Prostate Cancer UK annual report and financial statements 21/22 



## £35 million fundraising income 

551,396 used our 30-second 

4,600 men per year can now benefit from life-extending drug 

2,300 men each year with advanced prostate cancer can now benefit from radiotherapy Over 15,000 people supported by 

## Contents 

|Contents|3|
|---|---|
|Trustees’ Report (including the Strategic Report)||
|A message from our Chairman|5|
|Men, we are with you|7|
|Our strategic priorities for 2021/22|8|
|Getting men diagnosed early enough to be cured|8|
|Improving treatments and ensuring men can access them|12|
|Supporting men and meeting their changing needs|16|
|Virtual fundraising, the return of face-to-face and the best of both worlds|18|
|A fnal note from our Chief Executive|20|
|Independent Auditor’s Report to the members and Trustees of Prostate Cancer UK|30|
|Group statement of fnancial activities including summary income and expenditure||
|account for the year ended 31 March 2022|33|
|Balance sheets as at 31 March 2022|35|
|Group statement of cash fows for the year ended 31 March 2022|36|
|Notes forming part of the fnancial statements for the year ended 31 March 2022|37|
|Thank you|58|










## A message from our Chairman 

**Resilience and determination feel like the perfect words to describe the efforts of our teams, partners, volunteers, and the wider prostate cancer community over the last 12 months.** 

This time last year I talked about the role of charities being catalysts for change and I’ve seen that demonstrated in so many ways during a tough second year of COVID-19. Our thoughts remain with those still affected by the pandemic and all those who have lost someone to prostate cancer this year. 

I would like to personally take this opportunity to recognise and thank our people, who have worked long into the night and made many sacrifices to ensure men and their families continue to feel supported, our research programmes continue to run, and our fundraising initiatives and income stayed on track. 

I was pleased to see we’ve been able to rebuild our internal teams and bring new talent into the organisation, while remaining agile and flexible enough to tackle any challenges that came our way. 

As COVID-19 restrictions continued to lift and faceto-face events returned with gusto, I was especially pleased to see our dedicated volunteers getting back out amongst their communities. They continue to be 


a great source of inspiration for everyone at Prostate Cancer UK. Last year’s restrictions also meant a huge change for our fundraising programme, with the world turning to technology and online platforms. Now, as we open back up, we’ve been able to successfully combine virtual products with face-to-face activities. This has given us a huge opportunity to engage more people, and most importantly we've seen our income return to pre-pandemic levels. 

With the research community still badly affected by COVID-19 and laboratories getting back up to speed, we made the difficult decision to pull back new investment in research until conditions were more stable. Instead, we worked with researchers to ensure existing programmes of work were not lost. I’m pleased to report all 48 of our active research grants were saved and continue to progress. We are confident science will give us the answers needed to radically transform prostate cancer diagnosis and treatments. We will continue to actively fundraise, and we will significantly increase our investment in large scale research programmes over the next 3 to 5 years. 

**4** P R OS TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

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During the year we said goodbye to Mike Tye, Andrew Mitchell, Simon Hammett, Sara Faithfull and Martin Roland, who retired from our Board at the end of their trustee term. Our thanks to all of them for their commitment and contribution to Prostate Cancer UK. Lynne Robb, our Treasurer, has replaced Mike Tye as Vice-Chair. Our founder, Professor Jonathan Waxman, also stepped down from his role as trustee, however, I’m pleased to say stays with us as Life President and will continue to support the charity. We’re also very grateful and excited to welcome three new trustees: Nick Hicks, Richard Neal, and Paul Stewart. 

Maintaining and building trust amongst the public and supporters remained front of mind for myself and the Board. We can only do this if we ensure good governance, accountability, and diverse thinking. 

We continue to take steps to ensure that our Board reflects our equality, diversity and inclusion objectives. 

Our Leadership Team looks very different too, as we also said goodbye to various members including our CEO, Angela Culhane. After six years leading from the front Angela decided that she wanted to retire. A personal thank you from me to Angela for steering the ship brilliantly, especially through those troubled times of early 2020. As with all change, this brings opportunity and we have welcomed new leadership across our Support & Influencing, Finance, and People & Culture teams. And of course, a new CEO, Laura Kerby, who joined us in February with a wealth of strategic experience from Myeloma UK and previously Penny Brohn and Nuffield Health. Despite a lot of change, our new look Leadership Team has pulled 

together, and I’m reassured and confident they will be the agent of change needed to drive forward our new strategy and to transform the future for men with prostate cancer. 

As I enter my final six months as Chair of Prostate Cancer UK, I write these words with a twinge of sadness but a huge sense of pride and happiness for an organisation so dear to my heart. I will hand the baton over to a new Chair at the end of 2022, knowing this brilliant organisation and the prostate cancer community will continue to grow from strength to strength. We simply could not achieve all we have for men, were it not for the ongoing support of so many. Thank you. 


Charles Packshaw, 

Chairman 


## Men, we are with you. 

**This simple statement guides everything we do. It puts men affected by prostate cancer at the heart of every decision and action. Through the challenges of 2021/22, it gave us focus.** 

Through the continual flux of the pandemic we listened and responded to men’s changing needs, by working collaboratively with our partners, volunteers and supporters. We found new ways to fundraise, to reach men at increased risk of prostate cancer and to provide vital services and support. 

The biggest challenges facing men with prostate cancer shape our three strategic focus areas, and they were all exacerbated by the difficulties of the pandemic: 

- Getting men diagnosed early enough to be cured. 

- Improving treatments and ensuring men can access them. 

- Supporting men and meeting their changing needs. 

In 2021/22, we faced these challenges head on, with a proactive and flexible approach that enabled us to protect the interests of men. In many cases, these changes to our ways of working further improved and extended our reach and influence. 

When the restrictions made working in laboratories and clinical trials almost impossible, we supported the research community to maintain our 48 existing projects that were at risk. We saved them all. 

When NHS England data showed that 14,000 men might be diagnosed too late to be cured, we launched a national health awareness campaign in partnership with the NHS. Half a million people used our 30-second risk checker in the first six weeks of the campaign alone, meaning we have helped to save many lives for years to come. 

When we had to cancel in-person health awareness events, we reached more people than ever before by moving our talks onto virtual platforms. In one instance our volunteers reached over 360,000 people with a single session. 

This is just a snapshot of what our supporters, volunteers, staff and partners have achieved together in a very challenging 2021/22. 


## 1 in 8 men will get prostate cancer We think you’re worth saving. 



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Prostate Cancer UK is a registered charity in England and Wales (1005541) and in Scotland (SC039332). Registered company 02653887.<br>**----- End of picture text -----**<br>



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Check your risk of<br>prostate cancer in<br>30 seconds.<br>prostatecanceruk.org/risk<br>**----- End of picture text -----**<br>





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## Our strategic priorities for 2021/22 Getting men diagnosed early enough to be cured 

If prostate cancer is caught early enough, it can be cured. But with no signs or symptoms in the early stages and no screening programme, it’s a huge challenge to find the men who have early prostate cancer to get them diagnosed in time. 

One of our top priorities is giving men at highest risk of prostate cancer the information they need to take action: Black men, all men over 50 and men whose father or brother has had prostate cancer. 

In the short term we needed to find the 14,000 men who hadn’t been diagnosed as a result of the pandemic. In the longer term our goal is to fund a research programme to find a test or diagnostic pathway accurate enough for a screening programme. 

## Finding the 14,000 men: an unprecedented partnership for an unprecedented challenge 

NHS England data showed that, as a result of the pandemic, there were around 14,000 men in the UK living with undiagnosed prostate cancer. 

Working in partnership with the NHS we delivered a first-of-its-kind national prostate cancer health and risk awareness campaign. 

We focused on reaching the highest risk men through promotion of our 30-second risk checker, which can tell users if they are at increased risk of developing prostate cancer and what to do next, by asking a few simple questions. 

## Rallying the troops 

The campaign was a monumental collaboration, involving teams across the organisation, working hard to develop, promote and share the risk checker far and wide with huge support from the NHS, partners, volunteers and thousands of our supporters. 

## **Employees** 

Behind the scenes our mindset and ways of working played a big part in making this happen. When we developed and honed the risk checker, we used an agile approach and involved men from the outset to understand their needs, then we tested and iterated, 

making sure our messaging and user experience resulted in a simple, direct and effective tool. This user-centred approach was key in convincing NHS England to support and fund the campaign. 

## **Volunteers** 

Our fantastic volunteers were determined not to let COVID-19 stop them speaking to men about prostate cancer at awareness talks, after we moved to virtual talks over Zoom due to safety concerns. And thanks to this move, they’re now reaching significantly more people and using the talks to find the 14,000 men. 


Janet Daykin, Volunteer: “I thought virtual talks would be ‘good enough’ until we could get back to face-to-face, but they’ve been so much more than that. They reach bigger audiences, as people can join from wherever they are, and are often recorded and shared. On an average call you might get 70 or 80 people whereas in a room, it might be just 15 or 20. A recent talk for Tesco was recorded and shared with 360,000 employees.” 

## **Partners, supporters and fundraisers** 

Our supporters and partners - from researchers to celebrities and corporate partners like Kwik Fit - threw their weight behind the campaign, sharing the risk checker through their networks. 

Lucy Brown, Communications & Community Consultant at EDF: “Prostate Cancer UK’s virtual awareness talks have empowered our colleagues with the knowledge and confidence to take action if they think they are at risk, which ultimately could help save lives.” 


The result: referrals for suspected prostate cancer hit an all-time high 

The campaign launch had superb coverage, including live, prime time interviews with our CEO and Director of Support & Influencing on BBC Breakfast and Sky News, and further interviews and coverage on Good Morning Britain, Radio 2, and dozens of newspapers. We also ran a massive social media and out-of-home poster campaign. 

Based on previous data we estimated we would have around 118,000 people using the risk checker across the six-week campaign. By lunchtime on our launch day we had reached 98% of our target with 116,000 people using the risk checker. The nurses took twice as many calls as normal (250 people), and our website dealt with its biggest ever spike in people seeking information on prostate cancer. 

Emma Craske, Senior Specialist Nurse: “The phones felt very much as they did when Stephen Fry and Bill Turnbull spoke out about their prostate cancer. It was exceptionally busy, but the team were brilliant at supporting each other, managing our other services accordingly.” 

After six weeks, 551,396 people had used the risk checker, over 80% of whom are at higher risk of prostate cancer because of their age, ethnicity, or family history. 

Nick Lambert spotted the risk checker on the email signature of his friend, Mark Nugent. He found out he was at increased risk of prostate cancer. Soon after, he was diagnosed with advanced prostate cancer and is now being treated. “It came as a total shock because I’d had no symptoms at all. It had spread outside my prostate into the immediate surrounding area. The good news was it hadn't got to my bones so while it’s incurable, it’s still treatable. I'm just glad I didn’t leave it any longer.” 

I was delighted with the reach of this campaign and want to recognise all the hard work and dedication of colleagues at Prostate Cancer UK who helped make it such a success. We are closely monitoring the cancer waiting times data to follow the increase in referrals and hope to see a similar increase in first treatments in the coming months. 

Dame Cally Palmer, National Cancer Director, NHS England. 

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## Our strategic priorities for 2021/22 Getting men diagnosed early enough to be cured 

Referrals were up almost a quarter (23%) on the previous month and 28% above pre-pandemic levels, making it an all-time high. 

We won’t understand the full impact of the campaign until later this year; however, early figures indicate a significant increase in the number of men who have spoken to their GP due to the campaign. Data released by NHS England on urological referrals for March 2022 show a record 24,331 urgent referrals in that month. 

We’ll continue to promote the risk checker to engage thousands of high risk men, especially in Black communities. 

## Joe Appiah 


Joe Appiah is an athlete and hurdler whose prostate cancer was caught just in time after his friend told him 1 in 4 Black men get prostate cancer and urged him to talk to his GP. “My friend was diagnosed with prostate cancer. He called me out of the blue and encouraged me to go and get tested. I’m lucky that I did because it saved my life.” 

## The long road to a screening programme 

We're making one of our biggest ever research investments to find a test or diagnostic pathway accurate enough for a national screening programme. 

This is one of our most urgent priorities. Inviting all men at risk of prostate cancer for routine tests could be a game changer, and would save lives. Especially because prostate cancer often has no symptoms in the early stages. The process of routinely testing a population is known as a screening programme - just like when women over 50 are invited for regular breast cancer tests. The problem is that we do not currently have a test that is accurate enough for a UK-wide screening programme. To find a solution we need to significantly increase our research funding and collaboration. 


This will be one of our biggest single research investments. But we know, from similar trials in other cancers, that this will only cover the first step. We need a flexible, long-term, multi-arm, multi-million-pound programme and for that we’ll need to raise a lot more money. 

Despite the challenges of COVID-19 we engaged with researchers and other key groups to assess and understand many potential new diagnostic methods. 

People who used our risk checker during the six-week campaign to find the **14,000** men living with undiagnosed prostate cancer due to the pandemic 


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Including:<br>High risk men: 80%*<br>Black men: 3%**<br>TARGET<br>Family history: 13%<br>117,676<br>*  Black men, all men over 50 and men whose father or<br> brother has had prostate cancer.<br>** National representation of Black people in the UK is 3%.<br>RESULT<br>551,396<br>people checked<br>their risk<br>**----- End of picture text -----**<br>


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We designed a research call that gives us the best chance of transforming prostate cancer diagnosis in the shortest possible time to get the maximum benefit for men. 

We committed £5 million in 2022/23 to start seed funding the research. Our research call poses three critical questions: 

1. How should we test men? There are now lots of tests, or combinations of tests, that could be used to screen men. We want researchers to test the best of these in one clinical trial to maximise our chance of success in the shortest possible time. 

2. Which men should we screen? We want researchers to find a way to select the men most likely to benefit. For example, we know Black men have an increased risk of prostate cancer, so the trial will need to include enough Black men to make sure any screening programme is effective for them. 

3. How can we make best use of the data to keep answering important questions for men? This research will involve more men and collect more data than any other projects we’ve done. We want researchers to make samples from men available to other researchers around the world so they can answer new questions about prostate cancer or help improve diagnosis beyond this study. 

We’ll say to researchers: ‘Don't be limited by our budget – we want to do something definitive here. We've seen trials like this in other cancers cost more than £20 million. So if it's going to cost £20 million, ask us for that.’ But we’ll need a lot of help to raise it. 

Dr Matthew Hobbs, Director of Research, Prostate Cancer UK. 

A screening programme could help people like John Rebholz, from Surrey, whose dad, Jurg, was diagnosed with advanced prostate cancer and died in 2016. 

John said: “When dad was diagnosed it had spread into his lymph nodes and bones and reached as far-flung places as the skull. I sincerely believe that if there had been a screening programme to catch it earlier, he would have had at least seven or eight more good years with us. And that just makes me so sad and angry too.” **11** 



## Our strategic priorities for 2021/22 Improving treatments and ensuring men can access them 

More effective treatments for prostate cancer will save men’s lives, buy them more precious time with their families and reduce the impact of treatment side effects on their quality of life. 

Throughout the pandemic, we kept in touch with every single one of our researchers to understand how their projects were progressing and offer help. As restrictions eased, we built on these relationships, working hard to support researchers with specific challenges so they could get back up to speed as quickly as possible. 

That’s why we fund a diverse and innovative portfolio of research, led by an expert community of scientists. We’re attacking prostate cancer from all angles. And working with health professionals and decision makers to get the best new treatments from lab to bedside as quickly as possible. 

We offered huge flexibility in time, money and resources, so project leads could move around their costs and staff and change the order of work to keep projects moving forwards while adhering to COVID-19 guidelines. We secured government funding for extra support too. 

But in 2021/22 the effects of COVID-19 were still threatening existing and future research projects. 

## Protecting our progress: re-igniting 48 active research grants 

Our relationships with all our researchers are now stronger than ever. It’s very much ‘team science’ and that’s something we want to continue. 

We urgently needed to help our researchers build back momentum across all areas of research and save projects that were at risk, threatening years of progress. 

We had 48 active research grants running at the start of the pandemic. During the first lockdown almost all of them ground to a halt. There was no access to labs and clinical trials suffered due to NHS staff being redeployed to work on COVID-19. Even when restrictions were lifted there were very strict rules around social distancing and lab capacity was often reduced to around 15%. Some projects went on hold for a year. 

Reena Morjaria, Interim Head of Research Funding, Prostate Cancer UK. 

Thanks to this partnership approach, not a single one of our 48 existing grants suffered as a result of COVID-19. Even those that had faced total closure, like the £400k+ CHRONOS project. 


CHRONOS is investigating focal therapies, like high-intensity focused ultrasound (HIFU) and cryotherapy (a treatment that uses extreme cold to freeze and destroy cancer cells) which could offer men more gentle treatments with reduced side-effects. The initial trial had just got going, then was forced to stop and shut down for months. We worked with researchers and our funding committee to understand challenges and, with our funding committee, provided what they needed to get the trial over the line. The trial has recently finished, and results are being analysed. If they’re promising, the next stage is a large, phase three trial to test if the treatments are good enough to change the way men with early-stage prostate cancer are treated. 

Professor Hashim Ahmed, Lead Investigator on CHRONOS said: “During COVID-19 we were beset with many challenges in delivering the IP4-CHRONOS trial. Having a funder who was sympathetic to those issues was critical. The support and flexibility Prostate Cancer UK provided was invaluable. We were able to engage in a regular discussion and their process was rightly robust but friendly and understanding. This was critical in ensuring we pushed ahead and delivered a trial that could be pivotal in delivering better treatments.” 

## Supporting new and boundary-pushing research 

We will be accelerating funding into new research, including innovative projects which could transform prostate cancer treatment and our understanding of the disease biology. 

We committed to fund three researchers leading exciting new projects across advanced and early prostate cancer. 

1. Dr Victoria Dunne – investigating a new method of delivering radiotherapy to extend the lives of men with advanced prostate cancer. 

2. Professor Ananya Choudhury – developing a test that will help men with localised prostate cancer decide between surgery and radiotherapy based on the genetic make-up of their disease. 

3. Professor Emma Hall and Dr Angela Pathmanathan – leading a clinical trial to test if some men can be treated with fewer doses of radiotherapy. 

We’d have liked to fund far more but, with researchers focused on saving existing projects, many didn’t have time to develop new ideas or work them up fully enough for us to invest. 

Dr Matthew Hobbs, Director of Research said: “We were disappointed not to be able to fund more new research, but we’re delighted to see the research community recovering and we’re excited about results reported this year – some of which open up a totally new avenue for us to explore.” 


We also saw projects we’d funded completing and publishing results, including one led by Professor Johann de Bono, where early results showed for the first time that the presence of a certain bacteria in the gut can actually drive prostate cancer growth. This could help identify which men are at high risk of their cancer becoming resistant to hormone therapy treatment. And it’s given a rare glimmer of possibility of potential avenues to prevent prostate cancer becoming resistant to treatment. We’re now reviewing a funding application for the next phase of this project. 

The influence of the gut microbiome on cancer is a fascinating new area of science we’re just beginning to understand. These findings are the first to unveil a mechanism through which the gut microbiome can drive prostate cancer growth and resistance to hormone therapy. I look forward to this research moving into the clinic and hope it could make a real difference for patients. 

Professor Kristian Helin, Chief Executive of The Institute of Cancer Research, London. 

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## Our strategic priorities for 2021/22 Improving treatments and ensuring men can access them 

Our Research Innovation Awards encourage new angles to tackle prostate cancer. We call for bold, innovative research that has the real potential to impact the way prostate cancer is diagnosed and treated. We saw a clear recovery in the number of funding applications towards the end of the year, and we’ll review these in June to make awards soon afterwards. 

We have reviewed and adjusted our award schemes to create new offers that reflect the changes to the world. Early career researchers in particular were disproportionately affected by the pandemic, and we know that supporting the brightest minds early in their careers is critical to create the next generation of prostate cancer researchers. 

We’ve adapted our Career Acceleration Fellowships. They no longer require researchers to travel and work abroad, which was made more challenging by Brexit. The focus is now on collaboration with another institution, and we’re enabling researchers to be flexible and creative with how we create new collaborations. 

## **Transformational Impact Awards** 

We’ve committed to invest around £13.2 million into research in 2022/23, including new schemes like the Transformational Impact Awards – these bigger scale grants could enable us to fund more large programmes, across multiple institutions, that make a much faster or more profound impact for men. 


## Getting life-extending treatments for advanced disease to the men who need them. 

Treatments for advanced prostate cancer aim to stop or slow the growth of the disease for as long as possible, giving men more time with their families. Time that could allow a man to walk his daughter down the aisle or be there for the birth of a grandchild. 

Precision medicine involves developing very targeted treatments and testing to identify who may benefit from particular treatments. It’s already common practice in many diseases, but has lagged behind in prostate cancer. Tapping into the potential of precision medicine is especially important for men with advanced prostate cancer, where getting the most effective treatment as quickly as possible can make a huge difference to length and quality of their lives. 

We’re pushing for the NHS to deliver more precision medicines that are in the pipeline, like radioligand therapies, which require a CT scanner. We want to ensure the equipment, the workforce and the sites are in place so men can access precision medicines quickly once they’re approved. 

I’m so glad I had the radiotherapy, because I now know that for men in my situation, where the cancer has spread, but not to too many sites, it’s a fantastic thing to do. Research like this is absolutely amazing, because that’s how we find out about these new treatments. 

Kevin Webber. 

In October 2021 we pushed for access to olaparib for men in Scotland – the first precision medicine for prostate cancer and hopefully the first of many. We’re working to try and secure access to olaparib for men in England. 

## **Fighting for the best possible care, everywhere** 

We also campaigned to make temporary changes to treatment guidelines permanent. During the pandemic some men couldn't go into hospital for chemotherapy because it was too unsafe, so we influenced decision makers to allow them, temporarily, to be treated with the drug enzalutamide, which can be taken at home in tablet form. It has lower-level side effects than chemotherapy and the outcome for men is very similar. We used the temporary guideline change as a springboard to successfully campaign for enzalutamide to be adopted permanently – up to 4,600 men each year could now benefit from this. Our work is not finished. Now we must ensure that the men who had enzalutamide as an alternative during the pandemic are still entitled to any second-line treatments they need that usually follow chemotherapy. 

Finally, for the first time ever, up to 2,300 men in the UK with advanced prostate cancer were able to have radiotherapy to slow their cancer’s growth significantly and extend their lives. We campaigned for these changes to guidelines after results from a trial we funded showed that men whose cancer has spread just a little can benefit from having radiotherapy. 

Kevin Webber had radiotherapy as part of his treatment for advanced prostate cancer. When he was diagnosed in 2014, aged 56, he was given just two years to live and since then has continued to defy expectations. 

Up to **4,600** men per year can now benefit from enzalutamide. 

Up to **2,300 48** research men each year projects at risk with advanced of stalling or cancer can now stopping due to benefit from the pandemic radiotherapy.* were saved. 

**42** applications for Research Innovation Awards (RIAs). 

**16** new projects started (funded in previous years). 

**3** new awards in treatments for localised and advanced prostate cancer. 

*NHS estimate. 

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## Our strategic priorities for 2021/22 Supporting men and meeting their changing needs 

Prostate cancer can have a huge impact on the lives of men and those close to them. It can be an emotional rollercoaster dealing with a diagnosis, choosing treatments, managing side effects and, in some cases, trying to come to terms with the worst possible news. People need support and information of the highest quality. 

In response to a greater need for psychological support after the pandemic, we developed and launched a wellbeing area on our website. We trialled a counselling service, created new information written specifically for a Black audience, adapted the nurses out-of-hours service and piloted a new way for people to contact them – WhatsApp chat. We want to meet people’s needs where they are and ensure they can reach us, and we know Whatsapp is one of the most popular and accessible ways that people communicate. 

Most people who contact our Specialist Nurses and use our health information do so in the difficult days and weeks after being diagnosed. As we know, there was a big drop in diagnoses through the pandemic but this year we began to see the numbers of people using our support and information services return to normal. We needed to be ready to support the evolving needs of these men in the aftermath of COVID-19. 

Day-to-day, the numbers of people we supported steadily increased post-pandemic and exceeded what we expected for the year, especially during the launch of our campaign to find the 14,000 men. We also supported 28% more people with our sexual support service, which is really important for men experiencing side effects of prostate cancer treatments. And since December 2021 over 1,600 men have visited our wellbeing hub. 

## Tailored support through turbulent times 

Throughout this time of great uncertainty for income across the charity sector, we kept our lines and service fully open for everyone who needed us, ready to support the backlog of men who’d missed their diagnosis. 

Luke Williams, user of our sexual support service: “When I was recovering from surgery, it was very frustrating in the early years and I lost my confidence. I am slowly finding that life is looking brighter. I didn’t know at the time about the Prostate Cancer UK sexual support service. One of my first tips for men in my situation is to use this sterling support. The Specialist Nurses provide up-to-date information about what’s out there so each man can choose what's right for him to help him move forward. They also offer a safe and confidential space for men to talk about their frustration and emotions.” 

We listened and talked to people affected by prostate cancer and tested new approaches to make sure our services fit their changing lives and are as inclusive as possible – like our award-winning information for gay and bisexual men, praised by the British Medical Association for ‘exceptional patient involvement’. 


Next, we’re focusing on making our support services more targeted. We’re undertaking a large scoping and listening exercise to better understand and meet the specific emotional and psychological needs of different demographics, and adapting our offering to men at different stages of care. For example, developing tailored psychological support for men on active surveillance (a watch and wait approach for cancers that are unlikely to cause harm). 

When I was recovering from surgery, I lost my confidence. I am slowly finding that life is looking brighter. One of my first tips for men in my situation is to use the Specialist Nurses. Luke Williams. 

Our Specialist Nurses were there to offer support over **15,000** times 


11,420 calls    2,317 live chats 

1,187 emails   347 social media contacts 99 contacts in our small WhatsApp pilot 


Our volunteers delivered 



467 awareness talks and stands 

316 virtual talks 151 in-person talks 

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## Virtual fundraising, the return of face-to-face and the best of both worlds 

**Thanks to our wonderful supporters and donors, fundraised income of £35m this year has returned to pre-pandemic levels and was only marginally below our best ever performance in 2019/20 (£35.4m)** 

It was humbling to see how people refused to let the pandemic get in their way, quickly adapting to do their best for men and be there for each other. 

The success of the virtual events was also down to brilliant teamwork among our staff as well as previous investment in digital transformation, which helped us to transition to virtual fundraising events. 

We’re so grateful for the determination and kindness of our supporters and the way they stuck with us even when things went wrong – like post and donations not arriving or being answered because of UK-wide mail redirection problems during the pandemic. 

Gareth Ellis-Thomas, Director of Transformation and Technology: “Digital transformation is about lots of things coming together – user focus, testing and learning, our expertise in digital marketing – even automating our data processing. We’ve built this over time and that’s enabled us to make sector-leading virtual fundraising products that brought in millions of pounds and brought people together.” 

## Going virtual 

Our virtual sporting events, including the Run, March and Cycle the Month series raised millions of pounds for men and gave our fundraisers the opportunities they needed for exercise challenges during COVID-19 restrictions. Our thriving social media communities, across marching, running, cycling and golf groups, became incredibly warm, supportive places. Bonded by experiences of prostate cancer and sport, people helped each other through darker moments and started friendships even though they couldn’t stand shoulderto-shoulder in person. 

## Returning to face-to-face 

Once it was safe, we were delighted to get back to face-to-face events. One of the more unusual events some lucky volunteers attended was a vintage train ride fundraiser, organised by our partner, GB Railfreight. Other highlights include our Big Golf Race, which saw groups of friends getting back on the course for several rounds in one day. In the autumn we saw the return of Jeff’s March and third party events like marathons and cycle rides. 



Michael Earle, Bristol, March the Month in March 2022: “The March the Month Facebook group is brilliant and hearing other people's stories and seeing what they are doing to make a difference, is very powerful. The support and encouragement is amazing and really motivates you.” 





## Remembering the men we love 

People have been incredibly generous this year giving legacies and donations in memory of their loved ones. In November 2021 we unveiled the prostate cancer memorial – a touring remembrance sculpture dedicated to the men we’ve lost to prostate cancer. It’s being hosted in train stations across the UK and the relatives of men who’ve died are making journeys to see it, find their loved one’s name and remember them. 

Hundreds of people have joined our Facebook group after having their loved one’s name engraved, and shared some incredibly touching moments of sympathy and kindness. Many of those who travel to visit the memorial offer to find relatives' names for others who can’t make the journey, taking and sharing photos and paying tribute on behalf of others. 

## Keeping dads dancing 

Ahead of Father’s Day we launched a campaign that asked the nation to imagine what life would be like without dads and the things that make them great. The campaign was led by a short film showing some hilarious dad dancing, and was shared widely on social media, getting over 45,000 engagements and landing in almost a million social feeds. Many people responded by exchanging stories about their dads and what they love about them – including those who’ve lost their dad to prostate cancer. 








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## A final note from our Chief Executive 

We must save and improve the lives of men affected by prostate cancer. 

February 2022 was a superb time to begin my role as CEO – it was obvious we had stepped up to the challenges of the last two years. This review is testament to the endless determination shown by everyone connected to Prostate Cancer UK. 

As we re-emerge from the pandemic, our mission remains the same: save more lives and support more men affected by prostate cancer. That will only happen with men at the centre of our decision making, and our investments and energy targeted towards areas of need where we can create transformational impact. 

Looking forward we are in good financial health, and we can be confident in the ambition of our strategy. 

We’ll build on the success of our partnership with the NHS and collaborate further on improving health awareness, making it obvious to men that early stage prostate cancer can be cured and that they can take proactive steps, such as using our risk checker, which could save their lives. 

We’ll digest the insight from the health awareness campaign to improve our ability to engage black men over the age of 45 where the risk of prostate cancer is higher. And strengthen our connection to Black communities through an improved internal equity, diversity and inclusion policy. We have an exciting programme for next year. 

We’re determined to find an early diagnosis test accurate enough to create a viable national screening programme. We’re kicking this off with a £5 million investment to encourage researchers to come forward with innovative solutions to this challenge. 

We’ll commit a further £8.2 million into research focused on precision medicine (highly targeted treatment) to enable men with advanced disease to live longer. We’ll improve the outlook for men with localised prostate cancer (that hasn’t spread beyond the prostate) to reduce harmful side effects and prevent cancer returning. 


We’ll continue to work with healthcare professionals and government to ensure everyone with prostate cancer gets high-quality care irrespective of demographic or geographical location. We’ll recruit a Health Inequalities Manager to identify gaps in the standard of care and work together with the NHS to make the necessary improvements. 

We’ll support men to live as well as they can with prostate cancer through the psychological support offered by our helpline and information service. In the pipeline, we aim to develop peer-to-peer services to give men a more tailored service. And we will be acknowledging those who sadly die of prostate cancer through better representation. 

While we are mindful of inflation and the increased cost of living, we remain optimistic we can grow through an exciting and innovative programme of fundraising events, with the loyalty of so many volunteers and supporters to whom we are eternally grateful. 

I look forward to giving you a progress report this time next year. 

Laura Kerby, 

Chief Executive 

## Financial review 

In 2021/22 the group’s total income was £35.4m, which represented a 27 per cent increase on the previous year (£27.9m). 

Our fundraising income recovered strongly from COVID-19 with the return of events and face-to-face activities as well as legacies performing well. The charity also benefitted from being awarded £1.9m by the NHS for the Risk Checker Campaign to increase awareness of prostate cancer taking place in the final quarter of the year. The charity also received £509k from the Medical Research Council for research. The charity is grateful for the increase in income from corporate donors as they gained more certainty over their financial position coming out of the pandemic. We would also like to express our gratitude to our philanthropic supporters and Trusts and Foundations who have continued to give generously throughout the pandemic. 

Total group expenditure for the year was £25.1m (2020/21: £22.3m); £15.7m was expenditure on charitable activity (2020/21: £15.8m) and £9.4m was expenditure on raising funds (2020/21: £6.5m). The charitable expenditure included £1.5m on research (2020/21: £6.3m); £3.5m on supporting men and their families and influencing change in the delivery of care (2020/21: £3.3m); and £10.6m on awareness activities (2020/21: £6.2m). Charitable expenditure in the year amounted to 63p of every £1 expended (2020/21: 71p). Total expenditure increased as the charity’s activities picked up due to the easing of lockdown restrictions. Key areas of growth were £1.9m being spent on raising awareness as part the above-mentioned NHS campaign as well as a strong focus on engaging with individual donors. Expenditure on research reduced as a result of fewer grants being awarded this year however the charity will have a strong focus on this area going forward to make researchers aware of the funding available to them. 

As a result of the above activities, the group recorded a surplus this year of £10.4m (2020/21: £5.6m). Restricted reserves increased from £7.7m to £9.2m at 31 March 2022 as a result of the fall in research grants awarded this year. Our unrestricted reserves include a fall of £1.1m in designated reserves to £3.7m (2020/21: £4.8m) as a result of research grants awarded; remaining unrestricted reserves (free reserves) increased 

by £10m to £23.5m at the year-end (2020/21: £13.5m), representing 11.2 months of cover (2020/21 6.4 months cover). This increase is due to the underspend on research grants in the year and an increase in income in the year. Our reserves policy on page 25 and Note 18 on movements in funds provide further detail. 

The group holds cash and short-term deposits of £43.9m, compared to £34.5m at the start of the year, reflecting that income grew at a greater rate than expenditure. We remain in a good position to be able to meet our £16.5m commitment to long-term projects (see Note 6) on both our research and programme awards. Our treasury policy on page 25 provides information on how the charity invests balances held. 

The charity also operates a wholly-owned subsidiary, Prostate Cancer Trading Limited (PCTL), which is responsible for all commercial activities of the group. All surplus funds earned are paid under gift aid to the charity. The company has its own board of directors, responsible for all governance matters. Financial details for PCTL are shown in Note 3. 

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## Structure, governance and management 

## Objects 

The charity’s objects, set out in its Memorandum and Articles of Association, are to invest in prostate cancer research and to make available useful results, to provide information and support to men and their families affected by prostate cancer and to raise public awareness of prostate cancer and other prostate diseases and their symptoms. 

This report contains the strategic report, required under Section 414C(11) of the Companies Act 2006, which summarises the charity’s activities, achievements and performance. 

## Structure 

The Members of the Board of Trustees (‘The Trustees’) of Prostate Cancer UK (‘the charity’), who are also Directors of the charity for the purposes of the Companies Act, submit their annual report and the audited financial statements for the group for the year ended 31 March 2022. 

The charity is a charitable company limited by guarantee and was incorporated on 14 October 1991. The Strategic Report provides information on the charity’s activity and set out below are details of its financial performance from 1 April 2021 to 31 March 2022. 

The charity has a trading subsidiary, Prostate Cancer Trading Limited (06157784) and also owns the following dormant companies: The Prostate Cancer Charity Limited (08183613), Prostate Cancer Research Foundation (05926197) and Prostate Action (07149009). 

## Governance 

Overall strategy and policy for the charity are agreed by the Board of Trustees, advised by the Chief Executive and other members of the Leadership Team who attend all meetings. 

## **Trustees and Officers of the Board** 

Trustees, including the Chairman, Treasurer and Vice Chairman, are all elected for an initial term of three years. They are then eligible for election for a further 

final term of three years. These terms are extendable, exceptionally, at the discretion of the Board of Trustees. 

It is our policy to look to recruit a diverse mix of Trustees from the widest field of applicants and with a good spread of relevant skills. A number of the Trustees have been personally affected by prostate cancer. During the year, six Trustees resigned and three new Trustees were appointed. 

We ensure new Trustees have the knowledge and skills to perform their roles. New Trustees undertake an induction programme, meeting with staff from across the charity and are provided with relevant background briefing information. 

The Board of Trustees uses the Charity Governance Code as a reference point for a rolling review of governance, to ensure standards always remain high. 

An important tool informing this governance focus is the regular Board Effectiveness Review. This was last undertaken in 2019/20 by an independent third party organisation. It helped to highlight the many strengths in the way the Board works, as well as some areas where improvements can be made. Areas of focus that were taken forward as a result of this review were greater visibility of people and culture matters, a focus on new digital skills enforced by a change to complete remote working during the pandemic and trustee succession planning. The charity has Trustee indemnity insurance. 

Trustees met on 21 occasions during the year, either as a full Board or in the committees. 

## **Trustees and Directors** 

The Trustees and Directors who served the charity during the period were: 

(Trustees are members of the committees as indicated by the numbers in brackets) 

- Professor Jonathan Waxman (President) (2,5), resigned 31.03.22 

- Charles Packshaw, (Chair) (1,2,3,4,5) 

- Mike Tye (Vice Chair until 31.12.21) (2,4), resigned 31.03.22 

- Lynne Robb (Treasurer, appointed Vice-Chair 01.01.22) (1,2,4) 

- Andrew Mitchell (4), resigned 01.03.22 

- Cristian Cussen (4) 

- Dr Nicholas Hicks (3), from 20.09.21 

- Henry Obi CBE (3) 

- Kenneth Towle (4) 

- Marion Leslie (1), resigned 01.07.22 

- Professor David Edgar Neal CBE (5) 

- Professor Richard David Neal (5), from 20.09.21 

- Professor Martin Roland CBE (2,3,5), resigned 01.03.22 

- Professor Paul Stewart (5), from 20.09.21 

- Professor Sara Faithfull (3), resigned 01.03.22 

- Samia al Qadhi (2,3) 

- Simon Hammett (1,5), resigned 01.03.22 

- Simon Peck (4) 

Resigned in period: 

- Professor Jonathan Waxman, resigned as director 31.03.22 but remains President 

- Mike Tye (Vice Chairman), resigned 31.03.22 

- Andrew Mitchell, resigned 01.03.22 

- Professor Martin Roland CBE, resigned 01.03.22 

- Professor Sara Faithfull, resigned 01.03.22 

- Simon Hammett, resigned 01.03.22 

Independent committee members serving during the period: 

- Dr David Matheson (3) 

- Nick Kendall (4) 

- William Dickinson (1) 

## **Committees of the Board** 

1. Finance, Risk and Audit 

- Reviews in-depth budget and financial plans 

- Monitors the charity’s financial performance and compliance with accounting requirements 

- Makes recommendations to the Board on financial policy matters 

- Reviews strategic HR issues 

- Scrutinises support services 

- Leads on external audit matters 

- Reviews arrangements for the management of risk, including those around data protection and safeguarding 

2. Nominations Committee 

- Recommends to the Board the reward arrangements and appointment of new Trustees, Officers and the Chief Executive 

3. Support & Influencing Committee 

- Provides oversight on behalf of the Board of the charity’s delivery of support services and of its influencing work 

- Monitors delivery of support and influencing activities against the business plan 

- Monitors the charity’s compliance with campaigning and lobbying regulations 

4. Engagement, Fundraising and Communications Committee 

- Reviews existing income generation and communications-related activity, as well as considering future opportunities in these areas 

- Reviews progress against the strategy to develop deeper and long-lasting relationships with our supporters, both existing and potential and with all those who need our services 

- Monitors the charity’s compliance with fundraising regulations 

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5. Board Research Committee 

- Reports to the Board on general matters relating to research 

- Monitors the research strategy, including its implementation 

## **Research Advisory Committee** 

This committee exists to advise the Board of Trustees and Leadership Team by making impartial recommendations as to which research grants the charity should support to achieve most impact. The membership includes experts with relevant clinical and research backgrounds and has been carefully selected to ensure a broad range of independent opinions and advice. The Committee also includes people who have been affected by prostate cancer, who consider the involvement of patients in the proposed research and its potential to make a real difference to men. 

Prostate Cancer UK is a member of the Association of Medical Research Charities (AMRC) and complies with its guidelines. The AMRC is dedicated to helping medical and health charities deliver high quality research that improves people’s lives. 

## **Leadership Team** 

As at 31 March 2022, the Leadership Team, being the charity’s key management personnel, was: 

- Laura Kerby (Chief Executive), joined 28.02.22 

- Alison Day (Director of Communications) 

- Chiara De Biase (Director of Support & Influencing), joined 20.09.21 

- Gareth Ellis-Thomas (Director of Transformation & Technology) 

- Sue Hall (Interim Director of Finance), joined 01.03.22 

- Dr Matthew Hobbs (Director of Research) 

- Kate Jenkins (Interim Director of People), joined 06.12.21 

- Nicola Tallett (Director of Fundraising & Supporter Engagement) 

Resigned in period: 

- Angela Culhane (Chief Executive), resigned 31.12.21 

- Heather Blake (Director of Support & Influencing), resigned 07.05.21 

- George Jenkins (Director of Resources), resigned 18.02.22 

- Sue Virgoe (Director of People & Facilities), resigned 31.12.21 

## Legal and administrative details of the charity 

Registered in England and Wales with the Charity Commission under charity number 1005541. 

Registered in Scotland by the Office of the Scottish Charity Regulator under charity number SCO39332. 

Registered company number 02653887. 

## **Registered address and principal place of business** 

Prostate Cancer UK Fourth Floor The Counting House 53 Tooley Street London SE1 2QN 

## **prostatecanceruk.org** 

Prostate Cancer UK (Scotland) 

Unit F22-24 

Festival Business Centre 150 Brand Street Glasgow G51 1DH 

## **Banker** 

National Westminster Bank plc 

Park Royal Branch 1 Abbey Road London NW10 7RA 

## **Auditor** 

Haysmacintyre LLP 10 Queen Street Place London EC4R 1AG 

## **Legal Advisor** 

Macfarlanes LLP 20 Cursitor Street London EC4A 1LT 

## Reserves policy 

The charity operates within a reserves policy which is reviewed at least annually and as part of the charity’s budget and planning processes. 

The charity holds free reserves to ensure uninterrupted delivery of the charity’s objectives regardless of short to medium term fluctuations in income and expenditure. The Trustees review reserves levels to ensure there are adequate funds available to support the work of the charity. During the year, the Trustees considered that a sufficient level of reserves for the organisation would be between three and six months of forward-looking operating expenditure. The free reserves requirement is reported to the Board of Trustees on a quarterly basis. 

The level of free reserves at the year end March 2022 was £23.5m. This represents 11.2 months cover, an increase from 6.4 months cover at March 2021. This reflects the success of our fundraising during the year coupled with our decision reported elsewhere in this report to defer new investment in Research until conditions were more stable. 

During the prior year the Trustees designated the sum of £4.2m for specific research projects of which £0.8m was used in 2021/22 leaving £3.4m for projects which are now planned to start in 2022/23. When added to the designated funds to cover the value of fixed assets, this brings the total designated funds at 31 March 2022 to £3.7m. 

The charity has restricted reserves of £9.2m at the year end. Of this, £6m relates to funds from the Movember Foundation, which will be allocated to specific projects within the areas of research and survivorship following agreement with Movember. 

## Treasury Policy 

The charity has a risk-averse treasury policy, which is reviewed annually by Trustees. 

The charity has a low risk appetite with regard to deposits, with a primary objective of capital preservation and a secondary objective of generating income. Deposits are restricted to cash or near-cash products, held in: 

- Individual banking institutions; 

- UK government debt instruments; 

- Pooled funds. 

It is our policy to spread funds to mitigate risk and to take into account institutions’ credit ratings. 

Balances held are managed in order to meet working capital requirements, with accessibility maintained should phasing assumptions for income or expenditure be changed. 

## Grants Policy 

The charity awards grants for research funding in line with the standards and guidelines set out by the Association of Medical Research Charities (as certified through their 2020 quinquennial peer review audit). Our research funding is delivered through three different strands; our Research Innovation Awards, Fellowship Awards and our Major Awards schemes. 

Our Research Innovation Awards consists of a two-stage process, with applications first triaged by our Research Advisory Committee. All shortlisted applications are then further assessed by a minimum of three independent expert reviewers. We also seek input from people who have been affected by prostate cancer on the clinical and near-clinical proposals to consider the involvement of patients in the proposed research and whether the study has the potential to make a real difference to men. Once written assessments have been received from the expert reviewers, applicants may submit a response to the reviewers’ comments. Final funding recommendations are then made by our Research Advisory Committee. 

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Our Fellowship Awards follows a similar process to that above, but with shortlisted applicants invited to an interview with a sub-group of our Research Advisory Committee, who then makes the final funding recommendations. 

Our Major Awards follow a single application process, with no initial triage but instead proposals are immediately assessed by at least three independent reviewers and clinical proposals are considered by our patient representatives. Applicants then have the opportunity to respond to the reviewers’ comments and final funding recommendations are made by our Research Advisory Committee. 

## Remuneration Policy 

The charity’s remuneration policy is designed to attract, retain and motivate a high performing team to deliver the charity’s aims as well as to demonstrate to our stakeholders an effective use of charitable funds. The objectives of our remuneration policy are to: 

- reward staff appropriately and enable the recruitment of high-calibre staff 

- ensure the proper use of the charity’s resources in accordance with its aims and within affordable limits based on the financial circumstances of the charity 

- be non-discriminatory, just and equitable in the evaluation of jobs and their remuneration by providing a stable framework for the remuneration of the team 

- operate within the law 

- pay at a competitive level taking account of external market rates, with the aim being to set pay at the median level or above for comparable posts in the voluntary sector, subject to the charity’s financial position. 

Remuneration is reviewed on an annual basis and agreed by the Board of Trustees. When setting pay levels, the charity gives consideration to external benchmark comparators, changes in the national average earnings index, affordability and other internal and external pressures including recruitment and retention. 

The above policy applies to all staff, including the charity’s key management personnel (as defined on page 24). 

The annual salary of the Chief Executive is overseen by the Nominations Committee. 

## Public benefit 

We have considered the Charity Commission’s guidance on public benefit when reviewing our aims and objectives and in planning future activities. 

The public benefit of the charity is in mitigating the effect of prostate cancer and prostate disease in the United Kingdom. Our strategic aims and the charity’s activities are designed to achieve this benefit through a range of direct service delivery and support, and also through an extensive programme of funded research to improve the diagnosis and treatment of prostate cancer. 

The beneficiaries of our work are men and their families – reached either directly or through healthcare professionals. Some of those who have benefited from our services are detailed in this report. Our service is open to all men in the United Kingdom and their families, without charge. 

As a result of the above, the Trustees consider that Prostate Cancer UK satisfies the public benefit test. 

## Principal risks and uncertainties 

The principal risks to which the charity is exposed, as identified by the Trustees, have been reviewed and systems have been established to mitigate these risks. A risk register summarises the principal risks facing the charity, graded according to their likelihood and impact, and identifies actions to manage them. The register is regularly reviewed and updated by risk owners, the Leadership Team, and the Finance, Risk and Audit Committee. Any ‘red light’ issues are brought to the attention of the Board of Trustees. 

## **RISK** 

## **MITIGATION** 

**Failure to make the right strategic choices that result in the best impacts for men.** 

- regular review of our strategy, including horizon scanning and monitoring the external environment 

**There is a significant shortfall in our income restricting our ability to deliver our charitable objectives in a sustainable way.** 

- exposure to this risk is reduced by increasing the spread of fundraising sources 

- effectiveness of fundraising activities is closely monitored with corrective action taken as necessary 

- close control over commitments with expenditure on grants only agreed when we have funds available 

**Material loss or significant** • **interruption to services/ activities, or reputational damage due to failure** • **in controls or a legal/ compliance failure in** • **areas such as GDPR/data** • proactive and reactive media plan **breaches; cyber-security or serious fraud.** • clear whistleblowing policy 

- regular review and training, with access to specialist resource in key areas such as data protection and legal to support operations 

- continuing technology strategy to drive IT improvements and strengthen infrastructure and security to protect the charity’s assets 

- proactive detection, investigation and reporting of potential adverse events 

**Reputational damage as a** • regular review of fundraising practices **result of fundraising activities** • risk assessments undertaken for all events **(either our own, contracted staff or third parties), those** • **of the wider fundraising sector or the activities of** to the charity **other partners.** 

- due diligence on our service providers carried out before engaging with them and ensuring we have effective contract terms that minimise the risks to the charity 

- fundraisers all trained in the Institute of Fundraising code of practice. 

**Attracting, developing and retaining talented staff and volunteers in a competitive market.** 

- employee and volunteer engagement surveys and action follow ups 

- an active communication plan to ensure our people are always informed on the strategy and progress against it 

- review of compensation and benefits approach and ongoing benchmarking 

- ongoing proactive staff and volunteer recruitment campaigns 

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## Fundraising standards information 

We take our responsibilities to our supporters very seriously and continued to ensure supporters have control over how we contact them, in full compliance with UK Data Protection Legislation. We contact people by telephone and email only if they specifically agree to it and we are encouraged that a vast number of people are still responding warmly to our communications. 

We are committed to giving everyone who comes into contact with us a positive experience that meets their needs, on their terms. As such, each time we communicate with our supporters, we provide them with a choice of changing their communication preferences and frequency. 

We are a member of the Fundraising Regulator and adhere to its Code of Fundraising Practice. Our Board of Trustees continue to take a close interest in the programme of work and we work hard to ensure our fundraising activities are compliant with all relevant rules and regulations, remain ethical and deliver to high standards. 

We have a complaints handling process for members of the public that deals with complaints in an open and honest manner without prejudice. In 2021/22, we received 176 complaints relating to fundraising. This represents 0.001 % of all outbound communications and is at a similar level to the previous year. We regularly track and review all complaints so we can learn from them and update our processes and procedures in real time. We report to the Fundraising Regulator about complaints on a regular basis. 

The dedication and commitment of our supporters has shone through this year more than ever and we are hugely grateful to them for finding new ways to support us. 

## **Third-party monitoring and protecting vulnerable people** 

All fundraising suppliers are subject to agreeing to adhere to our own robust terms of engaging with our supporters. Our telephone fundraising agencies also supply a vulnerable persons policy as part of those contracts. We provide charity specific training to their fundraisers before each campaign and undertake 

weekly random call listening. They also provide details of any calls they believe to be a cause for concern, in line with their vulnerable persons policy. We listen to the call and decide what action should be taken. Any complaints are also given to us, with the call recording. We also promise to never pressure anyone into giving a gift and respect a donor’s decision if they decide to stop giving. All work carried out with third party fundraising organisations adheres to legal requirements and best practice guidelines. 

## Trustees’ responsibility statement 

The Trustees (who are also Directors of Prostate Cancer UK for the purposes of company law) are responsible for preparing this Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Company law requires the Trustees to prepare financial statements for each financial 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 company and the group for that period. In preparing these financial statements, the Trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities Statement of Recommended Practice (SORP) 2019 (FRS102) second edition; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

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

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and the group and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the charity’s constitution. 

They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

In so far as the Trustees are aware: 

- there is no relevant audit information of which the charitable company’s auditor is unaware; and 

- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. 

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. 

## Auditor 

Haysmacintyre LLP has been appointed as the charity’s auditor. 

The Trustees review the appointment of the auditor on an annual basis and have delegated power to set the auditor’s remuneration to the Finance, Risk and Audit Committee. 

The Trustees’ Annual Report and Strategic Report were approved by the Board of Trustees on 28 July 2022 and authorised to be signed on its behalf by: 


## Charles Packshaw, 

Chairman 

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## Independent Auditor’s Report to the members and Trustees of Prostate Cancer UK 

## Opinion 

We have audited the financial statements of Prostate Cancer UK for the year ended 31 March 2022 which comprise the Group and Charity Statement of Financial Activities Including Summary Income and Expenditure Accounts, the Group and Charity Balance Sheets, the Group 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: 

1. give a true and fair view of the state of the group and parent charitable company’s affairs as at 31 March 2022 and of the group’s net movement in funds, including the income and expenditure, for the year then ended; 

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

3. have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006. 

## 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 group 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 trustees’ 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 group'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 trustees 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’ 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 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: 

- the information given in the Trustees’ Report (which includes the strategic report and the directors’ report prepared for the purposes of company law) 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 included within the Trustees’ Report have been prepared in accordance with applicable legal requirements. 

## Matters on which we are required to report by exception 

In the light of the knowledge and understanding of the group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ 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 and the Charity Accounts (Scotland) Regulations (as amended) requires us to report to you if, in our opinion: 

1. adequate accounting records have not been kept by the parent charitable company; or 

2. the parent charitable company financial statements are not in agreement with the accounting records and returns; or 

3. certain disclosures of trustees’ remuneration specified by law are not made; or 

4. we have not received all the information and explanations we require for our audit. 

## Responsibilities of trustees for the financial statements 

As explained more fully in the trustees’ responsibilities statement set out on page 28, 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 group’s and the parent 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 group or the parent 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 noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 

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**31** 



## Group statement of financial activities including summary income and expenditure account for the year ended 31 March 2022 

Based on our understanding of the group and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the Companies Act 2006 and the Charities Act 2011 and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered other factors such as compliance with the fundraising regulations, income tax, payroll tax and sales tax. 

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and concluded that the risk was low. Audit procedures performed by the engagement team included: 

- Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud, and in particular with instances of non-compliance with the fundraising regulations; 

- Review of minutes of meetings for evidence of reported issues including areas of potential breaches of laws and regulations; 

- Evaluating management’s controls designed to prevent and detect irregularities; 

- Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and 

- Challenging assumptions and judgements made by management in their critical accounting estimates 

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. 

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 auditor’s report. 

## 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, section 44(1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and regulation 10 of the Charities Accounts (Scotland) Regulations 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. 


## Richard Weaver, 

Senior Statutory Auditor For and on behalf of Haysmacintyre LLP, Statutory Auditors 

10 Queen Street Place, London, EC4R 1AG Date: 23 August 2022 

|||||Unrestricted|Unrestricted||Restricted|Restricted||Total|Total||Total||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||Funds|||Funds|||2022|||2021||
||Notes|||£’000|||£’000|||£’000|||£’000||
|**INCOME FROM**|||||||||||||||
|Donations and legacies|2|||30,734|||4,217|||34,951|||27,393||
|Other trading activities|3|||419|||-|||419|||395||
|Investments – bank interest||||73|||-|||73|||79||
|Total||||31,226|||4,217|||35,443|||27,867||
|**EXPENDITURE ON**|||||||||||||||
|Raising funds|2|||9,375|||-|||9,375|||6,475||
|Charitable activities|5|||12,974|||2,711|||15,685|||15,815||
|Total||||22,349|||2,711|||25,060|||22,290||
|Net income|4|||8,877|||1,506|||10,383|||5,577||
|Transfers between funds|18|||-|||-|||-|||-||
|Net movement in funds||||8,877|||1,506|||10,383|||5,577||
|Reconciliation of funds:|||||||||||||||
|Total funds brought forward||||18,265|||7,690|||25,955|||20,378||
|Total funds carried forward|18|||27,142|||9,196|||36,338|||25,955||



The comparative figures for each fund are shown in the notes to the accounts. 

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. 

The notes on pages 37-57 form part of these financial statements. 

**32** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**33** 



## Charity statement of financial activities including summary income and expenditure account for the year ended 31 March 2022 

||||Unrestricted|Unrestricted||Restricted|Restricted||Total|Total||Total||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||Funds|||Funds|||2022|||2021||
||||£’000|||£’000|||£’000|||£’000||
|**INCOME FROM**||||||||||||||
|Donations and legacies|||30,919|||4,217|||35,136|||27,637||
|Investments|||73|||-|||73|||79||
|Total|||30,992|||4,217|||35,209|||27,716||
|**EXPENDITURE ON**||||||||||||||
|Raising funds|||9,144|||-|||9,144|||6,329||
|Charitable activities|||12,971|||2,711|||15,682|||15,810||
|Total|||22,115|||2,711|||24,826|||22,139||
|Net income|||8,877|||1,506|||10,383|||5,577||
|Transfers between funds|||-|||-|||-|||-||
|Net movement in funds|||8,877|||1,506|||10,383|||5,577||
|Reconciliation of funds:||||||||||||||
|Total funds brought forward|||18,265|||7,690|||25,955|||20,378||
|Total funds carried forward|||27,142|||9,196|||36,338|||25,955||



The comparative figures for each fund are shown in the notes to the accounts. 

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. 

The notes on pages 37-57 form part of these financial statements. 

## Balance sheets as at 31 March 2022 

|Notes<br>Fixed assets<br>Intangible assets<br>10<br>Tangible assets<br>11<br>Investments<br>12<br>Total fxed assets<br>Current assets<br>Stocks<br>13<br>Debtors<br>14<br>Short-term deposits<br>Cash at bank and in hand<br>Total current assets<br>Liabilities:<br>Creditors: Amounts falling due within one year<br>15<br>Net current assets<br>Total assets less current liabilities<br>Creditors: Amounts falling due after more<br>than one year<br>16<br>Net assets<br>Funds:<br>Restricted funds<br>18<br>Unrestricted funds<br>General<br>18<br>Designated<br>18<br>Total funds|**GROUP**<br>2022<br>£’000<br>2021<br>£’000<br>9<br>23<br>313<br>533<br>-<br>-<br>322<br>556<br>93<br>53<br>12,751<br>13,964<br>20,589<br>19,549<br>23,355<br>14,906<br>56,788<br>48,472<br>11,734<br>11,276<br>45,054<br>37,196<br>45,376<br>37,752<br>9,038<br>11,797<br>36,338<br>25,955<br>9,196<br>7,690<br>23,449<br>13,509<br>3,693<br>4,756<br>27,142<br>18,265<br>36,338<br>25,955|**CHARITY**<br>2022<br>£’000<br>2021<br>£’000<br>9<br>23<br>313<br>519<br>-<br>-<br>322<br>542<br>-<br>-<br>12,891<br>14,415<br>20,589<br>19,549<br>23,266<br>14,479<br>56,746<br>48,443<br>11,692<br>11,233<br>45,054<br>37,210<br>45,376<br>37,752<br>9,038<br>11,797<br>36,338<br>25,955<br>9,196<br>7,690<br>23,449<br>13,523<br>3,693<br>4,742<br>27,142<br>18,265<br>36,338<br>25,955|
|---|---|---|



Approved and authorised for issue by the Board of Trustees on 28 July 2022 and signed on its behalf by: Charles Packshaw, Chair (Company registration number 02653887). 


The notes on pages 37-57 form part of these financial statements. 

**34** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**35** 



## Group statement of cash flows for the year ended 31 March 2022 

|**2022**<br>Notes<br>£’000<br>£’000<br>Cash fows from operating activities:<br>Net cash provided by (used in)<br>operating activities<br>22<br>9,456<br>Cash fows from investing activities:<br>Interest<br>73<br>Purchase of fxed assets<br>(40)<br>Net cash provided by (used in)<br>investing activities<br>33<br>Change in cash and cash equivalents in the<br>reporting period<br>9,489<br>Cash and cash equivalents at the beginning of<br>the reporting period<br>34,455<br>Cash and cash equivalents at the end of the<br>reporting period<br>43,944<br>Changes in net debt:<br>Cash and cash equivalents at start of year<br>Cashfows<br>Cash and cash equivalents at end of year<br>The notes on pages 37-57 form part of these fnancial statements.|**2021**<br>£’000<br>£’000<br>8,279<br>79<br>(148)<br>(69)<br>8,210<br>26,245<br>34,455<br>34,455<br>9,489<br>43,944|
|---|---|
||£’000<br>79<br>(148)|
|||
|||



## Notes forming part of the financial statements for the year ended 31 March 2022 

## **Going concern** 

## 1. General information and basis of preparation 

   - 1.3 The financial statements have been prepared on a going concern basis as the trustees consider that there are no material uncertainties about the group’s ability to continue as a going concern. This is on the basis of the charitable company and its active subsidiary having sufficient income and levels of reserves to continue for at least 12 months from the date of authorising these financial statements. 

- 1.1 Prostate Cancer UK is a charitable company limited by guarantee incorporated in England, Wales and Scotland. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared under the historical cost convention in accordance with the Financial Reporting Standard Applicable in the UK and Republic of Ireland (FRS102), the Accounting and Reporting by 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) (Charities SORP (FRS102)) and the Charities Act 2011 and the Companies Act 2006. The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. 

## **Accounting policies** 

   - 1.4 Income is shown gross. 

   - 1.5 Donations and legacies are accounted for when the charity has entitlement, the amount can be measured reliably and the receipt is probable. Information that is received after the balance sheet date is adjusted for where the financial effect is material. Income from pecuniary interest in legacies is recognised when probate has been granted and we have been advised of the amount stipulated in the will. Income from residuary interest in legacies is recognised when probate has been granted and we have received the approved estate accounts. 

- 1.2 These financial statements consolidate the results of the charitable company and its wholly-owned active subsidiary Prostate Cancer Trading Limited on a line-by-line basis. Transactions and balances between the charitable company and its active subsidiary have been eliminated from the consolidated financial statements. Balances between the two companies are disclosed in the notes to the charitable company’s balance sheet. The three dormant subsidiaries are not consolidated as their inclusion is not material in order to provide a true and fair view. The financial statements are prepared in sterling which is the functional currency of the group, and rounded to the nearest £000. 

- 1.6 Government grants are recognised when the charity is entitled to the income, receipt is probable and the amount receivable can be reliably measured. 

- 1.7 Registration fees for specific fundraising events received in advance of the event are deferred until the events take place. 

- 1.8 Donated goods and services are included at the estimated value to Prostate Cancer UK. These include goods and services provided for use within the charity, with amounts received stated in Note 2. In accordance with Charities SORP (FRS 102), no amounts have been included in these financial statements to reflect the value of services provided free of charge to the charity, by volunteers. 

- 1.9 Income tax recoverable in relation to donations received under Gift Aid is recognised at the time of production of the claim and allocated to the appropriate income stream. 

**36** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**37** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

- 1.10 Expenditure is accounted for on an accruals basis. Irrecoverable VAT is included in the expense item to which it relates. 

- 1.11 Charitable activities include expenditure associated with research, support and influencing and awareness. 

- 1.12 Grants awarded are included in the Statement of Financial Activities when approved by the Trustees and agreed with the recipient organisation. 

- 1.13 Expenditure on raising funds relates to the costs of attracting income, and that incurred in trading activities that raise funds. 

- 1.14 Expenditure on awareness includes delivering national and local integrated communications campaigns, to raise awareness of the cause and the brand. 

- 1.15 Governance costs include the costs of governance arrangements which relate to the general running of the charity, as opposed to the direct management functions inherent in charitable activity and fundraising activities. These include external audit, trustee indemnity insurance and strategic planning processes, that relate to the future development of the charity. 

- 1.16 Support costs (including governance costs) are allocated between fundraising and charitable activities on the basis of staff numbers for each activity. 

- 1.17 Rentals payable under operating leases are charged to the Statement of Financial Activities over the life of the lease, on a straight line basis. 

- 1.18 Most employees are members of a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in independently administered funds. Contributions in respect of the scheme are charged against net incoming resources in the year in which they are due. 

- 1.19 When employees have rendered service to the charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service. 

- 1.20 Termination benefits, including redundancy costs, are recognised when the charity has an obligation to pay the benefits and they can be measured reliably. 

- 1.21 Intangible fixed assets and amortisation: 

   - Expenditure on individual intangible assets (software) with a value greater than £5,000 is capitalised. Software is stated at amortised historical cost. Amortisation is provided on a straight line basis at the following annual rate in order to write off each asset over its estimated useful life: 

Software 33% 

- 1.22 Tangible fixed assets and depreciation: 

Expenditure on individual tangible assets with a value greater than £5,000 is capitalised. Tangible assets are stated at depreciated historical cost. Depreciation is provided on a straight line basis at the following annual rates in order to write off each asset over its estimated useful life: 

Lease improvements over period of Lease Computer equipment and website developments 33% Fixtures and fittings 33% 

- 1.23 Stock consists of purchased goods for resale, which are valued at the lower of cost and net realisable value on a first-in first-out basis. Provision is made for any obsolete or slow-moving items. 

- 1.24 Short term deposits: Short term deposits are highly liquid investments and are held at fair value. These include cash on deposit and cash equivalents with a maturity of less than one year. 

- 1.25  Financial assets and liabilities: Financial assets and financial liabilities, including debtors and creditors, are recognised when the charity becomes party to the contractual provisions of the instrument. Additionally, all financial assets and liabilities are classified according to the substance of the contractual arrangements entered into. Financial assets and liabilities are initially measured at transaction price (including transaction costs) and are subsequently re-measured where applicable at amortised cost. 

- 1.26 The following funds are held by the charity: 

## **Restricted:** 

These are funds that can only be used for particular restricted purposes. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. 

## **Unrestricted:** 

These are funds which can be used in accordance with the charitable objects at the discretion of Board of Trustees. 

## **Designated:** 

These are funds set aside by the Board of Trustees out of unrestricted funds for specific purposes. 

- 1.27 Grant commitments and other long term liabilities are measured at cost and, in accordance with accounting practice, are discounted where material. 

## 1.28  Financial Instruments 

The Group only holds basic Financial Instruments. Financial Instruments are classified and accounted for according to the substance of the contractual arrangement as financial assets or financial liabilities. The financial assets and financial liabilities of the Group are as follows: 

   - Debtors – trade and other debtors (including accrued income) are financial instruments and are debt instruments measured at amortised cost as detailed in note 14. Prepayments for the Group and Charity are not financial instruments. 

   - Cash at bank – is classified as a basic financial instrument and is measured at face value. 

   - Liabilities – trade creditors, accruals and other creditors are classified as financial instruments, and are measured at amortised cost as detailed in note 15 and 16. Amounts due for taxation and social security are not included in the financial instruments disclosure. Deferred income is not deemed to be a financial liability, as the cash settlement has already taken place and there is simply an obligation to deliver charitable services rather than cash or another financial instrument. 

- 1.29  The following judgements and estimates have been made in the process of applying the above accounting policies that have had the most significant effect on amounts recognised in the financial statements: 

   - Allocation of support costs 

   - Depreciation rates for fixed assets 

   - Useful economic lives of assets 

   - Recognition of legacies 

   - Basis of valuation for gifts in kind and donated services received 

**38** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**39** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

## 2. Income from donations and legacies and expenditure on raising funds 

## 3. Trading subsidiary 

The results of the Charity’s wholly-owned trading subsidiary, Prostate Cancer Trading Limited (06157784), which are incorporated in these consolidated accounts, are as follows: 

|Individual donors and legacies<br>Community and events<br>Corporate donors<br>Major donors and charitable trusts<br>Donated goods and services<br>Government grant<br>Other donations|**INCOME**<br>**2022**<br>Unrestricted<br>Restricted<br>Total income<br>£’000<br>£’000<br>£’000<br>15,652<br>354<br>16,006<br>12,322<br>1<br>12,323<br>2,101<br>368<br>2,469<br>586<br>1,085<br>1,671<br>73<br>-<br>73<br>-<br>2,409<br>2,409<br>-<br>-<br>-<br>30,734<br>4,217<br>34,951|**2021**|
|---|---|---|
|||Total income<br>£’000<br>13,660<br>9,084<br>1,450<br>1,642<br>717<br>802<br>38|
|||27,393|



Of which in 2021: 

|Of which in 2021:||
|---|---|
|Restricted<br>Unrestricted|2,060<br>25,333|
||27,393|



The Government grant relates to the NHS Risk Checker Campaign £1,899k (2021: £nil); £509k from the Medical Research Council for research (2021: £nil) and the Coronavirus Job Retention Scheme £1k (2021: £802k). 

|Turnover<br>Cost of goods sold<br>Gross proft<br>Administrative expenses<br>Net proft<br>Income transferred by Gift Aid<br>Retained in subsidiary<br>Total current assets as at 31 March<br>Total current liabilities as at 31 March<br>Net assets held as at 31 March|**2022**<br>Total<br>£'000<br>419<br>(219)<br>200<br>(168)<br>32<br>(32)<br>-<br>**2022**<br>Total<br>£'000<br>248<br>(248)<br>-|**2021**<br>Total<br>£'000<br>395<br>(139)<br>256<br>(97)<br>159<br>(159)<br>-<br>**2021**<br>Total<br>£'000<br>511<br>(511)<br>-|
|---|---|---|



|Individual donors and legacies<br>Community and events<br>Corporate donors<br>Major donors and charitable trusts<br>Trading|**EXPENDITURE ON**<br>**RAISING FUNDS**<br>**2022**<br>Direct<br>Support<br>Total costs<br>£’000<br>£’000<br>£’000<br>5,004<br>699<br>5,703<br>1,992<br>278<br>2,270<br>665<br>93<br>758<br>390<br>54<br>444<br>200<br>-<br>200<br>8,251<br>1,124<br>9,375|**2021**|
|---|---|---|
|||Total costs<br>£’000<br>3,054<br>1,912<br>869<br>512<br>128|
|||6,475|



All expenditure on raising funds was unrestricted in both years. 

For a breakdown of prior year comparatives see note 24. 

**40** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**41** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

## 4. Net income for the year 

This is stated after charging: 

|Depreciation and amortisation<br>Auditor’s remuneration – audit services<br>Auditor’s remuneration – other services<br>Operating lease rentals – property|**2022**<br>£'000<br>261<br>34<br>4<br>510|**2021**<br>£'000<br>208<br>33<br>7<br>375|
|---|---|---|



## 5. Charitable activities 

|Research<br>Support and infuencing<br>Awareness<br>Of which in 2021:<br>Restricted<br>Unrestricted|Direct costs  Support costs<br>£'000<br>£'000<br>1,308<br>220<br>2,536<br>1,003<br>8,553<br>2,065|**2022**<br>Total costs<br>£'000<br>1,528<br>3,539<br>10,618<br>15,685|**2021**<br>Total costs<br>£'000<br>6,291<br>3,302<br>6,222<br>15,815<br>4,003<br>11,812<br>15,815|
|---|---|---|---|
||12,397<br>3,288|||
|||||



## 6. Grants awarded 

Grant commitments comprise research commitments and programme commitments. 

Research grants are awarded to fund researchers in the key areas of better treatment and better diagnosis in line with our Research strategy: 

|Research grants were awarded to the<br>following institutions:<br>University of Manchester<br>Queen’s University Belfast<br>Institute of Cancer Research<br>Queen Mary University of London<br>Newcastle University<br>Imperial College London<br>Edinburgh Cancer Research Centre<br>University College London<br>University of Cambridge<br>University of Oxford<br>University of East Anglia|**2022**<br>Total<br>£'000<br>546<br>284<br>128<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>958|**2021**<br>**BETTER**<br>**TREATMENT**<br>**BETTER**<br>**DIAGNOSIS**<br>**SMARTER**<br>**DATA**|
|---|---|---|
|||Total<br>£'000<br>346<br>ü<br>ü<br>750<br>ü<br>1,312<br>ü<br>ü<br>750<br>669<br>558<br>499<br>350<br>301<br>183<br>77<br>5,795|



Research grants awarded in the year were for the following projects: 

- Research Innovation Awards: an additional £128k was awarded to one of our Research Innovation Awards to support a potentially highly impactful study into treatment with radiotherapy. 

For a breakdown of prior year comparatives see note 24. 

- Major Awards in Curative Treatment: £546k was granted to a group at the University of Manchester to support research which may better inform treatment decisions for localised prostate cancer, resulting in the best outcomes for that individual. 

- Training & Leadership Development: £284k was awarded to an extremely promising early career researcher working at Queen’s University Belfast. This funding will support her development towards becoming an independent prostate cancer researcher, working in the best research environments in the UK and overseas. 

**42** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**43** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

## 6. Grants awarded (continued) 

|Reconciliation of research grants payable:<br>Commitments at 1 April<br>Commitments made in the year<br>Grant adjustments and cancellations<br>Grants paid during the year<br>Commitments at 31 March<br>Outstanding research commitments at 31 March<br>are payable as follows:<br>Within one year (note 15)<br>After more than one year (note 16)|**2022**<br>£'000<br>20,318<br>958<br>(115)<br>(4,617)<br>16,544<br>**2022**<br>£'000<br>7,531<br>9,013<br>16,544|**2021**<br>£'000<br>18,649<br>5,795<br>(9)<br>(4,117)<br>20,318<br>**2021**<br>£'000<br>8,644<br>11,674<br>20,318|
|---|---|---|



The split of future payment dates is based upon contractual terms. 

Programme commitments, included within Support and Influencing, comprise funding for TrueNTH, a global initiative, led by the Movember Foundation, tackling critical areas of prostate cancer care. It puts the spotlight on helping men with prostate cancer and their families to overcome a range of prostate cancer side-effects, helping them return to a good quality of life following diagnosis and treatment. No further awards were committed to this programme in the year and no amounts were outstanding at the end of the year. 

## 6. Grants awarded (continued) 

|Total programme commitments:<br>TrueNTH<br>Reconciliation of programme grants payable:<br>Commitments at 1 April<br>Commitments made in the year<br>Grant adjustments and cancellations<br>Grants paid during the year<br>Commitments at 31 March<br>Outstanding programme commitments at 31 March<br>are payable as follows:<br>Within one year (note 15)|**2022**<br>Total<br>£'000<br>-<br>-<br> **2022**<br>£'000<br>12<br>-<br>(3)<br>(9)<br>-<br> **2022**<br>Total<br>£'000<br>-<br>-|**2021**<br>Total<br>£'000<br>12<br>12<br>**2021**<br>£'000<br>372<br>30<br>(77)<br>(313)<br>12<br>**2021**<br>Total<br>£'000<br>12<br>12|
|---|---|---|



The split of future payment dates is based upon contractual terms. 

**44** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**45** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

## 7. Board of Trustees and employee information 

No member of the Board of Trustees received any remuneration from the charity in either year. Directly incurred expenses are reimbursed, if claimed. 

Trustees' expenses represents the payment or reimbursement of travel and subsistence costs or other out of pocket expenses which for the year were £205 in total to two trustees (2021: £nil). 

The key management personnel of the charity comprises the members of the Board of Trustees, the Chief Executive and the Leadership Team, as stated in the Annual Report. The total employee benefits of the key management personnel of the charity were £705,312 paid to ten posts (2021: £699,251 paid to eight posts). No new interest-free travel loans were provided to key personnel in either year. The amounts outstanding at the year end amounted to £nil (2021: £nil). 

The above benefits relate to the Chief Executive and Leadership Team only. 

The average full-time equivalent number of persons employed by the group during the year was: 

|Fundraising<br>Research<br>Support and Infuencing<br>Communications<br>Resources, People and Facilities<br>Engagement|**2022**<br>47<br>8<br>36<br>52<br>38<br>-<br>181|**2021**|
|---|---|---|
|||52<br>6<br>41<br>32<br>28<br>15|
|||174|



The average number of employees (head count based on number of staff employed) during the year was as follows: 

|Fundraising<br>Research<br>Support and Infuencing<br>Communications<br>Resources, People and Facilities<br>Engagement|**2022**<br>49<br>8<br>43<br>54<br>36<br>-<br>190|**2021**|
|---|---|---|
|||58<br>6<br>46<br>35<br>28<br>16|
|||189|



## 7. Board of Trustees and employee information (continued) 

Amounts paid in respect of employees were: 

|Salaries and wages<br>Social security costs<br>Pension costs<br>Termination payments<br>Total emoluments of employees<br>Agency staff<br>Total emoluments|**2022**<br>£'000<br>6,654<br>704<br>829<br>11<br>8,198<br>172<br>8,370|**2021**|
|---|---|---|
|||£'000<br>6,672<br>673<br>769<br>181|
|||8,295|
|||16|
|||8,311|



The number of employees whose emoluments for the year were over £60,000 after salary sacrifice was: 

|£60,001 to £70,000<br>£70,001 to £80,000<br>£80,001 to £90,000<br>£90,001 to £100,000|**2022**<br>3<br>2<br>1<br>1|**2021**|
|---|---|---|
|||3<br>3<br>1<br>-|



The charity made pension contributions under a defined contribution scheme amounting to £66,775 (2020: £77,338), in respect of the 7 employees in the table above (2021:7). 

Trustee indemnity insurance for the year was set at £5 million cover collectively at a cost of £4,725 (2021: £3,780). 

Termination payments totalled £11k for the year (2021: £181k) paid as compensation for loss of employment as a result of the restructuring the Charity went through in response to COVID-19. 

## 8. Pension costs 

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in independently administered funds. The pension cost, which represents contributions paid by the charity to these funds, amounted to £828,665 (2021: £768,582). The amount payable at the year end was £73,410 (2021: £61,636). 

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## Notes forming part of the financial statements for the year ended 31 March 2022 

## 9. Analysis of support costs 

The breakdown of support costs and how these are allocated is shown below. 

|Staff and similar costs<br>Supplies and services<br>Premises costs<br>Depreciation<br>Governance costs|**2022**<br>Raising funds<br>£'000<br>Charitable activities<br>£’000<br>Total costs<br>£’000<br>579<br>1,693<br>2,272<br>204<br>598<br>802<br>290<br>849<br>1,139<br>41<br>119<br>160<br>10<br>29<br>39<br>1,124<br>3,288<br>4,412|**2021**<br>Total costs<br>£’000<br>1,578<br>378<br>1,060<br>155<br>33<br>3,204|
|---|---|---|



|Governance costs comprise:<br>Audit fees<br>Trustee indemnity insurance|**2022**<br>Total costs<br>£’000<br>34<br>5<br>39|**2021**<br>Total costs<br>£’000<br>33<br>-<br>33|
|---|---|---|



## 10. Intangible fixed assets – Group and Charity 

|Cost<br>At 1 April 2021<br>Disposal<br>Additions<br>At 31 March 2022<br>Amortisation<br>At 1 April 2021<br>Disposal<br>Charge for the year<br>At 31 March 2022<br>Net book value<br>Net book value at 31 March 2021<br>Net book value at 31 March 2022|Software<br>£’000<br>246<br>-<br>-|
|---|---|
||246|
||223<br>-<br>14|
||237|
||23|
||9|



## 11. Tangible fixed assets 

For a breakdown of prior year comparatives see note 24. 

|Cost<br>At 1 April 2021<br>Additions<br>Disposals<br>At 31 March 2022<br>Depreciation<br>At 1 April 2021<br>Disposals<br>Charge for the year<br>At 31 March 2022<br>Net book value<br>Net book value at 31 March 2021<br>Net book value at 31 March 2022|Lease<br>improvements<br>Fixtures<br>and fttings<br>Computer<br>equipment<br>and website<br>development<br>Total<br>£'000<br>£'000<br>£'000<br>£'000<br>601<br>587<br>1,568<br>2,756<br>-<br>-<br>40<br>40<br>-<br>(3)<br>(447)<br>(450)<br>601<br>584<br>1,161<br>2,346<br>462<br>584<br>1,177<br>2,223<br>-<br>(3)<br>(434)<br>(437)<br>62<br>2<br>183<br>247<br>524<br>583<br>926<br>2,033<br>139<br>3<br>391<br>533<br>77<br>1<br>235<br>313|
|---|---|



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## Notes forming part of the financial statements for the year ended 31 March 2022 

## 12. Investments – Charity 

The Charity’s investment in its active subsidiary undertaking Prostate Cancer Trading Limited (06157784) amounted to £100, being 100 ordinary shares, representing the entire share capital. The Charity also wholly owns the following dormant companies: The Prostate Cancer Charity Limited (08183613), Prostate Cancer Research Foundation (05926197) and Prostate Action (07149009), which are not consolidated in these financial statements. The Charity has a 9% holding in Glycoscoredx Limited (12766216) to develop opportunities for intellectual property income. 

## 13. Stock 

|Stock for resale|**GROUP**<br>**2022**<br>**2021**<br>£’000<br>£’000<br>93<br>53|**CHARITY**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>-<br>-|
|---|---|---|



## 14. Debtors 

|Trade debtors<br>Amounts due from subsidiary undertaking<br>Prepayments<br>Accrued income<br>Other debtors<br>Movember Foundation accrued income<br>Total debtors|**GROUP**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>1,814<br>2<br>-<br>-<br>1,218<br>952<br>1,633<br>1,354<br>158<br>126|**CHARITY**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>1,760<br>-<br>205<br>469<br>1,207<br>939<br>1,633<br>1,351<br>158<br>126<br>4,963<br>2,885<br>7,928<br>11,530<br>12,891<br>14,415|
|---|---|---|
||4,823<br>2,434<br>7,928<br>11,530<br>12,751<br>13,964||



The group has been notified of legacies amounting to approximately £4.8m (2021: £6.2m) which have not been included in the financial statements as the recognition criteria in line with the Charities SORP had not been met at the year end. 

## 15. Creditors – falling due within one year 

|Trade creditors<br>Research commitments<br>Programme commitments<br>Other taxes and social security<br>Accruals and deferred income<br>Other creditors|**GROUP**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>2,990<br>878<br>7,531<br>8,644<br>-<br>12<br>266<br>309<br>473<br>916<br>474<br>517<br>11,734<br>11,276|**CHARITY**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>2,968<br>862<br>7,531<br>8,644<br>-<br>12<br>261<br>299<br>458<br>899<br>474<br>517<br>11,692<br>11,233|
|---|---|---|



Included in the above is deferred income relating to fundraising activities taking place after the year end as follows: 

|Balance at 1 April<br>Amounts released to incoming resources<br>Amount deferred in the year<br>Balance at 31 March|**GROUP**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>-<br>14<br>-<br>(14)<br>9<br>-<br>9<br>-|**CHARITY**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>-<br>14<br>-<br>(14)<br>9<br>-<br>9<br>-|
|---|---|---|



## 16. Creditors – falling due after more than one year 

|Research commitments<br>Other creditors|**GROUP**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>9,013<br>11,674<br>25<br>123<br>9,038<br>11,797|**CHARITY**<br>**2022**<br>**2021**<br>£'000<br>£'000<br>9,013<br>11,674<br>25<br>123<br>9,038<br>11,797|
|---|---|---|



Other creditors consist of the initial rent-free period of the lease at Counting House. This will be released over the next one year and three months, being the remainder of the lease period. 

There are no specific security or repayment terms in respect of the working capital agreement with the subsidiary company. 

The amount due from the Movember Foundation is confirmed by them each year. Funds are then received in line with the programme committed expenditure. 

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## Notes forming part of the financial statements for the year ended 31 March 2022 

## 17. Analysis group net assets between funds 

|Fixed assets (note 10 and 11)<br>Research designated funds<br>Current assets<br>Liabilities due within one year<br>Liabilities due after more than one year<br>Net assets at 31 March|General funds<br>Designated<br>Restricted<br>Total funds<br>£'000<br>£'000<br>£'000<br>£'000<br>-<br>322<br>-<br>322<br>3,371<br>3,371<br>27,677<br>-<br>25,740<br>53,417<br>(4,203)<br>-<br>(7,531)<br>(11,734)<br>(25)<br>-<br>(9,013)<br>(9,038)|
|---|---|
||23,449<br>3,693<br>9,196<br>36,338|



## 18. Movement in funds – Group (continued) 

The transfers between funds reflect adjustments made as a result of reconciliations during the year to reflect movements in the value of fixed assets. 

For a breakdown of prior year comparatives see note 24. 

## 19. Purposes of restricted funds 

Movember Foundation Movember Foundation income from its campaigns, restricted to spend on research and survivorship services for men with prostate cancer. 

For a breakdown of prior year comparatives see note 24. 

## 18. Movement in funds – Group 

|Restricted funds:<br>Movember Foundation<br>Other restricted funds:<br>General research<br>IT architecture project<br>Specialist Nurses Service<br>NHS Funded Projects<br>Other restricted funds<br>Total other restricted funds<br>Total restricted funds<br>Unrestricted funds<br>Designated funds:<br>Fixed asset reserves<br>Research designated funds<br>Total designated funds<br>Total unrestricted funds<br>Total funds|As at<br>01/04/2021<br>Incoming<br>Outgoing<br>Transfers<br>As at<br>31/03/2022<br>£'000<br>£'000<br>£'000<br>£’000<br>£'000<br>6,018<br>-<br>28<br>-<br>6,046<br>1,263<br>1,415<br>2,678<br>123<br>(123)<br>-<br>181<br>689<br>(710)<br>160<br>-<br>1,899<br>(1,899)<br>-<br>105<br>214<br>(7)<br>312<br>1,672<br>4,217<br>(2,739)<br>3,150<br>7,690<br>4,217<br>(2,711)<br>-<br>9,196<br>13,509<br>31,226<br>(21,259)<br>(27)<br>23,449<br>556<br>-<br>(261)<br>27<br>322<br>4,200<br>-<br>(829)<br>3,371<br>4,756<br>-<br>(1,090)<br>27<br>3,693<br>18,265<br>31,226<br>(22,349)<br>-<br>27,142<br>25,955<br>35,443<br>(25,060)<br>-<br>36,338|
|---|---|



Funding received to support either specific research awards or to be put towards other unfunded research activity. 

General research other unfunded research activity. IT Architecture Project Funding received to support the Charity’s IT data architecture and website development. Specialist Nurses Service Funding for the Specialist Nurses Service to increase access and support for men and their families affected by prostate cancer. 

## 20. Purposes of designated funds 

Designated funds Funds set aside from the general fund for objectives stated below: Fixed asset reserves Amount representing the net investment in fixed assets. 

Research designated funds For the Travelling Fellowships and Localised Treatment Calls. 

## 21. Commitments under operating leases 

The group has commitments under operating leases due within the periods stated below: 

|Less than one year<br>Two to fve years|**PROPERTY**<br>**2022**<br>**2021**<br>£’000<br>£’000<br>612<br>612<br>151<br>757<br>763<br>1,369|**PROPERTY**<br>**2022**<br>**2021**<br>£’000<br>£’000<br>612<br>612<br>151<br>757<br>763<br>1,369|
|---|---|---|
|||£’000<br>612<br>757|
|||1,369|



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**53** 



## Notes forming part of the financial statements for the year ended 31 March 2022 

## 22. Note to group statement of cash flows 

Reconciliation of net income/expenditure to net cash inflow from operating activities. 

|Net income/(expenditure) for the reporting period<br>(as per the statement of fnancial activities)<br>Adjustments for:<br>Dividends and interest<br>Depreciation charges<br>Disposal<br>(increase) in stocks<br>Decrease in debtors<br>(Decrease)/increase in creditors<br>Net cash used in operating activities|**2022**<br>£'000<br>10,383<br>(73)<br>261<br>13<br>(40)<br>1,213<br>(2,301)<br>9,456|**2021**<br>£'000<br>5,577<br>(79)<br>208<br>8<br>(13)<br>1,898<br>680<br>8,279|
|---|---|---|



## 23. Related party transactions 

Aggregate donations received from trustees, key management personnel and connected parties during the year amounted to £11,899 (2021: £7,204). 

Event and merchandise purchases by trustees, key management personnel and connected parties amounted to £899 (2021: £496). 

## 24. Comparative note only 

## **Note 2 – Income from donations and legacies and expenditure on raising funds** 

|Individual donors and legacies<br>Community and events<br>Major donors and charitable trusts<br>Corporate donors<br>Government grant<br>Donated goods and services<br>Other donations|**INCOME**<br>Unrestricted<br>£'000<br>Restricted<br>£'000<br>13,058<br>602<br>9,084<br>-<br>480<br>1,162<br>1,146<br>304<br>802<br>-<br>717<br>-<br>46<br>(8)<br>25,333<br>2,060|**2021**<br>Total income<br>£'000<br>13,660<br>9,084<br>1,642<br>1,450<br>802<br>717<br>38<br>27,393|
|---|---|---|



|Individual donors and legacies<br>Community and events<br>Major donors and charitable trusts<br>Corporate donors<br>Trading|**EXPENDITURE ON**<br>**RAISING FUNDS**<br>Direct costs<br>£'000<br>Support costs<br>£'000<br>2,506<br>548<br>1,569<br>343<br>420<br>92<br>713<br>156<br>128<br>-<br>5,336<br>1,139|**2021**<br>Total costs<br>£'000<br>3,054<br>1,912<br>512<br>869<br>128<br>6,475|
|---|---|---|



There were no other related party transactions in either year. 

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## 24. Comparative note only (continued) 

## **Note 5 – Charitable activities** 

|Research<br>Support and infuencing<br>Awareness|Direct costs<br>£'000<br>Support costs<br>£'000<br>6,168<br>123<br>2,465<br>837<br>5,117<br>1,105<br>13,750<br>2,065|**2021**<br>Total costs<br>£'000<br>6,291<br>3,302<br>6,222<br>15,815|
|---|---|---|



## **Note 9 – Analysis of support costs** 

|Staff and similar costs<br>Supplies and services<br>Premises costs<br>Depreciation<br>Governance costs|Raising funds<br>£'000<br>Charitable<br>activities<br>£'000<br>561<br>1,017<br>134<br>244<br>377<br>683<br>55<br>100<br>12<br>21<br>1,139<br>2,065|**2021**<br>Total costs<br>£'000<br>1,578<br>378<br>1,060<br>155<br>33<br>3,204|
|---|---|---|



## **Note 17 – Analysis of group net assets between funds** 

|Fixed assets (note 10 and 11)<br>Research designated funds<br>Current assets<br>Liabilities due within one year<br>Liabilities due after more than one year<br>Net assets at 31 March 2021|General funds<br>£'000<br>Designated<br>funds<br>£'000<br>Restricted<br>funds<br>£'000<br>Total funds<br>2021<br>£'000<br>-<br>556<br>-<br>556<br>4,200<br>4,200<br>16,252<br>-<br>28,020<br>44,272<br>(2,620)<br>-<br>(8,656)<br>(11,276)<br>(123)<br>-<br>(11,674)<br>(11,797)<br>13,509<br>4,756<br>7,690<br>25,955|
|---|---|



## 24. Comparative note only (continued) 

## **Note 18 – Movement in funds – Group** 

|Restricted funds:<br>Movember Foundation<br>Other restricted funds:<br>General research<br>IT architecture project<br>Specialist Nurses Service<br>Other restricted funds<br>Total other restricted funds<br>Total restricted funds<br>Unrestricted funds<br>Designated funds:<br>Fixed asset reserves<br>Research designated funds<br>Total designated funds<br>Total unrestricted funds<br>Total funds|As at<br>01/04/2020<br>Incoming<br>Outgoing<br>Transfers<br>As at<br>31/03/2021<br>£'000<br>£'000<br>£'000<br>£’000<br>£'000<br>7,743<br>(8)<br>(1,717)<br>-<br>6,018<br>1,464<br>1,276<br>(1,477)<br>-<br>1,263<br>234<br>-<br>(111)<br>-<br>123<br>120<br>712<br>(651)<br>-<br>181<br>72<br>80<br>(47)<br>-<br>105<br>1,890<br>2,068<br>(2,286)<br>-<br>1,672<br>9,633<br>2,060<br>(4,003)<br>-<br>7,690<br>10,121<br>25,807<br>(18,071)<br>(4,348)<br>13,509<br>624<br>-<br>(216)<br>148<br>556<br>-<br>-<br>-<br>4,200<br>4,200<br>624<br>(216)<br>4,348<br>4,756<br>10,745<br>25,807<br>(18,287)<br>-<br>18,265<br>20,378<br>27,867<br>(22,290)<br>-<br>25,955|
|---|---|



The transfers between funds reflect adjustments made as a result of reconciliations during the year and to reflect movements in the value of fixed assets. 

**56** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**57** 



## Thank you 

## **We’re so grateful to everyone who has supported us over the past year. In particular, we’d like to thank the following supporters:** 

Our Patron HRH The Duchess of Gloucester, GCVO 

Our donors who wish to remain anonymous Our volunteers and Hubs Adint Charitable Trust 

Angela Milne 

Angus McCaffery Astellas 

AstraZeneca 

Barry Family Foundation Basil Samuel Charitable Trust Bayer 

Bill Smail 

Borrows Charitable Trust 

Bothwell Charitable Trust 

Brian Johnston 

Briggs Equipment 

British Rallycross Championship 

Burton Menswear 

Caroline & Jemima Jowett-Ive 

Chris Field 

Club Insure 

Constance Travis Charitable Trust 

Danny Willett David A Pretty, CBE David Lyon David Sullivan 

Derby County FC Doris Field Charitable Trust 

Dudley and Geoffrey Cox Charitable Trust 

Duncan Heath 

EBM Charitable Trust EDF Essity UK 

F. P. Herting & Son Fidelity Foundation Fieldrose Charitable Trust Florian Charitable Trust Flutter Entertainment Football Manager Garfield Weston Foundation Gary Pettit GB Railfreight Gerry Pack Glenmuir Golfsupport.co.uk Hadyn Cunningham Henry Obi, CBE Holbeck Charitable Trust Hole in One Club How Did I Do Janssen John Bloor, OBE Jonathan Abrahams Kevin Webber Keyline Civils Specialist Kwik Fit Ladbrokes Coral Trust Lady Joy Bourne Lazard Asset Management League Managers Association Lochlands Trust Lord Mayor's Appeal Charity Luton Town FC Malcolm Strong Marks and Spencer Maureen Boal Charitable Trust Millwall FC Moss Bros Group 

Nigel Henry Non League Day Orbital Fasteners P F Charitable Trust Pam Chaplin Patrick and Helena Frost Foundation Paul Thompson Peacock Charitable Trust Pentel Stationery Peter Sowerby Foundation PlayMoreGolf 

Professional Golfers Association Professor Mark Emberton Professor Roger Kirby Prostate United Queens Park Rangers FC Roche Roger Wiltshire Ross Burbeary 

Roy Proctor Foundation Scunthorpe United FC Simon Hammett 

Sir Clive Bourne Family Trust Sir Samuel Scott of Yews Trust Sir William Russell 

Stephen Gilpin 

Sybil Eastwood Memorial Trust Takeda UK 

The 3Ts Charitable Trust 

The Athletic 

The Beefy Foundation The Betting and Gaming Council The Bob Willis Fund 

The Douglas Compton James Charitable Trust 

The February Foundation 

The John Black Charitable Foundation 

The Joseph and Lilian Sully Foundation 

The Kenneth & Susan Green Charitable Foundation 

The late Paul Cornes and the Cornes Family 

The Sandhu Charitable Foundation The Scottish Fire and Rescue Service The Simon Gibson Charitable Trust The Swire Charitable Trust The W A Handley Charity Trust Thomas Allen 

Tom and Sheila Springer Charity Tony McGovern Trailfinders Ltd 

Vera Joan Milhinch Deceased Will Trust 

VI & Maurice Webster Charitable Trust Volunteer Engagement Advisory Group Wells & Co 

William and Elizabeth Aldwinckle 

All those who honoured someone with an engraving on our Memorial Sculpture 


**58** P R O S TAT E  C A N C ER  U K Annual report and financial statements 2021/22 

**59** 



Visit: prostatecanceruk.org prostatecanceruk @ProstateUK @prostatecanceruk 


6700          Prostate Cancer UK is a registered charity in England and Wales (1005541) and in Scotland (SC039332). Registered company number 02653887.