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2021-12-31-accounts

A story of ingenuity in challenging times

ORBIS CHARITABLE TRUST ANNUAL REPORT AND ACCOUNTS 2021

Contents

1. Chair and CEO welcome 4
2. Who we are and what we do 6
3. Our year in numbers 8
4. Comprehensive eye care 10
5. Childhood blindness 12
6. Specialist training 14
7. Trust, transparency and accountability 16
8. How we did in 2021 18
9. Looking ahead to 2022 20
10. Thank you 21
11. Board of trustees 22
12. Financial statements 25
13. Trustees and officers 51

Orbis UK annual report and financial statements 2021

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Chair and CEO welcome

The warmest of welcomes to the 2021 Orbis UK annual report

Dear supporters,

In many respects, 2021 has presented even greater challenges than 2020, when the pandemic broke. But, thanks to the resilience and ingenuity of staff and partners – and to your relentless commitment to saving sight – we're still able to reflect positively on an exceptional year.

Like so many NGOs, sudden and severe cuts to the UK Aid budget left some of our projects unfunded and in jeopardy. I'm sad to say that the real-life impact of these cuts was felt in places in urgent need of eye care, like Mymensingh, Bangladesh and Gedeo in Ethiopia. However, we still managed to implement 16 projects in Asia and Africa. And we've been able to mitigate the effects of the cuts by reallocating funds and collaborating with others to find solutions.

The most significant of these collaborations was with fellow NGO Sightsavers in Ethiopia, whose financial input contributed to the delivery of 8.1 million doses of trachoma antibiotics in Ethiopia, nearly 3 million more than planned (see page 10). And thanks to further longstanding partnerships we expect to restart many stalled programmes in 2022.

The pandemic continued to disrupt sight-saving eye care programmes in 2021. School closures in Nepal prevented eye screening activities from taking place as normal. But Orbis partners developed a 'dual screening' approach, giving children access to eye care at school and following up with their parents and families at home. We're delighted to report that, in total, more than 1 million screenings were carried out, 30% more than our target (see page 8), giving thousands more children a better chance to realise their potential.

Much of our training in 2021 focused on supporting health professionals like Sarita from Nepal (see page 13). Sarita is a shining example of how sharing expertise can set young optometrists on their sight-saving career journeys. We have also shared practical knowledge to help deliver eye care in Covid-safe ways. Nowhere has this been more critical than in Cox's Bazar, Bangladesh, with frontline health workers. We continue to help meet the urgent need for eye care in this region, which, since 2018, has hosted more than 1 million forcibly displaced Rohingya refugees from Myanmar. Please take a moment to read Zamir's story on page 11 to understand the life-changing effects of affordable cataract surgery for people living in Cox's Bazar.

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Despite some unavoidable setbacks to our programmes, we remain in good health financially, raising close to £6 million this year – our income being spread across legacies, individuals, trusts, foundations, corporate partners and statutory funds.

This financial stability has underpinned a thriving team here in the UK, who have continued to show remarkable instincts to adapt to a fast-moving and challenging development landscape. We're particularly proud of our Equality, Diversity and Inclusion (ED&I) working group, which has introduced a range of initiatives, including awareness-raising of race inequality, unconscious bias training and anonymised recruitment. As we enter 2022, our board of trustees is now predominantly female, and we operate hybrid working to accommodate the needs and wishes of all staff.

The Orbis Flying Eye Hospital will return to the skies this year, carrying out vital specialist training sessions. It will also mark its 40th anniversary. Since 1982, it has delivered 316 programmes in more than 95 countries, providing urgently needed access to eye care for millions of people around the world.

So, as we look to 2022 and beyond, we draw hope and inspiration from all our staff, supporters, partners and people we work with. With a strategic focus on raising awareness, we will attract many more donors. Together, we can support more vital programme work saving people’s sight around the world.

Yours,

Rebecca Cronin (chief executive)

Nick Fox (chair)

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Who we are and what we do

We’re an international charity working to make eye care available everywhere, for everyone, so no one has to experience the consequences of avoidable blindness.

Our vision

To make eye care available everywhere, for everyone, so no one has to experience the consequences of avoidable blindness.

Our mission

With our network of partners, we mentor and train 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

Working with our partners, we share knowledge and expertise to help develop the skills and capacity of eye care teams. We also raise awareness about the importance of eye health so more people seek treatment, and we improve access to quality eye care for people who need it.

1 Burton, Matthew J., Ramke, Jaqueline, Marques, Ana Patricia, Bourne, R. R., Congdon, Nathan, Jones, Iain, et al. The Lancet Global Health Commission on Global Eye Health: vision beyond 2020. The Lancet Global Health. 2021.

2 Burton, Matthew J., Ramke, Jaqueline, Marques, Ana Patricia, Bourne, R. R., Congdon, Nathan, Jones, Iain, et al. The Lancet Global Health Commission on Global Eye Health: vision beyond 2020. The Lancet Global Health. 2021.

3 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)

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Our global reach – Orbis International

Orbis UK is an affiliate of Orbis International (OI), which is based in the USA. Orbis UK funds projects overseen by six other country offices and supports the development and implementation of the larger of these projects.

The vast majority of people who are blind and visually impaired live in low to midde income countries. 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

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Our year in numbers

Impact

We funded 16 projects in total: one in Vietnam, one in Zambia, two in Nepal, two in Bangladesh and 10 in Ethiopia. In Ethiopia, we were pleased to maintain the momentum of the long-term trachoma elimination programme, which is critical to the country’s public health.

Despite pandemic-related disruption, we worked with 28 partner institutions to

Income

Total income: £5,954k

Despite the pandemic continuing to affect the number of programmes going ahead, we still:

We were exceedingly grateful to 13,107 individual donors, of whom 6,146 were regular givers.

We received 59 legacies with a total value of £914,206

42 charitable trusts supported us, with a value of £783,235

20 companies supported us with a value of £108,501

As percentages of total income:

Legacies 15% Major donors, trusts and corporate partners 26% Individual donors 24% Statutory donors 35%

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Comprehensive eye care

Working with partners to provide eye care everywhere, for everyone

Comprehensive eye care is about working with people throughout eye health systems – government officials, medical professionals in regional hospitals, staff in rural health centres and members of local communities – to provide eye care for people who need it, wherever they are.

Making eye care available to people in urgent need remained challenging in 2021. Donor budget cuts and ongoing pandemic restrictions made reaching people hard. But through the determination of our partners and by adapting to a fast-changing situation, we managed to achieve some remarkable results.

Ethiopia

We have a longstanding commitment to eliminating trachoma as a public health problem in Ethiopia. If left untreated, repeated trachoma infections can develop into trachomatous trichiasis (TT), where the eyelid turns inwards, scraping painfully against the cornea. Ultimately, it can lead to irreversible blindness.

Early in the year, cuts to the UK foreign aid budget left several million people in urgent need of antibiotics to prevent trachoma. But, through additional funding provided by Sightsavers, Orbis Ethiopia successfully distributed 8,127,635 doses, nearly 50% more than their target. And they ensured every dose was administered in a Covidsecure way.

Trachoma remains the second major cause of blindness and the third major cause of low vision in Ethiopia. But trachoma impact surveys show the difference Orbis, in partnership with the Ethiopian

government and other groups, is making. Nearly half the 155 woredas (districts) in which Orbis UK funds programmes now show reduced infection levels. No further mass drug administration (MDA) is required in 33, and in five, no surgeries are required either.

Trachoma is a highly infectious condition that can devastate people, families and communities. In 2021, Orbis partners took significant steps toward eliminating trachoma as a public health problem.

Bangladesh

In 2018, we ensured eye care was a key pillar of the healthcare response to the refugee crisis in South-East Bangladesh. Since the political situation in Myanmar forced the Rohingya community to flee, more than 1 million Myanmar nationals have settled in the camps in Cox’s Bazar. Most live day-to-day in basic shelters with only essential facilities, and many urgently need eye care for conditions including cataract, glaucoma and refractive error.

In 2020, Orbis Bangladesh led the coordination of aid agencies in making eye care accessible to communities in the refugee camps and across Cox’s Bazar district. This year, we focused on training more frontline health workers to raise awareness of eye health and refer people to the local Cox’s Bazar Baitush Sharaf Hospital (CBBSH) and its two Vision Centres.

Adapting to ongoing pandemic restrictions, Orbis partners went house-to-house to conduct screenings and administer treatments. We’re pleased to report that our approach is working well and early results have been extremely positive. So much so that the United Nations Refugee Agency (UNHCR) has invited Orbis Bangladesh to provide technical support in developing the eye health facilities in a new hospital.

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Vietnam

The number of people who are blind or visually impaired in Vietnam has decreased significantly since we first began working with local eye health teams in 1996. But there are still 520,000 people who are blind.

Zamir’s story

Zamir lives in the remote Ukhiya subdistrict of Cox’s Bazar in South East Bangladesh. He’s a mason by trade, and his income supports his wife and two children. Masonry is a good job for Zamir – although

he’s from a rural community, he has no land. And the fast-growing city of Cox’s Bazar provides lots of opportunities for building work.

Zamir was in his 30s when his eyesight started to deteriorate. And over two years, he became unable to see anything very well. He explained, “the problem rendered me out of work as no one was hiring me anymore for my failing to maintain the quality of work”.

Urgently needing to provide for his family, he turned to his savings. But they soon ran out. Even if he could access eye care services, Zamir knew he wouldn’t be able to afford treatment.

The arrival of more than 1 million Rohingya refugees from Myanmar has put overwhelming pressure on health services in Cox’s Bazar. Since 2018, Orbis has worked with partners and the Cox’s Bazar Baitush Sharaf Hospital (CBBSH) to support the eye care needs of the refugees and host population alike.

In most countries, the pandemic most severely affected our work in early 2021. But in Vietnam, restrictions only affected our community outreach activities from mid-May onwards. Our partners still managed to screen more than two-thirds of the target number of people for diabetic retinopathy. And we’re pleased to be able to fund the project’s continuation in 2022 so it can fully reach its aims.

Zamir’s friends directed him to the Ukhiya Vision Centre, where he was diagnosed with cataracts in both eyes and referred to the CBBSH for surgery. To his great delight and surprise, the operation, medication and glasses were all free.

“I did not pay a single penny for the surgery. What I paid for my eye treatment is the taka 3 (3 pence) that I spent to buy a ticket at Ukhiya the first day I visited the health facility.”

“I don’t know what would have happened to me hadn’t they facilitated eye care services in my area. I might have remained blind and without work for the rest of my life.”

With his eyesight fully restored, Zamir is now happily back working again. He’s especially grateful to have received eye care in his community, as he explained: “I don’t know what would have happened to me hadn’t they facilitated eye care services in my area. I might have remained blind and without work for the rest of my life.”

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Childhood blindness

Giving children the eye care they need to realise their potential

For children and babies with sight loss, the effects can be life-long. Many schoolchildren report struggling to see the blackboard or read their books, and some withdraw from school altogether. Education is often the only way out of poverty for children in disadvantaged communities.

We work with partners around the world to share specialist paediatric ophthalmology skills, knowledge and experience with local eye care teams. Often, a straightforward surgery to remove a cataract or correct a squint, or even a prescription for glasses, can be the catalyst for a child to pursue their hopes and dreams.

Nepal

Much of our partners’ sight-saving work with children took place in Nepal in 2021. Since 2016, Orbis India has played a leading role in the Refractive Error Among Children (REACH) programme.

REACH is an innovative model that identifies and treats children with refractive error. It provides glasses where necessary and allows users to manage each patient’s screening, referral and treatment journey on a bespoke database (REACHSoft). This year, our programmes adapted to pandemic restrictions, applying a ‘dual screening’ approach by visiting children in their homes and at school. We retained the approach once schools had reopened to make sure as many children as possible were screened.

In Province 1, despite the challenges of school closures, Orbis partners achieved 95% of their screening target, 164% of their prescriptions target, and 123% of their surgery target. Female Community Health Volunteers (FCHVs), who are skilled in engaging parents and children about the importance of good eye health, were key to reaching people in their homes.

Vision Ambassadors

Who better to raise awareness about the importance of eye care and wearing glasses than children themselves? Volunteer Vision Ambassadors in schools play a vital role during screening activities by holding up eye charts, organising their friends into queues and sharing positive stories about eye health.

In Nepal’s Province 2, 582 Vision Ambassadors were active, more than double the project’s target. They engaged their school friends in screening and awareness activities, gathered feedback, and shared critical safeguarding information.

2021 saw the highest achieving quarter ever for the project in Province 2, with 56,614 screenings, 1,860 glasses prescriptions, 1,100 referrals and 14 surgeries. These exceptional results helped mitigate the effects of pandemic restrictions across the year and also the project’s suspension at the statutory donor’s request. However, a three-month extension has been granted, and we hope to make up the shortfall in 2022.

Because the initial round of screenings remains incomplete, the project has not been able to reach all its annual targets. However, compliance visits were carried out in 48 schools, and we’re pleased to report that more than half the students with prescriptions were wearing their glasses correctly.

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Meanwhile, in the final quarter alone, the project teams visited 142 schools and screened nearly 60,000 children, leading to 3,736 prescriptions for glasses and 40 critical eye operations.

Once prescribed glasses, it can be challenging to make sure children wear them. There remains a stigma around needing glasses, and children with refractive

A conversation with Sarita, REACH optometrist

As well as providing sight-saving children’s screenings, treatments and referrals for surgery, the REACH programme also provides training and job opportunities for eye care professionals. Sarita qualified as an optometrist in 2019 and is now employed on the REACH programme in Nepal. On the day Orbis caught up with her, she had screened 401 children and conducted 5-10 detailed examinations.

How do you feel to be part of a team doing this sort of work?

I feel proud because my career is starting with this project, and I’m learning about paediatrics. I’m also doing such good things, like social work.

Can you tell us how REACH works?

REACH is different. We are going to so many screenings, child screening. REACH is comprehensive, beyond comprehensive… with REACH, we follow up. We are giving the spectacles, then after three months, we check compliance because if they don’t use, our time and our effort will be useless. So REACH is different from others.”

error are often teased and excluded from social groups. This year, Orbis-funded teams provided counselling and raised awareness in-person and over the phone to combat these issues. Overall, 64% of children in Province 1 were wearing their new glasses correctly, which is encouraging considering the disruption caused by pandemic restrictions.

Do the children you see understand about eye care?

[Children] worry – “we will get the spectacles now our friends will tease us, I don’t want the spectacles.” They force themselves to look normal – “I can see better than without the spectacles.” That is the problem, and we have to convince them because I am wearing spectacles it is good for us.

And what about parents? Are they worried they might have to pay?

It is a big problem. We have to convince them that this is normal – not only your children, others also. “Even I’m using spectacles,” we use this to convince the parents. We used to call the parents in the government school, and we have to force them – “Please bring, all spectacles we will give free”. Then only they bring.

Why do you think vision is so important?

“Vision is important. Right to sight for everyone is important. For normal life, for living standard and for better education, for better career. Vision is most important.”

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Specialist training

Sharing expert knowledge with eye care professionals around the world

Working with our partners, we share skills, knowledge and expertise to support local eye care teams in developing their skills and capacity. With a growing, ageing global population, specialist training is critical. Every time someone is trained, many more benefit – the eye care workers they train in turn and the many thousands of patients they all see.

Orbis medical volunteers are at the heart of specialist training. Through programmes in hospitals, onboard the Orbis Flying Eye Hospital and online, they train ophthalmologists, anaesthetists, nurses, biomedical engineers and others to help realise our vision of eye care everywhere.

In 2021, our target was to deliver 18,500 training sessions for health workers across all our projects. But thanks to additional funds from Sightsavers for mass drug administration (MDA) in Ethiopia, we delivered more than 36,000. This remarkable increase will have an exponential effect on the number of people whose sight is saved in Ethiopia and around the world.

Bangladesh

In Cox’s Bazar, South East Bangladesh, our training activity under Covid conditions was boosted by supporters’ incredible generosity in response to our matched-funding Christmas appeal. Training sessions

included work on adapting to minimise the risk of Covid infection, sharing skills for frontline health workers, supporting eye care teams to grow their capacity, and supply chain management. In total, almost 190,000 patients directly benefited from access to specialist eye care in Covid-safe facilities.

Distance learning

Unfortunately, due to ongoing travel restrictions, the Flying Eye Hospital was again unable to travel internationally in 2021. However, we have continued to optimise the latest digital technology to conduct training sessions remotely.

Operating again as the Virtual Flying Eye Hospital, medical volunteers implemented 10 remote courses for Orbis partners in 34 countries, including Ghana, China and Mongolia, and across Latin America. In total, more than 635 eye care professionals attended these training sessions, which included traditional lectures, webinars and a virtual hands-on simulation.

A special birthday

In 2022, we will have two reasons to celebrate. The Orbis Flying Eye Hospital will return to the skies, carrying out vital specialist training sessions. It will also mark its 40th anniversary. Since 1982, it has delivered 316 programmes in more than 95 countries, providing urgently needed access to eye care for millions of people around the world.

Watch this space for more exciting news about 40 years of eye care innovation.

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When students become teachers

More than 20 years ago, Suma Ganesh attended an Orbis-funded hospital-based training programme in India. Inspired to learn more, she travelled to New York in 2001 to complete an ophthalmology fellowship. And it was meeting Orbis medical volunteers during that time that sparked her interest in paediatric ophthalmology.

Returning to India, she took part in the ‘Hand in Hand Sight Saving Project’, as she explains: “It was the first hospital-based programme. Before this, [there] were Flying Eye Hospital programmes, but this was the first land-based programme. It was planned by the Orbis team, making it as child friendly as possible. They designed the building based on the Orbis child eye hospitals in Hong Kong and made it very child-friendly with a play area.”

In 2004, having completed her qualifications, Dr Suma Ganesh took a position at Dr Shroff’s Charity Eye Hospital, where the children’s eye centre – India’s first – was established. Over the years, she has participated in many more training programmes, developing her specialism in strabismus (squint). She’s also developed many professional friendships, including one with medical volunteer Dr Andrea Molinari, with whom she now co-teaches on the Orbis online training platform, Cybersight.

Now the Deputy Medical Director, Chairperson and Head of Paediatric Ophthalmology and Strabismus at the hospital, Dr Ganesh thinks back to her own early experiences when reflecting on how valuable Cybersight is today:

“You may be in a remote area, and you have no senior to guide you. I know – because I had that initially. You see a complicated case, and – who do I ask? So, there is in Cybersight this senior doctor, this mentor, to guide you to treat this condition.”

“I have been helped a lot, and I know all my mentees have been helped. And I can see their progress, and I think that’s a very heartening thing as a mentor. I can see their progress, and I’m very proud of them.”

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Trust, transparency and accountability

Fundraising statement

Despite another challenging, uncertain year, our supporters continued to show their unwavering commitment to Orbis UK and our fight against avoidable blindness.

We are registered with the Fundraising Regulator, and we continue to adhere to the standards set out in the Code of Fundraising Practice: www.fundraisingregulator.org.uk/code

We act with the greatest care, transparency and accountability in all our fundraising practices. We ensure the right policies and controls are in place so that we raise money in the most considerate and responsible way. We recognise our responsibility to act appropriately and compassionately when engaging with people in vulnerable or potentially vulnerable situations. All staff and volunteers involved with fundraising are trained and aware of our policies.

The Safeguarding policy outlines our general approach with people in vulnerable situations. The Ethical Fundraising policy, updated in 2020, and the 'Fundraising and Vulnerable Persons' section in the staff handbook detail the specific processes fundraisers implement and follow. Staff and volunteers are trained as part of their inductions, and refresher training is carried out periodically.

We operate a diverse range of income streams that raise money from individuals, organisations, statutory funders, and legacies.

We use third-party suppliers to help us raise funds, especially when we do not have the relevant expertise in-house. We ensure that the correct safeguards are in place with our suppliers and those who fundraise on our behalf. We require them to confirm that they comply with the Code of Fundraising Practice.

We received one complaint in 2021, which was resolved. This is an increase of one from the previous year.

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

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Safeguarding

Orbis UK is committed to protecting people from harm and providing safe and effective care for everyone we encounter. We ensure that we have appropriate safeguarding policies and that all our staff, volunteers and contractors follow a strict code of conduct. These policies align with the Charity Commission's Safeguarding guidance, the Charity Governance Code's 'Integrity Principle', and the UK Foreign, Commonwealth & Development Office's Enhanced Safeguarding Standards.

In 2021, despite pandemic restrictions significantly affecting our plans, we continued working with our country programme partners to maintain safeguarding policies and processes for our programmes. In particular, as we did in 2020, we worked with Orbis Ethiopia to raise awareness about safeguarding reporting among health workers and communities involved with Mass Drug Administration (MDA) for trachoma. We also worked with Orbis International to initiate the development of an effective and locally appropriate safeguarding concern reporting system for the broader programme in Ethiopia. This work will be progressed in 2022, local coronavirus restrictions permitting.

The Safeguarding Management Group, led by the Designated Safeguarding Trustee, met eight times in 2021 and reported back to subsequent board meetings. All Orbis UK staff participated in an annual update on the safeguarding policy. As was the case in 2020, there were no safeguarding incidents reported in 2021.

In 2022, we will continue to monitor, review and develop our policies and processes – particularly those in our country programmes

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 sets out the principles and key elements of good governance for the boards of voluntary and charity organisations. The Code was refreshed in December 2020 and highlighted two drivers for change in the way charities are run and managed: safeguarding and racial inequality. Safeguarding is increasingly prominent on the charity agenda, and there has been growing awareness of the need to tackle racism and wider inequality.

In 2021, the staff-led Equalities, Diversity and Inclusion (ED&I) working group developed a strategy to raise awareness of racial equality issues. We're at quite an early stage on our journey, but progress has included the first all-staff ED&I survey, unconscious bias training, and the introduction of anonymised CVs in the recruitment selection process. Workstreams identified for 2022 include further enhancements to the recruitment process and workplace inclusion.

The Nominations Committee advises on recruiting new trustees based upon consideration of skills and, particularly, the need to reflect diversity. As a result of their efforts, we now have a more diverse board with a wider range of knowledge, experience and perspective.

The Nominations Committee also oversaw a board evaluation and will report in mid-2022. To date, there have been no significant findings.

The Orbis UK board is mindful of the Charity Governance Code's guidance and is committed to a periodic review of relevant practices.

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How we did

in 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 performed strongly against our annual targets, despite pandemic-related disruption. Our achievements were also thanks to the determination of our partners, additional needs we identified, and additional funding.

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

Like many charities, our income in 2021 has been significantly affected by the UK government’s changes to foreign aid, resulting in a 67.5% reduction of budgeted income from the UK government.

Legacies – one of our largest income sources – was affected by several factors, including delays to probate. This resulted in over half (52%) of anticipated income not remitting, although we expect much of it to remit in 2022.

Once again, however, we are hugely grateful to our donors across the UK and Europe. They generously continued their support during the second year of the pandemic, ensuring avoidable sight loss and blindness were not forgotten issues.

Our Philanthropy income increased by 16.4% from the previous year. Income from individuals decreased slightly, by 2.8%, and income from organisations, including trusts and foundations, decreased by 30.1%.

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Goal 3: We will broaden and deepen brand awareness amongst our key target audiences. We also significantly increased our reach and engagement in 2021.

Our number of followers on social channels increased by over 14% to nearly 23,000, alongside a 68% increase in engagement. We had 19,639,623 impressions across all our social channels.

Our website had 103,000 users, an increase of 20.9% from last year, and our newsletter subscribers increased by 79% to 30,232.

In the final quarter of the year, we launched our ‘I’d See’ awareness campaign, which reached 865,820 people and generated 2,151,627 impressions on social media, 32,282 clicked through to the landing page after seeing an ‘I’d See’ Facebook ad.

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

We have continued to invest in staff learning and development, and we have enhanced our HR function to aid staff recruitment, induction and retention. Across finance, business support and compliance, we have continued to review and report accurately and efficiently, ensuring that we have adhered to the latest legislation, regulations and the Charity Governance Code.

Our ED&I (Equality, Diversity and Inclusion) working group, set up this year, comprises staff from across the organisation. The group discuss important ED&I topics, educates staff, and introduces initiatives that help deliver our vision and mission in the best ways possible.

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Looking ahead to 2022

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

Our £2.8 million programme expenditure in 2022 will be directed through Orbis International to support 11 new and existing projects. All of them are designed to have significant impacts on the communities they reach.

We will continue our focus on helping to eliminate trachoma in southern Ethiopia, supporting eye care in the Rohingya camps in Cox’s Bazar, screening schoolchildren in Nepal, and managing diabetic eye care in Vietnam.

We will fund new projects focusing on community eye care in Ghana and Zambia, the prevention of childhood blindness in Mongolia and a remote part of northern India, and an innovative women-led Green Vision Centre project in Bangladesh. Our new projects will support 28 local partners to:

Goal 2: We will grow our income

We will increase the number and value of new donors through our marketing and relationship fundraising activities. We will also maximise the value of existing donors through data-driven engagement and compelling asks. We will invest in legacy marketing to lay the foundations for longterm sustainable income and optimise our shortterm acquisition and engagement activities to drive the highest return on investment.

Goal 3: We will appeal to a broader audience

In addition to targeted marketing, we will appeal to a broader audience to exponentially grow our income. We will create integrated marketing campaigns that attract, at scale, mainstream audiences. From their initial engagement, we will take our supporters on a journey to deepen their understanding of our work and the impact that their donations will make.

Goal 4: We will develop and strengthen our governance and organisational management

We will ensure the organisation continues to comply with relevant legislation, the Charity Governance Code, and other standards. We will also support the board to develop its diversity and capabilities.

A dedicated team will work with Orbis International and its country teams to optimise the performance of the projects, the value of the grants, and compliance with donor requirements. The dedicated team will also identify opportunities to secure significant extra funding for additional priority projects.

Goal 5: We will develop a culture that promotes staff wellbeing and encourages staff development

We will promote a culture that continues to support staff wellbeing and the best approaches to hybrid and flexible working. We will also nurture and encourage staff through the Learning & Development programme.

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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 Pamela Dawswell Joy and Richard Desmond Evan Cornish Foundation Anthony L Fincham Four Acre Trust Gary Lee-Richards Guthrie Essame Charitable Trust Headley Trust Peter & Rosemary Hickson Johnnie E Johnson Laing Family Trusts Mickleham Trust Mrs F E Hinton Charitable Trust Pro Victimis Foundation R U B White Charitable Trust Simon Gibson Charitable Trust The Eddie Dinshaw Foundation The Hicks Family The Pinchbeck Family Trust The Souter Charitable Trust David and Helen Watson Peter J Williams

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 in 2021.

Statutory and institutional funders

The Clothworkers’ Foundation Foreign, Commonwealth & Development Office Jersey Overseas Aid Sightsavers The Qatar Fund for Development

Corporate partners

Aviation Logistics Network (ALN) Daily Mail and General Trust (DMGT) Eskmuir Group

European Society of Cataract & Refractive Surgeons (ESCRS) European Society of Retina Specialists (EURETINA) RSM Channel Islands STG Aerospace Storm Interface TD Tom Davies

Special thanks

Bhim Ruia Foundation British Embassy Doha Nilesh and Raksha Haria Vinoo and Varsha Patel Embassy of the State of Qatar, UK HRH The Countess of Wessex

UK and Europe medical volunteers

Larry Benjamin Fiona Dean John Ferris Nadine Grant-McKenzie Rajen Gupta Ghalib Mukadam

Office volunteers

Polly Holt

UK ambassadors

Ann-Marie Ablett Polly Braden Tom Davies Ian Fleming Mary Killen Brian Little Air Commodore Rick Peacock-Edwards CBE AFC FRAeS FCIM RAF (Ret’d) Sunil Ruia

Co-opted sub-committee members

Ann-Marie Ablett Chris Bentley Donal Brosnahan Tim Bucher Sonia Szamocki

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Board of trustees

Chair

Nick Fox, Chair, UK, Fundraising & Communications Chair, UK

Nick Fox has over thirty years of national and international experience in creative communications, based out of London, Los Angeles and Tokyo. Nick sat on the worldwide board for DDB, an Omnicom Agency Network based in New York. His experience encompasses all sectors, including fast-moving consumer goods, finance, publishing, charity and the automotive industry. Nick has managed teams, budgets and international agency networks to increase consumer demand to drive brand value for some of the world’s biggest brands.

In 2013, along with four partners, Nick started his own independent agency, Atomic London, of which he is now chair.

Nick joined the Orbis UK board in January 2020. Nick succeeded Rob Pinchbeck as chair of the board of trustees in March 2022.

Trustees

Catharina Waller

Catharina Waller is a senior trademark attorney at the law firm Bates Wells and has over 15 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.

Charles Vyvyan

After Oxford University, Charles Vyvyan 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.

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.

Fiona Hobbs

Fiona trained and qualified as a solicitor with Linklaters and has over 30 years’ experience (25 as a partner) of developing major infrastructure and energy projects both in the UK and in emerging markets. She has held a number of senior management and governance roles within the firm and has spent six years as its global head of diversity and inclusion. She is a lay member of the Lord Chancellor‘s advisory committee.

Fiona joined the Orbis UK board in December 2021.

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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. He has recently returned to work to help with the cataract backlog from Covid. 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.

Mona Khan

Mona Khan, MD, has over 25 years of clinical and surgical experience as an ophthalmologist. Her private practice was located in downtown Chicago, and she was on the staff of Mercy Hospital for over 20 years. At Mercy, she was the principal comprehensive ophthalmologist at the Mercy Family Health Clinic, a federally funded clinic whose mission was to treat the most vulnerable and socio-economically disadvantaged residents from Chicago’s south side.

She retired from Ophthalmology to move to London in 2020 with her husband and daughter. Mona is also a member of the Harwell Oxford Management Limited Company Board of Directors. Harwell is a leading science and innovation campus based in Oxfordshire.

Mona joined the Orbis UK board in December 2021.

Nicola Floyd

Nicola worked in investment banking in London, Hong Kong, Bangkok and New York for more than 10 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 Orbis UK board in November 2017. She also sits on the board of Orbis International.

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 chair of Orbis in the Middle East.

Rob joined the Orbis UK board in June 2003.

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Siân Block MBE, Designated Trustee for Safeguarding, UK

Siân trained as a nurse and 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).

Siân joined the Orbis UK board in June 2020.

Sophia Pathai MBBS MSc PhD MRCOphth

Sophia Pathai is an ophthalmologist by training. She worked in the NHS and subsequently as a clinician scientist undertaking research at the International Centre for Eye Health, based at the London School of Hygiene & Tropical Medicine (LSHTM). Her passion for global health was ignited during her tenure as a staff ophthalmologist on the Orbis Flying Eye Hospital in 2009. She has been appointed to global medical leadership roles at companies such as Roche, AbbVie, and Johnson & Johnson, and currently works in venture capital with a focus and passion for investments at the intersection of healthcare and technology.

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.

Tony Cowles

Tony joined the Orbis UK board in 2002 and left in December 2021.

Rob Pinchbeck

Rob joined the board of Orbis UK in July 2017 and left in March 2022.

Nigel Young

Nigel joined the Orbis UK board in 2012 and left in June 2021.

She gained her BSc and medical degree from University College London, and her MSc and PhD were awarded by LSHTM.

Sophia joined the Orbis UK board in December 2021.

Yvette Dunne MA FCA, Audit Committee Chair, 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.

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Financial statements luk ¥r UK annudPrepoitand financial statem 5 2021

2021 Financial summary

Income 2021

Individual supporters Legacies Statutory Major donors Corporate Trusts

----- Start of picture text -----
13%
24%
2%
11%
15%
35%
----- End of picture text -----

Charitable activities 2021

----- Start of picture text -----
9%
17%
74%
----- End of picture text -----

Comprehensive eye care Childhood blindness Specialist training

The cost of fundraising was 29.2% of our income

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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 worldwide. It designs and manages programmes and determines the global medical and programme strategy. This relationship is 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 2021, and our five key goals for 2022, can be found in the front section of this report.

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Financial review and results for the year

Income in 2021 fell by £459k (7%) compared to 2020. Donations including Gift Aid were £334k lower (10%) than in 2020, and this was due to a large Gift Aid claim in 2020 including six months of claims relating to 2019 and a large one-off gift-in-kind donation in 2020 of £150k for surgical instruments. Legacy income was £914k (2020: £1,591), a reduction of £677k. Orbis UK, in line with other charities, experienced a fall in legacy income due to delays in obtaining Probate Office and HMRC caused by the pandemic. The legacy income pipeline for 2022 and 2023 is solid. Income from grants increased to £2,074k in 2021 (2020: £1,504k). This was an increase of 38%. An increase in the Sightsavers grant of £1,058k offset a downfall in income from FCDO due to the cancellation of a UK Aid Direct grant in Ethiopia halfway through the year and new grants from Qatar Fund for Development and Qatar Charity delayed until 2022.

Overall expenditure increased by £922k (16%) compared to 2020. This was a planned increase in expenditure due to free reserves being high at 31 December 2020.

Expenditure on raising funds increased due to an increase in expenditure on marketing to individual donors and on digital and awareness-raising initiatives to maximise fundraising income. The cost of raising funds in 2021 was 29.2% of income, which was above the target set by the trustees of 25%. The variance was caused by a combination of the unexpected decrease in legacy income and the investment in fundraising during 2021 using the excess free reserves from 2020.

Expenditure on charitable activities increased by £506k (12%) in 2021 compared to 2020.

Programme expenditure on the Comprehensive eye care programme increased by £1,133k (46%) due to increased funding from Sightsavers for the trachoma elimination programmes in Ethiopia. Spending on Childhood Blindness decreased by £602k (43%) due to the end of funding from the Qatar Fund for Development (QFFD) for the Qatar Creating Vision programme during 2020. Expenditure on Specialist Training decreased by £24k (5%).

Unrestricted funds at the end of December 2021 were £58k higher than the trustees' reserves target. This was due to programme activity being restricted for some projects by the pandemic. The trustees have agreed that the excess funds will be directed towards programme expenditure in 2022.

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: Charles Vyvyan and Rob Walters. 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.

Patricia Moller and Charles Vyvyan also serve as directors of Orbis International.

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,

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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 subcommittees 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.

A designated safeguarding trustee ensures that safeguarding is prominent in the charity's agenda, and a staff-led Equalities, Diversity and Inclusion group was established in 2020 with a remit to collect, discuss and disseminate best practice, including board and staff recruitment, to ensure Orbis UK 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. The last board evaluation was conducted in 2021, and the nominations committee is guiding the suggested improvements.

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.

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.

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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. A new risk management policy is being implemented in 2022 to further enhance risk management.

Changes to the FCDO funding strategy mean that OUK cannot rely on UK Aid funding in the future. There is still no clarity over FCDO funding priorities or budgets. To mitigate against the loss of income, research into other sources of statutory funding and innovative approaches such as programme partnerships with other INGOs is ongoing.

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 and the development of a grant management function in Orbis International.

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.

Reserves policy

The trustees have examined Orbis UK's requirements for free reserves in 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 £1,850k +/- 10% as an appropriate level of general reserves for Orbis UK to hold. At 31 December 2021, the balance on general reserves was £2,093k, which was £58k above the maximum reserves target set by the trustees; this was due to unrestricted programme expenditure being lower than budgeted due to the Covid-19 pandemic. The trustees have set a budget for 2022 which will bring the general reserves within the target range.

In addition to the general reserve, at 31 December 2021, designated funds stood at £46k. Designated funds are funds allocated by the trustees for particular purposes. Further details are shown in Note 15.

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:

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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 they should have taken as a trustee in order to make themself 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 21 June 2022 and signed on their behalf.

Trustee NICK FOX

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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 2021 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 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 contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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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 course of 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 themselves. 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 31, 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.

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

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.

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

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.

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:

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There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

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: 22 June 2022

6th Floor, 9 Appold Street, London, EC2A 2AP

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Statement of financial activities

(Incorporating an income and expenditure account) Year ended 31 December 2021

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds 2021 funds 2021 2021 funds 2020 funds 2020 2020
Note (£) (£) (£) (£) (£) (£)
INCOME FROM:
Donations and legacies 5 3,406,576 2,547,068 5,953,644 4,295,149 2,098,965 6,394,114
Investments 316 - 316 18,950 - 18,950
TOTAL INCOME 3,406,892 2,547,068 5,953,960 4,314,099 2,098,965 6,413,064
EXPENDITURE ON:
Raising funds 1,736,439 - 1,736,439 1,286,868 33,764 1,320,632
Charitable activities:
• Comprehensive Eye Care 1,673,150 1,944,756 3,617,906 692,109 1,793,021 2,485,130
• Childhood Blindness 550,772 259,002 809,774 674,052 738,416 1,412,468
• Specialist Training 364,262 58,495 422,757 308,058 138,299 446,357
Total expenditure on charitable
2,588,184 2,262,253 4,850,437 1,674,219 2,669,736 4,343,955
activities
TOTAL EXPENDITURE 9 4,324,623 2,262,253 6,586,876 2,961,087 2,703,500 5,664,587
Net gains/(losses) on
34 - 34 - - -
investments
NET INCOME/(EXPENDITURE) (917,697) 284,815 (632,882) 1,353,012 (604,535) 748,477
Transfers between funds 15 - - - - - -
NET MOVEMENT IN FUNDS (917,697) 284,815 (632,882) 1,353,012 (604,535) 748,477
RECONCILIATION OF FUNDS:
Total funds brought forward 3,056,010 158,791 3,214,801 1,702,998 763,326 2,466,324
TOTAL FUNDS CARRIED
2,138,313 443,606 2,581,919 3,056,010 158,791 3,214,801
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.

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Balance sheet

Year ended 31 December 2021

Note 2021 (£) 2020 (£)
FIXED ASSETS:
Tangible assets		 12 45,509 85,477
TOTAL FIXED ASSETS 45,509 85,477
CURRENT ASSETS:
Debtors
Short term deposits
Cash at bank and in hand		 13 276,309
2,767,617
1,617,318		 709,823
2,638,144
1,766,891
TOTAL CURRENT ASSETS 4,661,244 5,114,858
LIABILITIES:
Creditors: amounts falling due within one year
NET CURRENT ASSETS		 14 (2,124,834)
2,536,410		 (1,985,534)
3,129,324
TOTAL NET ASSETS 2,581,919 3,214,801
FUNDS OF THE CHARITY:
Restricted funds 443,606 158,791
UNRESTRICTED FUNDS
General reserve 2,092,805 2,970,533
Designated funds 45,509 85,477
TOTAL UNRESTRICTED FUNDS 2,138,313 3,056,010
TOTAL CHARITY FUNDS 15 2,581,919 3,214,801

The financial statements were approved and authorised for issue by the Board on 21 June 2022.

Trustee:_______ Nick Fox

Trustee:_______ Yvette Dunne

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Cash flow statement Year ended 31 December 2021

----- Start of picture text -----
Note 2021 (£) 2020 (£)
CASH FLOWS FROM OPERATING ACTIVITIES:
Net cash provided by (used in) operating activities A (20,416) 264,415
CASH FLOWS FROM INVESTING ACTIVITIES:
----- End of picture text -----

Interest and income from investments 316 18,950
Proceeds from sale of investments - -
Acquisition of investments - -
Purchase of property, plant and equipment - (5,418)
NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES 316 13,532
Change in cash and cash equivalents in the reporting period (20,100) 277,947
Cash and cash equivalents at the beginning of the year B 4,405,035 4,127,089
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR B 4,384,935 4,405,036
Notes to the cash flow statement:
A. Reconciliation of cash flows from operating activities
2021 (£) 2020 (£)
Net income/(expenditure) for the year (632,882) 748,477
Depreciation charges 37,317 37,516
(Gains) from investments - -
Interest from investments (316) (18,950)
Loss/(proft) on the sale of fxed assets 2,651 430
(Increase)/Decrease in debtors 433,514 (323,418)
(Decrease)/Increase in creditors 139,300 (179,640)
(20,416) 264,415
B. Analysis of cash and cash equivalents
2021 (£) 2020 (£)
Short-term 2,767,617 2,638,144
Cash at bank and in hand 1,617,318 1,766,891
TOTAL CASH AND CASH EQUIVALENTS 4,384,935 4,405,035
C. Analysis of changes in net debt
At 1 January
2021		 Cashfows Foreign Exchange
Movements		 At 31 December
2021
£ £ £ £
Short-term investments 2,638,144 129,473 - 2,767,617
Cash at bank and in hand 1,766,891 (151,977) 2,404 1,617,318
Overdrafts - - - -
TOTAL CASH AND CASH EQUIVALENTS 4,405,035 (22,504) 2,404 4,384,935

Orbis UK annual report and financial statements 2021

38

Notes to the financial statements Statements year ended 31 December 2021

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 2021 is 11, 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 ongoing 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 2021

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Notes to the financial statements (continued) Statements year ended 31 December 2021

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.

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.

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:

• Computer equipment – 20–25 per cent straight-line, depending on the date of purchase

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Notes to the financial statements (continued) Statements year ended 31 December 2021

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 £4,531k (2020: £4,654k) and financial liabilities at amortised cost of £2,079k (2020: £1,690k).

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.

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Notes to the financial statements (continued) Statements year ended 31 December 2021

5. Income from donations and legacies

Unrestricted Restricted Total Unrestricted Restricted Total
funds 2021 funds 2021 2021 funds 2020 funds 2020 2020
(£) (£) (£) (£) (£) (£)
Donations 2,492,370 472,580 2,964,950 2,704,283 594,946 3,299,229
Legacies 914,206 - 914,206 1,590,866 - 1,590,866
Grants - 2,074,488 2,074,488 - 1,504,019 1,504,019
TOTAL 3,406,576 2,547,068 5,953,644 4,295,149 2,098,965 6,394,114
6. Income from grants
Total 2021 (£) Total 2020 (£)
Sightsavers Ethiopia 1,728,000 670,000
UK Government
Government of Jersey
Qatar Charity
Qatar Fund for Development		 Nepal
Ethiopia
Job Retention Scheme
Vision for Zambia
Ethiopia
Human Resources for Eye Health
Bangladesh
Qatar Creating Vision		 in Africa 1,728,000
163,363
155,810
-
-
319,173
27,315
-
27,315
-
-
-
-		 670,000
176,839
222,845
33,764
5,000
438,448
109,259
62,840
172,099
193,452
193,452
30,020
30,020
TOTAL 2,074,488 1,504,019

All income from grants is restricted income.

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Notes to the financial statements (continued) Statements year ended 31 December 2021

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:
2021 (£) 2020 (£)
Google grant advert 18,000 18,000
Legal advice 10,239 -
Promotion at aviation festival 7,427 -
Flights 4,421 6,249
Hotel accommodation 3,867 -
Surgical instruments - 150,040
Emergency lighting for the Flying Eye Hospital - 8,193
Medical equipment - 7,775
Social media listening - 1,000
TOTAL 43,954 191,257
8. Net incoming resources is stated after charging:
2021 (£) 2020 (£)
Payments under operating leases 118,332 120,361
Depreciation 37,318 37,516
Fees paid to the auditor:
• Audit fees 16,063 13,375
• Tax advisory services 1,015 910

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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 Total
directly funding costs 2021 directly funding costs 2020
2021 (£) 2021 (£) 2021 (£) (£) 2020 (£) 2020 (£) 2020 (£) (£)
COST OF RAISING FUNDS
Raising funds
1,513,561
CHARITABLE ACTIVITIES
Comprehensive
eye care
638,098
Childhood
blindness
245,422
Specialist
training
196,338
1,079,858		 -
2,765,067
481,759
160,345
3,407,171		 222,878
214,741
82,593
66,074
363,408		 1,736,439
3,617,906
809,774
422,757
4,850,437		 1,095,919
519,085
387,433
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
TOTAL 2,593,419 3,407,171 586,286 6,586,876 2,132,050 2,949,378 583,159 5,664,587

GRANTS PAYABLE

Grants of £3,377,170 (2020: £2,915,614) were made during the year for projects managed by Orbis International. £2,197,387 (2020: £2,500,058) 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 1,179,783 (2020: £415,556) 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 £363,327 (2020: £392,210).

10. Analysis of support costs

Support
staf costs		 Facilities
depreciation		 Governance Total
2021		 Support
staf
costs		 Facilities
depreciation		 Governance Total
2020
2021 (£) 2021 (£) 2021 (£) (£) 2020 (£) 2020 (£) 2020 (£) (£)
COST OF RAISING FUNDS
Cost of raising
funds
-
CHARITABLE ACTIVITIES
Comprehensive
eye care
43,753
Childhood
blindness
16,828
Specialist
training
13,463
74,044		 211,871
162,543
62,517
50,013
275,073		 11,007
8,445
3,248
2,598
14,291		 222,878
214,741
82,593
66,074
363,408		 7,578
74,125
46,328
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
TOTAL
74,044		 486,944 25,298 586,286 146,562 419,658 16,939 583,159

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.

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Notes to the financial statements (continued) Statements year ended 31 December 2021

11. Staff costs

11. Staff costs
2021 (£) 2020 (£)
Wages and salaries 1,520,455 1,496,400
Social security costs 171,166 164,046
Pension costs 112,877 100,316
Employment settlement agreement 14,366 -
TOTAL 1,818,864 1,760,762
Number of full time equivalent employees whose emoluments exceeded £60,000:
£60,000 - £70,000 1 1
£70,001 - £80,000 1 -
£80,001 - £90,000 - 2
£90,001 - £100,000 1 -
£110,001 - £120,000 2 1

Contributions in the year to pension schemes for these employees was £42,149 (2020: £31,932). Remuneration in respect of key management personnel in the year was £564,511 (2020: £427,818).

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

2021 2021 2020 2020
headcount FTE headcount FTE
Fundraising and communications 18 16 18 17
Finance and administration 12 11 12 10
Programme support 5 5 5 5
TOTAL 35 32 35 32

Orbis UK provides life assurance cover at four times annual gross salary for qualifying staff, the cost is approximately £189 (2020: £221) per person per annum.

Expenses reimbursed to two Trustees amounted to £898 (2020: two Trustees totalling £653) in respect of travel, accommodation, and entertainment. Neither the Trustees nor any person connected with them have received any remuneration.

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Notes to the financial statements (continued) Statements year ended 31 December 2021

12. Tangible fixed assets

12. Tangible fixed assets
Leasehold
Ofce Computer improvements
equipment (£) equipment (£) (£) Total (£)
COST
At 1 January 2021
Disposals		 90,939
-		 90,654
(20,390)		 62,707
-		 244,300
(20,390)
At 31 December 2021 90,939 70,264 62,707 223,910
DEPRECIATION
At 1 January 2021 78,729 47,671 32,423 158,823
Charge for year 4,882 19,457 12,978 37,317
Disposals - (17,739) - (17,739)
At 31 December 2021 83,611 49,389 45,401 178,401
NET BOOK VALUE AT 31 DECEMBER 2021 7,328 20,875 17,306 45,509
At 31 December 2020 12,210 42,983 30,284 85,477
13. Debtors
2021 (£) 2020 (£)
Accrued income 143,527 247,159
Gift Aid 70,805 399,449
Prepayments 59,186 61,382
Other debtors 2,791 1,833
TOTAL 276,309 709,823

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Notes to the financial statements (continued) Statements year ended 31 December 2021

14. Creditors: amounts falling due within one year

14. Creditors: amounts falling due within one year
2021 (£) 2020 (£)
Grants payable 1,946,975 1,572,606
Trade creditors 55,435 32,114
Tax and social security 51,903 54,942
Other creditors 23,760 274,310
Accruals 24,895 30,295
Pension scheme 21,866 21,267
TOTAL 2,124,834 1,985,534
Movement in recognised provisions and funding commitments during the year.
Grant commitments accrued
(£)
Grant commitments recognised as at 1 January 2021 1,572,606
New grant commitments charged to the Statement of Financial Activities in year 3,407,170
Grants paid during the year (3,032,801)
Amount of grant commitments recognised as at 31 December 2021 1,946,975

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Notes to the financial statements (continued) Statements year ended 31 December 2021

15. Statement of funds

15. Statement of funds
Gains and Balance 31
Balance 1 Jan
Income
Expenditure		 Transfers losses Dec 2021
2021 (£) 2021 (£) 2021 (£) 2021 (£) 2021 (£) (£)
UNRESTRICTED FUNDS
General reserves
Fixed assets		 2,970,533
85,477
3,406,892

-
(4,284,655)

(39,968)		 -
-		 34
-		 2,092,804
45,509
TOTAL UNRESTRICTED FUNDS 3,056,010
3,406,892
(4,324,623)		 - 34 2,138,313
RESTRICTED FUNDS
Grant funding:
Comprehensive eye care 109,245
2,227,336
(1,943,833)		 - - 392,748
Childhood blindness 43,572
245,992
(259,925)		 - - 29,639
Specialist training 5,974
73,740
(58,495)		 - - 21,219
TOTAL RESTRICTED FUNDS 158,791
2,547,068
(2,262,253)		 - - 443,606
TOTAL FUNDS 3,214,801
5,953,960
(6,586,876)		 - 34 2,581,919
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

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Notes to the financial statements (continued) Statements year ended 31 December 2021

15. Statement of funds (continued)

UNRESTRICTED FUNDS

Designated funds are held for the following purpose:

Fixed assets – £45,509 – 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 — £392,748 — Orbis projects focussing on adult eye health or both adult & child eye health, including rural eye care and Trachoma elimination.

Child eye health - £29,639 - Orbis projects focussing on child eye health.

Specialist Training — £21,219 — Orbis projects focussing on strengthening health systems.

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.

16. Analysis of net assets between funds

Unrestricted Restricted Unrestricted Restricted
funds funds Total funds funds funds Total funds
2021 (£) 2021 (£) 2021 (£) 2020 (£) 2020 (£) 2020 (£)
Tangible fxed assets 45,509 - 45,509 85,477 - 85,477
Current assets 2,844,771 1,816,473 4,661,244 3,351,233 1,763,625 5,114,858
Grants payable (574,108) (1,372,867) (1,946,975) 32,228 (1,604,834) (1,572,606)
Other current liabilities (177,859) - (177,859) (412,928) - (412,928)
TOTAL NET ASSETS 2,138,313 443,606 2,581,919 3,056,010 158,791 3,214,801

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Notes to the financial statements (continued) Statements year ended 31 December 2021

17. Financial commitments

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

2021 (£) 2020 (£)
Within one year 117,299 119,845
Between one to fve years 41,608 157,766
158,907 277,611

In 2021 £118,332 (2020: £120,361) was paid under an operating leases. Orbis UK had no capital commitments at the end of the year (2020: none).

18. Related parties

The expenditure incurred during 2021, with respect to Orbis International projects amounted to £3,377,170 (2020: £2,915,614) 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 2021 was £1,946,975 (2020: £1,572,606, due to Orbis International).

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Trustees and officers

Year ended 31 December 2021

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

Rob Pinchbeck (chair, resigned March 2022) Nick Fox (chair from March 2022) Sir Dominic Asquith Larry Benjamin Sian Block Anthony Cowles (resigned December 2021) Yvette Dunne Nicola Floyd Fiona Hobbs (appointed December 2021) Mona Kahn (appointed December 2021) Patricia Moller Sophia Pathai (appointed December 2021) Charles Vyvyan Catharina Waller Robert Walters Nigel Young (resigned June 2021)

Chief executive

Rebecca Cronin

Senior management

Kath Backhouse David Bennett Flo Branchu Colman Cawe (from December 2021) Andrew Jones (until November 2021)

Registered office

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

Auditors

Moore Kingston Smith LLP, 6th Floor, 9 Appold Street, London, EC2A 2AP

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 2021

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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: Genaye Eshetu, Geoff Oliver Bugbee