OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

← International Medical Corps (UK)

2022-06-30-accounts

2021/2022 ANNUAL REPORT

Company Limited by Guarantee Registration number 04474904

NIGERIA

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

2

INTERNATIONAL MEDICAL CORPS (UK)

2021/2022 ANNUAL REPORT

04 ANNUAL MESSAGE

06 ABOUT US

Our Mission Our Approach Our Programmes Training

14 INTERNATIONAL MEDICAL CORPS IN 2021 By the Numbers Where We Work Partnerships

22 LEADERSHIP

27 TRUSTEES’ REPORT (INCLUDING STRATEGIC REPORT)

74 HOW YOU CAN HELP

International Medical Corps (UK) is an international humanitarian nongovernmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a US-registered non-profit organisation, and International Medical Corps Croatia, a Croatian non-profit association that share the same mission. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes in accordance with the terms and conditions of its grants.

Throughout the document, where references to “affiliates” (in plural) are made, they refer to International Medical Corps and International Medical Corps Croatia.

Unless otherwise stated, projects and their statistics referred to in the first part of this report (pages 1-25) are the results of combined International Medical Corps (UK), International Medical Corps and International Medical Corps Croatia global efforts in calendar year 2021 and do not form part of the statutory annual report. Projects and their statistics referred to in the second part of this report (pages 2671) represent the work of International Medical Corps (UK) only, and covers the 12-month period to 30 June 2022 and forms part of the statutory financial statements and trustees report.

3 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

TO OUR SUPPORTERS

After responding globally to the COVID-19 pandemic in 2020, we have continued our lifesaving work through 2021, responding to major outbreaks of conflict, disease and disaster worldwide. Every time there was an emergency, we deployed to provide healthcare and training services, in spite of the challenges. This was made possible through the experience we have gained responding to crises in more than 80 countries over the years, and through the generous support of our donors.

AFGHANISTAN

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 4

Though this report focuses on 2021, the recent war in Ukraine has created humanitarian needs on a level not seen since World War II. With our team on the ground providing medical and mental health services in the Donbas region since 2014, we were able to rapidly expand our response throughout the country to provide emergency medical care to the injured and to support the displaced with psychosocial support, child protection, water and sanitation services and gender-based violence support. We are rehabilitating and strengthening primary healthcare centres and hospitals damaged in the war, helping to ensure the continuity of healthcare services. Since February 24, we have reached more than 3 million people in Ukraine with supplies, equipment and services, and have expanded our efforts to the neighbouring countries of Moldova, Poland and Romania. Of course, we have also focused on training, providing healthcare professionals and first responders with the skills and knowledge they need to offer long-term support to their communities.

In 2021, we continued to battle the COVID-19 pandemic, the most widespread healthcare emergency we had encountered. In India, the second wave of COVID-19 peaked in March 2021, with hundreds of thousands of confirmed cases and thousands of deaths reported each day. As the healthcare system collapsed, the country faced an acute shortage of medical oxygen, supplies and hospital beds.

But we have dealt with medical emergencies in the past, and have decades of experience battling outbreaks of infectious diseases—polio and Ebola in Africa, cholera in Yemen and measles in Pakistan. Drawing from this knowledge, we partnered with local organisations in India and provided resources—oxygen and medical supplies,

Andrew W. Géczy Chairman International Medical Corps (UK)

PPE kits and N95 masks—to strengthen the country’s overwhelmed healthcare infrastructure. In addition, we supported vaccination efforts in the country via mobile medical teams.

Meanwhile, globally we have continued to train people on good hygiene practices to prevent the spread of infectious diseases.

Throughout the year, we prepared for and responded to emergencies in different parts of the globe. From conflict in Afghanistan, Ethiopia and Yemen, to flooding in Europe, to hurricanes and tornadoes in the US, our teams were where they were needed the most—healing communities and giving them hope.

In June, International Medical Corps became the only NGO in the world to be classified by the World Health Organization as an Emergency Medical Team (EMT) Type 1 provider in both Fixed and Mobile configurations. This classification was testament to our robust emergency response capacity, which has enabled us to save millions of lives around the world. This classification was put to the test in August 2021, when a devastating 7.2-magnitude earthquake struck Haiti, leaving more than 650,000 people in need of humanitarian assistance. We deployed our EMT facility, set up primary health clinics, trained volunteers, distributed food and provided vaccinations against diseases like tetanus and measles.

The generosity of our donors has enabled our 7,500+ staff members and many volunteers across some 30 countries to reach more than 18 million people in 2021. We are forever grateful to you for helping us accomplish so many milestones in the past year. No matter what 2022 has in store for us, we know we will overcome them with your support.

Ognjen Radosavljevic Managing Director International Medical Corps (UK)

5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

OUR MISSION

WE ARE A GLOBAL FIRST RESPONDER

We provide training and deliver emergency healthcare, along with related services, to those affected by conflict, natural disaster or disease. We do this no matter where they may be in the world or what the conditions. We train people in their own communities, providing them with the skills they need to recover, to chart their own path to self-reliance and to shape their own future as they become effective first responders themselves.

JORDAN

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 6

UNITED STATES

7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

OUR APPROACH

----- Start of picture text -----
SPEED
SAVES
LIVES
----- End of picture text -----

----- Start of picture text -----
DEMOCRATIC REPUBLIC OF THE CONGO
I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 8
----- End of picture text -----

Our emergency response teams deploy fast to assist those in great need—often arriving within hours to reach those even in the most remote, challenging environments.

We draw on experience gained in 37 years of responding to disasters in more than 80 countries on six continents. Our surge capacity includes physicians and nurses trained in emergency medicine, supported by specialists in essential healthcare services that range from mental health and psychosocial support to technical expertise in genderbased violence, nutrition, and water, sanitation and hygiene. We maintain our capacity to respond quickly because speed saves lives in the initial hours following a disaster.

As conditions ease, we stay on and partner with survivors to build a better, more independent future for those we’re helping. The key to our approach is training—an essential component of all our programmes, used to transfer the latest knowledge and skills into local hands, to help ensure a brighter future. We strengthen local health systems and work with community leaders, hire and train local staff, develop partnerships and evaluate progress to ensure quality outcomes.

With a staff that numbers more than 7,500 worldwide, 97% of whom are recruited locally, our strategy ensures that the knowledge and tools required to prepare for—and respond to— future emergencies are culturally compatible and remain available in the community. We work to ensure that if disaster strikes again, residents can themselves be their own first responders.

HAITI

LEBANON

9 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

OUR PROGRAMMES

Though the last year presented many challenges, we continued to provide valuable services and training for those who needed it most. We worked with communities worldwide to help millions of people chart their journey from relief to self-reliance.

EMERGENCY RESPONSE AND PREPAREDNESS

While we continued our COVID-19 response around the world, we responded to a number of rapid-onset emergencies. When war broke out in Ukraine, we quickly expanded our relief efforts—supporting mobile medical and mental health services, providing medicines and medical equipment and supplies, rehabilitating health facilities and conducting a range of other activities inside Ukraine and in neighbouring countries. When conflict escalated in Afghanistan, we launched mobile teams in Kabul to provide emergency services to displaced people. And in India and Nepal, we responded to a devastating surge in COVID-19, providing much-needed equipment and medicines.

NUTRITION AND FOOD SECURITY

Over recent years, Lebanon has witnessed economic and political unrest, leaving many of the most vulnerable unable to meet their basic needs. International Medical Corps addressed this dangerous combination of lack of food and inability to access healthcare by providing malnutrition screening services and follow-up care.

MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT

As part of a programme to strengthen and promote access to MHPSS services in Jordan, International Medical Corps provided casemanagement services, workshops, training sessions and other activities aimed at building the country’s capacity—reaching 1,024 people in refugee and host communities across four governates.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 1 0

CAMEROON

WATER, SANITATION AND HYGIENE

WOMEN’S AND CHILDREN’S HEALTH

FAMILY AND COMMUNITY HEALTH

HEALTH SERVICES SUPPORT

Conflict, population displacement and the collapse of the previous administration in Afghanistan caused a humanitarian crisis that is further compounded by drought. International Medical Corps stepped in to protect at-risk refugees and returnees with WASH services.

A cycle of violence has left the Central African Republic facing one of the most serious humanitarian crises in the world. As part of our work to help those affected by the conflict, we provided emergency protection and genderbased violence prevention and support services for women and girls.

In South Sudan, we played a key role in the country’s COVID-19 response, serving as co-lead of the national Case Management and Infection Protection and Control Working Group and managing the country’s largest infectious disease unit. We also supported the national COVID-19 vaccine deployment plan—our team vaccinated 1,871 people in Malakal, 2,286 in Wau and 773 in the Juba camp for internally displaced persons (IDPs).

Since the start of the pandemic, India has recorded more than 44 million confirmed cases of COVID-19 and more than 528,000 confirmed deaths. In response to this emergency, International Medical Corps (UK) worked with partners to support 72 healthcare facilities with equipment and supplies to provide treatment and vaccinations.

1 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

TRAINING

SOUTH SUDAN

MORE THAN 37 YEARS OF TRAINING

Since 1984, when we embarked on our first response in Afghanistan, training has been an essential part of our work. We provide training to help communities move from recovery to selfreliance, and gain greater control of their future. In 2021, we continued to provide lifesaving training in first aid and basic life support, and trained health workers on COVID-19 protocols, including preventive measures and vaccine delivery. We also expanded the reach of our programming by making more of our programmes accessible online.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

2 0 2 1 / 2 0 2 2 1 2

----- Start of picture text -----
DEMOCRATIC REPUBLIC OF THE CONGO
----- End of picture text -----

IN 2021 WE TRAINED

77,625

people through 3,902 training sessions covering a range of health-related issues.

5,657 3,459

people on communicable disease management and control.

people in the basics of administering psychological first aid.

1 3 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

BY THE NUMBERS

In 2021, International Medical Corps responded directly to the needs of more than 18 million people in 30 countries on five continents, including more than 1 million people in the United States.

HAITI

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 1 4

AMONG THE RESULTS OF THE WORK OF INTERNATIONAL MEDICAL CORPS, INTERNATIONAL MEDICAL CORPS (UK) AND INTERNATIONAL MEDICAL CORPS CROATIA:

18 MILLION

DIRECT BENEFICIARIES

Of these, nearly 3 MILLION were children under 5. Our work also reached more than 88 MILLION others who benefited indirectly from our programmes and work.

6 MILLION

MEDICAL CONSULTATIONS

Of these, more than 1.7 MILLION were children under 5.

255,417

CHILDREN VACCINATED AGAINST MEASLES

Vaccinating children protects future generations from the dangers of measles and builds more resilient immune systems.

77,625

PARTICIPANTS TRAINED

This included International Medical Corps clinical and non-clinical staff, government and non-government staff, community health workers and volunteers.

HEALTH FACILITIES SUPPORTED 1,615

In 2021, we supported 218 hospitals, more than 40 of them in the United States. To reach people in underserved, often remote areas, we operated 147 mobile clinics and provided vital assistance to 1,136 primary health facilities, including smaller clinics and health centers.

1 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

WOMEN’S AND CHILDREN’S HEALTH

The key to our future

Ensured that 98,020 births were assisted by a trained birth attendant.

NUTRITION

The foundation of life

Provided 1,479,847 people with critical nutrition support, and 411,010 people with infant and young-child feeding services.

WATER, SANITATION AND HYGIENE

The essence of good health

Helped more than 3.8 million people with water, sanitation and hygiene needs.

MENTAL HEALTH CARE AND PSYCHOSOCIAL SUPPORT

The invisible wounds

Provided MHPSS services to 930,687 people through hundreds of service delivery points, mobile teams and other means of delivery.

GENDER-BASED VIOLENCE

A violation of fundamental human rights

Offered protection and support to 1,579,510 people living with the threat—or reality—of gender-based violence.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 1 6

SOMALIA

1 7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

WHERE WE WORK

In calendar year 2021, we provided urgently needed healthcare and related services to more than 18 million people in 30 countries on five continents.

EMERGENCY RESPONSE & PREPAREDNESS

WOMEN’S & CHILDREN’S HEALTH

FAMILY & COMMUNITY HEALTH

NUTRITION, FOOD SECURITY & LIVELIHOODS

WATER, SANITATION & HYGIENE

HEALTH SERVICES SUPPORT

MENTAL HEALTH & PSYCHOSOCIAL SUPPORT

AMERICAS

Colombia Haiti Puerto Rico

Continental United States Venezuela*

AFRICA

Cameroon Central African Republic Democratic Republic of the Congo*

Ethiopia Libya Mali Nigeria Somalia*

South Sudan Sudan Zimbabwe*

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 1 8

EUROPE Belgium The Netherlands Croatia Poland Germany Romania Moldova Ukraine

MIDDLE EAST ASIA Gaza Lebanon Afghanistan Nepal Iraq Syria India Pakistan Jordan Yemen Japan Philippines

*Countries where International Medical Corps (UK) programmes were funded during the 12 months to 30 June 2022.

1 9 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

PARTNERSHIPS

UNITED STATES

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 2 0

WORLD HEALTH ORGANIZATION EMT CLASSIFICATION

When the World Health Organization (WHO) classified International Medical Corps in June as an Emergency Medical Team (EMT) Type 1 provider for both Fixed and Mobile configurations, we became the only non-governmental organisation (NGO) in the world with these capabilities. The classification—the result of two years of work and partnership with the WHO—recognizes our ability to deploy and set up a field hospital capable of providing outpatient services to a minimum of 100 patients per day (Fixed) and a minimum of 50 patients per day (Mobile) within 48 hours of a rapid-onset emergency anywhere in the world.

UNITED STATES

2 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

LEADERSHIP

International Medical Corps (UK) is an international humanitarian nongovernmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a nonprofit organisation, and International Medical Corps Croatia, a Croatian non-profit association that share the same mission. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes in accordance with the terms and conditions of its grants.

INTERNATIONAL MEDICAL CORPS (UK) BOARD OF DIRECTORS

Andrew W. Géczy CHAIRMAN London

Nancy A. Aossey TREASURER Los Angeles, CA

Reto Braun Switzerland

Hendrick Cornelis SECRETARY London

C. William Sundblad Santa Monica, CA

SOMALIA

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 2 2

PUERTO RICO

2 3 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

Celebrity First Responder Lily Donaldson in South Sudan

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 2 4

Celebrity First Responders Judy Greer (left) and Tara Summers in Puerto Rico

GLOBAL AMBASSADORS

CELEBRITY FIRST RESPONDERS

Sanaa Lathan Actress, Humanitarian

Sienna Miller Actress, Activist

Inanna Sarkis Actress, Activist

Stacy Twilley Founder and CEO iVolunteer.org

Robin Wright Actress, Humanitarian

Muna AbuSulayman Sasha Alexander Genevieve Angelson Bob Crawford Lily Donaldson Nikki Glaser Judy Greer Ben Harper Jaclyn Harper Jihae Maz Jobrani David Koechner Heidi Murkoff Yvonne Orji Robert Pattinson Jeff Probst Hannah Simone Tom Sturridge Tara Summers Anne Vyalitsyna Benjamin Watson

2 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

ADMINISTRATIVE DETAILS OF THE CHARITY, THE TRUSTEES AND ADVISORS

TRUSTEES

MANAGING DIRECTOR
Ognjen Radosavljevic
REGISTERED OFFICE
Workspace 4, Mode, 1-6 Centric
Close, Oval Road, Camden
London, NW1 7EP
COMPANY REGISTRATION NUMBER
04474904 (England and Wales)
AUDITOR
Buzzacott LLP
130 Wood Street London
EC2V 6DL
Andrew W. Géczy
CHAIRMAN
Nancy A. Aossey		 TELEPHONE
WEBSITE
0207 253 0001
http://www.internationalmedicalcorps.org.uk
FINANCE DIRECTOR
Fahmida Muhit
CHARITY REGISTRATION NUMBER
1093861
BANKERS
Barclays Bank PLC
5th Floor
Level 27
1 Churchill Place London
E14 5HP
Reto Braun
Hendrick Cornelis
SECRETARY
C. William Sundblad

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 2 6

TRUSTEES’ REPORT (INCLUDING STRATEGIC REPORT) 30 JUNE 2022

The trustees, who are also directors of the company for the purposes of the Companies Act 2006, present their report along with the financial statements of the charity for the year ended 30 June 2022. The financial statements have been prepared under the accounting policies set out therein and comply with applicable law and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

The report as a whole has been prepared in accordance with Part 8 of the Charities Act 2011. The information in the sections headed ‘Strategic Report’ constitutes the strategic report as required by the Companies Act 2006 (strategic report and directors’ report) Regulations 2013.

The required information to be presented in a directors’ report under the Companies Act 2006 is incorporated in the remaining sections of the report.

STRUCTURE, GOVERNANCE AND MANAGEMENT

TRUSTEES AND ORGANISATIONAL STRUCTURE

International Medical Corps (UK) (‘the Charity’) was incorporated as a company limited by guarantee in England and Wales on July 2, 2002 and registered as a charitable organisation with the Charity Commission on September 19, 2002. Activities commenced on November 1, 2002.

International Medical Corps (UK) is an international humanitarian non-governmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a US-registered non-profit organisation that shares the same mission, and International Medical Corps Croatia, an association registered in Croatia. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes on the

ground in accordance with the terms and conditions of its grants. During the year, more than $110 million of the Charity’s programmes were delivered in partnership with International Medical Corps (2021: $116 million). This represents a 5% decrease (2021: 11% decrease compared to 2020) in activities worldwide over the previous year. International Medical Corps (UK) also maintains an Administrative Services Agreement with International Medical Corps Croatia to share certain services in connection with its operation.

For ease of reference, International Medical Corps (the non-profit organisation registered in California) will be referred to as International Medical Corps. The UK charity will be referred to as International Medical Corps (UK).

The trustees govern in accordance with the Memorandum and Articles of Association of International Medical Corps (UK) and all subsequent amendments.

The trustees of the Charity have the powers to appoint and remove a trustee. The Board of Directors of International Medical Corps has the right to appoint one trustee (and any successor) by notice in writing addressed to the Secretary of the Charity, and any person so appointed shall become a trustee immediately upon receipt by the Secretary of such notice.

International Medical Corps (UK) adheres to and supports the development of the Sphere Project’s Minimum Standards in any disaster response. International Medical Corps (UK) is also informed by the guiding principles of CHS Alliance’s Code of Good Practice for the Management and Support of Field Staff.

The Board of Trustees is the governing body for International Medical Corps (UK) and currently comprises five members who aim to meet several times each year. Additional meetings can be called at the request of the Chair. For the 2021–22 financial year, the board of trustees met in December 2021 and June 2022. The list of trustees who served in the year is shown on page 26.

Risk, compliance and external audit functions sit with the board.

2 7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

As the governing body for the Charity, the trustees take decisions and approvals on a board level regarding strategic and operational risks, as follows:

In addition to the policies, staff are also required to complete mandatory training and awareness-raising courses that include:

This training is completed at induction, and refresher training is completed on an annual basis.

The Charity’s US affiliate continues to reinforce the following key safeguarding actions taken during the recent years.

STATEMENT ON APPROACH TO SAFEGUARDING

International Medical Corps (UK) and its affiliates are committed to the security, safeguarding and safety of their staff, the people we serve and the communities in which we work. International Medical Corps (UK) receives all relevant reports from its US affiliate. As per the Charity’s governance structure, the Managing Director and senior staff manage all safeguarding matters.

The Charity’s US affiliate continues to reinforce its safeguarding capacity and capability through an organisation-wide approach, which includes incorporation of guidance received from the Foreign, Commonwealth & Development Office (FCDO) of UK Government other donors and the Charity Commission.

The following policies of International Medical Corps (UK) outline the Charity’s approach to managing safeguarding matters. The policies are reviewed and updated periodically.

THE SAFEGUARDING TASKFORCE

The Safeguarding Taskforce was created in 2018 to provide focus, leadership and oversight over all global safeguarding initiatives. The Safeguarding Taskforce is a multi-disciplinary team comprising staff from key departments, including Domestic and International Affairs, Legal, Human Resources, Ethics and Compliance, Technical Unit and International Programmes. The Safeguarding Taskforce workplan covers the development and implementation of safeguarding initiatives, including policy review and updates, prevention and protection, survivor assistance guidance, capacity strengthening, training and country support.

POLICY DEVELOPMENT AND IMPLEMENTATION

The umbrella Safeguarding Policy encompasses:

Sexual harassment in the workplace is covered under the revised Policy for Protection from Harassment, Bullying and Sexual Misconduct. All policies are reviewed and updated periodically.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 2 8

SAFEGUARDING POLICY IMPLEMENTATION GUIDE AND TOOLKIT

The Safeguarding Task Force has developed a guide to support understanding and implementation of the International Medical Corps’ Safeguarding Policy. The guide describes priority actions that need to be undertaken by country teams to ensure the full implementation of the Safeguarding Policy at the country and programme/project level.

Each priority action has a brief explanation of its importance, an overview of the action itself, how to document or demonstrate that an action has been completed, and guidance on where further tools and information can be found within the accompanying Safeguarding Implementation Toolkit, in order to implement the actions.

The accompanying Toolkit contains tools, information and guidance to support the implementation of the Safeguarding Policy. Examples of the tools include a Safeguarding Action Plan Template, the Terms of Reference for the Safeguarding Focal Points and the Survivor Assistance Guidelines.

The Safeguarding Policy Implementation Guide and Toolkit were distributed to Country Offices at the end of June 2020.

TALENT ACQUISITION

Safeguarding is now included in the corporate staffrecruitment process, from advertisement to hiring.

Key actions include the following steps.

SAFEGUARDING FOCAL POINTS

More than 120 Safeguarding Focal Points are identified at the country level. Safeguarding Focal Points are nominated by the Country Director. Training resources, materials and support include regular orientation sessions, terms of reference, extensive trainings and a resource library on our intranet—are available.

Safeguarding Focal Points’ responsibilities include training, programme support as related to Safeguarding (e.g. proposal development), coordinating with the Headquarters

Safeguarding Taskforce, and liaising with other focal points from partner agencies and working groups.

Staff globally receive an annual refresher training that covers Safeguarding. Our Safeguarding Focal Points are responsible for ensuring that this training is completed, in coordination with our Learning & Development team at Headquarters.

SAFEGUARDING VIOLATIONS— CASE MANAGEMENT

Reports of violations of International Medical Corps’ safeguarding policies are referred to the Ethics and Compliance Department, which conducts investigations in consultation with the Safeguarding Case Team, an interdisciplinary group of senior leaders. Individuals who are found to have violated International Medical Corps’ policies are subject to disciplinary action, up to and including termination. As well as considering individual cases, the Safeguarding Case Team analyses safeguarding data over time to identify risks and emerging themes. Key lessons learned through this process inform future safeguarding policy updates and practice, as part of an institutional culture of constantly striving to improve.

SURVIVOR/VICTIM SUPPORT

International Medical Corps works to ensure that survivors/victims of safeguarding violations receive appropriate and timely support, including medical, psychosocial and other services, according to their needs and wishes. Survivors/victims are also informed of their rights to report incidents to police and/or other relevant authorities. In contexts where reporting to authorities may be indicated, International Medical Corps’ Safeguarding Case Team advises victims and consults with Legal Counsel to determine the best course of action. To the extent possible, survivors/victims’ wishes guide decisions about the types of support received, and survivors/victims are fully informed of their options and rights.

SAFEGUARDING RISKS OF DOWNSTREAM PARTNERS

Downstream partners are required to conduct all activities under sub-agreements in a manner consistent with international laws, humanitarian principles and donor regulations. Subrecipients are prohibited from engaging in any type of harmful misconduct, including but not limited to sexual exploitation, abuse, harassment and trafficking. Subrecipients are required to inform International Medical Corps of any safeguarding issues that arise under the sub-agreement. Safeguarding-specific requirements are included in the downstream partner risk-assessment guidelines.

2 9 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

DEFINING RISK OWNERS

Ownership of safeguarding risks is documented in the organisational risk register of the Charity and its US affiliate, explicitly stating that the risks are owned by executive staff. The Charity’s trustees are updated at least twice a year.

SAFEGUARDING—PREVENTION MEASURES

A comprehensive approach to maintaining and strengthening prevention measures, includes further incorporating protection mainstreaming into programme design, and implementation and training of staff to enhance this approach, as well as the introduction of a risk mitigation approach to dealing with safeguarding violations.

THE ENVIRONMENT

International Medical Corps (UK) actively promotes policies that support the inclusion of safe environmental protection at HQ and country levels. International Medical Corps, the Charity’s US affiliate, is working towards integrating a commitment to maintaining environmental standards in its Code of Conduct, which is subscribed to by all its employees, volunteers, suppliers and sub-partners. Moreover, at countrylevel programme implementation, the Charity aims to reduce excess morbidity and mortality associated with potential exposure to environmental factors. The agency coordinates at the global level with other actors’ integrated approaches to delivering environmental, social, public health-related and climate-resilient interventions.

On a project-by-project basis, teams assess the risks associated with relevant aspects such as healthcare waste and expired medicines disposal, making recommendations for controlling and mitigating these impacts through individually tailored interventions. These include capacity building, use of alternative energies, prevention of environmental degradation through sustainable groundwater use, solarisation of groundwater resources, health facility-based cold chains, soaking water, open defecations and environmental health (safe domestic- and medical waste management at the health facility and community levels). These actions aim to achieve positive changes in knowledge, attitude and behaviour of the targeted communities.

The Charity is cosignatory to the global pledge on Energy and Infrastructure, to adopting cost-efficient, environmentally sustainable solutions. We support resilient and sustainable WASH systems that address water scarcity and climate change, and that leverage renewable energy options.

The Charity is committed to maintaining high environmental standards and will continue to work and support a precautionary approach to environmental challenges, undertaking initiatives to promote greater environmental responsibility, and encouraging the development and dissemination of environmentally friendly technologies.

In addition International Medical Corps has developed guidance on reduction of its negative impact on the environment due to factors linked to logistics and the supply chain (transportation of goods and staff, sourcing, packaging, power supply, etc.), with the aim of implementing best practices and providing recommendations based on studies and recommendations of agencies such as Groupe URD (Environmental Footprint of Humanitarian Assistance— Scoping Review, May 2020), IFRC, WHO and WFP.

In 2022, International Medical Corps has calculated CO2 emissions generated globally by transport (international shipment and vehicles) and power production in 2021. The results were presented to Senior Management and Country team highlighting opportunities for improvements.

As a first step, International Medical Corps has developed and disseminated an eLearning on Reducing Carbon emissions generated by the fleet, to improve awareness and provide solutions for emissions reduction. In 2023, the Charity’s implementing affiliate will further implement and monitor actions with positive impact to the environment and analyse results against baseline.

The Charity offers to staff environmentally friendly initiative such as the Cycle to Work Scheme which is about promoting an alternative way to travel to work and allowing staff to work from home on some days as part of its flexible working policy contributing to staff welfare and less pollution due to reduced daily commute to work.

The Charity was a low energy user during the reported period and therefore is not reporting under UK Government’s Streamlined Energy and Carbon Reporting (SECR) requirements.

STATEMENT ON MODERN SLAVERY

In December 2016, International Medical Corps (UK) published its modern slavery statement, committing to prevent modern-day slavery and human trafficking within the organisation and its supply chains. The Charity actively and continuously works with its affiliates to reduce and eliminate this risk. New employees are informed about organisational policies that contributes towards eliminating modern day slavery by the Human Resources function during staff onboarding orientation. Additionally, all employees are provided with annual

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 3 0

training about the prevention of trafficking in persons, sexual exploitation and abuse, and child labour. Related information is made available to employees on the organisation’s intranet, as well as through posters displayed in all field and headquarters offices. In addition, International Medical Corps’ Global Safeguarding Policy has been updated, made pursuant to section 54(1) of the Modern Slavery Act 2015 (UK). It mandates that all suspicions are reported and are then reviewed and investigated by the Ethics and Compliance Investigation Unit and the Safeguarding Case Team.

In 2017 International Medical Corps revised the vendor Code of Conduct which must be signed by any supplier before entering into business with International Medical Corps. It includes a chapter on the prohibition of human trafficking. Provisions are also inserted in procurement Master Terms and Conditions. Failure to comply constitutes a breach of an essential term of the Contract, leading to revoking the vendor’s registration with International Medical Corps and inclusion of the company on the watch list maintained by our Compliance & Ethics department. To further mitigate the risk of doing business with vendors engaged in any way with modern slavery, International Medical Corps is currently reviewing vendor-assessment processes, to ensure that this aspect is integrated during evaluation process.

KEY MANAGEMENT PERSONNEL

The key management team of the Charity consists of the trustees, the Managing Director and the senior management team. The trustees have delegated management of the Charity’s operations to the Managing Director, who is supported by the senior management team as follows:

For the purposes of setting employee remuneration, delegation has been given to the Charity’s Managing Director, who is also the Administrative Director for this purpose. In setting the pay and benefits of the UKcontracted senior management team, the Managing Director refers to the company’s pay policy, which is periodically reviewed. Salaries and benefits are benchmarked against reliable industry data. The salary

scale, including the pay policy, is approved by the Managing Director and in line with the Charity’s pay policy.

The remuneration of the Managing Director is set by the trustees and in line with the Charity’s pay policy and scale.

TRUSTEES’ RESPONSIBILITIES

The Trustees, who are also Directors of International Medical Corps (UK) for the purposes of company law, are responsible for preparing the Trustees’ Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practices, or GAAP).

Company law requires the trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of such resources, including the income and expenditure of the charitable company for that period. 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 disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

3 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

Each trustee confirms that:

This confirmation is given and should be interpreted in accordance with the provisions of S418 of the Companies Act 2006.

The trustees are responsible for the maintenance and integrity of financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

OBJECTIVES AND ACTIVITIES

PUBLIC BENEFIT

In reviewing the Charity’s aims and in planning future activities, the trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit. The trustees believe that the Charity benefits the public through the achievement of its goals and objectives by:

INTERNATIONAL MEDICAL CORPS (UK)’S GOALS

International Medical Corps (UK)’s mission is to provide humanitarian assistance, healthcare and training to communities affected by disasters, conflict and poverty, so they can return to self-reliance.

During the reporting period, the Charity continued to report on six main areas of work:

MONITORING OF ACTIVITIES

International Medical Corps (UK) continuously monitors programme activities through effective internal reporting mechanisms. It provides regular programmatic and financial reports on project activities and progress as required by all its institutional donors and other stakeholders. Additional internal programme reports and departmental updates supplement this information for day-to-day management. The Charity also maintains automated recruitment, financial and programme records to track performance and grant compliance.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 3 2

The International Programmes team reinforces supportive monitoring and communications systems and procedures to track results. International Programmes collaborates with the Monitoring, Evaluation and Learning (MEAL) department in the collection and analysis of programme achievements and addresses issues to progress in real time through visits, calls and written communications. Monthly calls with country teams also review the achievement of project targets, spending and procurement, as presented by project managers and their technical, financial and logistics colleagues. Monthly reviews aggregate and track results for all COVID projects and integrates them into organisationwide DHIS2 reporting and mapping software. In addition, International Programme Senior Directors, Deputy Directors Programme Managers and Programme Officers maintain regular communications with country teams to identify and address risks and provide support, working with regional platform department focal points.

Staff, in various capacities, visited country programmes during the year to provide relevant technical support. During the reported period, countries visited included Ethiopia, India, Iraq, Jordan, Kenya, Libya, Pakistan, Poland, Somalia, South Sudan, Sudan, Syria, and Ukraine where we provided field teams with programmatic and technical support.

The Charity’s affiliate delivers programmes through three geographical, cross-functional platforms (Middle East; Central & Southern Africa; North & East Africa, Asia and Europe), which include dedicated interdisciplinary teams of specialists in programmes, technical, finance, resource development, communications, logistics and supply chains, human resources and security. Functional specialists provide effective and efficient business support to field programmes and facilitate speedy and effective responses to disasters in the respective regions.

International Medical Corps (UK)’s Managing Director is a member of the global executive leadership team, and advises and helps evaluate opportunities, challenges and risks associated with implementation of programmes undertaken by the Charity’s US affiliate. In addition, International Medical Corps (UK) relies on its US affiliate’s

Internal Audit, Compliance and Safeguarding Task Force’s independent field reviews, evaluations and reports. Risk assessment and compliance issues are flagged in various functional units’ regular reviews, and critical issues are reported back to the senior leadership team. Senior International Medical Corps’ staff brief the trustees during board meetings on key developments and on risk mitigation measures that have been put in place.

STATEMENT ON CONTRIBUTIONS BY VOLUNTEERS

International Medical Corps (UK) continues to actively encourage members of the public to become involved in its work, both in the UK, to raise awareness of international development issues, and overseas, to support its operations.

STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

Organisational Performance

Over the course of the financial year to June 2022, International Medical Corps (UK) provided assistance valued at $110,578,457 (2021: $116,684,953) to vulnerable populations in 23 countries (2021: 21). This included the distribution of donated medical and other supplies valued at $16,090,353 (2021: $14,995,867).

International Medical Corps (UK) supported, through its US affiliate, 2,546 staff positions in 23 countries (2021: 2,764 staff positions in 21), providing essential services to beneficiaries. Globally, International Medical Corps’ activities served 7.2 million and 5.3 million direct beneficiaries in the final two quarters of 2021, respectively, and 5.4 million and 6.1 million in first two quarters of 2022. International Medical Corps (UK) contributed 34%* of global funding to this mutual achievement.

Summary of Measures Used to Assess International Medical Corps (UK)’s Performance

International Medical Corps (UK) continues to use a Balanced Business Scorecard specifying the following main objectives.

(*Each quarter represents direct beneficiaries within that time period only. Please note that beneficiary totals may overlap across quarters.)

3 3 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

SUMMARY OF MEASURES USED TO ASSESS INTERNATIONAL MEDICAL CORPS (UK)’S PERFORMANCE

International Medical Corps (UK) continues to use a Balanced Business Scorecard specifying the following main objectives.

GOAL COMMENT
Timely and efcient delivery of programme activities The Charity successfully delivered activities of the value of
$111M (2021: $117M).
Control over corporate costs The Charity has managed corporate expenditure within the
provisions of its annual budget and according to the terms
specifed by its donors.
Diversifcation of income The Charity continued to be funded by a wide range
of government and UN agencies, as well as private
sector donors.

RISK: ‘Minimise risk whilst anticipating threats’

----- Start of picture text -----
GOAL COMMENT
Strengthened systems for identifying and raising The Charity continued to maintain its risk register and controlled
areas of concern in a timely manner to the senior the field operations through regular reviews, cross-team
management team participation and reference to the Charity’s scorecard mechanism.
The Charity’s US affiliate continues to implement, at field and
HQ levels, Logistics Management Software to strengthen
assets, procurement and inventory management and controls.
Systems enable the creation of exception reports highlighting
any potential gaps or risks to be addressed.
In addition, HQ Logistics & Supply Chain team is maintaining,
in collaboration with the field teams, a register to anticipate,
map potential risks and determine / implement mitigation
measures. Risks identified as major are elevated to the
appropriate management group. In addition, the Charity has
worked with its US affiliate to administer and reinforce its
safeguarding mechanisms.
The Charity’s implementing affiliate also implemented a
Human Resources System (HRIS) used currently for talent
acquisition, staff performance management and training.
The HRIS is a global integrated platform used to streamline
recruitment, learning, performance management and
compensation process and management.
Mitigate financial loss through strict controls Strict controls were maintained and updated as necessary
to ensure adherence to internal procedures, requirements
of donors and the requirements of the Charity Commission.
Automation and strict control over the treasury platform
have ensured minimisation of foreign exchange and
currency exposure risks during turbulent global
economic environment;
----- End of picture text -----

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 3 4

PEOPLE: ‘Always supporting its people to develop professionally while delivering the Charity’s mission.’

----- Start of picture text -----
GOAL COMMENT
Staff are motivated to achieve and exceed Charity introduced performance management and development
performance expectations system which provides platform for managers and their employees
to engage in goal setting, performance discussions and provide
feedback. The Charity believes that managing employee
performance effectively is fundamental to staff motivation,
engagement and helping them realise their full potential.
Staff continue to receive in-house and external trainings
on donor regulations and industry best practices to ensure
appropriate oversight.
Flexible working and specifically remote working arrangements
were put in place to ensure staff safety and wellbeing.
Improve on the creation of opportunities for effective Intercompany, interdepartmental, HQ and field collaborations
intercompany collaboration and improved quality were enhanced to consider opportunities and challenges in
of programmes wider contexts.
Each International Medical Corps (UK) team worked closely
with its peers in the US to ensure alignment where appropriate.
----- End of picture text -----

OPERATIONS: ‘Delivering the mission efficiently, through discipline and thoroughness.’

----- Start of picture text -----
GOAL COMMENT
Regular review of programme performance Programme staff at all levels monitor risks to implementation
on an ongoing basis, to ensure effective programme delivery.
The Charity’s affiliate’s cross-functional platforms continue
to improve the effectiveness and efficiency of operational
support to field programmes, as well as facilitate speedy and
effective responses to disasters in the respective regions.
Increased monitoring and evaluation activities, training Programme staff collaborate with other departments within
and programme development the cross-functional platforms in decision making related to
country programme issues.
During the reporting period, the Charity, in collaboration with
its US affiliate, submitted 171 proposals.
The Charity’s US affiliate’s Internal Audit finalized a
comprehensive audit of country operations in COVID -19
pandemic context, and conducted in-country audits in
Ukraine, Nigeria, Iraq, the Democratic Republic of the Congo,
Sudan and South Sudan.
Secure multi-year grants from donors Ongoing discussions were had with FCDO, Global
Affairs Canada (GAC), Ministry of Foreign Affairs France on
multi-year grants.
----- End of picture text -----

3 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

DONORS: ‘Accountable to a growing group of donors’

The Global Programme Unit continued to provide due diligence on the Charity’s grants and contracts to ensure compliance with the standards and regulations specified by its donors, with support from the US affiliate’s Compliance team and the Internal Audit. Additionally, International Medical Corps continues to be a member of the Core Humanitarian Standard (CHS) Alliance and continues to monitor its compliance with the Humanitarian Accountability Framework.

----- Start of picture text -----
GOAL COMMENT
Improve high-level donor interaction Robust interaction with International Medical Corps (UK)’s
donors continued at all levels throughout the year.
To improve on effective donor intelligence Regular communications with donor agencies were maintained,
to ensure that relevant opportunities were pursued.
Active participation in UK NGO forums and direct
communication with FCDO were prioritised, to ensure that
humanitarian relief is prioritised following the UK’s exit
from the European Union and other governmental efforts to
shape the sector.
Compliance with reporting deadlines and improved The Charity remains compliant with donor
performance on complementary information requests reporting requirements.
----- End of picture text -----

INNOVATION: ‘Challenging the norm to minimise inefficiency and maximise impact’

----- Start of picture text -----
GOAL COMMENT
----- End of picture text -----

GOAL COMMENT
Encouraging a culture of creativity and problem solving Organisation-wide information management systems are
being used to obtain real-time reports integrating key
indicators across fnance, programme delivery, human
resources and logistics, to ensure efective implementation
of programmes. A variety of projects continue, with the aim
of improving the efciency of key areas afecting delivery
of programme activities. Cross-functional platforms also
ensure that real-time information is available and applied in
decision making and operations.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 3 6

External representation and engagement

International Medical Corps (UK)’s Technical Unit members continued to represent the Charity in forums both within the UK and abroad, and make contributions to global discussions on sectoral issues.

INTERNATIONAL MEDICAL CORPS (UK)’S HUMANITARIAN ASSISTANCE FOR THE FINANCIAL YEAR 2021/2022

EMERGENCY RESPONSE AND PREPAREDNESS

While we continued our COVID-19 response around the world, we responded to a number of rapid-onset emergencies. When war broke out in Ukraine, we quickly expanded our relief efforts—supporting mobile medical and mental health services, providing medicines and medical equipment and supplies, rehabilitating health facilities and conducting a range of other activities inside Ukraine and in neighbouring countries. When conflict escalated in Afghanistan, we launched mobile teams in Kabul to provide emergency services to displaced people. And in India and Nepal, we responded to a devastating surge in COVID-19, providing much-needed equipment and medicines.

NUTRITION AND FOOD SECURITY

Over recent years, Lebanon has witnessed economic and political unrest, leaving many of the most vulnerable unable to meet their basic needs. International Medical Corps addressed this dangerous combination of lack of food and inability to access healthcare by providing malnutrition screening services and follow-up care.

MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT(MHPSS)

As part of a programme to strengthen and promote access to MHPSS services in Jordan, International Medical Corps provided case-management services,

workshops, training sessions and other activities aimed at building the country’s capacity—reaching 1,024 people in refugee and host communities across four governates.

WATER, SANITATION AND HYGIENE (WASH)

Conflict, population displacement and the collapse of the previous administration in Afghanistan caused a humanitarian crisis that is further compounded by drought. International Medical Corps stepped in to protect at-risk refugees and returnees with WASH services.

WOMEN’S AND CHILDREN’S HEALTH

A cycle of violence has left the Central African Republic facing one of the most serious humanitarian crises in the world. As part of our work to help those affected by the conflict, we provided emergency protection and genderbased violence prevention and support services for women and girls.

HEALTH SERVICES SUPPORT

Since the start of the pandemic, India has recorded more than 44 million confirmed cases of COVID-19 and more than 528,000 confirmed deaths. In response to this emergency, International Medical Corps (UK) worked with partners to support 72 healthcare facilities with equipment and supplies to provide treatment and vaccinations.

3 7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

INSTITUTIONAL DONOR SUPPORT FOR INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES

To fulfil its mission and to undertake the abovementioned activities, International Medical Corps (UK) received grants from the following private and international donor agencies during the year. The Charity gratefully acknowledges their support.

----- Start of picture text -----
ACF Canada Action Against Hunger, Canada
ACF Spain Action Against Hunger, Spain
ACF US Action Against Hunger, US
AVAAZ Avaaz
AstraZeneca AstraZeneca UK Limited
CESVI Cooperazione E Sviluppo Italy
DAHW Deutsche Lepra- und Tuberkulosehilfe e.V.
DFAT Australia Department of Foreign Affairs and Trade Australia
FCDO (formerly DFID) Foreign, Commonwealth & Development Office (formerly- Department for International
Development UK)
EC European Commission
ECHO European Commission Humanitarian Aid & Civil Protection
France MOFA France Ministry of Europe and Foreign Affairs
GAC Global Affairs Canada
GIZ The Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH
IOM International Organization for Migration
IRC The International Rescue Committee
Irish Aid Irish Aid
King Salman Humanit. Aid King Salman Humanitarian Aid and Relief Center
LDS Latter Day Saints
MENTOR MENTOR Initiative
MINBUZA Ministry of Foreign Affairs Netherlands
MOFAIC UAE Ministry of Foreign Affairs and International Cooperation, UAE
Misereor Misereor
NPT UK NPT Transatlantic Limited
Plan Int. Australia Plan International Australia
PUI Première Urgence Internationale
Start Network Start Network
Swiss FDFA Swiss Federal Department of Foreign Affairs
The Inflexion Foundation The Inflexion Foundation
The Volant Trust The Volant Charitable Trust
UNDP United Nations Development Fund
UNFPA United Nations Population Fund
----- End of picture text -----

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 3 8

UNHCR United Nations High Commissioner for Refugees
UNICEF United Nations International Children’s Emergency Fund
United Group BV United Group BV
UNOCHA United Nations Ofce for the Coordination of Humanitarian Afairs
Vitol Foundation Vitol Foundation
WFP World Food Programme
WHO World Health Organisation
WV World Vision
ZOA Netherlands Stichting ZOA
PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES
Alex Glennon Inner Wheel
Andor Charitable Trust Mercers
Azets RKT Charitable Trust
Bloomberg Sopra Steria
Cello Health Springer Nature
Charities Trust Take Two Software
Fulmer Trusts’ donation Thomas Lloyd Group
GM Morrison Charitable Trust Triple Dot Studio
Hitachi Group

FUNDRAISING, COMMUNICATIONS AND MARKETING ACTIVITIES

During the year, International Medical Corps (UK) has received donations from institutional donors, corporates, trusts and foundations, as well as private individuals. International Medical Corps (UK) and its US affiliate seek to raise funds to sustain its programmes across all countries where they work, as well as funds to fill gaps, support immediate emergency responses and implement innovative programmes.

The Charity responds to requests for proposals issued by institutional donors such as FCDO, UN agencies and by private sector donors. The Charity works closely with its affiliate to raise funds from corporations and foundations for emergency response activities and ongoing programmes. International Medical Corps (UK) undertakes due diligence on both the financial and reputational dealings of potential partners before accepting donations.

International Medical Corps (UK) also utilises multiple fundraising channels, with the goal of raising funds from

as diversified a base of supporters as possible. These channels include annual giving programmes and online appeals, in addition to outreach through social media, the website and other reputable online platforms that display clear terms and conditions, including General Data Privacy Regulations (GDPR) compliance.

International Medical Corps (UK) and its affiliate did not employ any commercial fundraising firm to solicit individuals via telephone or door to door during the reported period. Protecting vulnerable people and other members of public is a key consideration in cultivating a supporter base for the Charity’s work. The Charity and its US affiliate actively monitor all efforts to raise funds from the public, in particular vulnerable people. International Medical Corps (UK) did not receive any complaints about its fundraising activities during the reported period.

Although International Medical Corps (UK) is not registered with the UK Fundraising Regulator, the Charity has regard for and adheres to the principles and practices set out in the Code of Fundraising Practices.

3 9 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

International Medical Corps (UK) and its affiliate are in compliance with GDPR and protect individuals’ personal information. The communications team of International Medical Corps (UK) monitors and moderates our email and social media accounts, and any complaints or concerns regarding fundraising activities are reviewed and responded to by senior management. Fundraising activities also are monitored by the senior leadership of International Medical Corps (UK), which shares regular reporting with the trustees.

INVESTMENT POLICY

Due to the nature of the Charity’s programmes and funding cycles of its major donors, the Charity keeps its financial assets liquid.

RISK MANAGEMENT

A culture of risk management and mitigation is embedded in the organisation. A risk register is used by management and the trustees to examine and monitor risks to the organisation.

The register identifies and prioritises risk in relation to the likelihood and the level of impact it would have on the organisation and outlines measures in place to safeguard the company’s assets against such risk. The risk categories are defined below:

The board of trustees seeks to ensure that systems are in place to monitor, manage and mitigate International Medical Corps (UK)’s exposure to major risks which are reviewed periodically. It is also recognised that the nature of the Charity’s work requires active acceptance and management of risks when undertaking activities in order to achieve the objectives of the Charity.

The key business risks to the Charity continue to include the unexpected loss of funding from key donor organisations and major disruptions to programmes in countries resulting from factors either within or beyond the organisation’s control. The Board of Trustees for International Medical Corps (UK) continues to implement measures to mitigate these risks, including review of the reserves policy, the introduction of new technology to ensure that assets are safeguarded to the extent possible, the continued reference to a balanced business scorecard and reviews into the Charity’s funding base. These are further summarised in the table below:

----- Start of picture text -----
KEY RISKS TRUSTEES’ PLANS TO MITIGATE THE RISK
Insufficient unrestricted reserves The Charity continues to make sustained efforts to expand
its supporter base. The Charity intends to continue to
work with its institutional donors to continue delivering
activities in the most hard-to-reach areas, thereby receiving
contributions towards its corporate costs, and work with its
US affiliate to keep effective control of its cost structure.
Adverse payment terms offered by donors affecting Charity’s liquidity position is closely monitored, and close
the liquidity of the Charity collaborations are maintained with donor stakeholders
to ensure life-saving activities are not impacted by
liquidity issues.
Future funding opportunities affected by Brexit and International Medical Corps (UK) continues to pursue
developments in the UK’s Foreign and Development European Union funding streams where eligible. At
policies the same time the Charity continues to engage with
FCDO & other institutional donors on existing and
potential portfolios.
Inadequate assessment, resulting in poor International Medical Corps continues to invest in country-
programming decisions and implementations specific assessments, to ensure a relevant and quality
orientated programme design.
----- End of picture text -----

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 4 0

Exposure to movement in foreign currency rates,
afecting international operations		 The Charity’s principal currency exposures arise from
translations of European and other donor monies
received into US dollars, the main operational currency
advanced to its feld missions overseas. The continued
fuctuations of currencies against USD can adversely
afect International Medical Corps (UK)’s ability to deliver
programmes sustainably. Within this context, global treasury
management, consisting of International Medical Corps’ and
International Medical Corps (UK)’s senior staf, created in
July 2018, continues to ensure efective use of donor funds.
Operations in sanctioned countries through the
Charity’s US afliate		 Donors and stakeholders are kept up to date with
developments and emerging risks afecting programme
implementation in sanctioned countries.

FINANCIAL REVIEW

Statement of Principal Financial Management Policies Adopted in the Year

It is the policy of International Medical Corps (UK) to maintain effective financial and other programmatic management systems with its US affiliate. Efficient budgeting, accounting, financial reporting and auditing systems are employed throughout the organisation, to meet the management and programmatic needs at various levels, and to be accountable to its donors and supporters.

This year, International Medical Corps (UK)’s total income was $121,164,472 (2021: $116,105,525). Of this, the total cash income received from institutional donors and supporter base was $102,485,905 (2021: $100,404,175). International Medical Corps (UK) was able to secure $16,385,054 (2021: $14,747,030) of gifts-in-kind, comprising food, medicines and supplies.

During the reporting period, International Medical Corps (UK) supported training and assistance programmes in 23 (2021: 21) countries through its US affiliate. The Charity’s programme expenditures can be disaggregated into the following humanitarian contexts.

----- Start of picture text -----
FY 2022 FY 2021
Strengthening health capacity 37% 34%
Emergency response and preparedness 23% 26%
Mental health and psychosocial support 1% 1%
Women & children’s health 13% 20%
Water, sanitation and hygiene 3% 2%
Nutrition & food security 23% 17%
----- End of picture text -----

4 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

Financial Position

The Charity had restricted funds of $25,841,751 as of 30 June 2022 (2021:$15,456,039) and unrestricted funds of $749,981 as of the same date (2021: $580,381). International Medical Corps (UK) receives relevant institutional funding in meeting its restricted charitable expenditure. The balance of free reserves as of 30 June 2022 is $693,819 (2021: $565,481). Free reserves are unrestricted funds less the net book value of the fixed assets.

International Medical Corps (UK) committed resources from unrestricted reserves to provide adequate support for growth in charitable activities and to ensure compliance with growing donor regulations. International Medical Corps (UK) continues to rely on its US affiliate’s commitment to meet shortfalls in programmes that do not provide full overhead cost recovery.

Reserves Policy

International Medical Corps (UK) requires reserves to:

The Charity aims to maintain a level of unrestricted reserves equivalent to six month’s operating expenditure of the Charity’s HQ offices, which is $685,000 for FY 2022–23 and this is currently being achieved. Available unrestricted-fund balances in excess of the operational reserves’ requirements are utilised to meet the other purposes as outlined above. Operating expenditure considered for reserves excludes transfers made for overseas programmes.

International Medical Corps (UK) continues to apply assessment of new opportunities and accepts projects that support its overhead costs required to maintain acceptable oversight of programme implementation, therefore mitigating the risk of insufficiently resourced projects. International Medical Corps (UK) considers accepting projects that do not fully cover its costs with

its US affiliate to ensure sustainability of coverage of any gap in funding. As of 30 June 2022, the Charity held restricted reserves of $25,841,751 (2021: $15,456,039). This represents the total funds received for specific projects that are yet to be spent at 30 June 2022, including projects responding to Ukraine crisis. The increase in restricted funds in the reported period is due to a number of projects starting in the last months of the reported period. These funds have been excluded from specific reserves policy, as they are not for the purposes of general working capital.

As of June 2022, the balance of free reserves was $693,819 (2021: $565,481). The Charity is resolved to maintain an adequate level of reserves and is working with its affiliate to implement a feasible strategy for marketing and public awareness of its work, to cultivate support, but accepts that in the current economic climate this may be difficult. The Charity will respond to the risks identified above as follows.

Section 172 Statement

International Medical Corps (UK) complies with section 172 under the Companies Act 2006, which requires our Board of Trustees act in the way that they consider, in good faith, what would be most likely to promote the International Medical Corps (UK)’s impact for our beneficiaries, while considering the long-term effect of decisions on International Medical Corps (UK)’s stakeholders, which includes its beneficiaries, employees, suppliers, partners, the communities it works in and the environment.

Engagement with employees.

International Medical Corps (UK)’s internal stakeholders are its employees. Enhancing employee engagement is an integral part of the culture of the Charity and its implementing affiliates. Senior management are actively involved in the engagement of colleagues through

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 4 2

regular electronic communications, staff meetings and periodic Town Hall meetings that include employees working across the world. The trustees receive updates on employee matters from the Managing Director during board meetings. During the COVID-19 pandemic, enhanced support has been provided to our employees. International Medical Cops (UK) undertakes regular salary reviews to ensure that salaries for the UK contracted staff are competitive within the sector in the UK.

Engagement with Other Stakeholders

INTERNATIONAL MEDICAL CORPS (UK) PLANS FOR 2022/2023

International Medical Corps (UK) plans are to:

  1. expand opportunities for applied research to improve the impact of providing healthcare for vulnerable communities, in line with its mission;

  2. achieve institutional income of $122million during the 12-month period to 30 June 2023;

  3. continue to expand the organisation’s number of partnerships and non-traditional donors;

  4. expand the organisation’s global profile through increased awareness of its activities;

  5. review and strengthen current internal processes employed by its US affiliate, with a view to increasing organisational efficiency; and

  6. continue to work with its US affiliate to apply new technology and systems that mitigate risks specific to the sector in general.

The Trustees’ Report incorporating the strategic report is approved by the trustees and signed on their behalf by:

Andrew Géczy

Approved by the board of trustees on:

31 January 2023

4 3 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTERNATIONAL MEDICAL CORPS (UK)

OPINION

We have audited the financial statements of International Medical Corps (UK) (the ‘charitable company’) for the year ended 30 June 2022 which comprise the statement of financial activities, the balance sheet, and statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

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 trustees are responsible for the other information. The other information comprises the impact report for International Medical Corps and its affiliates worldwide included in pages 4 to 26, together with information included in the trustees’ report, including the strategic report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 this gives rise to 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:

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

4 4

company law and includes the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report including the strategic report. We have nothing to report in respect of the following matters in relation to which 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, 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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

We assessed the susceptibility of the charitable company’s financial statements to material misstatement,

4 5 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at www.frc.org. uk/auditorsresponsibilities. This description forms part of our auditor’s report.

USE OF OUR REPORT

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Edward Finch (Senior Statutory Auditor)

For and on behalf of Buzzacott LLP, Statutory Auditor 130 Wood Street London EC2V 6DL

6 February 2023

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

4 6

STATEMENT OF FINANCIAL ACTIVITIES 30 JUNE 2022

----- Start of picture text -----
Unrestricted Restricted 2022 Unrestricted Restricted 2021
Notes funds funds Total funds funds funds Total funds
$ $ $ $ $ $
Income and expenditure
Income from:
Donations and
1 3,371,001 17,889,589 21,260,590 208,461 15,574,535 15,782,996
legacies
Charitable activities 2 – 99,903,882 99,903,882 – 100,322,529 100,322,529
Total income 3,371,001 117,793,471 121,164,472 208,461 115,897,064 116,105,525
Expenditure on:
Raising funds 3 9,500 21,203 30,703 7,895 – 7,895
Charitable activities 4 3,191,901 107,386,556 110,578,457 274,765 116,410,188 116,684,953
Total expenditure 3,201,401 107,407,759 110,609,160 282,660 116,410,188 116,692,848
Net income/(expenditure) 169,600 10,385,712 10,555,312 (74,199) (513,124) (587,323)
Transfer between funds – – – 13,413 (13,413) –
Net movement in funds 169,600 10,385,712 10,555,312 (60,786) (526,537) (587,323)
Fund balances brought
forward at 1 July 2021 580,381 15,456,039 16,036,420 641,167 15,982,576 16,623,743
Fund balances carried
forward at 30 June 2022 749,981 25,841,751 26,591,732 580,381 15,456,039 16,036,420
----- End of picture text -----

The analysis of income and expenditure between funds for the comparative period is shown in the notes to the financial statements.

All of the Charity’s activities derived from continuing operations during the above two financial periods.

The Charity has no recognised gains and losses other than those shown above.

4 7 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

BALANCE SHEET 30 JUNE 2022

----- Start of picture text -----
2022 2022 2021 2021
Notes
$ $ $ $
Fixed Assets
Tangible assets 8 61,040 30,307
Current assets
Stock 9 529,667 234,967
Debtors 10 14,582,392 7,716,348
Cash at bank and in hand 11,665,737 8,284,126
26,777,796 16,235,441
Creditors: amounts falling due
11 (247,104) (229,328)
within one year
Net current assets 26,530,692 16,006,113
Total net assets 26,591,732 16,036,420
The funds of the charity
Restricted funds 12 25,841,751 15,456,039
Unrestricted funds 749,981 580,381
26,591,732 16,036,420
----- End of picture text -----

Approved by the trustees and signed on their behalf by:

Andrew Géczy, Chair

Approved on: 31 January 2023

International Medical Corps (UK): A company limited by guarantee, Company Registration No. 04474904 (England and Wales)

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

4 8

STATEMENT OF CASH FLOWS YEAR TO 30 JUNE 2022

----- Start of picture text -----
2022 2021
Notes
$ $
Cash flows from operating activities:
Net cash provided by (used in) operating activities A 3,443,942 (9,327,896)
Cash flows from investing activities:
Purchase of tangible fixed assets (62,331) –
Net cash used in investing activities 3,381,611 (9,327,896)
Change in cash and cash equivalents in the year 3,381,611 (9,327,896)
Cash and cash equivalents at 1 July 2021 B 8,284,126 17,612,022
Cash and cash equivalents at 30 June 2022 B 11,665,737 8,284,126
----- End of picture text -----

Notes to the statement of cash flows for the year to 30 June 2022

A Reconciliation of net movement in funds to net cash used in operating activities

----- Start of picture text -----
2022 2021
$ $
Net movement in funds (as per the statement of financial activities) 10,555,313 (587,323)
Adjustments for:
Depreciation charge 21,765 60,861
Loss on disposal of fixed assets 9,835 –
(Increase)/decrease in stocks (294,700) 248,837
(Increase)/decrease in debtors (6,866,044) 5,164,486
Increase/(decrease) in creditors 17,773 (14,214,757)
Net cash provided by / (used in) operating activities 3,443,942 (9,327,896)
----- End of picture text -----

B Analysis of cash and cash equivalents

----- Start of picture text -----
2022 2021
$ $
Cash at bank and in hand 11,665,737 8,284,126
Total cash and cash equivalents 11,665,737 8,284,126
----- End of picture text -----

4 9 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

PRINCIPAL ACCOUNTING POLICIES 30 JUNE 2022

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

BASIS OF PREPARATION

These financial statements have been prepared for the year to 30 June 2022.

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102) ((effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The accounts are presented in US dollars and rounded to the nearest dollar. The charity constitutes a public benefit entity as defined by FRS 102.

CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGEMENT

Preparation of the financial statements requires the trustees to make significant judgements and estimates.

The items in the financial statements where these judgements and estimates have been made include:

ASSESSMENT OF GOING CONCERN

The trustees have assessed whether the use of the going-concern assumption is appropriate in preparing these financial statements. The trustees have made this assessment in respect of a period of one year from the date of approval of these financial statements.

The Charity has free reserves of $693,819 (2021: $565,481), which is above its target as per the reserves policy. The trustees have continued to use the going-concern assumption based on the relationship with its affiliate to cover programme funding gaps and provide cash-flow bridging. The trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

INCOME

Income is recognised in the statement of financial activities when the charity is entitled to the income, the amount can be measured with accuracy and it is probable that the income will be received.

Donations and gifts in kind are included in full in the statement of financial activities when receivable.

Grants receivable are credited to the statement of financial activities in the year in which they are receivable.

DONATED GOODS AND SERVICES

Donated goods, typically comprising medical and food supplies, are recognised as income when the goods are received. Amounts are included in expenditure when the goods are distributed. The balance of goods received but not distributed are included as a stock balance at the year end.

Food and other non-pharmaceutical stocks are valued according to the value placed on the items by the donor.

Pharmaceutical goods received are accounted for at fair value to the Charity with reference to market sources.

EXPENDITURE AND THE BASIS OF APPORTIONING COSTS

Expenditure is included in the statement of financial activities when incurred and includes attributable VAT, which cannot be recovered.

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

5 0

Expenditure comprises the following:

TANGIBLE FIXED ASSETS

Items of equipment are capitalised when the purchase price exceeds $500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets capitalised are reviewed for impairment if circumstances indicate that their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life:

Vehicles and equipment for use in overseas operational programmes are not capitalised but charged in full to expenditure when purchased. This is because the expected useful life is significantly reduced in such programmes and is generally less than one year for the majority of these assets.

FUND ACCOUNTING

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets

these criteria is charged to the fund together with a fair allocation of management and support costs.

Unrestricted funds are donations and other income raised for the objects of the charity.

OTHER OPERATIONAL CURRENCIES

Transactions in US dollars are recorded at transaction value, with no exchange-rate gain or loss. Transactions in other operational currencies are recorded at the calculated monthly average rate. Monetary assets and liabilities are retranslated at the rate of exchange ruling at the balance sheet date. Differences arising on retranslation are charged to the statement of financial activities.

LEASED ASSETS

Rentals payable under operating leases, where substantially all the risks and reward of ownership remain with the lessor, are charged to the statement of financial activities over the period of the lease term.

PENSION COSTS

International Medical Corps (UK) sponsors a group personal pension plan. All eligible employees can participate in the scheme and contributions are based on a percentage of annual gross salary.

International Medical Corps (UK) contributes between 3% and 7% of eligible employees’ gross earnings. Employees are immediately fully vested in contributions made on their behalf. The Charity is fully staged in its auto-enrolment obligations. Employees may make additional contributions should they wish to do so. Pension costs represent the employer’s contributions payable during the year.

DEBTORS

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

CASH AT BANK AND IN HAND

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short-term deposits. Cash placed on deposit for more than one year is disclosed as a fixed asset investment.

5 1 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

CREDITORS AND PROVISIONS

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

FINANCIAL INSTRUMENTS

The Charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity’s balance sheet when the Charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

BASIC FINANCIAL ASSETS

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price, including transaction costs, and are subsequently carried at amortised cost using the effective interest method, unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts, discounted at a market rate of interest, if material. Financial assets classified as receivable within one year are not amortised.

BASIC FINANCIAL LIABILITIES

Basic financial liabilities, including creditors, bank loans, loans from fellow group companies. Financial liabilities classified as payable within one year are not amortised.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

5 2

NOTES TO THE FINANCIAL STATEMENTS YEAR TO 30 JUNE 2022

1 Donations and legacies

----- Start of picture text -----
Unrestricted Restricted 2022
funds funds Total
$ $ $
Donation from International Medical Corps 1,982,651 308,265 2,290,916
Private grants for projects – 1,196,270 1,196,270
Other Unrestricted Donations 1,385,753 – 1,385,753
Donated supplies – 16,385,054 16,385,054
Donated services 1,218 – 1,218
Interest Income 1,379 – 1,379
2022 Total funds 3,371,001 17,889,589 21,260,590
----- End of picture text -----

----- Start of picture text -----
Unrestricted Restricted 2021
funds funds Total
$ $ $
Donation from International Medical Corps 157,895 796,173 954,068
Private grants for projects – 31,332 31,332
Other Unrestricted Donations 50,314 – 50,314
Donated supplies – 14,747,030 14,747,030
Interest Income 252 – 252
2021 Total funds 208,461 15,574,535 15,782,996
----- End of picture text -----

5 3 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

2 Income from charitable activities

----- Start of picture text -----
Unrestricted Restricted 2022
funds funds Total
$ $ $
Strengthening health capacity – 41,438,682 41,438,682
Emergency response and preparedness – 29,696,109 29,696,109
Mental health and psychosocial support – 722,114 722,114
Women & children’s health – 14,273,438 14,273,438
Water, sanitation and hygiene – 4,508,274 4,508,274
Nutrition and food security – 9,265,265 9,265,265
2022 Total funds – 99,903,882 99,903,882
Unrestricted Restricted 2021
funds funds Total
$ $ $
Strengthening health capacity – 35,968,694 35,968,694
Emergency response and preparedness – 33,213,909 33,213,909
Mental health and psychosocial support – 1,157,854 1,157,854
Women & children’s health – 21,245,964 21,245,964
Water, sanitation and hygiene – 2,092,262 2,092,262
Nutrition and food security – 6,643,846 6,643,846
2021 Total funds – 100,322,529 100,322,529
3 Expenditure on raising funds
Unrestricted Restricted 2022
funds funds Total
$ $ $
Fundraising staff costs 2,665 – 2,665
Other fundraising costs 6,835 21,203 28,038
2022 Total funds 9,500 21,203 30,703
Unrestricted Restricted 2021
funds funds Total
$ $ $
Fundraising staff costs 2,895 – 2,895
Other fundraising costs 5,000 – 5,000
2021 Total funds 7,895 – 7,895
----- End of picture text -----

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

5 4

4 Expenditure on charitable activities

----- Start of picture text -----
Activities
Support 2022
undertaken
costs Total
directly
$ $
$
Strengthening health capacity 37,551,240 3,047,158 40,598,398
Emergency response and preparedness 23,402,253 1,899,015 25,301,268
Mental health and psychosocial support 696,126 56,488 752,614
Women & children’s health 3,365,564 273,104 3,638,668
Water, sanitation and hygiene 14,114,434 1,145,339 15,259,773
Nutrition and food security 23,149,251 1,878,485 25,027,736
2022 Total funds 102,278,868 8,299,589 110,578,457
Activities
Support 2021
undertaken
costs Total
directly
$ $
$
Strengthening health capacity 36,716,175 2,777,137 39,493,312
Emergency response and preparedness 28,432,624 2,150,586 30,583,210
Mental health and psychosocial support 1,202,527 90,957 1,293,484
Women & children’s health 21,731,218 1,643,705 23,374,923
Water, sanitation and hygiene 2,236,106 169,135 2,405,241
Nutrition and food security 18,161,113 1,373,670 19,534,783
2021 Total funds 108,479,763 8,205,190 116,684,953
----- End of picture text -----

5 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

4 Charitable activities (continued)

Support costs are allocated to projects in line with the level of direct expenditure as this best reflects the level of support required by each project.

Costs of charitable activities can be further analysed as follows:

----- Start of picture text -----
Activities
Support 2022
undertaken
costs Total
directly
$ $
$
Staff costs 35,693,805 1,909,753 37,603,558
Donated supplies and services 16,090,353 10,529 16,100,882
Auditor’s remuneration
• Statutory audit – 46,265 46,265
Other costs 50,494,710 6,333,042 56,827,752
2022 Total 102,278,868 8,299,589 110,578,457
----- End of picture text -----

----- Start of picture text -----
Activities
Support 2021
undertaken
costs Total
directly
$ $
$
Staff costs 42,223,994 1,831,929 44,055,923
Donated supplies and services 14,995,867 10,529 15,006,396
Auditor’s remuneration
• Statutory audit – 50,031 50,031
Other costs 51,259,902 6,312,701 57,572,603
2021 Total 108,479,763 8,205,190 116,684,953
----- End of picture text -----

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 5 6

4 Charitable activities (continued)

----- Start of picture text -----
Unrestricted Restricted 2022
funds funds Total
$ $ $
Strengthening health capacity 1,171,893 39,426,505 40,598,398
Emergency response and preparedness 730,333 24,570,935 25,301,268
Mental health and psychosocial support 21,725 730,889 752,614
Women & children’s health 440,481 14,819,292 15,259,773
Water, sanitation and hygiene 105,032 3,533,636 3,638,668
Nutrition and food security 722,437 24,305,299 25,027,736
2022 Total funds 3,191,901 107,386,556 110,578,457
Unrestricted Restricted 2021
funds funds Total
$ $ $
Strengthening health capacity 92,997 39,400,315 39,493,312
Emergency response and preparedness 72,016 30,511,194 30,583,210
Mental health and psychosocial support 3,046 1,290,438 1,293,484
Women & children’s health 55,042 23,319,881 23,374,923
Water, sanitation and hygiene 5,664 2,399,577 2,405,241
Nutrition and food security 46,000 19,488,783 19,534,783
2021 Total funds 274,765 116,410,188 116,684,953
----- End of picture text -----

5 Employees and staff costs

Staff costs during the year were as follows:

----- Start of picture text -----
2022 2021
Total Total
$ $
Wages and salaries 1,639,323 1,601,418
Social security costs 182,005 142,361
Other pension costs 88,425 88,150
Total UK staff costs 1,909,753 1,831,929
International Medical Corps Worldwide on International Medical Corps (UK) projects 35,693,805 42,223,994
Total staff costs 37,603,558 44,055,923
----- End of picture text -----

The average number of employees during the year, analysed by function, was as follows:

----- Start of picture text -----
2022 2021
No No
UK staff 25 26
----- End of picture text -----

5 7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

5 Employees and staff costs (continued)

International Medical Corps (UK) contributes towards the salaries of a number of staff overseas and on local projects. Such staff may have only part of their salaries charged to projects; however, it is not meaningful to provide a full-time equivalent figure. The estimated number of such staff employed in the year was 2,546 (2021: 2,764).

The number of employees who earned £60,000 or more (including taxable benefits but excluding employer pension contributions) during the year was as follows:

----- Start of picture text -----
2022 2021
No No
£60,000 – £70,000 1 –
£70,001 – £80,000 2 3
£80,001 - £90,000 1 –
£100,001- £110,000 – 1
£110,001 - £120,000 1 –
----- End of picture text -----

Key management personnel comprise those set out on page 31. The total remuneration paid to key management personnel in the year was $571,161 (2021: $549,480).

----- Start of picture text -----
2022 2021
$ $
Wages and salaries 477,202 460,543
Social security costs 60,587 56,699
Employer pension costs 33,372 32,238
Total costs 571,161 549,480
----- End of picture text -----

6 Trustees’ remuneration

None of the trustees received any remuneration in respect of their services during either of the years under review.

No trustee expenses were incurred during the period (2021- £nil).

7 Taxation

International Medical Corps (UK) is a registered charity and therefore is not liable to corporation tax on income or capital gains derived from its charitable activities or use of assets, as it falls within the various exemptions available to registered charities.

The Charity is not registered for VAT and, accordingly, all expenditure is recorded inclusive of any VAT incurred.

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

5 8

8 Tangible fixed assets

----- Start of picture text -----
Office
equipment
$
Cost
Total cost at 1 July 2021 413,610
Additions 62,331
Disposals (37,881)
Total cost and 30 June 2022 438,060
Depreciation
Aggregate depreciation as at 1 July 2021 383,303
Charge for the year 21,765
Disposals (28,048)
Aggregate depreciation as at 30 June 2022 377,020
Net book values
As at 30 June 2022 61,040
As at 30 June 2021 30,307
----- End of picture text -----

9 Stocks 9 Stocks 9 Stocks
2022
$		 2021
$
Donatedgoods received but not distributed 529,667 234,967

10 Debtors

----- Start of picture text -----
2022 2021
Due within one year
$ $
Prepayments and deposits 89,184 119,618
Accrued income 10,990,635 6,976,569
Other debtors – Accounts Receivable 2,388 45,298
Amount receivable from IMC Croatia 10,277 7,595
Amount receivable from IMC 3,483,188 560,548
Emergency response stock 6,720 6,720
14,582,392 7,716,348
----- End of picture text -----

5 9 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

11 Creditors: amounts falling due within one year

----- Start of picture text -----
2022 2021
$ $
Trade creditors 13,292 5,485
Accruals 233,812 223,843
247,104 229,328
----- End of picture text -----

12 Restricted funds

The funds of the Charity include restricted funds comprising the following unexpended balances of donations held on trusts to be applied for specific purposes:

----- Start of picture text -----
At
At 30 June
1 July 2021 Income Expenditure 2022
$ $ $ $
Strengthening health capacity 5,022,230 42,208,128 39,290,851 7,939,507
Emergency response and preparedness 8,350,342 29,812,157 24,486,394 13,676,105
Mental health & psychosocial support 10,028 722,114 728,375 3,767
Women & children’s health 909,437 14,734,514 14,768,305 875,646
Water, sanitation and hygiene 402,030 4,876,957 3,521,478 1,757,509
Nutrition and food security 607,898 23,935,066 24,221,671 321,293
Restricted by country 154,074 1,504,535 390,685 1,267,924
15,456,039 117,793,471 107,407,759 25,841,751
----- End of picture text -----

Restricted funds are analysed by the type of activity to which the funds relate. All restricted funds are held to carry out activities under these headings.

Transfers between funds relate to surplus funds on contracts which have been used for general purposes in line with donor requirements.

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 6 0

13 Analysis of net assets between funds

----- Start of picture text -----
Total
Unrestricted funds Restricted funds 2022
$ $ $
Fund balances at 30 June 2022 are
represented by:
Fixed assets 56,162 4,878 61,040
Current assets 693,819 26,083,977 26,777,796
Creditors: amounts falling due within one year – (247,104) (247,104)
2022 Total net assets 749,981 25,841,751 26,591,732
Total
Unrestricted funds Restricted funds 2021
$ $ $
Fund balances at 30 June 2021 are
represented by:
Fixed assets 14,900 15,407 30,307
Current assets 565,481 15,669,960 16,235,441
Creditors: amounts falling due within one year – (229,328) (229,328)
2021 Total net assets 580,381 15,456,039 16,036,420
----- End of picture text -----

14 International Medical Corps (UK) flagship areas

International Medical Corps (UK) continued to operate during the financial year to 30 June 2022 under the main flagship areas of strengthening health capacity, emergency response and preparedness, mental health and psychosocial support, women and children’s health, water, sanitation and hygiene (WASH) and nutrition and food security.

15 Related party transactions

On 1 November 2002, International Medical Corps (UK) entered into an Administrative Services Agreement with International Medical Corps, a US-based non-profit organisation, to share certain services in connection with its operations. International Medical Corps agreed to assist International Medical Corps (UK) in the achievement of its charitable objectives: to relieve suffering, sickness and poverty throughout the world by providing medical aid, healthcare training and healthcare projects.

On 1 July 2019 International Medical Corps (UK) entered into an Administrative Services Agreement with International Medical Corps Croatia, a Croatian based non-profit organisation, to share certain services in connection with its operations.

Given the close operating relationship between International Medical Corps and International Medical Corps (UK) there are a number of connected persons between the two organisations at management and trustee level. These connected persons include Nancy A Aossey, who is a founding Trustee of International Medical Corps (UK), and the President and CEO of International Medical Corps, as well as a member of its board. C. William Sundblad, a Trustee of International Medical Corps (UK) is also the Chief Knowledge Officer of International Medical Corps.

During the year ended 30 June 2022, International Medical Corps billed International Medical Corps (UK) $6,923,408 (2021: $6,806,743) in lieu of service fee as per Article 5 of the Administrative Services Agreement. During the same period, International Medical Corps (UK) has rendered services to International Medical Corps of $823,601 (2021: $776,778).

6 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

During the year ended 30 June 2022, International Medical Corps Croatia billed International Medical Corps (UK) $28,415 (2021: $17,270). During the same period International Medical Corps (UK) has rendered services to International Medical Corps Croatia of $132,154 (2021: $68,908).

16 Liability of members

The Charity is constituted as a company limited by guarantee. Each member has undertaken to contribute £1 to the assets of the company to meet its liabilities if called on to do so.

17 Contingent liability

Due to the nature of the Charity’s agreement with donors, the Charity’s expenditure is often subject to audit or other review by representatives of donors in a subsequent accounting period. There is a possibility that these audits or reviews would identify expenditures that do not fall within the terms of the grant agreements, and so the Charity would be required to repay the monies received. The trustees are not aware of any material circumstances in the year to 30 June 2022 that could give rise to such liability (2021: none).

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 6 2

18 Operating leases

International Medical Corps (UK) exited from its former office lease and moved to new office premises during September 2022. The lease obligations for the new office premises are outside the reported period of the audited financial statements and will be reported in future periods. The total of future minimum lease payments under non-cancellable operating leases as at 30 June 2022 is as follows:

----- Start of picture text -----
Land and
buildings
Gross Less Net Total
commitment sublease commitment Equipment 2022
$ $ $ $ $
Due within one year 39,815 (23,226) 16,589 757 17,346
Due between 2 and 5 years – – – – –
Over 5 years – – – – –
39,815 (23,226) 16,589 757 17,346
Land and
buildings
Gross Less Net Total
commitment sublease commitment Equipment 2021
$ $ $ $ $
Due within one year 181,243 (105,725) 75,518 1,723 77,241
Due between 2 and 5 years 654,959 (382,059) 272,900 861 273,761
Over 5 years – – – – –
836,202 (487,784) 348,418 2,584 351,002
----- End of picture text -----

6 3 2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

CHARITABLE ACTIVITIES DETAILED ANALYSIS FOR THE YEAR ENDED 30 JUNE 2022

The following pages (pages 64-71) do not form part of the statutory financial statements.

PROJECTS CATEGORISED UNDER STRENGTHENING HEALTH CAPACITY

For certain projects, closeout adjustments have resulted in negative charitable Income and expenditure adjustments.

----- Start of picture text -----
IMC UK Project Total Charitable Total Charitable
Country Donor
Number Income expenditure
----- End of picture text -----

Country Donor IMC UK Project
Number		 Total Charitable
Income		 Total Charitable
expenditure
Afghanistan GAC 204154 633,559 1,027,929
Afghanistan UNOCHA 204059 – 114,701
Afghanistan UNOCHA 204365 544,282 251,497
Afghanistan UNOCHA 204439 13,393 13,393
Cameroon UNHCR 203318 (1,366) –
Cameroon UNHCR 204095 294,834 530,440
Central African Republic EC 203593 3,133,120 3,147,437
Central African Republic EC 204406 261,970 261,970
Central African Republic ECHO 204057 94 94
Central African Republic LDS 204265 300,025 192,789
Central African Republic MENTOR 203734 1,036,508 1,036,508
Central African Republic UNDP 203839 (558) –
Central African Republic UNOCHA 204248 320,000 313,134
Central African Republic UNOCHA 204416 160,000 155,756
Ethiopia UNOCHA 204001 (1,275) –
Ethiopia UNOCHA 204273 480,249 579,841
Ethiopia UNOCHA 204377 200,000 35,939
Ethiopia UNWOMEN 204082 164,023 164,023
India LDS 204207 283,025 283,025
Iraq French MOFA 203956 (58,156) 421
Iraq LDS 204183 497,312
Jordan Anonymous. 204155 19,929 80,857
Jordan UNHCR 204086 9,853,765 10,578,753
Jordan UNHCR 204316 9,651,628 9,690,489
Lebanon GAC 203871 1,185,656 2,988,439
Lebanon GAC 204375 2,347,051 562,208
Lebanon Anonymous 204277 270,000 185,720
Lebanon UNOCHA 204256 564,704 417,081
Libya GIZ 203680 1,100,879 1,416,536
Libya GIZ 204119 8,569 20,280
Mali UNICEF 203940 (45,954) (37,229)

2 0 2 1 / 2 0 2 2

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

6 4

PROJECTS CATEGORISED UNDER STRENGTHENING HEALTH CAPACITY (CONTD.)

----- Start of picture text -----
IMC UK Project Total Charitable Total Charitable
Country Donor
Number Income expenditure
----- End of picture text -----

Country Donor IMC UK Project
Number		 Total Charitable
Income		 Total Charitable
expenditure
Pakistan GIZ 204196 145,774 150,806
Palestinian Territory NPT UK 203957 120,000 484,004
Somalia WV 204131 13,192 13,192
Somalia WV 204312 5,731 5,731
Somalia WV 204423 2,817 3,919
South Sudan UNOCHA 204243 1,248,818 1,348,474
Sudan EC 203408 94,690 94,690
Sudan UNHCR 204430 46,050 38,375
Sudan UNICEF 204286 302,634 300,312
Syria DAHW 204335 24,673 8,620
Syria Swiss FDFA 204341 831,532 831,532
Venezuela GAC 204405 963,809 53,356
Venezuela UNOCHA 204302 303,623 407,473
Yemen Avaaz 204168 – 199,080
Yemen Misereor 204122 (4,068) 32,521
Yemen MOFAIC 204319 3,000,000 154,231
Yemen The Infexion Foundation 204136 – 27,469
Yemen UNOCHA 204109 139,200 312,304
Yemen UNOCHA 204328 618,333 205,013
Zimbabwe UNICEF 204428 861,920 110,405
Total Strengthening Health Capacity 41,438,682 39,290,850

6 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

PROJECTS CATEGORISED UNDER EMERGENCY RESPONSE AND PREPAREDNESS

----- Start of picture text -----
IMC UK Total Charitable Total Charitable
Country Donor
Project Number Income Expenditure
----- End of picture text -----

Country Donor IMC UK
Project Number		 Total Charitable
Income		 Total Charitable
Expenditure
Afghanistan UNOCHA 204276 393,449 393,449
Cameroon KSRelief 204296 28,867 28,867
Central African Republic IOM 204013 7,967 7,362
Central African Republic KSRelief 204296 22,317 22,317
Democratic Rep of Congo KSRelief 204031 – 61,271
Democratic Rep of Congo KSRelief 204296 44,486 44,486
Democratic Rep of Congo WHO 203621 (5,242) –
Democratic Rep of Congo WHO 203637 (769) –
Democratic Rep of Congo WHO 203710 (1,819) –
Ethiopia UNICEF 204112 1,060,027 1,108,639
Ethiopia UNOCHA 204098 100,017 221,558
Ethiopia UNOCHA 204274 375,370 240,726
Ethiopia WHO 204068 (9,513) –
Global KSRelief 204031 – 128,139
Global ERU KSRelief 204296 1,029,805 27,170
Iraq FCDO 203500 1,902,227 1,902,227
Iraq FCDO 204380 635,358 635,358
Iraq French MOFA 204173 (4,440) 2,507,069
Iraq French MOFA 204301 4,512,000 2,099,384
Iraq GAC 203847 1,283,517 1,283,517
Iraq GAC 204378 378,397 378,397
Iraq KSRelief 204296 81,985 81,985
Iraq The Volant Trust 204171 – 35,115
Iraq UNOCHA 204317 472,500 410,064
Jordan KSRelief 204031 – 400,096
Jordan KSRelief 204296 47,991 47,991
Lebanon UNOCHA 204024 (78,997) 397,535
Libya KSRelief 204031 – 32,483
Libya Start Network 203935 – (124,167)
Middle East FCDO 203500 1,062,798 1,523,493
Middle East FCDO 204380 437,804 439,379
Middle East GAC 203847 299,991 1,976,731

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 6 6

PROJECTS CATEGORISED UNDER EMERGENCY RESPONSE AND PREPAREDNESS (CONTD.)

----- Start of picture text -----
IMC UK Total Charitable Total Charitable
Country Donor
Project Number Income Expenditure
----- End of picture text -----

Country Donor IMC UK
Project Number		 Total Charitable
Income		 Total Charitable
Expenditure
Middle East GAC 204378 3,345,303 291,378
Middle East UNOCHA 203879 (0) 2,514
Pakistan CESVI 204042 204,240 204,240
Pakistan KSRelief 204296 73,212 73,212
Palestinian Territory KSRelief 204031 – 347,790
Philippines KSRelief 204031 – 45,327
Philippines KSRelief 204296 49,115 49,115
Poland Multi-donor 204388 288,679 39
Somalia KSRelief 204296 24,594 24,594
South Sudan UNICEF 203774 344,436 344,436
South Sudan UNOCHA 203972 (571) (571)
South Sudan UNOCHA 204279 296,026 296,026
Sudan UNOCHA 204066 386 386
Syria FCDO 203500 1,409,513 1,409,513
Syria FCDO 204380 352,298 352,298
Syria GAC 203847 1,177,591 1,177,591
Syria GAC 204378 187,745 187,745
Syria UNOCHA 204239 355,179 344,486
Ukraine AstraZeneca 204389 1,000,000 17
Ukraine LDS 204390 1,000,025 174,624
Ukraine Plan Int. Australia 204442 923,390 8
Ukraine Plan Int. Netherlands 204412 1,429,380 61,736
Ukraine United Group BV 204394 857,280 306,584
Ukraine Vitol Foundation 204429 324,380 708
Venezuela KSRelief 204296 54,129 54,129
Yemen ECHO 203963 (1,696) (1,696)
Yemen GAC 203922 807 1,940,890
Yemen GAC 204374 1,564,578 299,951
Yemen UNOCHA 204245 360,000 188,686
Total Emergency Response and Preparedness 29,696,112 24,486,397

6 7 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

PROJECTS CATEGORISED UNDER MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT

----- Start of picture text -----
IMC UK Project Total Charitable Total Charitable
Country Donor
Number Income expenditure
----- End of picture text -----

Country Donor IMC UK Project
Number		 Total Charitable
Income		 Total Charitable
expenditure
Cameroon UNHCR 203688 (7,686) 1
Cameroon UNICEF 203976 72,098 72,098
Ethiopia UNICEF 204011 12,851 12,851
Jordan GIZ 204282 457,824 457,824
Jordan UNSW 203611 – 1,732
Libya DRC 203749 (244) (3,403)
Libya GIZ 204369 187,272 187,272
Total Mental Health and Psychosocial Support 722,115 728,375

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 6 8

PROJECTS CATEGORISED UNDER WATER, SANITATION AND HYGIENE

----- Start of picture text -----
IMC UK Project Total Charitable Total Charitable
Country Donor
Number Income expenditure
----- End of picture text -----

Country Donor IMC UK Project
Number		 Total Charitable
Income		 Total Charitable
expenditure
Afghanistan UNICEF 203811 207,395 273,400
Afghanistan UNICEF 204310 860,468 217,644
Afghanistan UNOCHA 204264 243,658 177,161
Afghanistan UNOCHA 204368 439,032 46,125
Ethiopia UNHCR 204326 1,072,570 1,357,672
Ethiopia UNHCR 204393 302,326 302,326
Ethiopia UNOCHA 204275 528,110 309,047
Ethiopia UNOCHA 204376 378,783 98,224
Libya GIZ 204433 32,628 32,628
Yemen UNOCHA 204117 439,457 654,951
Zimbabwe UNICEF 203988 – 188
Zimbabwe UNICEF 204174 3,846 52,112
Total Water, Sanitation and Hygiene 4,508,273 3,521,478

6 9 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

PROJECTS CATEGORISED UNDER WOMEN & CHILDREN’S HEALTH

----- Start of picture text -----
IMC UK Total Charitable Total Charitable
Country Donor
Project Number Income Expenditure
----- End of picture text -----

Country Donor IMC UK
Project Number		 Total Charitable
Income		 Total Charitable
Expenditure
Afghanistan UNFPA 204088 279,685 285,427
Afghanistan UNFPA 204309 317,288 491,184
Afghanistan UNOCHA 204295 167,362 161,540
Cameroon UNFPA 204266 62,464 67,579
Cameroon UNHCR 203525 (11,617) 0
Cameroon UNHCR 204094 220,447 391,828
Cameroon UNHCR 204325 206,352 209,982
Central African Republic IRC 204214 434,315 434,315
Ethiopia UNHCR 204200 195,798 195,798
Ethiopia UNHCR 204331 21,881 21,881
Ethiopia UNHCR 204391 328,155 335,519
Ethiopia UNOCHA 204083 (10,844) –
Ethiopia ZOA Netherlands 203287 330,985 602,737
Iraq UNOCHA 204012 – 116,918
Jordan FCDO 203556 (23,114) –
Jordan UNICEF 203844 574,112 619,519
Jordan UNICEF 204093 1,052,965 1,084,659
Jordan UNICEF 204314 1,036,789 1,036,789
Jordan UNOCHA 204204 350,000 349,976
Lebanon Plan Int. Australia 203448 (6,413) (263)
Lebanon Plan Int. Australia 204357 185,886 97,746
Lebanon UNOCHA 204322 227,621 142,593
Libya UNFPA 203895 3,257 (74,800)
Mali GAC 204353 727,320 235,781
Mali UNICEF 204064 310,393 367,585
Nigeria MINBUZA 204069 603,173 698,122
Nigeria WFP 204440 3,291 3,291
Pakistan UNFPA 204084 (622) –
South Sudan FCDO 203190 3,761,058 3,764,456
South Sudan UNFPA 204099 595,864 613,295
South Sudan UNFPA 204305 583,780 598,759
South Sudan UNICEF 204260 1,745,807 1,916,087
Total Women and Children’s Health 14,273,438 14,768,303

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 7 0

PROJECTS CATEGORISED UNDER NUTRITION AND FOOD SECURITY

----- Start of picture text -----
IMC UK Total Charitable Total Charitable
Country Donor
Project Number Income Expenditure
----- End of picture text -----

Country Donor IMC UK
Project Number		 Total Charitable
Income		 Total Charitable
Expenditure
Cameroon UNHCR 204324 357,469 393,308
Cameroon WFP 203861 296,404 2,331,810
Ethiopia UNHCR 204097 1,995,607 2,159,723
Ethiopia UNHCR 204392 – (3,186)
Ethiopia WFP 204338 – 545,405
Ethiopia WFP 204030 241,760 5,260,070
Ethiopia WFP 204285 75,840 319,410
Global ACF Canada 204284 6,806 6,806
Global ACF Canada 204404 140 140
Global UNICEF 203655 95,341 99,228
Global UNICEF 204195 3,654 3,654
Jordan UNICEF 204313 667,650 770,874
Nigeria WFP 204085 1,098,422 4,642,549
Nigeria WFP 204307 278,639 1,738,526
Somalia ACF US 203735 79 79
Somalia UNOCHA 204300 999,474 1,050,106
South Sudan IOM 204151 128,599 128,599
South Sudan UNHCR 203683 (3,813) –
South Sudan UNICEF 203695 369,175 514,433
South Sudan UNOCHA 204072 (2,907) 21,900
South Sudan UNOCHA 204227 937,126 926,051
South Sudan WFP 204129 – 1,639
South Sudan WFP 203859 220,828 369,991
South Sudan WFP 203860 230,361 486,725
South Sudan WFP 204304 306,185 591,267
Sudan ECHO 203743 (16,246) –
Sudan WFP 204102 – 84,340
Sudan WFP 204103 – 48,075
Sudan WFP 204104 – 52,034
Sudan WFP 204105 – 56,024
Sudan WFP 204106 – 3,824
Sudan WFP 204414 1,115 1,115
Sudan WFP 204415 627 64,068
Sudan WFP 204419 2,318 2,318
Sudan WFP 204425 606 15,027
Sudan WFP 204436 2,553 17,500
Venezuela WFP 204431 11,453 11,453
Yemen UNOCHA 204111 960,000 1,506,785
Total Nutrition and Food Security 9,265,265 24,221,670

7 1 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

IMAGE CREDITS

----- Start of picture text -----
UKRAINE
----- End of picture text -----

COVER Karar Al-Moaed 2 Fati Abubakar 4 International Medical Corps 6 Nadia Bseiso 7 Chris Martin 8 Lambert Coleman 9 Peterson Noel Adeeb Farhat 11 Patrick Meinhardt 12 Crystal Wells 13 Mussa Kachunga Stanis 14 Alex Cauvin 17 Aden SheikhNur Omar 20 Jonah Sargent 21 Todd Bernhardt 22 Lamech Mutava 23 Adriana Parrilla 24 Crystal Wells 25 Margaret Traub 72 Omar Havana Carlo Agustin 73 Mandlenkosi Chinula 75 Huma Akram

PHILIPPINES

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 7 2

ZIMBABWE

7 3 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

HOW YOU CAN HELP

Give hope, give health

There are many ways you can help International Medical Corps (UK) provide lifesaving care and help communities gain self-reliance after a disaster.

INTERNATIONALMEDICALCORPS.ORG.UK/DONATE

WAYS TO GIVE

Become a monthly donor

Make a one-time gift via cheque, credit card, wire transfer or online

Make a gift in honour of a loved one

Make a gift of stocks or mutual funds

Make a gift in honor of a loved one Make a gift via your donor-advised fund

Choose a Gift of Hope from our gift catalog internationalmedicalcorps.org/giftsofhope

Give a gift of cryptocurrency bit.ly/DonateCrypto-IMC

FUNDRAISING@INTERNATIONALMEDICALCORPS.ORG.UK

WORKSPACE 4, MODE, 1-6 CENTRIC CLOSE, OVAL ROAD, CAMDEN, LONDON, NW1 7EP +44 (0) 207 253 0001

I N T E R N AT I O N A L M E D I C A L C O R P S ( U K ) 2 0 2 1 / 2 0 2 2 7 4

PAKISTAN

7 5 2 0 2 1 / 2 0 2 2 I N T E R N AT I O N A L M E D I C A L C O R P S ( U K )

InternationalMedicalCorps.org.uk

INTERNATIONAL MEDICAL CORPS (UK)

Workspace 4, Mode, 1-6 Centric Close, Oval Road, Camden, London, NW1 7EP

PHONE: +44 (0) 207 253 0001