
We are seeing increasing interest from facilities management customers in energy management platforms incorporating AI-assisted optimisation of building energy performance. We believe M2G Cloud Connect provides a foundation for developing such capabilities, potentially creating opportunities for additional services and recurring revenues.
This represents an opportunity to build on existing technology and customer relationships rather than enter an entirely new market.
Technology development and specialist capability
Sabien benefits from access to the specialist technology and development capabilities of Aretiico Group plc, a business in which Parris Group Limited has a substantial shareholding.
Aretiico brings expertise in cloud platforms, connected devices, secure digital identity and trusted AI systems, enabling Sabien to accelerate the development of EVO and extend the capabilities of M2G Cloud Connect without establishing a substantial internal engineering organisation.
This expertise is particularly relevant to the growing interest amongst our facilities management customers and commercial partners in secure, AI-enabled platforms for building energy management. As buildings become increasingly connected and energy management decisions more automated, establishing trusted digital identities for connected devices and AI agents, verifying the provenance of energy data and controlling the authority to operate building systems become increasingly important. We believe the combination of M2G Cloud Connect and Aretiico's specialist capabilities provides a foundation for developing secure, auditable AI-assisted energy management solutions.
Under the existing arrangements, Parris Group initially finances development work undertaken by Aretiico for Sabien, with the costs to Sabien governed by the contractual commission and additional charge arrangements described below. Sabien owns the intellectual property developed specifically for the Company.
In return, Parris Group receives a contractual commission of 5% on relevant Sabien sales. The agreement also provides for an additional charge where development costs exceed the commissions earned. This resulted in an additional charge of £128k recognised in FY2026 (FY2025: £nil), relating to development undertaken between August 2024 and June 2026. Under the contractual arrangements, Parris Group has discretion over the timing of collection and intends to defer collection until Sabien has sufficient financial resources to meet the obligation.
The Board considers these arrangements commercially beneficial to Sabien, providing access to specialist development expertise at rates below those typically charged for comparable services.
Given my interests in Parris Group and Aretiico, the Board recognises the importance of appropriate governance and transparency in relation to these arrangements. Relevant transactions are subject to the Company's applicable related-party procedures and oversight.
Commercial strategy and distribution
During the year, Sabien pursued discussions with Haydale plc and SaveMoneyCutCarbon concerning a proposed UK master distribution agreement. Despite extensive engagement, the parties were unable to agree material commercial and legal terms and the discussions were terminated.
Our strategy remains focused on growing sales through a combination of existing customer relationships, direct commercial engagement and partnerships with organisations that have established sales channels and installation capabilities.
We continue to believe that a master distribution arrangement could provide an effective route to accelerating sales growth without the cost of establishing a large national sales and installation infrastructure. However, securing such an arrangement is not a prerequisite for progressing our commercial strategy.
The introduction of EVO is expected to strengthen our proposition to customers and distribution partners through a simpler, lower-cost product architecture and simplified installation. Although global increases in electronic component costs may affect manufacturing costs across both EVO and M2G, EVO is designed to retain a relative cost advantage over the existing product. These benefits should support more competitive pricing, the potential for improved margins and greater commercial scalability.
Alongside equipment sales, we intend to develop opportunities for recurring revenues through M2G Cloud Connect, building on our existing connected-device infrastructure to offer customers enhanced monitoring, energy-performance data and, as these capabilities are developed, AI-assisted energy management services.
Our priorities for FY2027 are therefore to grow sales from existing and prospective customers, support the commercial introduction of EVO, expand our distribution relationships and progressively develop the service capabilities of M2G Cloud Connect. We believe this approach provides a practical route to building a more scalable and sustainable business.
COF: Preserving our investment and commercial interests
Sabien's interests in City Oil Field's Regenerated Green Oil technology represent a very different opportunity.
Unlike M2G, COF offers the potential for Sabien to participate economically in industrial-scale waste-plastics recycling projects.
Sabien's interests extend beyond its equity investment in b.grn Group Limited to include contractual agency and other commercial rights associated with the development and deployment of COF technology. These rights offer potential income from successful projects independently of any future realisation of the Company's equity investment.
The opportunity is potentially substantial, but project development involves longer timescales, significant capital requirements and risks fundamentally different from those of Sabien's operating business.
I recognise that many shareholders regarded COF as potentially Sabien's most transformational opportunity and were disappointed when the Board announced that its interests would be placed under strategic review.
That review was initiated against a background of limited financial resources and uncertainty over the timing of commercial opportunities. It was never intended to diminish the potential value of COF.
Subsequent progress in North America, combined with arrangements for Parris Group to support ongoing development costs through b.grn, has enabled the Board to preserve Sabien's interests without committing additional Company funding at this stage.
Developments include engagement with prospective Canadian operators, a visit to COF's commercial production facility in South Korea and the appointment of dedicated business development resources in North America.
Accordingly, as announced on 5 October 2026, the Board has suspended its strategic review of the COF and b.grn interests.
The current development programme is being undertaken through b.grn, with financial support from Parris Group Limited, rather than requiring additional funding from Sabien.
This arrangement preserves Sabien's existing investment and contractual rights whilst allowing the Group to concentrate its financial resources on M2G.
Whilst there can be no certainty that current opportunities will result in commercially viable projects, the Board believes preserving this potential upside is an important component of its long-term strategy.
Financial position and going concern
The Group’s financial position remains constrained, and improving cash generation from M2G is an immediate priority.
Sabien continues to benefit from financial support from Parris Group Limited (“PGL”), which has supported the Company through loans and other working capital arrangements. Separately, PGL funds specialist product development undertaken by Aretiico and supports the development of COF opportunities through b.grn. These arrangements have enabled Sabien to maintain its operating activities and pursue commercial opportunities despite its limited financial resources. The financial terms of the Company’s related party arrangements are set out in the accompanying financial statements.
During the year, and particularly in the second half, the Board took a number of steps to simplify Sabien’s balance sheet and reduce its reliance on related party debt. Sabien received £251,186 from b.grn. This comprised £154,972 of historical management service fees, repayment of a £37,167 intercompany loan, and £59,047 in partial settlement of the Company’s fixed profit share entitlement arising from its historical investment in the COF project. Of these proceeds, £127,500 was paid to PGL before 30 June 2026 in settlement of amounts due under the PGL wholesale stock facility and the PGL research and development and IT support agreement.
The Company also settled liabilities through the issue of new ordinary shares. On 27 May 2026, 875,657 shares were issued at 5.71p per share in settlement of £50,000 of a £90,000 liability under a historical contract, which had been partially recognised in the prior year’s financial statements. The remaining £40,000 is payable in cash in quarterly instalments. On 16 June 2026, with the agreement of the Directors, 2,990,150 shares were issued at 6p per share in settlement of £179,409 of accrued FY26 Directors’ remuneration. At the same time, our broker, AlbR Capital Limited, accepted 1,066,666 shares at 3.75p per share in settlement of £40,000 of accrued fees. Following these issues, the Company’s issued share capital comprised 31,725,958 ordinary shares.
The Directors have considered the availability of continuing financial support alongside the Group’s cash flow forecasts and have prepared the financial statements on a going concern basis. However, the timing and conversion of future sales remain uncertain and the Group is dependent on the continued support of PGL, including drawings under facilities which are not committed; together these represent a material uncertainty, as explained in the financial statements.
The Board’s priority is to increase M2G revenues and gross profit while keeping tight control of operating costs, so that the Company progressively reduces its dependence on external financial support.
Outlook
Trading in the first quarter of FY2027 has been encouraging. Sales of approximately £221,000 were broadly in line with the corresponding period last year, with a further £77,000 of customer orders awaiting installation.
Whilst this does not yet represent the growth we are seeking, it demonstrates continuing customer demand and provides a foundation upon which to build during FY2027.
Our immediate priorities are to build on this performance, bring EVO to market during the first quarter of calendar year 2027, broaden our distribution network and improve the profitability and scalability of M2G.
Alongside this, we intend to explore opportunities to extend M2G Cloud Connect into wider building energy management applications, responding to customer interest in intelligent and AI-assisted energy optimisation.
For COF, our objective is to preserve and enhance Sabien's existing investment and commercial rights whilst supporting commercially viable opportunities through b.grn and its partners, without exposing Sabien to disproportionate funding commitments.
These distinct but complementary strategies balance near-term operational performance with longer-term investment potential.
Conclusion
FY2026 has not delivered the financial progress shareholders expected, and the Board recognises that this must change.
However, I believe Sabien now has a clearer strategic direction.
M2G provides the opportunity to build a sustainable and growing operating business, with EVO offering improved margins and a scalable distribution model. Our access to Aretiico's specialist technology capabilities provides an important advantage in developing this opportunity without building a substantial internal engineering organisation.
Alongside this, our COF investment and commercial rights portfolio provides exposure to a potentially significant longer-term opportunity without requiring Sabien to fund its current development.
Our responsibility is to manage these opportunities according to their different commercial characteristics, maintain financial discipline and convert potential into tangible shareholder value.
I thank our employees, customers, commercial partners and shareholders for their continued support.
Extract from the Independent Auditors’ Report
Material uncertainty related to going concern
We draw attention to note 5 (i) to the financial statements, which states that the Group made a loss of £544,000 for the year ended 30 June 2026 (2025: £647,000) and had net current liabilities of £632,000 (2025: £446,000). The directors have prepared cash flow forecasts to 30 June 2028 that show that the Group has the ability to pay its liabilities as they fall due for at least twelve months from the date of signing these financial statements, subject to continued financial support from Parris Group Limited, an entity controlled by Richard Parris. Parris Group Limited has confirmed that it will not seek repayment of the loan amount owed by the Group of £206k including interest (£206k owed by the parent company) and the amounts owing in relation to the Intellectual Property Licence Agreement of £139k (£139k owed by the parent company) and payments for stock due of £38k (£nil owed by the parent company) unless the Group is able to do so without compromising its ability to continue to trade and to meet its liabilities as they fall due. Parris Group Limited has also made available an additional uncommitted £100k working capital facility in November 2026. However, the ability of the Group to grow its revenue and return to profitability depends upon its ability to convert its sales pipeline into contracted revenue and there can be no certainty in this respect. The Group is dependent on the continued support of Parris Group Limited (which is not open ended or guaranteed), including drawings under facilities which are not committed. As stated in note 5 (i) these events or conditions, along with the other matters as set out in note 5 (i) indicate that a material uncertainty exists that may cast significant doubt on the Group's and parent company's ability to continue as a going concern. Our opinion is not modified in respect of this matter.
In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Our evaluation of the directors' assessment of the appropriateness of the going concern basis of preparation of the financial statements included:
- discussing their going concern assessment, including their view and perspective associated with Group's and parent company's ability to continue as a going concern;
- reviewing the numerical accuracy of the forecast through performing arithmetical checks;
- critically assessing the cash flow forecast to 30 June 2028 and assessing the underlying assumptions to determine whether they were reasonable;
- critically assessing the directors' assertion that the parent company and group can continue as a going concern by reference to post year-end trading and cash flows and the ability to raise further funds if required;
- performing sensitivities to analyse the impact of reasonably possible downside scenarios and critically assessing the directors’ own sensitivity analysis;
- comparing the prior year forecast against actual results and the trading performance post year end against the current forecast to assess their accuracy; and
- reviewing the relevant disclosures within the annual report in line with management's assessment and considering other related aspects.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Emphasis of Matter
We draw attention to note 5 (iv) to the financial statements which describes the uncertainty regarding the timing of the cashflows in respect of the other investments in associates totalling £30,000 in the Company Statement of Financial Position. The directors have assessed progress on the development of the Regenerated Green Oil project but due to the uncertainty of factors such as funding requirements and site development the overall success of the project at this early stage, and the timing of the related cash flows, cannot be measured with certainty. Our opinion is not modified in respect of this matter.
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
FOR THE YEAR ENDED 30 JUNE 2026
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2026 |
2025 |
|
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Notes |
£000 |
£000 |
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|
|
|
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Revenue |
6 |
750 |
847 |
|
Cost of sales |
|
(330) |
(297) |
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|
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Gross profit |
|
420 |
550 |
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Administrative expenses |
|
(989) |
(1,006) |
|
Operating loss |
|
(569) |
(456) |
|
Finance cost |
11 |
(33) |
(26) |
|
Impairment loss on investments |
17 |
- |
(101) |
|
Impairment loss on intangible assets |
15 |
- |
(91) |
|
Prior period loss on associate reversed on repayment |
18 |
58 |
- |
|
|
|
|
|
|
Loss before tax |
|
(544) |
(674) |
|
|
|
|
|
|
Tax credit |
12 |
- |
27 |
|
|
|
|
|
|
Loss for the year attributable to equity holders of the parent company |
|
(544) |
(647) |
|
|
|
|
|
|
Other comprehensive income |
|
- |
- |
|
|
|
|
|
|
|
|
|
|
|
Total comprehensive income for the year |
|
(544) |
(647) |
|
|
|
|
|
|
Loss per share in pence ‑ basic |
13 |
(2.01) |
(2.66) |
|
Loss per share in pence ‑ diluted |
13 |
(2.01) |
(2.66) |
The earnings per share calculation relates to both continuing and total operations.
CONSOLIDATED AND COMPANY STATEMENTS OF FINANCIAL POSITION
AS AT 30 JUNE 2026
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Group |
Group |
Company |
Company |
||||||
|
|
|
2026 |
2025 |
2026 |
2025 |
||||||
|
|
Notes |
£000 |
£000 |
£000 |
£000 |
||||||
|
ASSETS |
|
|
|
|
|
||||||
|
Non‑current assets |
|
|
|
|
|
||||||
|
Property, plant and equipment |
14 |
1 |
- |
- |
- |
||||||
|
Intangible assets |
15 |
239 |
141 |
- |
- |
||||||
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Investments |
17 |
- |
193 |
30 |
281 |
||||||
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Total non‑current assets |
|
240 |
334 |
30 |
281 |
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|
|
|
|
|
||||||
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Current assets |
|
|
|
|
|
||||||
|
Inventories |
16 |
- |
3 |
- |
- |
||||||
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Trade and other receivables |
19 |
178 |
211 |
142 |
16 |
||||||
|
Cash and cash equivalents |
20 |
30 |
67 |
8 |
4 |
||||||
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Total current assets |
|
208 |
281 |
150 |
20 |
||||||
|
|
|
|
|
|
|
||||||
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TOTAL ASSETS |
|
448 |
615 |
180 |
301 |
||||||
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EQUITY AND LIABILITIES |
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Current liabilities |
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Trade and other payables |
21 |
502 |
438 |
228 |
179 |
||||||
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Borrowings |
23 |
338 |
239 |
206 |
203 |
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Provisions for liabilities |
22 |
- |
50 |
- |
- |
||||||
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Total current liabilities |
|
840 |
727 |
434 |
382 |
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||||||
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Group |
Group |
Company |
Company | ||||||
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|
2026 |
2025 |
2026 |
2025 | ||||||
|
|
Notes |
£000 |
£000 |
£000 |
£000 | ||||||
|
Equity |
|
|
|
|
| ||||||
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Equity attributable to equity holders of the parent |
|
|
|
|
| ||||||
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Share capital |
24 |
3,864 |
3,716 |
3,864 |
3,716 | ||||||
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Share premium |
|
4,411 |
4,290 |
4,411 |
4,290 | ||||||
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Other reserves |
|
4 |
9 |
- |
- | ||||||
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Retained earnings |
|
(8,671) |
(8,127) |
(8,529) |
(8,087) | ||||||
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Total equity |
|
(392) |
(112) |
(254) |
(81) | ||||||
|
|
|
|
|
|
| ||||||
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TOTAL EQUITY AND LIABILITIES |
|
448 |
615 |
180 |
301 | ||||||
As permitted by section 408 of the Companies Act 2006, the Income Statement of the Parent Company is not presented as part of these financial statements. The loss dealt with in the accounts of the Parent Company is £442k (2025: £599k). There is no other comprehensive income in the Parent Company.
CONSOLIDATED AND COMPANY CASH FLOW STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2026
|
| |||||
|
|
|
|
|
| |
|
|
Group |
Group |
Company |
Company | |
|
|
2026 |
2025 |
2026 |
2025 | |
|
|
£000 |
£000 |
£000 |
£000 | |
|
Cash flows from operating activities |
|
|
|
| |
|
Loss after taxation |
(544) |
(647) |
(442) |
(599) | |
|
Adjustments for: |
|
|
|
| |
|
Depreciation and amortisation |
41 |
38 |
- |
- | |
|
Impairment loss on investments |
- |
101 |
- |
101 | |
|
Impairment loss on intangible assets |
- |
91 |
- |
91 | |
|
Corporation tax |
- |
(27) |
- |
- | |
|
Finance cost |
33 |
26 |
25 |
22 | |
|
Equity settled current liabilities |
269 |
307 |
269 |
307 | |
|
Prior period loss reversed on repayment |
(58) |
- |
- |
- | |
|
(Decrease) / increase in trade and other receivables |
(105) |
(33) |
(200) |
10 | |
|
Decrease in inventories |
3 |
71 |
- |
- | |
|
(Decrease) / increase in trade and other payables |
12 |
(18) |
129 |
(48) | |
|
|
|
|
|
| |
|
Net cash outflow from operating activities |
(349) |
(91) |
(219) |
(116) | |
|
|
|
|
|
| |
|
Cash flows from investing activities |
|
|
|
| |
|
Purchase of fixed assets |
(1) |
- |
- |
- | |
|
Purchase of intangible assets |
- |
(8) |
- |
- | |
|
Repayment of loans from associated undertaking |
251 |
2 |
251 |
2 | |
|
Research and development corporation tax refund |
- |
22 |
- |
- | |
|
Net cash from investing activities |
250 |
16 |
251 |
2 | |
|
|
|
|
|
| |
|
Cash flows from financing activities |
|
|
|
| |
|
Proceeds from borrowings |
225 |
100 |
- |
100 | |
|
Repayment of borrowings |
(135) |
(36) |
(3) |
- | |
|
Interest paid |
(28) |
(22) |
(25) |
(18) | |
|
Proceeds from share issues |
- |
- |
- |
- | |
|
Share issue costs |
- |
- |
- |
- | |
|
|
|
|
|
| |
|
Net cash generated by / (used) financing activities |
62 |
42 |
(28) |
82 | |
|
|
|
|
|
| |
|
Net decrease in cash and cash equivalents |
(37) |
(33) |
4 |
(32) | |
|
Cash and cash equivalents at the beginning of the year |
67 |
100 |
4 |
36 | |
|
Cash and cash equivalents at the end of the year |
30 |
67 |
8 |
4 | |
|
|
|
|
|
| |
|
Cash and cash equivalents comprise |
|
|
|
| |
|
Cash and cash equivalents |
30 |
67 |
8 |
4 | |
|
|
30 |
67 |
8 |
4 | |
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