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2020-12-31-accounts

Fighting avoidable blindness in a global pandemic

ORBIS CHARITABLE TRUST ANNUAL REPORT AND ACCOUNTS 2020

Contents

1. Who we are and what we do 3
2. Chair and CEO welcome 5
3. 2020 At a glance 7
4. Fighting avoidable blindness in a global pandemic 8
5. Comprehensive eye care 9
6. Childhood blindness 11
7. Specialist training 13
8. Trust, transparency and accountability 15
9. How we did in 2020 17
10. Looking ahead to 2021 18
11. Thank you 19
12. Board of trustees 21
13. Financial statements 24
14. Trustees and officers 50

Orbis UK annual report and financial statements 2020 2

Who we are and what we do

Orbis is an international charity and leader in the global fight against avoidable blindness for nearly four decades.

Our vision

To transform lives through the prevention and treatment of blindness

Our mission

With our network of partners, we mentor, train and inspire local teams so they can save sight in their communities.

Why we do it

Our work changes the way the world sees

How we do it

We work with partners in eye care teams – from health workers in rural clinics to eye surgeons in urban centres – so together we can save and restore vision, ensuring no-one has to face a life of avoidable blindness.

2 Adelson, J., Bourne, R. R. A., Briant, P. S., Flaxman, S., Taylor, H., Jonas, J. B., et al., Causes of blindness and vision impairment in 2020 and trends over 30 years, and prevalence of avoidable blindness in relation to VISION 2020: the Right to Sight: an analysis for the Global Burden of Disease Study. Lancet Global Health. 2020. Accessed via the IAPB Vision Atlas (https://www.iapb.org/learn/vision-atlas)

Orbis UK annual report and financial statements 2020

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Our global reach – Orbis International

Orbis UK is an affiliate of Orbis International, which is based in the USA. Along with six other affiliate offices, we work with other country offices to fund, develop, and implement local projects.

The vast majority of people that are blind and visually impaired live in developing countries. And older people, women and those living in rural and disadvantaged communities are particularly affected. We focus on where the need is greatest – in Africa, Asia, and Latin America and the Caribbean.

Eliminating avoidable blindness is one of the most cost-effective ways of fighting poverty. Orbis works to ensure everyone has sustainable access to quality eye care, no matter where they live.

Ref: orbis.org.uk/where

Orbis UK annual report and financial statements 2020

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Chair and CEO welcome

A very warm welcome to the 2020 Orbis UK annual report.

If there’s a single theme that sums up this extraordinary year, it’s one of common humanity. Like everyone, we experienced a whole range of emotions last March as we began to absorb the full implications of the coronavirus pandemic. But, by responding to a fast-changing situation, learning, planning and adapting quickly – and doing all this together around the world as professionals, volunteers, teams and individuals – we’ve learned just how much we share.

The whole world now knows more about infection control and remote working than we ever imagined. But as eye health experts working in low-income, rural areas, we’re well accustomed to using technology to forge distanced human connections. This year, under travel restrictions, local virtual consultations with ophthalmologists in regional hospitals were more critical than ever. And we found new ways to treat hard-to-reach patients too – like Rohingya refugee Shahed, whose innovative follow-up cataract treatment you can read about on pages 9 and 10.

Meanwhile, our unique Flying Eye Hospital teaching facility went fully virtual, connecting eye health experts with trainee doctors, nurses and health workers around the world. In total, we delivered 14,000 training sessions – nearly double our forecast at the beginning of the year. Just as importantly, as you’ll read on pages 13 and 14, trained Orbis professionals showed the sort of courage and commitment we’re familiar with in our own NHS to deliver COVID-secure eye care on the ground.

Many of our projects were affected by hospitals suspending services and reallocating staff for COVID-19 patients. However, by capitalising on non-lockdown periods and working with local governments to find COVID-secure ways to sustain eye care services, we still managed to have a considerable impact. We provided 4.3 million doses of antibiotics to fight blinding trachoma in Ethiopia and supported 346,000 eye screenings and 41,000 treatments and surgeries around the world.

We also concluded the first phase of our Qatar Creating Vision project in South Asia in 2020. Supported by the Qatar Fund for Development, it has provided 6.7 million screenings and treatments and more than 82,000 training sessions over four years. Across all our projects this year, we screened a total of nearly 290,000 children. One of them was Sneha, from the Parsa district of Nepal. Her story on pages 11 and 12 shows just how vital glasses prescriptions are for young people’s futures – wherever they live.

Orbis UK annual report and financial statements 2020 5

Sadly, we weren’t able to deliver all our project activities, which, of course, has affected how much programme work we’ve been able to raise funds for. But we started from a robust financial base, and our supporters have responded with astonishing steadfastness, loyalty and flexibility. At £4.89 million, our UK voluntary income actually exceeded our target by 24% – driven by phenomenal responses to two appeals for Ethiopia and Bangladesh.

We’re proud that our financial stability in an uncertain world has helped save the sight of people already facing enormous challenges in the pandemic. But, as treatment backlogs continue to mount and so many lives remain precarious, we have more work than ever still to do. We’ve been humbled and inspired by you, our supporters, as we’ve weathered this storm. It’s thanks to you, therefore, that we look forward with shared hope, humility and determination to 2021.

Yours,

Rebecca Cronin (Chief executive)

Rob Pinchbeck (Chairman)

“ On behalf of our trustees, supporters and everyone we work with, I would like to thank the Orbis UK team, who overcame all the obstacles the world threw at us in an extremely challenging year and just kept going. We are all hugely grateful for their unswerving dedication and hard work.” Rob Pinchbeck, Chairman

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2020 at a glance

Our year in numbers

Income

Total income: £6,413,064

Impact

We funded 10 projects in total: three each in Ethiopia and Bangladesh; two in Nepal; one in Zambia; and one in the East Africa region.

Despite financial slowdowns and fewer programmes going ahead, we still:

We were exceedingly grateful to 12,698 individual donors, of whom 5,546 were regular givers

Despite pandemic restrictions, we worked with 26 partner healthcare institutions and delivered:

We received 61 legacies with a total value of £1,590,866

64 charitable trusts supported us, with a value of £1,036,074

35 companies supported us, with a value of £251,891

As percentages of total income:

As percentages of total income:
Legacies 25%
Major donors, trusts and corporate partners 28%
Individual donors 23%
Statutory donors 24%

Orbis UK annual report and financial statements 2020 7

Fighting avoidable blindness in a global pandemic

The coronavirus pandemic has made preventing and treating avoidable blindness both harder and more urgent. Eye care services around the world have either been suspended or repurposed to fight COVID-19, opportunities for in-person training have been greatly reduced, and sources of income have been disrupted.

Where we work, in countries where health systems were already under strain, the effects have been devastating. So, in a year like no other, we’ve leant heavily on our experience of innovation and technology to meet the rising demand for eye care in a newly remote world.

COVID-19 has created particular challenges for our work. Typically, eye care requires eye health workers and patients to be in close proximity – so social distancing and infection control measures have made it costly and complicated to carry out eye screenings, treatments and surgeries. Our mass antibiotic distribution programmes routinely require people to congregate in large gatherings, which has been impossible. And, even after restrictions have been lifted, many people have avoided healthcare settings for fear of becoming infected. Finding solutions to these problems has demanded ingenuity, experience and resolve.

Our eye care workers responded with determination and imagination. Overcoming fears for their own safety and the relentless demands of PPE and constant sanitising, they restarted work tackling major backlogs and undertaking laborious house-to-house visits to see people no longer able to gather in groups. Meanwhile, the Orbis Flying Eye Hospital was reimagined as the virtual Flying Eye Hospital, providing remote training webinars via Cybersight.

2020 has been a challenging year beyond any of our expectations, not least because of all the people whose eye conditions we simply couldn't treat due to pandemic restrictions. But, thanks to our experience in infection control and technology, and the extraordinary efforts of our staff, volunteers and donors, we've been able to continue saving sight and transforming lives.

Thanks to funds provided by our generous supporters, including statutory and institutional donors, we’ve been able to do just that. We adapted eye health settings in line with guidance on social distancing, we gave staff the personal protective equipment (PPE) and sanitisers they needed, and we developed new, COVID-secure ways to look after people's eye health.

Orbis UK annual report and financial statements 2020 8

Comprehensive eye care

Working together to provide eye care to everyone who needs it

Comprehensive eye care is about working with people across eye health systems – from medical professionals in regional hospitals to staff in rural health centres and members of local communities – to provide quality eye care to people in need.

Since March, we've been working closely with the local government to prevent and control infection in eye health facilities during the pandemic. We also ran a highly successful Christmas appeal to support our partner, the Cox's Bazar Baitush Hospital (CBBSH), providing training, PPE and extra cleaning materials, and helping create socially distanced healthcare settings in the hospital.

It also means working with governments to influence the way eye health is administered at local and national levels. In 2020, we had to rethink rapidly how we delivered across all these touchpoints. But, despite the challenges presented by coronavirus, we still screened, treated and performed surgeries on over 4.6 million people.

South East Bangladesh

Three years ago, we established eye health services for Rohingya refugees and local communities in South East Bangladesh, our first humanitarian response project. In 2020, we completed phase one of our work through the Qatar Creating Vision initiative, paving the way for the next phase.

Working closely with our partners, we’ve been delighted to achieve all our project targets, carrying out 210,592 screenings of adults and children. What's more, as the leading eye health NGO in the Rohingya camps, Orbis Bangladesh led the coordination of the World Health Organization (WHO), UN agencies, the Red Cross and government bodies.

With nearly 40% of adults screened requiring treatment, demand for eye care has been far higher than anticipated across the project – reflecting a legacy of inadequate, underfunded healthcare among both the Rohingya and host populations. Between March and August 2020 access to the camps was severely restricted due to coronavirus, creating a backlog and driving demand even higher.

Our work in South East Bangladesh has been the product of effective collaboration with other NGOs and the government. But it’s still only been possible to meet a quarter of the demand for eye care in Cox's Bazar. Due to our programme’s successes and ongoing need in the region, the project has been extended until 2023. We look forward to continuing this vital work.

Shahed's cataract– A father's story

Shahed had a tough start in life. He was one of the thousands of Rohingya babies forced to leave their homes in Myanmar and seek

refuge in Bangladesh. Like so many others, Shahed's family found themselves trying to rebuild their lives in a refugee camp.

But something else was wrong. Shahed wasn't responding to his parents' calls, and he struggled to walk. As his father describes, "even though we noticed the problem of Shahed's vision, we couldn't treat him. We thought it was a curse". Thanks to our project in Cox’s Bazar, Shahed was diagnosed with congenital cataracts in late 2019. He successfully received surgery on both eyes and was soon happily playing sport and dancing with his friends.

Orbis UK annual report and financial statements 2020 9

Coronavirus meant

Shahed's follow‑up treatment was in jeopardy

But when coronavirus forced eye services to close, Shahed's follow-up treatment was in jeopardy. By April he had infectious conjunctivitis in his left eye. Without treatment, he would have faced more pain and further disruption to his home and school life.

Since the pandemic hit, Orbis has adapted to provide follow-up treatment in the camps via teleconsultation and help families treat patients in their homes – so children like Shahed can continue to receive expert care even under pandemic restrictions. As Shahed's father explained, "during lockdown, I went to the Ukhia Vision Centre twice according to the advice and continued medicine as prescribed".

Several months later, Shahed still receives follow-up care, but he's now back to his sporty self. His father can't hide his joy: "I am happy now that his eyes are good, and he can see. I am grateful to all who have restored my son's vision."

Ethiopia

Our work in Ethiopia spans more than 20 years. In that time, along with other NGOs and the Government of Ethiopia, we've taken significant steps towards eliminating trachoma as a public health problem. It’s especially important that we prevent trachomatous trichiasis (the advanced stage of trachoma in which the eyelid turns inwards, painfully scratching the cornea) because, if left untreated, it can lead to permanent blindness. To fight trachoma in Ethiopia, we carry out mass distributions of antibiotics, eye screenings and surgeries.

Last year, in the SNNPR Southern Nations, Nationalities and Peoples' Region, social distancing restrictions meant that health workers could not be physically close enough to patients to examine them for clear signs of trachoma. Relying instead on their judgement, more people were referred to specialist eye care workers with suspected trachoma, increasing their caseloads. In one regional zone, we worked with the government to add eye health questions to door-to-door COVID-19 questionnaires – an ingenious socially distant screening method that helped maintain momentum with the screening programme.

We also played a significant role in developing the Federal Ministry of Health's national Standard Operating Procedures, mandating PPE and houseto-house rather than clustered administration of drugs. These vital measures were time and resource-intensive but helped make sure we could administer antibiotics to entire populations, as required, while minimising the risk of coronavirus transmission. Despite not being able to start dispensing drugs until December, we still supported the delivery of more than 4.3 million sight-saving doses.

Orbis UK annual report and financial statements 2020 10

Childhood blindness

Ensuring healthy visual development in those crucial first few years

If a child's eye condition is not identified early enough, it can lead to irreversible visual impairment or even blindness – which in turn can create a cycle of social exclusion, emotional trauma and economic hardship.

We go to countries where specialist skills and knowledge of children's eye health are in demand. We work with schools, communities and eye health professionals to screen and treat children and create brighter futures.

Bangladesh and India

Over the course of our four-year Qatar Creating Vision project in India, which came to a close in 2020, we’ve pioneered and piloted the largest child eye health programme of its kind, REACH (Refractive Error Among Children). REACH is a school-screening model that identifies children with refractive error – typically myopia, which makes seeing the blackboard in class harder – and provides them with glasses where necessary.

In Bangladesh we’ve established a vast and robust community referral network. Starting with ‘vision points’ in schools, community health workers refer people in need of eye care to specialist staff in Vision Centres and hospitals. We're especially pleased to report that most of the seven community Vision Centres we established are now selffinancing. In fact, the Government of Bangladesh and local partner BRAC have been so impressed with the centres' effectiveness, they have pledged to build more Vision Centres, bringing specialist eye care services to more districts across the country.

Since the project began, across both countries and together with our partners, we’ve supported the delivery of more than 6 million children’s eye health screenings, leading to nearly 400,000 prescriptions for glasses and over 24,000 surgeries. We’ve also

created sustainable eye care services through the training of over 81,000 doctors, ophthalmologists, nurses, teachers, community health workers and surgeons (including specialists in retinopathy of prematurity – a condition which affects premature babies).

Nepal

Our work in Nepal also centres on REACH. This year, we managed to screen 52,397 children before coronavirus caused schools to close. During that time, outreach teams from our partner Nepal Netra Jyoti Sangh hospitals were redeployed to support the pandemic response.

With schools closed, we needed to find an alternative way to continue looking after children's eye health. Enter the Female Community Health Volunteers. As established government health workers who already knew their communities inside out, they were the perfect candidates to support our house-to-house screenings. They helped us reach a further 27,036 children by the end of the year. With this adapted approach, we even managed to reach more than 1,000 children who didn’t normally go to school, and who therefore would not otherwise have been screened.

Sneha's story

Some of the children in Sneha's school in the Parsa district of Nepal just don’t get it. If they see a classmate wearing glasses, they'll tease them – “double battery”

is one of their favourite insults. But as Sneha and growing numbers of children in Nepal are coming to realise, glasses are actually a sign of something much more positive.

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Sneha loves to study. But it was becoming impossible for her to see the blackboard in class. She'd resorted to copying friends' notebooks to make sure she wasn't left behind. Too often in developing countries eye health issues in children go undetected, becoming increasingly debilitating over time. Problems seeing the classroom blackboard due to shortsightedness (myopia) are among the most tell-tale signs – and precisely the symptoms that our REACH programmes are designed to identify.

Sneha was one of 2,625 children to be prescribed glasses before the pandemic forced schools to close

We asked Sneha what might lay ahead after school now she can happily study again. "Bank manager", came the immediate reply, with a distinctly confident new smile.

Zambia

As with so many of our partner hospitals this year, the Masaiti district hospital in the Northern region of Zambia had to adapt quickly to deal with the pandemic. Once it had been converted to a COVID-19 isolation centre, local eye care professionals were reassigned for roles including screening visitors for coronavirus at a roadside checkpoint.

Despite these and other challenges, our project still supported almost 40,000 child screenings. And in all 10 districts, we successfully integrated eye health into other health services, including maternal and child health programmes – which means eye care has become more mainstream and likely to be prioritised in future.

Sneha, in Grade 8, was one of the 52,000 children screened during a REACH programme before the pandemic forced schools to close. She received them two weeks later. Not only do these programmes improve children's eye health, by appointing child ‘Vision Ambassadors’ to raise awareness and counselling parents they also help break down the stigma of wearing glasses.

Sneha's grandmother was convinced: "Spectacles don't affect anyone's appearance. Getting the right vision is more important, and there is no correlation between specs and beauty". Her attitude had definitely rubbed off on Sneha, who was proud of her glasses and more than ready to recommend eye tests for her schoolmates.

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Specialist training

In normal years, our medical volunteers travel around the world, passing on expert skills and knowledge to local eye health professionals.

Of course, this wasn't possible after March 2020. But thanks to our experience in technology-driven remote learning, we quickly adapted. In total, 119 medical volunteers from 21 countries – including the UK – delivered virtual training sessions and webinars online.

Human Resources for Eye Health

Our Human Resources for Eye Health programme is designed to provide hands-on training to strengthen five institutions' training facilities and clinical capacity across East Africa. This year we adapted quickly to keep on track, delivering courses remotely on Medical Retina, Paediatric Ophthalmology and Glaucoma. One of the highlights was a series of webinars on surgery simulation given by Will Dean, a UK medical volunteer, practising consultant, and clinical research fellow from the London School of Hygiene and Tropical Medicine, in collaboration with the Rwanda International Institute of Ophthalmology and the Mbarara University of Science and Technology in Uganda.

The Orbis Flying Eye Hospital

The Orbis Flying Eye Hospital is a one-of-a-kind ophthalmic teaching hospital on board a customised MD-10 aircraft. This year, though it couldn’t travel as normal, its mission remained in flight. Becoming the virtual Flying Eye Hospital, it facilitated the transfer of expert knowledge to eye care professionals – from ophthalmologists and ophthalmology residents, to nurses, biomedical engineers, and technicians – in nine countries across three continents.

Staff and volunteers pivoted quickly to focus all the Flying Eye Hospital's training and broadcast facilities on remote learning, delivering a total of 93 live training sessions. And using Cybersight, our award-winning online training and mentorship platform, we saw a dramatic

increase in take-up by eye care professionals keen to enhance their skills despite coronavirus restrictions.

To date, as we still live with the pandemic, our virtual Flying Eye Hospital projects are proving more than a stopgap. Once our team of experts can safely resume their in-person schedule, a new, enhanced Flying Eye Hospital training model will blend in-person and virtual courses around the world.

Charles's story

Meet Charles, an ophthalmic clinical officer (OCO) from Chililabombwe in Copperbelt province, Zambia. Previously a general clinical officer, he became angry about the

number of local people going blind simply because they could not afford journeys to hospitals in larger towns. So, four years ago, he took advantage of Orbis's specialist training to provide expert eye care to patients in his community.

As a border town with lots of through-traffic, Chililabombwe has been especially vulnerable to coronavirus transmission. Fortunately, Charles's Orbis training had included infection control. So when the pandemic hit, he pitched in, collecting samples and escorting COVID-positive patients. He explained: "This is not my area of work, but we're doing it. Why? Because we want to fight the one common enemy: coronavirus".

“One day, coronavirus will go. But people who live with those eye conditions – they may remain blind for good. So it's better we continue”.

Charles, Ophthalmic Clinical Officer, Zambia

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It is challenging work. "We are scared. Everything has changed. We wear masks all the time, and you have to be in full PPE. No wonder we are calling it the 'new normal'. I always need to be close to my family. But when I get home, I don't have contact with anyone until I have changed, had a shower, and made sure I have no more contact with the infected environment."

Under the government's direction, Charles's clinic has remained open during the pandemic, though they have seen a drop-off in the number of patients visiting. The community is wary, especially of examinations that require patients and eye care workers to be in close contact. But Charles is undeterred: "One day, coronavirus will go. But people who live with those eye conditions – they may remain blind for good. So it's better we continue."

Thanks to Charles, the people of Chililabombwe are better protected from coronavirus and avoidable blindness.

Orbis UK annual report and financial statements 2020 14

Trust, transparency and accountability

Fundraising statement

For Orbis UK, our supporters are at the core of everything we achieve; we simply would not be able to deliver our mission to eliminate avoidable blindness without your extraordinary generosity. We are registered with the Fundraising Regulator and are wholly committed to adhering to the standards set out in the Code of Fundraising Practice: www.fundraisingregulator.org.uk/code. In every aspect of our fundraising activity, we make sure we act with the greatest care, transparency and accountability.

We do this by having the right policies and controls in place to ensure we raise money in the most considerate and responsible way, recognising our responsibility to act appropriately and with compassion when engaging with vulnerable or potentially vulnerable people. All staff and volunteers involved with fundraising are trained and aware of existing policies. The Safeguarding policy encompasses the general approach the organisation takes to people with vulnerabilities, and the Ethical Fundraising policy, updated in 2020, and the “Fundraising and Vulnerable Persons” section in the staff handbook, are specific on the processes fundraisers use. Staff and volunteers are trained on induction, and refresher training is carried out periodically.

Orbis UK aims for a diverse range of fundraising activities that includes income from; legacies, philanthropy, individual donors, grants from; charitable trusts, institutions and government, and corporate donations. All fundraising is undertaken by staff and volunteers at Orbis UK and are appropriately trained, experienced and adhere to the appropriate professional fundraising standards, and all permanent fundraising staff are members of the Chartered Institute of Fundraising. Orbis UK undertakes an annual internal audit process to ensure compliance with the Code of Fundraising Practice.

Fundraising objectives, risks appetite and oversight are the responsibility of the Fundraising and Communications trustee sub-committee for the trustee board. The day-to-day fundraising operations are delegated to the senior management team, who are accountable for; delivery, performance and adherence to fundraising best practice and regulations. In 2020, we received n0 complaints about our fundraising. (2019 three)

The Orbis Supporter Promise

We value our supporters’ contributions enormously, but above all, we value their trust, and we make this promise:

To find out more about our Supporter Promise and our policies on privacy and dealing with vulnerable supporters, please visit: gbr.orbis.org/en/our-promise-1

Orbis UK annual report and financial statements 2020 15

Safeguarding

Orbis UK is committed to protecting people from harm, providing safe and effective care, and ensuring all our staff, contractors and volunteers follow a strict code of conduct.

In 2020, we continued working with our programme implementation partners on improving our safeguarding policies and processes to make our programmes as safe as possible for the people we work with. Some of this work, including the project to develop locally appropriate and effective systems for beneficiaries to report to us, has been unavoidably delayed by coronavirus restrictions. However, we have raised awareness about safeguarding among communities receiving mass drug administration (MDA) as well as providing orientation training and reporting mechanisms for MDA workers. Our team in Ethiopia is investigating longer-term non-MDA safeguarding measures.

The Safeguarding Management Group, chaired by the Designated Safeguarding Trustee, met seven times in 2020 and reported back to the board at every meeting. All trustees completed a safeguarding e-learning module, and all staff participated in our annual briefing.

There were no safeguarding incidents to report in 2020 (2019 none).

Safeguarding will continue to be a focus for us in 2021. We will continue developing, reviewing, and monitoring our systems to ensure they are consistent with the Charity Governance Code's refreshed 'Integrity Principle'. This way, we will protect the right of everyone with whom we have contact to be safe.

Transparency and governance

We are committed to full financial accountability and transparency. To find out about our participation in the International Aid Transparency Initiative (IATI), please visit orbis.org.uk/transparency

The Charity Governance Code, designed as a tool to support improvement in charity boards' governance and recognised as a standard against which performance can be evaluated, was updated in 2020. The 'Integrity Principle' has been refreshed to emphasise the importance of safeguarding and protecting beneficiaries from harm. The 'Equality, Diversity and Inclusion' principle has been comprehensively rewritten, enabling our board to lead and make effective decisions on diversity.

We established a staff-led Equalities, Diversity and Inclusion group to help increase the awareness and understanding of key areas of equality, diversity and inclusion in the workplace among Orbis UK staff and the board of trustees. This will include but is not limited to race, gender, culture, economic and social issues. We also established a Nominations Committee to assist and advise the board in the recruitment of trustees, particularly those from under-represented groups. We have designed all these measures to ensure we remain

an inclusive organisation that welcomes diversity as a strength as we evolve.

The Orbis UK board is mindful of the Code's guidance and is committed to a periodic review of our relevant practices, including a board evaluation in 2021.

Orbis UK annual report and financial statements 2020 16

How we did

in 2020

Goal 1: Use a wide range of resources to deliver the optimal impact to transform lives through the prevention and treatment of blindness

We performed strongly against our targets despite the disruption caused by the pandemic.

Goal 2: Generate income

In 2020, although we had fewer projects to fund and economies around the world suffered, we still performed well raising an overall total of £6,413,064.

After a final instalment from the Qatar Fund for Development, the first phase of Qatar Creating Vision, concluded in December 2020. Over four years, the initiative has provided 6.7 million screenings and treatments and more than 82,000 training sessions in India and Bangladesh. We continue to plan for its expansion into phase two in 2021.

income was £2.1 million below target, but we hope to make up the shortfall in 2021

Goal 3: Build and increase brand awareness amongst our four key target audiences in the UK, Europe and the Middle East

Despite the cancellation of Farnborough International Airshow, where the Orbis Flying Eye Hospital was to provide the centrepiece of our brand awareness campaign, we still gained media coverage and improved our social media profile.

Goal 4: Develop and strengthen our governance and organisational management, and nurture talent

Orbis UK annual report and financial statements 2020 17

Looking ahead to 2021

Goal 1: We will use a wide range of resources to deliver the optimal impact to transform lives through the prevention and treatment of blindness

We will work with Orbis International to monitor our grants' performance and the projects we fund, continuously seeking to improve delivery, reporting, and impact. In total, we will spend £3.58 million supporting 18 projects around the world.

There will be an even greater focus in 2021 on our essential work helping to eliminate trachoma in Ethiopia. We'll also support Comprehensive Eye Care and Childhood Blindness projects in Bangladesh, Nepal, Vietnam and Zambia. This means supporting 28 partner institutions to:

Goal 2: We will generate income from a diversity of sources to meet the ambitions and plans of the organisation

We will broaden our individual, foundation, corporate and institutional supporter base. Through enhancements to the supporter experience and new fundraising products, we will also raise more unrestricted income, build legacy income, and maximise our fundraising potential through digital channels. Strengthening our data management and reporting structures, we will ensure we make appropriate, evidence-based fundraising decisions.

Goal 3: We will broaden and deepen brand awareness amongst our key target audiences

Our communications will target audiences that are most inclined to support Orbis. We will ensure brand communications are aligned with fundraising, articulating our strategic mission in an integrated and consistent way. Working together, our teams will use all appropriate and effective channels, materials and collateral to inform, inspire and motivate action.

Goal 4: We will ensure our team are safe and supported and that the organisation is working optimally and sustainably

We will invest in staff learning and development, expand our ‘digital first’ capacity, and enhance our HR function to aid staff recruitment, induction and retention. Across finance, business support and compliance, we will continue to review and report accurately and efficiently, ensuring we adhere to the latest legislation, regulations and the Charity Governance Code.

Orbis UK annual report and financial statements 2020 18

Thank you

Our sight-saving work wouldn’t be possible without our remarkable supporters, partners and volunteers.

Generous individuals, charitable trusts and foundations

Aumund Foundation Bliss Family Charity Carmen Butler-Charteris Charitable Trust Carpenter Charitable Trust Pamela Dawswell Four Acre Trust Haramead Trust Headley Trust Peter & Rosemary Hickson Johnnie E Johnson Laing Family Trusts Gary M Lee-Richards Mickleham Trust R U B White Charitable Trust Sandra Charitable Trust Simon Gibson Charitable Trust The Bhim Ruia Foundation The Clothworkers' Foundation The Eddie Dinshaw Foundation The Edenbeg Trust The Hicks Family The Lennox Hannay Charitable Trust The Pinchbeck Family Trust The Sandhu Charitable Foundation The Souter Charitable Trust Peter J Williams Zochonis Charitable Trust

Statutory funders

Foreign, Commonwealth and Development Office Jersey Overseas Aid The Qatar Fund for Development Sightsavers

Corporate partners

A Nelson and Co Limited Airport Operators Association Blink Medical a Katena Company Daily Mail and General Trust (DMGT) Europartners Group European Society of Cataract & Refractive Surgeons (ESCRS) Goldman Sachs Gives Head for Points Merkle / Periscopix Southampton International Airport STG Aerospace Storm Interface TD Tom Davies

Special thanks

HRH The Countess of Wessex British Embassy Doha Joy and Richard Desmond Embassy of the State of Qatar, UK World Innovation Summit for Health

We also want to thank the high value donors who wished to remain anonymous. We are especially grateful to all supporters who generously made a gift in their Will to Orbis during 2020.

Orbis UK annual report and financial statements 2020 19

UK and Europe medical volunteers

Ann-Marie Ablett Larry Benjamin John Brookes Fiona Dean Will Dean Sara Wassnig-Riglar

Office volunteers

Polly Holt

UK ambassadors

Ann-Marie Ablett Polly Braden Tom Davies Mary Killen Dr Brian Little Air Commodore Rick Peacock-Edwards CBE AFC FRAeS RCIM RAF Sunil Ruia

Co-opted sub-committee members

Ann-Marie Ablett Chris Bentley Donal Brosnahan Tim Bucher

Orbis UK annual report and financial statements 2020 20

Board of trustees

Chairman

Rob Pinchbeck, Chairman, UK

Rob spent more than forty years working in the oil and oil services industries in the UK, USA, Australia and UAE, latterly working with the private equity sector in mergers and acquisitions and leading subsequent organisational integrations. He has previously served as a non-executive director on a number of private company boards and also as a trustee of the UK medical research charity RAFT; he is presently Chairman of ASX-listed SRJ Technologies. Rob has a degree in engineering (Imperial, London) and Masters' degrees in business (Stanford, California) and history (King's, London).

Rob joined the board of Orbis UK in July 2017 and was appointed Chairman in June 2020. He also chairs the Fundraising and Communications Committee.

Trustees

Sir Dominic Asquith, Nominations Committee Chair, UK

After a number of years as a political analyst, teacher, journalist and traveller in the Middle East, Dominic Asquith joined the British diplomatic service in 1983. He served in the Americas, South Asia and returned frequently to the Middle East. He was Ambassador successively in Iraq, Egypt and Libya between 2006 and 2012. After retiring in 2013, he was recalled to government service as High Commissioner in India from 2016 to 2020. He is currently a Partner in Macro Advisory Partners, which provides independent, long-term strategic counsel to decision-makers in business and government.

Dominic joined the Orbis UK board in October 2020.

Larry Benjamin FRCS (Ed), FRCOphth, DO, Programme Committee Chair, UK

Larry Benjamin was a consultant ophthalmologist at Stoke Mandeville Hospital, Buckinghamshire for 30 years (recently retired) and has been an Orbis medical volunteer since 2004. With special interests in cataract and diabetic retinopathy management, he has also served on the ophthalmic committee of the Royal Society of Medicine, published a number of scientific papers and two books. He was, until December 2018, Chair of the Microsurgical Skills Committee at the Royal College of Ophthalmologists and is the immediate past president of the United Kingdom and Ireland Society of Cataract and Refractive Surgeons. He is the president of the ophthalmic section of the Royal Society of Medicine. In March 2016, Larry received the Care Service Provider trophy at the Charity Staff and Volunteer Awards for his work improving access to eye care services across the globe.

Larry joined the Orbis UK board in November 2008.

Orbis UK annual report and financial statements 2020

21

Sian Block

Sian has over 30 years' experience in many areas of healthcare, both nationally and internationally. These include the independent sector, the NHS, the Department of Health and Social Care, voluntary sector organisations, Charities and Resuscitation Councils (UK and European). A strategic thinker with proven leadership skills who upholds the highest standards of conduct and professional integrity, Sian has a vision and passion for healthcare and its provision.

Sian joined the Orbis UK board in June 2020.

Tony Cowles

Tony Cowles has served in senior managerial positions for a number of airlines and travel services companies. He is a freeman of the City of London and a liveryman with the Worshipful Company of Marketors.

Tony joined the Orbis UK board in September 2002.

Yvette Dunne, Designated Trustee for Safeguarding, UK Yvette Dunne trained and qualified as a chartered accountant with PricewaterhouseCoopers. After 15 years in financial management roles in the banking and recruitment industries, Yvette spent ten years as a CFO in the not-for-profit sector, and she currently advises schools and charities on compliance and risk management.

Yvette joined the Orbis UK Board in December 2017.

Nick Fox

Nick Fox has over thirty years of international experience in creative communications, based out of London, LA and Tokyo. His experience encompasses all sectors from fast-moving consumer goods, finance, publishing, charity and the automotive industry. Nick has managed teams, budgets and agency networks to increase consumer demand to drive brand value. In 2013 Nick started his own agency with four partners, Atomic London. He is also a partner in Blackwood 7, an innovative independent AI platform, based out of Denmark, which delivers automated media plans across all geographies and channels.

Nick joined the Orbis UK Board in January 2020..

Nicola Floyd

Nicola worked in investment banking in London, Hong Kong, Bangkok and New York for more than ten years. She worked as a consultant to Operation Fistula for two years. She is currently CEO of Water Harvest and also sits on the board of the Edenbeg Charitable Trust. She has a degree in economic history from Edinburgh University, is a CFA charter holder, and holds other financial and regulatory qualifications.

Nicola joined the Orbis UK Board in September 2017.

Patricia Moller

Following a highly awarded 25+ year career with the US Department of State, Patricia ended her government service to return to the private sector. Through her consultancy, Moller Global LLC, she has advised Fortune 500 corporations, start-ups, IFIs and governments. Presently, Patricia chairs the board of West Africa LNG Group and The Baara Hospital. She also serves on a number of other boards.

Patricia joined the board of Orbis UK in November of 2017. She also sits on the board of Orbis International.

Orbis UK annual report and financial statements 2020 22

Charles Vyvyan

After Oxford University, Charles spent 35 years in the army in a variety of operational command and staff appointments throughout the world. Since he retired in 2000, he has worked as a strategic adviser to a number of government and commercial organisations.

Charles joined the Orbis UK board in June 2008 and also sits on the board of Orbis International.

Catharina Waller

Catharina Waller is a senior trademark and patent attorney at the law firm Bates Wells and has over ten years' experience working in the intellectual property (IP) law sector. She frequently works with both charities and commercial companies on IP matters. She has a degree in chemical engineering from Imperial College, as well as a degree in intellectual property management.

Catharina joined the Orbis UK Board in July 2017.

Robert F Walters FRCS, FRCS(Ed), FRCOphth.

Rob Walters is a consultant ophthalmologist, working in the National Health Service (NHS) for over 30 years, and an Orbis medical volunteer since 1994. Rob has played key roles in numerous UK eye health organisations and authored three books on the causes and treatment of blindness. Rob initially joined Orbis as a volunteer surgeon in 1994. He then joined the Orbis UK board in June 2003 and served as Chair from 2008-2015. In 2014, he was honoured with the title 'Trustee of the Year' at the Charity Staff and Volunteer Awards for his dedication to improving eye health globally. Rob also served as Chairman of the boards of Orbis International in New York and Orbis Africa, and he remains an emeritus member of the Orbis International Board. He is currently Chairman, Orbis in the Middle East

Nigel Young, Audit Committee Chair, UK

Nigel Young trained with KPMG in London and has been a finance director of several UK public companies. In addition to a degree in economics from the University of Birmingham, he also holds a master's degree in environmental science. Nigel is also currently a non-executive chairman of P2i Limited.

Nigel joined the Orbis UK board in March 2012.

Thank you

We would like to thank the trustees who stood down from the board this year for their service. Their contribution to Orbis UK, our mission and the achievement of our aims is greatly appreciated.

Michael Boyd

Michael joined the Orbis UK board in 2010 and also sits on the Orbis Ireland board. Michael left Orbis UK in December 2020.

Peter Hickson

Peter joined the Orbis UK board in 2008 and became Chair of the board in 2015. He also served for three years on the board and as treasurer of Orbis International. Peter left the Orbis UK board in June 2020.

Christine Tomkins

Christine joined the Orbis UK board in 2011 and left it in February 2020.

Rob joined the Orbis UK Board in June 2003

Orbis UK annual report and financial statements 2020 23

Financial statements

2020 Financial summary

Income 2020

Individual supporters Legacies 23% Statutory 16% Major donors Corporate Trusts 4% 8% 25% 24%

Charitable activities 2020

----- Start of picture text -----
10%
33%
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----- Start of picture text -----
57%
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Comprehensive eye care Childhood blindness Specialist training

The cost of fundraising was 20.6% of our income in 2020.

Orbis UK annual report and financial statements 2020 25

Reference and administrative details

Orbis Charitable Trust is a registered charity (No 1061352) and a company limited by guarantee (No 3303689). The Memorandum and Articles of Association provide that the liability of each member is limited to £1 in the event of the company being wound up. Orbis UK's address, the names of trustees, the name of the Chief Executive and other senior management and information on advisers are detailed on the last page of the financial statements.

Orbis UK is an affiliate of Project Orbis International, a non-profit global development organisation established under the laws of the State of New York.

The two organisations work collaboratively, sharing a common vision to transform lives through the prevention and treatment of avoidable blindness, and they share a common mission to mentor, train and inspire local teams so they can save sight in their communities.

Orbis UK engages in fundraising, branding, communications, grant management, donor stewardship and relationship management. Orbis International is responsible for all programme activities world-wide. It designs and manages programmes and determines the global medical and programme strategy.

This relationship, and those with other affiliated organisations and Orbis Ireland, are described in further detail in Note 18 (Related parties).

Objectives and principal activities of the charity

Orbis UK's Memorandum of Association states that the objects for the public benefit for which it is established are:

The trustees have had due regard to the Charity Commission's guidance on public benefit when considering Orbis UK's objectives and activities. Orbis UK provides funds to Orbis International to enable project implementation by grants funding to partners, who include government, local non-governmental and community-based organisations. When selecting the geographical project area, we consider the level of government commitment to eye care to ensure that our work is integrated sustainably in the national or provincial health system. More information on what Orbis UK does, our work, how we performed in 2020, and our four key goals for 2021, can be found in the front section of this report.

Orbis UK annual report and financial statements 2020 26

Financial review and results for the year

Income for donations and legacies was the highest in Orbis UK's history thanks to the generosity of our supporters. Income from grants was considerably lower than in 2019.

In more detail, income from donations and legacies, excluding grants, was £4,890k, which was an increase of 19% compared to 2019. There was a substantial increase in trust income of 215% due to two generous donations from a new donor. Thanks, in part, to a Gift Aid claim relating to 2019, income from individual supporters increased by 22%. Corporate income increased by 22% due to a substantial donation of surgical instruments kindly donated by Blink Medical. Major donor income fell by 29% compared to 2019. This was partly due to 2019 income being high due to a successful Department for International Development (DFID) 'See My Future' Aid Match appeal for Nepal. Grant income fell by 65% compared to 2019. The two most significant reductions were due to a decrease in funding for the trachoma elimination programme in Ethiopia (£1,723k) and the end of the Qatar Creating Vision grant donated by Qatar Fund for Development (£1,107k). There are other uncertainties caused by Covid-19 on future funding.

Overall expenditure decreased by £3,232k (36%) compared to 2019.

Fundraising expenditure decreased by £135k compared to 2019. Some planned activities, such as the Flying Eye Hospital visit to Farnborough International Airshow were cancelled owing to the pandemic. The cost of raising funds in 2020 was 20.6% of income (2019: 17.1%), which is well below trustees' target range of 25-30%.

Expenditure on charitable activities decreased by £3,097k (42%) in 2020 compared to 2019.

Programme expenditure on the Comprehensive eye care programme decreased by £1,782k (42%) due to the planned decrease in funding from Sightsavers for the trachoma elimination programmes in Ethiopia. Spending on Childhood Blindness decreased by £1,402k (50%) due to the end of funding from the Qatar Fund for Development (QFFD) for the Qatar Creating Vision programme. Expenditure on Specialist Training increased by £87k (24%).

Unrestricted funds at the end of December 2020 were higher than the trustees' reserves target. Unrestricted income was higher than anticipated in 2020, which, combined with a temporary reduction in programme activity due to the global pandemic, led to free reserves at the end of 2020 being £991k above the upper level of the target set by the trustees. The trustees agreed that the majority of the excess reserve funds would be directed towards programme expenditure in 2021. They have also agreed to an increase in spending on digital and awareness raising initiatives to maximise fundraising income. We are extremely grateful to those who help prevent and treat blindness in the developing world through their generous donations.

Structure, governance and management

Orbis UK is governed by its Memorandum and Articles of Association adopted on 29 September 1997, 22 December 2005 and 17 April 2020. The board of trustees is responsible for the overall governance of the charity. It makes decisions on the strategic direction and policies of Orbis UK and delegates day-to-day management and implementation of these decisions to the chief executive.

Orbis UK adheres to Orbis International's global policies relating to project selection and approval; all other policies are approved by the trustees to comply with UK legal requirements and good business practice. In addition, Orbis UK and Orbis International collaborate on the content of global policies, e.g. safeguarding policies. The board of trustees is authorised to appoint new trustees as additions to the existing board or to fill vacancies arising through resignation or death. The trustees are members and directors for Companies Act purposes. The following trustees are our longest-serving and will retire at the next AGM: Yvette Dunne, Nicola Floyd, Patricia Moller, Rob Pinchbeck and Catharina Waller. The retirees may offer themselves for re-election. The Charity Governance Code recommends that the maximum term of office for a trustee should be nine years. The trustees have agreed to adopt this recommendation and will implement it over the coming years.

Orbis UK annual report and financial statements 2020 27

Patricia Moller and Charles Vyvyan also serve as directors of Orbis International. Michael Boyd, who stepped down on the 1 December 2020, also served as a director of Orbis Ireland.

On appointment to the board, trustees receive a trustee handbook that includes the Memorandum and Articles of Association, Charity Commission and good governance information, trustee job descriptions, terms of reference for subcommittees, and programme information. They receive inductions from the chief executive and the senior management team. At board meetings, presentations are made on relevant topics to keep trustees up to date with developments within Orbis and the charity sector generally.

Normally, the board meets four times a year and delegates the exercise of certain powers in connection with the management and administration of the charity as set out below. Four sub-committees report to the board, each with specific terms of reference and functions delegated by the board.

Charity Governance Code

The Charity Governance Code, which is designed as a tool to support improvement in the governance of charity boards and recognised as a standard against which performance can be evaluated, was updated in 2020. The 'Integrity Principle’ has been refreshed to emphasise the importance of safeguarding and protecting beneficiaries from harm. The 'Equality, Diversity and Inclusion' principle has been comprehensively rewritten to enable the board to ensure its approach to diversity supports its effectiveness, leadership and decision making.

We established a staff-led Equalities, Diversity and Inclusion group with a remit to collect, discuss and disseminate best practice, including in recruitment, to ensure Orbis reflects the diversity of UK society.

The Orbis UK board is mindful of the Code's guidance and is committed to periodic reviews of our relevant practices, including a board evaluation in 2021.

The Memorandum and Articles of Association were revised in 2019 and adopted in 2020.

Audit Committee

The Audit Committee comprises trustees who are responsible for reviewing the management accounts throughout the year, monitoring Orbis UK's internal controls, recommending the appointment of auditors, reviewing the management letter submitted by the auditors, risk assessment, and financial management of the charity.

Programme Committee

The Programme Committee comprises trustees and co-opted members who are responsible for ensuring that Orbis UK maintains a high standard in project selection, development, implementation and monitoring. Many of them have an ophthalmic background.

Fundraising and Communications Committee

The Fundraising and Communications committee comprises trustees and co-opted members who are responsible for supporting the Orbis UK senior management team to maximise fundraising and communications initiatives in line with the organisation's strategic objectives.

Nominations Committee

The Nominations Committee comprises trustees who are responsible for assessing and reviewing applications to recruit and select appointees to the board. The committee decisions are subject to the board’s consideration and approval.

Orbis UK annual report and financial statements 2020 28

Chief executive and senior management team

The chief executive is responsible for the management of Orbis UK's affairs and for implementing policies agreed by the trustees. The chief executive is supported by the senior

management team. The senior management team comprises key management personnel of the charity in charge of directing, controlling and operating Orbis UK on a day-to-day basis.

Remuneration of personnel

The pay of staff, including the senior management team, is reviewed annually by an external HR consultant, the director of finance and operations and the chief executive and approved by the trustees of the Audit Committee. The review includes a benchmarking exercise which is carried out annually against comparable roles within the public and not-for-profit sector to set market pay levels and to ensure that salaries remain competitive. All staff are paid at least the London Living Wage as calculated by the Resolution Foundation and overseen by the Living Wage Commission.

All staff who have passed probation at the beginning of the year and whose salaries are not adjusted as part of the benchmarking exercise will receive cost of living increases based on the Consumer Price Index where possible.

Risk management

The trustees are committed to maintaining a robust risk management framework to manage risk appropriately. The Audit Committee considers Orbis UK's strategic and operational risks and the mitigations for risks at each meeting. The board formally reviews the risk policy, the risk register and approach to risk management annually.

Covid-19 and its continuing impacts are regarded as the principal risk by trustees. They continue to monitor their effects and impacts on the charity, including its operational and future strategic plans. The budgeting process for 2021 and future years has been re-evaluated to consider the effects of Covid-19. An inability to carry out funded programmes has led to an increase in free reserves by December 2020, so trustees have budgeted for 2021 to ensure they remain in line with the reserves policy.

A further risk is the capacity of in-country teams to meet increased donor reporting requirements; this continues to be mitigated through the role of the Orbis UK programme support and finance teams. There is also a risk from cyber-crime and online data theft, which is mitigated by carrying out an annual penetration test with our IT partners, ensuring our IT infrastructure is protected by being current and training staff on the threat landscape. That international incidents may have an impact on staff, volunteers, partners and beneficiaries continues to be an identified risk, which is mitigated through adherence to government travel advisory updates and working with partners to monitor local events.

Reserves policy

The trustees have examined Orbis UK's requirements for free reserves in the light of the main risks to the organisation. The risks that have been identified are: having insufficient working capital to meet outstanding commitments; that unbudgeted costs may arise; and that there may be an unexpected shortfall in income. Having taken these risks into account, the trustees have identified a reserves target of £1,800k +/- 10% as an appropriate level of general reserves for Orbis UK to hold. At 31 December 2020, the balance on general reserves was £2,971k which was £991k above the maximum reserves target set by the trustees; this was due to unrestricted trust income in 2020 being higher than expected, unrestricted expenditure being lower than budgeted due to the Covid-19 pandemic and a high level of general reserves brought forward from 2020 (£1,585k). The trustees have set a budget for 2021 which will bring the general reserves within the target range.

In addition to the general reserve, at 31 December 2020 designated funds stood at £85k. Designated funds are funds allocated by the trustees for particular purposes. Further details are shown in Note 15.

Orbis UK annual report and financial statements 2020 29

Grant making policy

The board of trustees approves the decision to fund specific projects following a recommendation by the Programme Committee, financial approval by the Audit Committee, and selection criteria that include:

All projects should fall within the Orbis International approved project portfolio. Funds are transferred to Orbis International on the basis of actual or forecast expenditure on the projects.

Statement of trustees' responsibilities

The trustees (who are also directors of Orbis UK for the purposes of company law) are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards).

Company law requires the trustees to prepare financial statements for each financial year. Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity's transactions, disclose with reasonable accuracy at any time the financial position of the charity, and enable them to ensure that the financial statements comply with the Companies Act 2006 and the provisions of the charity's constitution. The trustees have applied the exemption available to small companies from preparing a strategic report. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as each of the trustees of Orbis UK at the date of approval of this report is aware, there is no relevant audit information of which Orbis UK's auditor is unaware. Each trustee has taken all of the steps that he/she should have taken as a trustee in order to make himself/ herself aware of any relevant audit information and to establish that Orbis UK's auditor is aware of that information.

This report has been prepared under the provisions of the Companies Act 2006 applicable to small companies.

Approval

This report was approved by the Trustees on 22 June 2021 and signed on their behalf.

Trustee ROBIN PINCHBECK

Orbis UK annual report and financial statements 2020

30

Independent auditor’s report to the members of Orbis Charitable Trust

Opinion

We have audited the financial statements of Orbis Charitable Trust ('the company') for the year ended 31 December 2020 which comprise the Statement of Financial Activities, the Summary Income and Expenditure Account, the Balance Sheet, the Cash Flow Statement 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 FRS '102', The Financial Reporting Standard Applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company 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 charitable company'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 other information comprises the information included in the annual report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information. 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.

Orbis UK annual report and financial statements 2020 31

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:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees' annual report.

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

Responsibilities of trustees

As explained more fully in the trustees' responsibilities statement set out on page 30, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Orbis UK annual report and financial statements 2020 32

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

Orbis UK annual report and financial statements 2020 33

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

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

Signed Neil Finlayson (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

Date: 25 June 2021

Devonshire House, 60 Goswell Road, London, EC1M 7AD

Orbis UK annual report and financial statements 2020 34

Statement of financial activities

(Incorporating an income and expenditure account) Year ended 31 December 2020

----- Start of picture text -----
Unrestricted Restricted Unrestricted Restricted
funds 2020 funds 2020 Total funds 2019 funds 2019 Total
Note (£) (£) 2020 (£) (£) (£) 2019 (£)
INCOME FROM:
Donations and legacies 5 4,295,149 2,098,965 6,394,114 3,673,102 4,727,837 8,400,939
Investments 18,950 - 18,950 21,497 - 21,497
TOTAL INCOME 4,314,099 2,098,965 6,413,064 3,694,599 4,727,837 8,422,436
EXPENDITURE ON:
Raising funds 1,286,868 33,764 1,320,632 1,380,238 75,000 1,455,238
Charitable activities:
• Comprehensive Eye Care 692,109 1,793,021 2,485,130 938,414 3,328,356 4,266,770
• Childhood Blindness 674,052 738,416 1,412,468 1,162,448 1,652,491 2,814,939
• Specialist Training 308,058 138,299 446,357 187,252 172,358 359,610
Total expenditure on charitable
1,674,219 2,669,736 4,343,955 2,288,114 5,153,205 7,441,319
activities
TOTAL EXPENDITURE 9 2,961,087 2,703,500 5,664,587 3,668,352 5,228,205 8,896,557
Net gains/(losses) on
- - - (558) - (558)
investments
NET INCOME/(EXPENDITURE) 1,353,012 (604,535) 748,477 25,689 (500,368) (474,679)
Transfers between funds 15 - - - (28,079) 28,079 -
NET MOVEMENT IN FUNDS 1,353,012 (604,535) 748,477 (2,390) (472,289) (474,679)
RECONCILIATION OF FUNDS:
Total funds brought forward 1,702,998 763,326 2,466,324 1,705,388 1,235,615 2,941,003
TOTAL FUNDS CARRIED
3,056,010 158,791 3,214,801 1,702,998 763,326 2,466,324
FORWARD
----- End of picture text -----

All operations of Orbis UK continued throughout both years. There were no gains or losses other than the deficit for the year.

Orbis UK annual report and financial statements 2020 35

Balance sheet

as at 31 December 2020

Note 2020 (£) 2019 (£)
FIXED ASSETS:
Tangible assets		 12 85,477 118,005
TOTAL FIXED ASSETS 85,477 118,005
CURRENT ASSETS:
Debtors
Short term deposits
Cash at bank and in hand		 13 709,823
2,638,144
1,766,891		 386,405
2,118,362
2,008,727
TOTAL CURRENT ASSETS 5,114,858 4,513,494
LIABILITIES:
Creditors: amounts falling due within one year
NET CURRENT ASSETS		 14 (1,985,534)
3,129,324		 (2,165,175)
2,348,319
TOTAL NET ASSETS 3,214,801 2,466,324
FUNDS OF THE CHARITY:
Restricted funds 158,791 763,326
UNRESTRICTED FUNDS
General reserve 2,970,533 1,584,993
Designated funds 85,477 118,005
TOTAL UNRESTRICTED FUNDS 3,056,010 1,702,999
TOTAL CHARITY FUNDS 15 3,214,801 2,466,324

The financial statements were approved and authorised for issue by the Board on 22 June 2021.

Trustee:_______ Rob Pinchbeck

Trustee:_______ Nigel Young

Orbis UK annual report and financial statements 2020 36

Cash flow statement

year ended 31 December 2020

----- Start of picture text -----
Note 2020 (£) 2019 (£)
CASH FLOWS FROM OPERATING ACTIVITIES:
Net cash provided by (used in) operating activities A 264,415 1,367,945
CASH FLOWS FROM INVESTING ACTIVITIES:
----- End of picture text -----

Interest and income from investments 18,950 21,497
Proceeds from sale of investments - 47,626
Acquisition of investments - (26,539)
Purchase of property, plant and equipment (5,418) (71,209)
NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES 13,532 (28,625)
Change in cash and cash equivalents in the reporting period 277,947 1,339,320
Cash and cash equivalents at the beginning of the year B 4,127,089 2,787,769
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR B 4,405,036 4,127,089
Notes to the cash flow statement:
A. Reconciliation of cash flows from operating activities
2020 (£) 2019 (£)
Net income/(expenditure) for the year 748,477 (474,679)
Depreciation charges 37,516 35,957
Loss on investments - 558
Interest from investments (18,950) (21,497)
Loss/(proft) on the sale of fxed assets 430 1,370
(Increase)/Decrease in debtors (323,418) 1,145,266
(Decrease)/Increase in creditors (179,640) 680,970
264,415 1,367,945
B. Analysis of cash and cash equivalents
2020 (£) 2019 (£)
Short-term 2,638,144 2,118,362
Cash at bank and in hand 1,766,891 2,008,727
TOTAL CASH AND CASH EQUIVALENTS 4,405,035 4,127,089
C. Analysis of changes in net debt
At 1 January
2020		 Cashfows Foreign Exchange
Movements		 At 31 December
2020
£ £ £ £
Short-term investments 2,118,362 519,782 - 2,638,144
Cash at bank and in hand 2,008,727 (244,240) 2,404 1,766,891
Overdrafts - - - -
TOTAL CASH AND CASH EQUIVALENTS 4,127,089 275,542 2,404 4,405,035

Orbis UK annual report and financial statements 2020

37

Notes to the financial statements Statements year ended 31 December 2020

1. Company information

Orbis Charitable Trust (Orbis UK) is a registered charity and as such is a non-profit making organisation, limited by guarantee and therefore with no share capital. The number of members at 31 December 2020 is 13, and their liability on liquidation is limited to £1 each. Orbis UK is registered as a limited liability company in England and Wales under number 3303689, and its registered office is 6th Floor, 10 Lower Thames Street, London, England, EC3R 6AF. Orbis UK is a Public Benefit Entity registered with the Charity Commission under number 1061352.

The financial statements have been prepared under the historical cost convention in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Companies Act 2006, and the 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), effective 1 January 2015.

Orbis UK constitutes a public benefit entity as defined by FRS 102. Orbis UK's key activities are the relief of persons suffering from blindness, the prevention and cure of blindness by the provision of training, education and counselling, the conduct of research into the causes and cure of blindness and sight deficiencies, and the publication of useful results of that research for the public benefit.

2. Key judgments and assumptions

In applying the charity's accounting policies, which are described in note 4, trustees are required to make judgments, estimates, and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period. Should the revision affect current and future periods, revisions are recognised accordingly.

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are described in the accounting policies; they are summarised below:

Residuary legacies – The charity recognises residuary legacies when Orbis UK has an entitlement to the money (which is usually upon grant of probate) when it is measurable and when there is a probability of receipt; this, therefore, requires an estimation of the amount receivable.

3. Presentation currency

The functional currency of Orbis UK is considered to be pounds sterling because that is the currency of the primary economic environment in which the charity operates. The financial statements are presented in pounds sterling.

4. Accounting policies

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

a. Basis of preparation

The financial statements have been prepared under the historical cost convention in accordance with the

Orbis UK annual report and financial statements 2020

38

Notes to the financial statements (continued) Statements year ended 31 December 2020

Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Companies Act 2006, and the 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), effective 1 January 2015. Orbis UK constitutes a public benefit entity as defined by FRS 102.

b. Going concern

The trustees consider that there are no material uncertainties about Orbis UK's ability to continue as a going concern for 12 months from the date of signing these financial statements. Due consideration for the effects of the Covid-19 outbreak has been taken. The impact of the Covid-19 pandemic has caused delays to the projects planned for 2020, resulting in a reduction of expenditure and consequent increase in unrestricted funds of £1.3m. Trustees have also revised operational plans and expenditures and have a reasonable expectation that the charity has adequate resources to continue its activities for the foreseeable future.

c. Fund accounting

Unrestricted funds are expendable at the discretion of the trustees in furtherance of the objects of Orbis UK. The fund comprises the accumulated surpluses and deficits of unrestricted income and expenditure.

The trustees have designated certain funds within unrestricted funds for specified purposes (Note 15, Designated funds). Restricted funds are funds subject to specific trusts, which may be declared by the donors or, with their authority, by the terms of an appeal, but still within the objects of Orbis UK.

d. Income

Donations are recognised in the financial statements when received. Legacies are recognised once the charity becomes entitled to the legacy, is certain of receipt, and can measure the amount of the legacy with reasonable accuracy; this is usually upon grant of probate, when it is measurable and when there is a probability of receipt. Grants are recognised when received or receivable.

e. Gifts in kind and donated services

Medical supplies and other items and services received are included as income at value to the charity and as resources expended at the same value when distributed, where the value in the year is £1,000 or more per annum from the donor.

f. Expenditure

Expenditure is accounted for when incurred.

The cost of raising funds comprises fundraising costs associated with generating voluntary income.

Charitable activities comprise all expenditure on activities directly relating to the objects of Orbis UK, including the payments of grants, direct programme expenditure, and the costs of supporting charitable activities.

Support costs comprise staff involvement with Orbis UK programmes and central costs (including management, finance, IT, governance and other support costs). They are allocated to activities on the basis of staff time or another basis consistent with the use of resources.

Governance costs are those expenses incurred in compliance with constitutional and statutory requirements.

Payments in foreign currency are translated at the actual rate on the date of the transaction.

Orbis UK annual report and financial statements 2020 39

Notes to the financial statements (continued) Statements year ended 31 December 2020

g. Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost and include any incidental expenses of acquisition. Assets costing more than £1,500 are capitalised.

Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost over their expected useful economic lives as follows:

h. Debtors

Trade and other debtors are recognised at the transaction price. Prepayments are valued at the amount prepaid.

i. Investments

Listed investments are included in the balance sheet at market value. Donated investments are sold shortly after receipt and therefore included in current assets.

j. Short term deposits

Short term deposits and cash at bank are split based on a working capital requirement of three months expenditure.

k. Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

l. Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and in such cases that the amount due to settle the obligation can be measured or estimated reliably. Short-term trade creditors are measured at the transaction price.

m. Pension costs

During the year, the charity contributed to a defined contribution group personal pension plan. The contributions are charged to the Statement of Financial Activities when incurred.

n. Operating leases

Rentals under operating leases are charged on a straight-line basis over the lease term.

o. Liabilities

Grants are recognised in the accounts once a legal or constructive obligation has been created.

p. Financial instruments

Orbis UK has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise bank loans and overdrafts, trade and other creditors. At the balance sheet date the charity held financial assets at amortised cost of £4,654k (2019 £4,448k) and financial liabilities at amortised cost of £1,690k (2019 £2,047k).

Orbis UK annual report and financial statements 2020 40

Notes to the financial statements (continued) Statements year ended 31 December 2020

q. Foreign exchange

Transactions in foreign currencies are recognised at the rate of exchange at the date of the transaction except for Orbis International programme expenditure which is recognised at either the monthly average exchange rate. All non-pounds sterling current assets and liabilities are translated into pounds sterling at the exchange rate on the balance sheet date. All exchange differences are recognised through the statement of financial activities.

5. Income from donations and legacies

Unrestricted Restricted Unrestricted Restricted
funds 2020 funds 2020 Total 2020 funds 2019 funds 2019 Total 2019
(£) (£) (£) (£) (£) (£)
Donations 2,704,283 594,946 3,299,229 2,071,627 430,302 2,501,929
Legacies 1,590,866 - 1,590,866 1,601,475 - 1,601,475
Grants - 1,504,019 1,504,019 - 4,297,535 4,297,535
TOTAL 4,295,149 2,098,965 6,394,114 3,673,102 4,727,837 8,400,939
6. Income from grants
Total 2020 (£) Total 2019 (£)
Sightsavers Ethiopia 670,000 2,392,588
UK Government
Qatar Charity
Government of Jersey
Qatar Fund for Development		 Ethiopia
Nepal
Job Retention Scheme
Vision for Zambia
Bangladesh
Ethiopia
Human Resources for Eye Health
Qatar Creating Vision		 in Africa 670,000
222,845
176,839
33,764
5,000
438,448
193,452
193,452
109,259
62,840
172,099
30,020
30,020		 2,392,588
386,078
10,864
-
134,474
531,416
-
-
136,573
100,000
236,573
1,136,958
1,136,958
TOTAL 1,504,019 4,297,535

All income from grants is restricted income.

Orbis UK annual report and financial statements 2020 41

Notes to the financial statements (continued) Statements year ended 31 December 2020

7. Gifts in kind and donated services

The following gifts in kind and donated services were received:

7. Gifts in kind and donated services
The following gifts in kind and donated services were received:
2020 (£) 2019 (£)
Surgical instruments 150,040 -
Google grant advert 18,000 18,000
Emergency lighting for the Flying Eye Hospital 8,193 -
Medical equipment 7,775 -
Flights 6,249 17,629
Programme support in the form of frames - 10,300
Stand at aviation festival - 9,330
Legal advice - 6,523
Aviation festival tickets - 6,290
Fundraising product development - 1,500
Social media listening 1,000 -
TOTAL 191,257 69,572
8. Net incoming resources is stated after charging:
2020 (£) 2019 (£)
Payments under operating leases 120,361 119,773
Depreciation 37,516 35,956
Fees paid to the auditor:
• Audit fees 13,375 12,800
• Tax advisory services 910 910

Orbis UK annual report and financial statements 2020 42

Notes to the financial statements (continued) Statements year ended 31 December 2020

9. Total resources expended

Activities Activities
undertaken Grant Support Total undertaken Grant Support
directly funding costs 2020 directly funding costs Total 2019
2020 (£) 2020 (£) 2020 (£) (£) 2019 (£) 2019 (£) 2019 (£) (£)
COST OF RAISING FUNDS
Raising funds
1,095,919
CHARITABLE ACTIVITIES
Comprehensive
eye care
519,085
Childhood
blindness
387,433
Specialist
training
129,613
1,036,131		 33,764
1,756,866
894,299
264,449
2,915,614		 190,949
209,179
130,736
52,295
392,210		 1,320,632
2,485,130
1,412,468
446,357
4,343,955		 1,245,053
398,479
600,310
111,956
1,110,745		 -
3,711,967
1,980,143
221,600
5,913,710		 210,185
156,324
234,486
26,054
416,864		 1,455,238
4,266,770
2,814,939
359,610
7,441,319
TOTAL 2,132,050 2,949,378 583,159 5,664,587 2,355,798 5,913,710 627,049 8,896,557

GRANTS PAYABLE Grants of £2,915,614 (2019: £5,913,710) were made during the year for projects managed by Orbis International. £2,500,058 (2019: £4,946,398) represents the expenditure of restricted donations received from donors for specific projects, details of these programmes are given in note 15 under Restricted Funds. The balance of £415,556 (2019: £967,312) was directed to programmes in Ethiopia, Southern and Western Africa, Vietnam, Bangladesh, Nepal and India and the Flying Eye Hospital on specific projects identified by the trustees. Total support costs allocated to grant making activities totalled £392,211 (2019: £416,864).

10. Analysis of support costs

Support
staf costs		 Facilities
depreciation		 Governance Total
2020		 Support
staf
costs		 Facilities
depreciation		 Governance Total
2020 (£) 2020 (£) 2020 (£) (£) 2019 (£) 2019 (£) 2019 (£) 2019 (£)
COST OF RAISING FUNDS
Cost of raising
funds
7,578
CHARITABLE ACTIVITIES
Comprehensive
eye care
74,125
Childhood
blindness
46,328
Specialist
training
18,531
138,984		 176,256
129,814
81,134
32,454
243,402		 7,115
5,240
3,274
1,310
9,824		 190,949
209,179
130,736
52,295
392,210		 -
48,144
72,216
7,442
127,801		 202,945
104,454
156,681
17,991
279,127		 7,240
3,726
5,589
621
9,937		 210,185
156,324
234,486
26,054
416,864
TOTAL
146,562		 419,658 16,939 583,159 127,801 482,072 17,176 627,049

Support staff costs have been apportioned on the basis of staff time in each area of charitable activity. Facilities and depreciation costs have been allocated on the basis of staff time in each area across fundraising and charitable activities.

Orbis UK annual report and financial statements 2020 43

Notes to the financial statements (continued) Statements year ended 31 December 2020

11. Staff costs

11. Staff costs
2020 (£) 2019 (£)
Wages and salaries 1,496,400 1,389,451
Social security costs 164,046 147,562
Pension costs 100,316 89,941
Employment settlement agreement - 15,000
TOTAL 1,760,762 1,641,954

Number of full time equivalent employees whose emoluments exceeded £60,000:

£60,000 - £70,000 1 1
£80,001 - £90,000 2 2
£110,001 - £120,000 1 1

Contributions in the year to pension schemes for these employees was £31,932 (2019: £30,510). Remuneration in respect of key management personnel in the year was £427,818 (2019: £434,386).

The average headcount number of employees and full-time equivalent (FTE), analysed by function, for the year was:

2020 2020 2019 2019
headcount FTE headcount FTE
Fundraising and communications 18 17 18 18
Finance and administration 12 10 10 9
Programme support 5 5 4 4
TOTAL 35 32 32 31

Orbis UK provides life assurance cover at four times annual gross salary for qualifying staff, the cost is approximately £221 (2019: £184) per person per annum.

Expenses reimbursed to two trustees amounted to £653 (2019: one trustee totalling £3,449) in respect of travel, accommodation, and entertainment. Neither the trustees nor any person connected with them have received any remuneration.

Orbis UK annual report and financial statements 2020 44

Notes to the financial statements (continued) Statements year ended 31 December 2020

12. Tangible fixed assets

12. Tangible fixed assets
Leasehold
Ofce Computer improvements
equipment (£) equipment (£) (£) Total (£)
COST
At 1 January 2020
Additions
Disposals		 90,939
-
-		 85,794
5,418
(558)		 62,707
-
-		 239,440
5,418
(558)
At 31 December 2020 90,939 90,654 62,707 244,300
DEPRECIATION
At 1 January 2020 73,847 28,143 19,445 121,435
Charge for year 4,882 19,656 12,978 37,516
Disposals - (128) - (128)
At 31 December 2020 78,729 47,671 32,423 158,823
NET BOOK VALUE AT 31 DECEMBER 2020 12,210 42,983 30,284 85,477
At 31 December 2019 17,092 57,651 43,262 118,005
13. Debtors
2020 (£) 2019 (£)
Gift Aid 399,449 -
Accrued income 247,159 302,404
Prepayments 61,382 65,681
Other debtors 1,833 18,320
TOTAL 709,823 386,405

Orbis UK annual report and financial statements 2020 45

Notes to the financial statements (continued) Statements year ended 31 December 2020

14. Creditors: amounts falling due within one year

2020 (£) 2019 (£)
Grants payable 1,572,606 1,953,378
Other creditors 295,577 118,280
Tax and social security 54,942 45,035
Trade creditors 32,114 32,207
Accruals 30,295 16,275
TOTAL 1,985,534 2,165,175

Movement in recognised provisions and funding commitments during the year.

Grant commitments accrued
(£)
Grant commitments recognised as at 1 January 2020 1,953,378
New grant commitments charged to the Statement of Financial Activities in year 2,949,378
Grants paid during the year (3,330,150)
Amount of grant commitments recognised as at 31 December 2020 1,572,606

Orbis UK annual report and financial statements 2020 46

Notes to the financial statements (continued) Statements year ended 31 December 2020

15. Statement of funds

Gains and Balance 31
Balance 1 Jan
Income
Expenditure		 Transfers losses Dec 2020
2020 (£) 2020 (£) 2020 (£) 2020 (£) 2020 (£) (£)
UNRESTRICTED FUNDS
General reserves
Fixed assets		 1,584,993
118,005
4,314,099

-
(2,928,559)

(32,528)		 -
-		 -
-		 2,970,533
85,477
TOTAL UNRESTRICTED FUNDS 1,702,998
4,314,099
(2,961,087)		 - - 3,056,010
RESTRICTED FUNDS
Grant funding:
Comprehensive eye care 61,575
1,868,231
(1,791,160)		 (29,401) - 109,245
Childhood blindness 635,719
116,868
(738,416)		 29,401 - 43,572
Specialist training 66,032
80,102
(140,160)		 - - 5,974
UK Government - job retention
scheme		 -
33,764
(33,764)		 - - -
TOTAL RESTRICTED FUNDS 763,326
2,098,965
(2,703,500)		 - - 158,791
TOTAL FUNDS 2,466,324 6,413,064
(5,664,587)		 - - 3,214,801
Gains and Balance 31
Balance 1 Jan Income Expenditure Transfers losses Dec 2019
2019 (£) 2019 (£) 2019 (£) 2019 (£) 2019 (£) (£)
UNRESTRICTED FUNDS
General reserves
Fixed assets		 1,621,266
84,123		 3,694,599
-		 (3,702,234)
33,882		 (28,079)
-		 (558)
-		 1,584,993
118,005
TOTAL UNRESTRICTED FUNDS 1,705,389
3,694,599		 (3,668,352) (28,079) (558) 1,702,999
RESTRICTED FUNDS
Grant funding:
Comprehensive eye care 220,759 3,364,235 (3,525,247) 1,828 - 61,575
Childhood blindness 974,159 1,067,471 (1,432,162) 26,251 - 635,719
Specialist training 22,197 196,131 (170,796) 18,500 - 66,032
Our infuence 18,500 - - (18,500) - -
Digital transformation project - 100,000 (100,000) - - -
TOTAL RESTRICTED FUNDS 1,235,615 4,727,837 (5,228,205) 28,079 - 763,326
TOTAL FUNDS 2,941,003 8,422,436 (8,896,557) - (558) 2,466,324

Orbis UK annual report and financial statements 2020 47

Notes to the financial statements (continued) Statements year ended 31 December 2020

15. Statement of funds (continued)

UNRESTRICTED FUNDS

Designated funds are held for the following purpose:

Fixed assets – £85,478 – this fund is the value of assets held as fixed assets which are not readily accessible as free reserves.

RESTRICTED FUNDS

Restricted funds are held for the following purposes:

Comprehensive Eye Care — £109,245 — Orbis projects focussing on adult eye health or both adult & child eye health, including rural eye care and Trachoma elimination.

Child eye health – £43,572 – Orbis projects focussing on child eye health.

Specialist Training — £5,974 — Orbis projects focussing on strengthening health systems.

Our influence — £nil — Orbis projects focussing on promoting eye health.

TRANSFERS FROM UNRESTRICTED FUNDS TO RESTRICTED – The transfer of funds in 2019 represents funds expended before 2019 which were as allocated as restricted expenditure but which were not charged to donors.

TRANSFERS BETWEEN RESTRICTED FUNDS – The transfer of funds between restricted funds of £29,401 in 2020 represents funds from the same donor and grant being moved between projects.

The transfer of funds between restricted funds of £18,500 in 2019 represents funding of the Flying Eye Hospital which was split 50:50 between Specialist Training and Our Influence in 2018 but is now charged 100% to Specialist Training.

16. Analysis of net assets between funds

Unrestricted Restricted Unrestricted Restricted
funds funds Total funds funds funds Total funds
2020 (£) 2020 (£) 2020 (£) 2019 (£) 2019 (£) 2019 (£)
Tangible fxed assets 85,477 - 85,477 118,005 - 118,005
Current assets 3,351,233 1,763,625 5,114,858 2,294,124 2,219,370 4,513,494
Grants payable 32,228 (1,604,834) (1,572,606) (497,334) (1,456,044) (1,953,378)
Other current liabilities (412,928) - (412,928) (211,797) - (211,797)
TOTAL NET ASSETS 3,056,010 158,791 3,214,801 1,702,998 763,326 2,466,324

Orbis UK annual report and financial statements 2020 48

Notes to the financial statements (continued) Statements year ended 31 December 2020

17. Financial commitments

At 31 December Orbis UK had annual commitments under an operating lease with a break clause in May 2023 as follows:

2020 (£) 2019 (£)
Within one year 119,845 119,786
Between one to fve years 157,766 276,960
277,611 396,746

In 2020 £120,361 (2019: £119,773) was paid under an operating leases. Orbis UK had no capital commitments at the end of the year (2019: none).

18. Related parties

The expenditure incurred during 2020, with respect to Orbis International projects amounted to £2,915,614 (2019: £5,913,710) and covers grants payable for programmatic work in Bangladesh, Ethiopia, India, Nepal, Zambia, Kenya, Uganda, Tanzania, Malawi and Rwanda and the Flying Eye Hospital. The outstanding balance due from Orbis International at 31st December 2020 was £1,572,606 (2019: £1,953,378, due to Orbis International).

Orbis UK annual report and financial statements 2020 49

Trustees and officers

Year ended 31 December 2020

Listed below are the current and past trustees who served during the year, together with the names of the chief executive, senior management team and external advisers.

Trustees

Peter Hickson (Chairman, resigned June 2020) Rob Pinchbeck (Chairman from June 2020) Sir Dominic Asquith (appointed October 2020) Larry Benjamin Sian Block (appointed June 2020) Michael Boyd (resigned December 2020) Anthony Cowles Yvette Dunne Nicola Floyd Nick Fox (appointed January 2020) Patricia Moller Christine Tomkins (resigned February 2020) Charles Vyvyan Catharina Waller Robert Walters Nigel Young

Chief executive

Rebecca Cronin

Senior management

Kath Backhouse David Bennett Andrew Jones

Registered office

6th Floor, 10 Lower Thames Street, London EC3R 6AF

Auditors

Moore Kingston Smith LLP, Devonshire House, 60 Goswell Road, London. EC1M 7AD

Bankers

Barclays Bank PLC, Hatton Garden, London. EC1N 8DN

Solicitors

Bates Wells, 10 Queen Street Place, London. EC4R 1BE

Orbis UK annual report and financial statements 2020 50

orbis.org +44 (0)20 7608 7260

Orbis UK, 6th Floor, 10 Lower Thames Street, London, EC3R 6AF

Registered charity no. 1061352. Company number 3303689. All photos copyright Orbis, with special thanks to: Geoff Oliver Bugbee, Olivia Patt/Orbis UK and Orbis Zambia