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)

2023-06-30-accounts

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 2022/2023 ANNUAL REPORT

C o m p a n y R e g i s t r a t i o n N o . 0 4 4 7 4 9 0 4

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 2 / 2 0 2 3 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 0 2 2 / 2 0 2 3 A N N U A L R E P O R T

04 ANNUAL MESSAGE

06 ABOUT US

Our Mission Our Approach Our Programmes Training

16 INTERNATIONAL MEDICAL CORPS (UK) IN 2022

By the Numbers Where We Work Partnerships

24 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 USregistered 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 2022 and do not form part of the statutory annual report. Projects and their statistics referred to in the second part of this report (pages 26-63) represent the work of International Medical Corps (UK) only, and covers the 12-month period to 30 June 2023 and forms part of the statutory financial statements and trustees report.

UKRAINE

3 2 0 2 2 / 2 0 2 3 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 )

T O O U R S U P P O R T E R S

This year has seen a number of global disasters, ongoing and newly emerging. Thanks to your generosity, our teams had the resources to

respond rapidly to the severe monsoon flooding in Pakistan, the devastating earthquakes in Türkiye and Syria, and the conflict in Sudan, and to continue their essential work in Ukraine.

----- Start 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 2 / 2 0 2 3 4
----- End of picture text -----

Since February 2022, we have expanded our team in Ukraine from 30 staff members based in Mariupol to more than 400, working out of nine offices throughout the country. Our courageous and committed teams there have improved access to health supplies and services for more than 9 million people, providing a wide range of healthcare-related and training services.

The Ukraine conflict also has created a ripple effect of displacement, hunger and disease—stretching beyond the borders of that country and affecting millions worldwide. The prices of fuel, fertiliser and agricultural products have surged globally due to the war, exacerbating food insecurity in countries across Africa and the Middle East. But with your unwavering support, International Medical Corps (UK) has continued to respond to this global hunger crisis, delivering lifesaving services to those who need it most, in countries such as Afghanistan, Democratic Republic of Congo, Ethiopia, Mali, Nigeria, Somalia, South Sudan, Sudan, Ukraine and Yemen.

Our focus on training, the cornerstone of our mission, has also continued. Every year we train thousands of frontline health workers and community members, providing them with the skills and knowledge they need to become effective first responders themselves. We design and implement our programmes in consultation with community members, to ensure that our training aligns with their needs.

For example, as we expanded our services across Ukraine—working closely with international and national agencies, communities, and regional and local healthcare providers—we saw an urgent need for advanced emergency and trauma-care training. We worked with partners to identify areas where such training could benefit medical staff, first responders and even the general public. Now, our extensive training programme in the country covers everything from basic lifesaving techniques to advanced training in managing chemical, biological, radiological, nuclear and explosive hazards.

UNITED STATES

Other devastating natural disasters occurred around the globe in 2022—and International Medical Corps (UK) was there. When a massive earthquake struck Afghanistan, we mobilised staff and ambulances and provided critical trauma care to affected communities. When an extreme monsoon season in Pakistan caused severe flooding—affecting one in seven Pakistanis— our team there quickly provided lifesaving services to tens of thousands of people and delivered millions of litres of potable water.

Earlier this year, when two deadly earthquakes struck Türkiye and Syria, killing more than 50,000 and displacing almost 6 million, our teams rapidly responded in both countries, deploying mobile medical units and delivering desperately needed supplies, including medicines, blankets and winter clothes.

And in April, when clashes between Sudan’s army and rebel forces killed and injured many, and left millions of people displaced within the country, our teams delivered lifesaving services in accessible areas. They are continuing to work closely with local, national and international stakeholders to meet the increasing needs of internally displaced persons as well as refugees in neighbouring countries.

Of course, all of this is possible because of your generous support to our work worldwide. Working with International Medical Corps’ global partners, our 8,000+ staff members—96% of whom are hired locally—and hundreds of volunteers across some 30 countries reached more than 20 million people last year with comprehensive healthcare and training programmes.

Your support and encouragement motivate us to continue our lifesaving work, and we remain ready to help whenever and wherever we are needed. Thank you for being part of our global community.

Andrew W. Géczy Chairman International Medical Corps (UK)

DEMOCRATIC REPUBLIC OF THE CONGO

Ognjen Radosavljevic Managing Director International Medical Corps (UK)

5 2 0 2 2 / 2 0 2 3 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 )

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 are in the world and whatever the conditions may be. We train people in their own communities, building resilience, providing them with the skills they need to recover, and helping them to build self-reliance and become effective first responders themselves.

2 0 2 2 / 2 0 2 3 6

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 )

PAKISTAN

----- Start of picture text -----
7 2 0 2 2 / 2 0 2 3 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 )
----- End of picture text -----

SPEED SAVES LIVES

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

2 0 2 2 / 2 0 2 3 8

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 )

ZIMBABWE

We draw on our experience gained in 39 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 gender-based 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 8,000 worldwide, 96% 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 be their own first responders.

9 2 0 2 2 / 2 0 2 3

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 )

Though we faced many challenges over the last year, our committed and courageous teams met those challenges head on, delivering lifesaving services and training to those who needed it most.

UNITED STATES

2 0 2 2 / 2 0 2 3 1 0

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 )

There have been several global disasters this year and in 2022, but with your support, we had the resources to respond rapidly. In Ukraine—embroiled in a war with Russia since February 2022—we have so far reached more than 9 million people with health-related supplies, services and training. We also responded to natural disasters worldwide, including the devastating earthquake in Afghanistan that killed more than 1,000 people, the severe flooding caused by an extreme monsoon season in Pakistan that destroyed more than 2 million homes and affected one in seven Pakistanis, and the two deadly earthquakes that struck Türkiye and Syria earlier this year, killing more than 56,000 and displacing nearly 6 million. We also delivered lifesaving services in accessible areas in Sudan when clashes between Sudan’s army and rebel forces killed and injured many. We continue to help those affected by these disasters and conflicts.

EMERGENCY RESPONSE AND PREPAREDNESS

We provided primary and secondary healthcare services, or some kind of health assistance, to more than 1 million people in Afghanistan, Cameroon, the Democratic Republic of Congo, Jordan and Syria. In Ethiopia and the Central African Republic (CAR), we provided outpatient consultations to 175,730 people. Women's and children’s health is a priority at International Medical Corps. We offered 25,733 antenatal and postnatal consultations to women in CAR, Nigeria and South Sudan.

HEALTHCARE SERVICES

In response to the ongoing hunger crisis in the Horn of Africa and the surrounding region, we screened more than 1 million children and pregnant and lactating women for malnutrition in Afghanistan, Cameroon, Ethiopia, Nigeria, South Sudan and Syria. And in Ethiopia, we trained 38,988 mothers and caregivers on infant and young-child feeding practices.

NUTRITION AND FOOD SECURITY

As part of our mental health services, we provided MHPSS consultations/ counselling to 113,455 people in Afghanistan, Ethiopia, CAR, South Sudan and Syria. Our MHPSS services, which include case management, counselling sessions, consultations and awareness sessions, reached more than 106,000 people in Afghanistan, Jordan, Mali and Somalia.

MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT

WATER, Our WASH team undertakes various activities to ensure clean and accessible SANITATION AND water for all. After the devastating flooding in Pakistan in 2022, we distributed HYGIENE (WASH) 140,000 water purification tablets, 1,600 dignity kits and 1,000 hygiene kits in the flood-affected districts. In Somalia, we distributed hygiene kits to 27,000 people and constructed 280 latrines, while in Ethiopia, we reached 675,267 people with hygiene awareness messaging. In Yemen, we improved emergency and sustainable water supply access for 13,632 people, provided 645,000 litres of treated water to 12 internally displaced camps, and trained 40 Community Health Volunteers on hygiene awareness and promotion.

We provide remote and in-person training to help communities understand various topics related to GBV, such as causes, contributing factors and consequences. In Poland, we completed 22 training sessions where more than 300 people participated. In Jordan’s Azraq and Za’atari camps and in Irbid and Mafraq, our Child Protection Counsellors provided 757 individual counselling sessions on bullying and emotional distress. In addition, we reached 856,904 women and girls with messaging on GBV prevention and response in Cameroon, Ethiopia, Mali, Nigeria and South Sudan.

GENDER-BASED VIOLENCE (GBV) PREVENTION AND RESPONSE

1 1 2 0 2 2 / 2 0 2 3 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 )

DECADES OF PROVIDING TRAINING

When Dr. Bob Simon founded International Medical Corps in 1984, he knew he could broaden his impact significantly by training people from local communities. Since then, training has become the foundation of our work, providing people with the support they need to move from relief to self-reliance. In Ukraine, for example, we’re delivering first-aid and basic life support, trauma-care and psychological first-aid training.

GLOBALLY, IN 2022, WE TRAINED

91,645

people through 2,240 training sessions covering a range of health-related issues.

13,526

people in infant and young-child feeding support and counselling.

2 0 2 2 / 2 0 2 3

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 )

1 2

SOUTH SUDAN

5,410 people in gender-based violence prevention and response.

10,829 people in mental health and psychosocial support.

2 0 2 2 / 2 0 2 3

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 )

1 3

UKRAINE TRAUMA-CARE TRAINING SERIES

The Russian invasion of Ukraine highlighted the need for advanced training in emergency and trauma care at the prehospital and hospital levels. International Medical Corps worked with Ukrainian partners to identify areas where training could benefit medical staff, including training and preparedness to manage trauma and mass casualties, as well as cases related to chemical, biological, radiological, nuclear and explosive hazards.

International Medical Corps and the Harvard Humanitarian Initiative worked with the American College of Surgeons, Emergency Nursing Association and World Health Organization to develop and deliver this

training in Ukraine. In 2022, we deployed 91 trainers to Ukraine, held 80 training sessions and trained more than 2,300 people in trauma care, covering such topics as:

2 0 2 2 / 2 0 2 3 1 4

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 )

UKRAINE

PSYCHOLOGICAL FIRST AID

We also trained clinicians, first responders and caregivers in psychological first aid (PFA) in both Ukraine and in Poland, where many Ukrainian refugees live. “Working in an ambulance, I am the first to meet people in times of despair, illness or emergency,” explained PFA trainee Olha Kurtyniak, a paramedic based in Stryi, Ukraine. “Each person who is exposed to stress reacts to it differently— sometimes a person needs psychological help more than medical help.” With International Medical Corps’ help, Kurtyniak and others like her know how to provide PFA responsibly, who can provide it, when and where it should be provided, and when someone should be referred for specialised care. The training also equips students with selfcare techniques that enable caregivers to help themselves—so they can continue helping others.

POLAND

1 5 2 0 2 2 / 2 0 2 3

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 )

In 2022, International Medical Corps responded directly to the needs of more than 20 million people in 30 countries on five continents.

Among the results of the work of International Medical Corps, International Medical Corps (UK) and International Medical Corps Croatia:

20 MILLION

7.7 MILLION

BENEFICIARIES

PRIMARY MEDICAL CONSULTATIONS

Of these, nearly 3 MILLION were children under 5. Our work also reached more than 68 MILLION others who benefited indirectly from our programmes and work.

Of these, nearly 2 MILLION were children under 5.

91,645 PARTICIPANTS TRAINED

208,468 CHILDREN VACCINATED AGAINST MEASLES

1,675 HEALTH FACILITIES SUPPORTED

In 2022, we provided vital assistance to 1,175 primary health facilities and 172 hospitals, and operated 318 mobile clinics to reach people in underserved and remote areas.

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

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

2 0 2 2 / 2 0 2 3

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 )

1 6

UKRAINE

1 7 2 0 2 2 / 2 0 2 3

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

NUTRITION

The foundation of life

The key to our future

Provided 2,583,959 people with critical nutrition support and treated 232,437 children for acute and severe malnutrition.

Ensured that 96,533 births were assisted by a trained birth attendant.

2 0 2 2 / 2 0 2 3

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 )

1 8

YEMEN

WATER, SANITATION AND HYGIENE

MENTAL HEALTH CARE AND PSYCHOSOCIAL SUPPORT

GENDER-BASED VIOLENCE

The essence of good health

Helped more than 3.5 million people with water, sanitation and hygiene needs, and constructed or rehabilitated 1,220 latrines.

The invisible wounds

Provided services to 957,248 people through hundreds of facilities, mobile teams and other means of delivery.

A violation of fundamental human rights

Offered protection and support to 1,657,271 people living with the threat—or reality—of gender-based violence.

1 9 2 0 2 2 / 2 0 2 3

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 )

In calendar year 2022, we provided urgently needed healthcare and related services to more than 20 million people in 30 countries on five continents.

AMERICAS

Colombia

Puerto Rico Continental United States Venezuela

AFRICA

Cameroon Central African Republic Democratic Republic of the Congo*

Ethiopia South Sudan Libya Sudan Mali Zimbabwe Nigeria Somalia

2 0 2 2 / 2 0 2 3

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

EUROPE MIDDLE EAST ASIA Moldova Gaza Lebanon Afghanistan Poland Iraq Syria India Romania Jordan Turkey Japan Ukraine Yemen Pakistan Philippines

*Countries where International Medical Corps (UK) programmes were funded during the 12 months to 30 June 2023.

2 1 2 0 2 2 / 2 0 2 3 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 )

ZIMBABWE

TATA CONSULTANCY SERVICES

In 2022, International Medical Corps partnered with Tata Consultancy Services (TCS) to create a digital system to help streamline our prequalification of local vendors—an important measure that helps make our work even more efficient and costeffective. Though International Medical Corps had been using a set of prequalification guidelines, the new digital system offers a number of improvements: it is fully accessible online, automates the documentation and approval process, and reduces our carbon footprint by eliminating the need to maintain physical documentation. We appreciate the assistance from TCS, which provided its services and resources free of charge.

2 0 2 2 / 2 0 2 3

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 2

STRENGTHENING LOCAL HUMANITARIAN ACTION TO ADDRESS CLIMATE IMPACT

With support from the French Ministry for Europe and Foreign Affairs, International Medical Corps partners with the International Council of Voluntary Agencies to help local and national NGOs in East Africa strengthen humanitarian responses in ways that are appropriate for environments affected by climate change. The project focuses on two priority themes: enhancing organisational systems and operational readiness, and including climateimpact considerations in humanitarian assistance. The multi-faceted learning approach includes individualised learning opportunities, training of trainers, and global and regional meetings around priority themes.

BUILDING A BETTER RESPONSE E-LEARNING

International Medical Corps has led the “Building a Better Response” (BBR) project since 2012, with generous support from the United States Agency for International Development’s (USAID) Bureau for Humanitarian Assistance (BHA), and working in partnership with Concern Worldwide and the Harvard Humanitarian Initiative. We train thousands of people each year to engage in a coordinated humanitarian response at the local, regional and national levels. In December 2022, we launched the new BBR e-learning platform, which features updated learning modules, new avatars, an updated color palette and new case-study assessments. Voiceover language options include Arabic, English, French, Polish, Spanish and Ukrainian, with additional transcript translations available in Dari, Portuguese, Russian, Turkish and Urdu. To create the platform, the BBR team incorporated feedback from previous learners to design the most user-friendly and relevant training possible.

JORDAN

2 3 2 0 2 2 / 2 0 2 3

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) 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. Geczy CHAIRMAN London

Nancy A. Aossey TREASURER Los Angeles, CA

Reto Braun Switzerland

Hendrik Cornelis SECRETARY London

Dominic J. O'Hagan United States

C. William Sundblad Santa Monica, CA

Global Ambassador Ashley Park and First Responder Paul Forman in Ukraine

2 0 2 2 / 2 0 2 3 2 4

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 )

Global Ambassador Inanna Sarkis in Jordan

GLOBAL AMBASSADORS

CELEBRITY FIRST RESPONDERS

Lily Donaldson Model, Activist

Judy Greer Actress, Activist

Sanaa Lathan Actress, Humanitarian

Sienna Miller Actress, Activist

Ashley Park Actress, Humanitarian

Inanna Sarkis Actress, Activist

Stacy Twilley Founder and CEO iVolunteer.org

Robin Wright Actress, Humanitarian

Muna AbuSulayman Sasha Alexander Genevieve Angelson Bob Crawford Kevin Curry Paul Forman Nikki Glaser 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 2 / 2 0 2 3

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

Andrew W. Géczy Reto Braun Dominic J. O'Hagan CHAIRMAN Hendrik Cornelis C. William Sundblad Nancy A. Aossey SECRETARY

MANAGING DIRECTOR

FINANCE DIRECTOR

Ognjen Radosavljevic

Fahmida Wadud-Muhit

REGISTERED OFFICE

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

TELEPHONE WEBSITE 0207 253 0001 https://www.internationalmedicalcorps.org.uk

COMPANY REGISTRATION NUMBER CHARITY REGISTRATION NUMBER

04474904 (England and Wales)

1093861

AUDITOR Buzzacott LLP 130 Wood Street London EC2V 6DL

BANKERS

Barclays Bank PLC 5th Floor Level 27 1 Churchill Place London E14 5HP

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 2 / 2 0 2 3 2 6

TRUSTEES’ REPORT (INCLUDING STRATEGIC REPORT) 30 JUNE 2023

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 2023. 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 $121 million of the Charity’s programmes were delivered in partnership with International Medical Corps (2022: $110 million). This represents a 10% increase (2022: 5% decrease compared to 2021) 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 nonprofit 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 six members who aim to meet several times each year. Additional meetings can be called at the request of the Chair. For the 2022–23 financial year, the board of trustees met in January 2023 and June 2023. The list of trustees who served in the year is shown on page 26.

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

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

2 7 2 0 2 2 / 2 0 2 3

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 )

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.

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.

THE SAFEGUARDING TASK FORCE

The Safeguarding Task Force was created in 2018 to provide focus, leadership and oversight over all global safeguarding initiatives. The Safeguarding Task Force is a multidisciplinary team comprising staff from key departments, including Domestic and International Affairs, Legal, Human Resources, Ethics and Compliance, Technical Unit and International Programmes. The Safeguarding Task Force 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 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 the 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.

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

The umbrella Safeguarding Policy encompasses:

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

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.

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 2 / 2 0 2 3 2 8

TALENT ACQUISITION

Safeguarding is included in the corporate staff-recruitment process, from advertisement to hiring.

Key actions include the following steps.

International Medical Corps UK and its affiliate International Medical Corps participate in the Inter-Agency Misconduct Disclosure Scheme from the Steering Committee for Humanitarian Response. In accordance with this, we will request information from an applicant’s previous employers about any findings of sexual exploitation, sexual abuse and/ or sexual harassment during employment, or incidents under investigation when the applicant left employment.

SAFEGUARDING FOCAL POINTS

More than 130 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 regular webinars, and a resource library on our intranet.

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 of safeguarding violations receive appropriate and timely support, including medical, psychosocial and other services, according to their needs and wishes. Survivors 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 survivors and consults with Legal Counsel to determine the best course of action. To the extent possible, survivors’ wishes guide decisions about the types of support received, and survivors 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 subagreement. Safeguarding-specific requirements are included in the downstream partner risk-assessment guidelines.

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

2 9 2 0 2 2 / 2 0 2 3

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 )

in its Code of Conduct, which is subscribed to by all its employees, volunteers, suppliers, and sub-partners. Moreover, at country-level programme implementation, the Charity aims to reduce excess morbidity and mortality associated with potential exposure to environmental factors. The agency coordinates globally with other actors’ integrated approaches to delivering environmental, social, public health-related and climate-resilient interventions. International Medical Corps (UK) adheres to international standards and regulations that also guide the charity to effectively evaluate the potential environmental effects of proposed projects and select, implement, and manage effective environmental programmes. Furthermore, the agency collaborates with other actors globally to deliver integrated approaches that address 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, greening and solarisation of groundwater resources, health facilitybased 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 positively change the targeted communities' knowledge, attitude, and behaviour.

The Charity is cosignatory to the global pledge on Energy and Infrastructure to adopt cost-efficient, environmentally sustainable solutions. We support resilient and sustainable WASH systems that address water scarcity and climate change and 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, the International Medical Corps has developed guidance on the 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.), to implement best practices and provide recommendations based on studies and recommendations of agencies such as Groupe URD, IFRC, WHO and WFP. The Charity is also participating in the “WREC” (Waste Management And Measuring, Reverse

Logistics, Environmentally Sustainable Procurement And Transport, And Circular Economy) and the “Joint Initiative” engaging with other humanitarian organisations in reviewing, developing, and sharing tools and methodologies to reduce the carbon footprint of our operations.

Since 2022, International Medical Corps calculates CO2 emissions generated globally by transport (international shipment and vehicles) and power production, and also considers international travels emissions in 2022. In the coming years baseline calculation will be augmented to power grid and in country shipment emissions. The results were presented to Senior Management and the Country team, highlighting improvement opportunities.

International Medical Corps continues to develop and disseminate eLearning to improve awareness and provide solutions for emissions reduction. In 2023, an additional training module was developed targeting all staff, highlighting measures everyone can take to contribute to carbon footprint reduction. In 2022, the Charity has recruited dedicated staff to develop tools, guidance and guidelines related to carbon emissions reduction (related to logistics and supply chain) initiatives.

In 2023, the Charity’s implementing affiliate will further implement and monitor actions positively impacting the environment and analyse results against the baseline.

The Charity offers staff environmentally friendly initiatives 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 is not reporting under the 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 contribute towards eliminating modern day slavery by the Human Resources function during staff onboarding orientation. Additionally, all employees are provided with annual training about the prevention of trafficking in persons, sexual exploitation and abuse, and

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 2 / 2 0 2 3 3 0

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 Ethics & Compliance 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:

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:

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 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.

Each trustee confirms that:

3 1 2 0 2 2 / 2 0 2 3

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 )

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.

health and preserve lives by providing medical supplies and trained medical professionals particularly, in areas that have suffered through war and conflict; and

b) further the activities of International Medical Corps, a non-profit corporation registered in California USA, as are exclusively charitable and that may advance the objective set in (a) above.

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:

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

a) relieve suffering, sickness and poverty throughout the world by providing medical aid, healthcare training and programmes, and to promote good

MONITORING OF ACTIVITIES

In International Medical Corps, ongoing project monitoring is an essential component of project management; for assessing progress, identifying gaps, and developing responsive strategies to keep track of progress against set targets. Monitoring of project activities at International Medical Corps aims to achieve three objectives: 1) assess progress of project activities/outputs; 2) identify gaps/ weaknesses during project implementation and any problems or obstacles encountered; and 3) provide targeted and relevant monitoring data that allows IMC to develop recommendations throughout the life of the project.

International Medical Corps (UK) continuously monitors programme activities through effective internal monitoring, supervision and 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 dayto-day management. The Charity also maintains automated recruitment, financial and programme records to track performance and grant compliance.

Routine project monitoring is conducted at the field levels by the project technical and M&E teams through standard monitoring and reporting procedures and forms to monitor services and goods provided by International Medical

2 0 2 2 / 2 0 2 3 3 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 )

Corps. Monitoring activities include monitoring of quality of services and goods provided, either through supportive supervision, observation, record review, alternative methods, and teams use standardised checklists and tools that are appropriate for the context. Some activities that are particularly sensitive may be monitored indirectly, such as through client satisfaction surveys or review of anonymised case management files by the appropriate personnel. The project team focuses more on the technical aspects of services provision to ensure quality and compliance with minimum international standards. However, the M&E team conducts independent monitoring of services International Medical Corps provides at various facilities, including health facility, rehab centre, child protection centre, women centre, and MHPSS. The findings from monitoring are regularly shared with the project team for their follow-up and corrective measures.

The International Programmes team through the technical teams reinforces supportive supervision and monitoring and communications systems and procedures to track results. International Programmes collaborates with the Monitoring and Evaluation (M&E) unit 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 and progress, spending and procurement, as presented by project managers and their technical, financial and logistics colleagues. In addition, International Programme Senior Directors, 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 Afghanistan, Cameroon, Ethiopia, Kenya, Jordan, Lebanon, Poland, Pakistan, Somalia, South Sudan, Sudan, Somalia, Syria, Ukraine and Venezuela where we provided field teams with programmatic and technical support.

The Charity’s affiliate delivers programmes through four geographical, cross-functional platforms (Middle East, Central & Southern Africa, North & East Africa, Asia and Europe, Global), 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 2023, International Medical Corps (UK) provided assistance valued at $121,596,255 (2022: $110,578,457) to vulnerable populations in 23 countries (2022: 23). This included the distribution of donated medical and other supplies valued at $10,820,038 (2022: $16,090,353).

International Medical Corps (UK) supported, through its US affiliate, 2,760 staff positions in 23 countries (2022: 2,546 staff positions in 23), providing essential services to beneficiaries. Globally, International Medical Corps’ activities served 20.4 million unique beneficiaries in 2022. Globally, International Medical Corps’ activities served 10.2 million direct beneficiaries between 1 July 2022 and 31 December 2022 and 7.9 million direct beneficiaries between 1 January 2023 and 30 June 2023.

International Medical Corps (UK) contributed 32% of global funding to this mutual achievement.

*Please note that beneficiary totals may overlap across calendar years

3 3 2 0 2 2 / 2 0 2 3 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
$121M (2022: $111M).
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
areas of concern in a timely manner to the senior controlled the field operations through regular reviews,
management team cross-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 -----

2 0 2 2 / 2 0 2 3

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 )

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 continues to use performance management and
performance expectations development 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.
Wellbeing initiatives including flexible working and
specifically remote working arrangements are 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 of were enhanced to consider opportunities and challenges in
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 conducted in-country
audits in Zimbabwe, Ethiopia, Central African Republic,
Yemen and Cameroon.
Secure multi-year grants from donors Ongoing discussions were had with FCDO, Global
Affairs Canada (GAC), Ministry of Foreign Affairs France and
other donors on multi-year grants.
----- End of picture text -----

3 5 2 0 2 2 / 2 0 2 3 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
Robust interaction with International Medical Corps (UK)’s
Improve high-level donor interaction
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 reporting
performance on complementary information requests 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.

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.

2 0 2 2 / 2 0 2 3

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 )

3 6

INTERNATIONAL MEDICAL CORPS (UK)’S HUMANITARIAN ASSISTANCE FOR THE FINANCIAL YEAR 2022/2023

EMERGENCY RESPONSE AND PREPAREDNESS

There have been several global disasters this year and in 2022, but with your support, we had the resources to respond rapidly. In Ukraine—embroiled in a war with Russia since February 2022—we have so far reached more than 9 million people with health-related supplies, services and training. We also responded to natural disasters worldwide, including the devastating earthquake in Afghanistan that killed more than 1,000 people, the severe flooding caused by an extreme monsoon season in Pakistan that destroyed more than 2 million homes and affected one in seven Pakistanis, and the two deadly earthquakes that struck Türkiye and Syria earlier this year, killing more than 56,000 and displacing nearly 6 million. We also delivered lifesaving services in accessible areas in Sudan when clashes between Sudan’s army and rebel forces killed and injured many. We continue to help those affected by these disasters and conflicts.

HEALTHCARE SERVICES

We provided primary and secondary healthcare services, or some kind of health assistance, to more than 1 million people in Afghanistan, Cameroon, the Democratic Republic of Congo, Jordan and Syria. In Ethiopia and the Central African Republic (CAR), we provided outpatient consultations to 175,730 people. Women's and children’s health is a priority at International Medical Corps. We offered 25,733 antenatal and postnatal consultations to women in CAR, Nigeria and South Sudan.

NUTRITION AND FOOD SECURITY

In response to the ongoing hunger crisis in the Horn of Africa and the surrounding region, we screened more than 1 million children and pregnant and lactating women for malnutrition in Afghanistan, Cameroon, Ethiopia, Nigeria, South Sudan and Syria. And in Ethiopia, we trained 38,988 mothers and caregivers on infant and young-child feeding practices.

MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT

As part of our mental health services, we provided MHPSS consultations/counselling to 113,455 people in Afghanistan, Ethiopia, CAR, South Sudan and Syria. Our MHPSS services, which include case management, counselling sessions, consultations and awareness sessions, reached more than 106,000 people in Afghanistan, Jordan, Mali and Somalia.

WATER, SANITATION AND HYGIENE (WASH)

Our WASH team undertakes various activities to ensure clean and accessible water for all. After the devastating flooding in Pakistan in 2022, we distributed 140,000 water purification tablets, 1,600 dignity kits and 1,000 hygiene kits in the flood-affected districts. In Somalia, we distributed hygiene kits to 27,000 people and constructed 280 latrines, while in Ethiopia, we reached 675,267 people with hygiene awareness messaging. In Yemen, we improved emergency and sustainable water supply access for 13,632 people, provided 645,000 litres of treated water to 12 internally displaced camps, and trained 40 Community Health Volunteers on hygiene awareness and promotion.

GENDER-BASED VIOLENCE (GBV) PREVENTION AND RESPONSE

We provide remote and in-person training to help communities understand various topics related to GBV, such as causes, contributing factors and consequences. In Poland, we completed 22 training sessions where more than 300 people participated. In Jordan’s Azraq and Za’atari camps and in Irbid and Mafraq, our Child Protection Counsellors provided 757 individual counselling sessions on bullying and emotional distress. In addition, we reached 856,904 women and girls with messaging on GBV prevention and response in Cameroon, Ethiopia, Mali, Nigeria and South Sudan.

3 7 2 0 2 2 / 2 0 2 3

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
DAHW Deutsche Lepra- und Tuberkulosehilfe e.V.
FCDO (formerly DFID) Foreign, Commonwealth & Development Office (formerly- Department for International Development UK)
EC European Commission
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
Islamic Development Bank Islamic Development Bank
King Salman Humanit. Aid King Salman Humanitarian Aid and Relief Center
MENTOR MENTOR Initiative
MINBUZA Ministry of Foreign Affairs Netherlands
MOFAIC UAE Ministry of Foreign Affairs and International Cooperation, UAE
Plan Int. Australia Plan International Australia
Plan Int. Netherlands Plan International Netherlands
Save the Children Save the Children
The Power of Nutrition The Power of Nutrition
UNDP United Nations Development Fund
UNFPA United Nations Population Fund
UNHCR United Nations High Commissioner for Refugees
UNICEF United Nations International Children’s Emergency Fund
United Group BV United Group BV
UNOCHA United Nations Office for the Coordination of Humanitarian Affairs
WFP World Food Programme
WHO World Health Organisation
WV World Vision
Welthungerhilfe
ZOA Netherlands Stichting ZOA
----- End of picture text -----

2 0 2 2 / 2 0 2 3 3 8

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 )

PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES

PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES
Andor Charitable Trust Bloomberg
Fulmer Trusts’ donation Ashburnham Village
GM Morrison Charitable Trust Medik8
Brownlee Charitable Trust Winchester Rotary Club
Take Two Software St Cross Hospital
Vitol Foundation Tides Foundation
Church of Jesus Christ Latter Day Saints (LDS) AstraZeneca UK Limited

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. 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:

3 9 2 0 2 2 / 2 0 2 3

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 )

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 International Medical Corps (UK) continues to pursue
and developments in the UK’s Foreign and European Union funding streams where eligible. At
Development 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.
Exposure to movement in foreign currency rates, The Charity’s principal currency exposures arise from
affecting international operations translations of European and other donor monies received
into US dollars, the main operational currency advanced to
its field missions overseas. The continued fluctuations of
currencies against USD can adversely affect 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 staff, created in July 2018,
continues to ensure effective use of donor funds.
Operations in sanctioned countries through the Donors and stakeholders are kept up to date with
Charity’s US affiliate developments and emerging risks affecting programme
implementation in sanctioned countries.
----- 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 2 / 2 0 2 3

4 0

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 controls, budgeting, accounting, financial reporting and auditing systems are employed throughout the organisation, to meet the management and programmatic objectives at various levels, and to be accountable to its donors and supporters.

This year, International Medical Corps (UK)’s total income was $125,352,674 (2022: $121,164,472). Of this, the total cash income received from institutional donors and supporter base was $112,677,278 (2022: $102,485,905). International Medical Corps (UK) was able to secure $12,315,666 (2022: $16,385,054) of gifts-in-kind, comprising food, medicines and supplies.

During the reporting period, International Medical Corps (UK) supported training and assistance programmes in 23 (2022: 23) countries through its US affiliate. The Charity’s programme expenditures can be disaggregated into the following humanitarian contexts.

----- Start of picture text -----
FY 2023 FY 2022
Strengthening health capacity 30% 37%
Emergency response and preparedness 34% 23%
Mental health and psychosocial support 3% 1%
Women & children’s health 12% 13%
Water, sanitation and hygiene 8% 3%
Nutrition & food security 13% 23%
----- End of picture text -----

4 1 2 0 2 2 / 2 0 2 3 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 $29,447,322 as of 30 June 2023 (2022: $25,841,751) and unrestricted funds of $885,850 as of the same date (2022: $749,981). International Medical Corps (UK) receives relevant institutional funding in meeting its restricted charitable expenditure. The balance of free reserves as of 30 June 2023 is $815,000 (2022: $688,941). 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 $815,000 for FY 2023–24 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 2023, the Charity held restricted reserves of $29,447,322 (2022: $25,841,751). This represents the total funds received for specific projects that are yet to be spent at 30 June 2023, including projects responding to Syria and various other crisises. 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 2023, the balance of free reserves was $815,000 (2022: $688,941). 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 2 / 2 0 2 3 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. 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 $125million during the 12-month period to 30 June 2024;

  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 Geczy

Approved by the board of trustees on:

12 December 2023

4 3 2 0 2 2 / 2 0 2 3

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 2023 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 2 / 2 0 2 3 4 4

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 )

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

4 5 2 0 2 2 / 2 0 2 3

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 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:

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.

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

23 January 2024

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 2 / 2 0 2 3 4 6

STATEMENT OF FINANCIAL ACTIVITIES

30 JUNE 2023

----- Start of picture text -----
Unrestricted Restricted 2023 Unrestricted Restricted 2022
Notes funds funds Total funds funds funds Total funds
$ $ $ $ $ $
Income and expenditure
Income from:
Donations and
1 811,526 13,033,107 13,844,633 3,371,001 17,889,589 21,260,590
legacies
Charitable activities 2 – 111,508,041 111,508,041 – 99,903,882 99,903,882
Total income 811,526 124,541,148 125,352,674 3,371,001 117,793,471 121,164,472
Expenditure on:
Raising funds 3 13,598 1,381 14,979 9,500 21,203 30,703
Charitable activities 4 662,059 120,934,196 121,596,255 3,191,901 107,386,556 110,578,457
Total expenditure 675,657 120,935,577 121,611,234 3,201,401 107,407,759 110,609,160
Net income/(expenditure) 135,869 3,605,571 3,741,440 169,600 10,385,712 10,555,312
Net movement in funds 135,869 3,605,571 3,741,440 169,600 10,385,712 10,555,312
Fund balances brought forward
at 1 July 2022 749,981 25,841,751 26,591,732 580,381 15,456,039 16,036,420
Fund balances carried forward
at 30 June 2023 885,850 29,447,322 30,333,172 749,981 25,841,751 26,591,732
----- 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 2 / 2 0 2 3 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 2023

----- Start of picture text -----
2023 2023 2022 2022
Notes
$ $ $ $
Fixed Assets
Tangible assets 8 70,850 61,040
Current assets
Stock 9 2,025,295 529,667
Debtors 10 10,446,496 14,582,392
Cash at bank and in hand 18,055,618 11,665,737
30,527,409 26,777,796
Creditors: amounts falling due
11 (265,087) (247,104)
within one year
Net current assets 30,262,322 26,530,692
Total net assets 30,333,172 26,591,732
The funds of the charity
Restricted funds 12 29,447,322 25,841,751
Unrestricted funds 885,850 749,981
30,333,172 26,591,732
----- End of picture text -----

Approved by the trustees and signed on their behalf by:

Andrew Geczy, Chair

Approved on: 12 December 2023

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

2 0 2 2 / 2 0 2 3 4 8

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 )

STATEMENT OF CASH FLOWS YEAR TO 30 JUNE 2023

----- Start of picture text -----
2023 2022
Notes
$ $
Cash flows from operating activities:
Net cash provided by operating activities A 6,433,031 3,443,942
Cash flows from investing activities:
Purchase of tangible fixed assets (43,150) (62,331)
Net cash used in investing activities (43,150) (62,331)
Change in cash and cash equivalents in the year 6,389,881 3,381,611
Cash and cash equivalents at 1 July 2022 B 11,665,737 8,284,126
Cash and cash equivalents at 30 June 2023 B 18,055,618 11,665,737
----- End of picture text -----

Notes to the statement of cash flows for the year to 30 June 2023

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

----- Start of picture text -----
2023 2022
$ $
Net movement in funds (as per the statement of financial activities) 3,741,440 10,555,313
Adjustments for:
Depreciation charge 33,340 21,765
Loss on disposal of fixed assets _ 9,835
(Increase) in stocks (1,495,628) (294,700)
Decrease in debtors 4,135,896 (6,866,044)
Increase in creditors 17,983 17,773
Net cash provided by operating activities 6,433,031 3,443,942
----- End of picture text -----

B Analysis of cash and cash equivalents

----- Start of picture text -----
2023 2022
$ $
Cash at bank and in hand 18,055,618 11,665,737
Total cash and cash equivalents 18,055,618 11,665,737
----- End of picture text -----

2 0 2 2 / 2 0 2 3

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 9

PRINCIPAL ACCOUNTING POLICIES 30 JUNE 2023

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 2023.

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.

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 $815,000 (2022: $688,941), which is above its target as per the reserves policy. The trustees have continued to use the goingconcern 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

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:

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.

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 2 / 2 0 2 3 5 0

Expenditure comprises the following:

FUND ACCOUNTING

The majority of costs are directly attributable to specific activities. Certain shared costs are apportioned to activities in furtherance of the objects of the charity. These costs are allocated in the same proportion as directly attributable expenditure.

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

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:

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% to 7% of eligible employees’ gross earnings. Employees are immediately fully vested in contributions made on their behalf. The Charity is fully staged in its autoenrolment obligations. Employees make additional contributions to meet legal requirements and should they wish to do so. Pension costs represent the employer’s contributions payable during the year.

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.

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.

5 1 2 0 2 2 / 2 0 2 3 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 )

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.

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 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.

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.

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.

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 2 / 2 0 2 3 5 2

NOTES TO THE FINANCIAL STATEMENTS YEAR TO 30 JUNE 2023

1 Donations and legacies

----- Start of picture text -----
Unrestricted Restricted 2023
funds funds Total
$ $ $
Donation from International Medical Corps 87,217 237,632 324,849
–
Private grants for projects 473,861 473,861
Other Unrestricted Donations 695,376 – 695,376
–
Donated supplies 12,315,666 12,315,666
Donated services _ 5,948 5,948
Interest Income 28,933 – 28,933
2023 Total funds 811,526 13,033,107 13,844,633
----- End of picture text -----

----- 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
Other income 1,379 – 1,379
2022 Total funds 3,371,001 17,889,589 21,260,590
----- End of picture text -----

5 3 2 0 2 2 / 2 0 2 3 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 2023
funds funds Total
$ $ $
–
Strengthening health capacity 35,661,830 35,661,830
–
Emergency response and preparedness 39,141,374 39,141,374
–
Mental health and psychosocial support 5,497,404 5,497,404
Women & children’s health – 15,024,516 15,024,516
–
Water, sanitation and hygiene 9,074,931 9,074,931
–
Nutrition and food security 7,107,986 7,107,986
2023 Total funds – 111,508,041 111,508,041
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
3 Expenditure on raising funds
Unrestricted Restricted 2023
funds funds Total
$ $ $
Fundraising staff costs _ – _
Other fundraising costs 13,598 1,381 14,979
2023 Total funds 13,598 1,381 14,979
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
----- 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 2 / 2 0 2 3 5 4

4 Expenditure on charitable activities

----- Start of picture text -----
Activities
Support 2023
undertaken
costs Total
directly
$ $
$
Strengthening health capacity 34,164,949 2,575,366 36,740,315
Emergency response and preparedness 37,909,357 2,857,621 40,766,978
Mental health and psychosocial support 3,313,904 249,803 3,563,707
Women & children’s health 14,038,277 1,058,211 15,096,488
Water, sanitation and hygiene 9,351,890 704,949 10,056,839
Nutrition and food security 14,294,410 1,077,518 15,371,928
2023 Total funds 113,072,787 8,523,468 121,596,255
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 14,114,434 1,145,339 15,259,773
Water, sanitation and hygiene 3,365,564 273,104 3,638,668
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
----- End of picture text -----

5 5 2 0 2 2 / 2 0 2 3 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 2023
undertaken
costs Total
directly
$ $
$
Staff costs 38,375,943 2,077,019 40,452,962
Donated supplies and services 10,820,038 10,826 10,830,864
Auditor’s remuneration
• Statutory audit – 53,475 53,475
Other costs 63,876,806 6,382,148 70,258,954
2023 Total 113,072,787 8,523,468 121,596,255
----- End of picture text -----

----- 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 -----

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 2 / 2 0 2 3 5 6

4 Charitable activities (continued)

----- Start of picture text -----
Unrestricted Restricted 2023
funds funds Total
$ $ $
Strengthening health capacity 200,041 36,540,274 36,740,315
Emergency response and preparedness 221,965 40,545,013 40,766,978
Mental health and psychosocial support 19,403 3,544,304 3,563,707
Women & children’s health 82,197 15,014,291 15,096,488
Water, sanitation and hygiene 54,757 10,002,082 10,056,839
Nutrition and food security 83,696 15,288,232 15,371,928
2023 Total funds 662,059 120,934,196 121,596,255
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
----- End of picture text -----

5 Employees and staff costs

Staff costs during the year were as follows:

----- Start of picture text -----
2023 2022
Total Total
$ $
Wages and salaries 1,778,658 1,639,323
Social security costs 207,527 182,005
Other pension costs 90,834 88,425
Total UK staff costs 2,077,019 1,909,753
International Medical Corps Worldwide on International Medical Corps (UK) projects 38,375,943 35,693,805
Total staff costs 40,452,962 37,603,558
----- End of picture text -----

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

----- Start of picture text -----
2023 2022
No No
UK Staff 28 25
----- End of picture text -----

5 7 2 0 2 2 / 2 0 2 3 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 2,760 (2022: 2,546).

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 -----
2023 2022
No No
£60,000 – £70,000 2 1
£70,001 – £80,000 1 2
£80,001 - £90,000 2 1
£100,001 - £110,000 1
£110,001 - £120,000 _ 1
£130,001 - £140,000 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 $588,852 (2022: $571,161).

----- Start of picture text -----
2023 2022
$ $
Wages and salaries 491,512 477,202
Social security costs 63,142 60,587
Employer pension costs 34,198 33,372
Total costs 588,852 571,161
----- 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 (2022- £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.

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 2 / 2 0 2 3 5 8

8 Tangible fixed assets

----- Start of picture text -----
Office
equipment
$
Cost
Total cost at 1 July 2022 438,060
Additions 43,150
Disposals (279,449)
Total cost and 30 June 2023 201,761
Depreciation
Aggregate depreciation as at 1 July 2022 377,020
Charge for the year 33,340
Disposals (279,449)
Aggregate depreciation as at 30 June 2023 130,911
Net book values
As at 30 June 2023 70,850
As at 30 June 2022 61,040
----- End of picture text -----

9 Stocks

----- Start of picture text -----
2023 2022
$ $
Donated goods received but not distributed 2,025,295 529,667
----- End of picture text -----

10 Debtors

----- Start of picture text -----
2023 2022
Due within one year
$ $
Prepayments and deposits 79,973 89,184
Accrued income 9,901,730 10,990,635
Other debtors – Accounts Receivable 11,416 2,388
Amount receivable from IMC Croatia 20,651 10,277
Amount receivable from IMC 426,476 3,483,188
Emergency response stock 6,250 6,720
10,446,496 14,582,392
----- End of picture text -----

5 9 2 0 2 2 / 2 0 2 3 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 -----
2023 2022
$ $
Trade creditors 13,988 13,292
Accruals 251,099 233,812
265,087 247,104
----- 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
1 July 2022 Income Expenditure 30 June 2023
$ $ $ $
Strengthening health capacity 7,939,507 37,453,524 36,374,602 9,018,429
Emergency response and preparedness 13,676,105 39,966,161 39,862,390 13,779,876
Mental health & psychosocial support 3,767 5,759,712 3,541,696 2,221,783
Women & children’s health 875,646 15,468,004 14,973,400 1,370,250
Water, sanitation and hygiene 1,757,509 9,261,510 9,992,728 1,026,291
Nutrition and food security 321,293 15,914,797 15,876,088 360,002
Restricted by country 1,267,924 717,440 314,673 1,670,691
25,841,751 124,541,148 120,935,577 29,447,322
----- 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 2 / 2 0 2 3 6 0

13 Analysis of net assets between funds

----- Start of picture text -----
Total
Unrestricted funds Restricted funds 2023
$ $ $
Fund balances at 30 June 2023 are
represented by:
Fixed assets 70,850 _ 70,850
Current assets 815,000 29,712,409 30,527,409
Creditors: amounts falling due within one –
(265,087) (265,087)
year
2023 Total net assets 885,850 29,447,322 30,333,172
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 –
(247,104) (247,104)
year
2022 Total net assets 749,981 25,841,751 26,591,732
----- End of picture text -----

6 1 2 0 2 2 / 2 0 2 3 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 )

14 International Medical Corps (UK) flagship areas

International Medical Corps (UK) continued to operate during the financial year to 30 June 2023 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 July 2023 International Medical Corps (UK) entered into a new Administrative Services Agreement with International Medical Corps, a US-based non-profit organization 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 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 2023, International Medical Corps billed International Medical Corps (UK) $7,148,282 (2022: $6,923,408) 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 $881,109 (2022: $823,601).

During the year ended 30 June 2023, International Medical Corps Croatia billed International Medical Corps (UK) $45,050 (2022: $28,415). During the same period International Medical Corps (UK) has rendered services to International Medical Corps Croatia of $172,507 (2022: $132,154).

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 2023 that could give rise to such liability (2022: 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 2 / 2 0 2 3 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 total of future minimum lease payments under non-cancellable operating leases as at 30 June 2023 is as follows:

----- Start of picture text -----
Land and Total
buildings Equipment 2023
$ $ $
Due within one year 73,524 1,585 75,109
Due between 2 and 5 years 253,029 2,270 255,299
Over 5 years – – –
326,553 3,855 330,408
----- End of picture text -----

----- 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
----- End of picture text -----

6 3 2 0 2 2 / 2 0 2 3 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 2023

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 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 GAC 204154 (22,825) -
Afghanistan UNOCHA 204059 (32,835) -
Afghanistan UNOCHA 204365 80,999 373,784
Afghanistan UNOCHA 204439 506,019 538,764
Afghanistan UNOCHA 204483 600,000 493,548
Afghanistan UNOCHA 204558 532,599 532,105
Cameroon WHO 204609 247,663 247,663
Central African Republic EC 203593 19,117 19,117
Central African Republic EC 204406 1,066,025 1,066,025
Central African Republic ECHO 204057 (1,629) (1,629)
Central African Republic LDS 204265 (25) 107,211
Central African Republic MENTOR 203734 833,642 833,642
Central African Republic UNOCHA 204248 (6,865) -
Central African Republic UNOCHA 204416 232,248 236,474
Democratic Rep of Congo Save the Children 204571 442,289 442,289
Ethiopia GAC 204636 1,850,755 188,202
Ethiopia KSRelief 204533 102,180 102,180
Ethiopia UNHCR 204586 385,250 385,250
Ethiopia UNOCHA 204273 23,950 77,666
Ethiopia UNOCHA 204377 (26,782) 137,279
Ethiopia UNOCHA 204604 1,600,000 496,899
Ethiopia UNWOMEN 204082 (1,072) (1,072)
Global ERU KSRelief 204533 764,481 353
Iraq ECHO 202946 (2,675) (2,675)
Jordan UNHCR 204316 9,025,270 9,073,917
Jordan UNHCR 204563 7,945,969 7,420,366
Lebanon GAC 203871 (65,267) -
Lebanon GAC 204375 1,927,465 1,983,810
Lebanon Anonymous 204277 19,100 103,380
Lebanon UNOCHA 204256 376,469 459,292
Mali UNICEF 204504 531,614 536,063

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 2 / 2 0 2 3 6 4

PROJECTS CATEGORISED UNDER STRENGTHENING HEALTH CAPACITY (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
Nigeria UNICEF 204624 289,392 196,641
Pakistan GIZ 204196 17,820 17,820
Palestinian Territory NPT UK 203957 (13,650) -
Somalia UNOCHA 204565 437,029 532,015
Somalia WV 204312 - 783
Somalia WV 204423 215,469 238,652
South Sudan UNOCHA 204243 24,121 24,121
South Sudan UNOCHA 204502 427,336 427,336
South Sudan UNOCHA 204537 656,046 656,946
Sudan EC 203408 - -
Sudan UNHCR 204430 175,783 177,484
Sudan UNICEF 204286 137,181 193,752
Sudan UNOCHA 204494 400,000 148,014
Syria DAHW 204335 (449) 15,604
Venezuela GAC 204405 - 918,123
Venezuela UNOCHA 204302 196,377 166,446
Yemen KSRelief 204533 48,339 48,339
Yemen MOFAIC 204319 2,000,000 3,849,603
Yemen MOFAIC 204662 903 903
Yemen UNOCHA 204109 (15,042) -
Yemen UNOCHA 204328 927,500 1,330,635
Zimbabwe UNICEF 204428 784,550 1,652,077
Total Strengthening health capacity 35,661,830 36,445,196

6 5 2 0 2 2 / 2 0 2 3 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 LDS 204464 300,000 300,000
Afghanistan UNOCHA 204276 150,955 150,955
Cameroon KSRelief 204296 71,133 71,133
Cameroon UNHCR 204566 446,873 517,074
Central African Republic IOM 204013 (1,052) (448)
Central African Republic KSRelief 204296 12,287 12,287
Central African Republic UNICEF 204650 8,790 8,790
Central African Republic UNOCHA 204527 646,029 646,495
Democratic Rep of Congo KSRelief 204296 105,256 105,256
Ethiopia UNHCR 204587 1,846,151 1,442,352
Ethiopia UNICEF 204112 602,007 602,007
Ethiopia UNOCHA 204274 (26,894) 107,750
Ethiopia WHO 204528 200,000 190,801
Global French MOFA 204529 787,875 97,426
Global ERU KSRelief 204296 (945,649) 56,822
Iraq FCDO 204380 2,420,172 2,420,172
Iraq FCDO 204620 791,293 791,293
Iraq French MOFA 204301 351,842 2,764,457
Iraq French MOFA 204564 5,937,120 2,802,176
Iraq GAC 204378 1,244,777 1,244,777
Iraq KSRelief 204296 114,989 114,989
Iraq UNOCHA 204317 315,000 377,436
Jordan KSRelief 204296 101,988 101,988
Libya Start Network 203935 (124,167) -
Middle East DFID 203500 (34,979) -
Middle East FCDO 204380 4,457,405 3,693,129
Middle East FCDO 204620 1,003,455 655,822
Middle East GAC 203847 (25,656) -
Middle East GAC 204378 (794,672) 1,313,508
Middle East Plan Int. Australia 204634 118,008 5,211
Nigeria UNOCHA 204485 200,000 143,424
Pakistan KSRelief 204296 126,776 126,776
Pakistan LDS 204497 400,000 400,000
Pakistan Welthungerhilfe 204505 641,759 634,621
Philippines KSRelief 204296 145,492 145,492
Poland AstraZeneca 204389 592,145 613,603
Poland Multi Donors 204388 0 288,640
Poland Tides Foundation 204535 25,927 16,041
Poland Tides Foundation 204625 29,388 26,162

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 2 / 2 0 2 3 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
Poland Tides Foundation 204678 168,160 5
Puerto Rico LDS 204498 200,000 176,134
Somalia KSRelief 204296 121,857 121,857
South Sudan Christian Aid 204552 60,849 67,886
South Sudan UNICEF 203774 - 42,000
South Sudan UNICEF 204577 2,801,589 2,966,964
South Sudan UNOCHA 204279 (4,643) (4,643)
Syria AstraZeneca 204596 300,000 116,828
Syria FCDO 204380 2,970,273 2,970,273
Syria FCDO 204620 637,040 637,040
Syria GAC 204378 1,041,612 1,041,612
Syria LDS 204594 550,025 59,222
Syria UNOCHA 204239 (10,693) -
Ukraine AstraZeneca 204389 (592,145) 393,906
Ukraine AstraZeneca 204639 250,000 -
Ukraine GAC 204554 3,714,158 965,104
Ukraine LDS 204390 0 825,401
Ukraine LDS 204637 1,000,025 -
Ukraine Plan Int. Australia 204442 844,015 1,763,903
Ukraine Plan Int. Australia 204641 110,892 1,935
Ukraine Plan Int. Netherlands 204412 679,558 2,047,202
Ukraine United Group BV 204394 1 560,772
Ukraine Vitol Foundation 204429 29,293 322,745
Venezuela KSRelief 204296 145,871 145,871
Yemen GAC 203922 (55,386) 7
Yemen GAC 204374 1,547,033 1,667,592
Yemen UNOCHA 204245 227,011 398,326
Yemen UNOCHA 204511 163,156 163,156
Total Emergency Response and
Preparedness		 39,141,374 40,439,514

6 7 2 0 2 2 / 2 0 2 3 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 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 204573 1,221,721 1,295,727
Afghanistan UNOCHA 204556 522,640 35,804
Afghanistan UNOCHA 204557 529,866 35,963
Afghanistan UNOCHA 204559 437,157 107,808
Ethiopia UNFPA 204450 480,892 506,899
Jordan GIZ 204282 (5,095) (5,095)
Jordan GIZ 204510 456,480 456,480
Jordan UNICEF 204443 20,000 20,000
Jordan Vrije Universitet 203293 7,117 7,117
Libya DRC 203749 (3,158) -
Libya GIZ 204369 486,528 486,528
Pakistan UNHCR 204574 246,444 246,444
Venezuela GAC 204621 1,096,812 341,407
Total Mental Health and Psychosocial
Support		 5,497,404 3,535,082

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 2 / 2 0 2 3 6 8

PROJECTS CATEGORISED UNDER WATER, SANITATION AND HYGIENE

----- 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 Islamic Development
Bank		 204649 863,115 12,180
Afghanistan UNICEF 204310 19,103 793,941
Afghanistan UNOCHA 204264 150,270 216,766
Afghanistan UNOCHA 204368 246,291 639,199
Ethiopia UNHCR 204326 4,560,723 4,698,344
Ethiopia UNHCR 204393 728,550 728,550
Ethiopia UNHCR 204603 566,268 445,791
Ethiopia UNOCHA 204275 132,028 351,091
Ethiopia UNOCHA 204376 742,218 1,022,778
Libya GIZ 204433 667,416 667,416
Somalia UNOCHA 204531 400,000 400,000
Yemen UNOCHA 204117 (1,051) -
Total Water, Sanitation and Hygiene 9,074,931 9,976,056

6 9 2 0 2 2 / 2 0 2 3

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 204309 1,053,302 1,058,328
Afghanistan UNOCHA 204295 104,892 110,713
Cameroon UNFPA 204266 (6,785) (6,785)
Cameroon UNHCR 204325 207,922 217,222
Cameroon UNHCR 204567 272,899 147,813
Cameroon WFP 204500 190,654 190,654
Central African Republic IRC 204214 391,330 391,330
Ethiopia UNFPA 204569 555,771 581,485
Ethiopia UNHCR 204391 233,562 233,562
Ethiopia UNHCR 204585 388,612 186,818
Global UNFPA 204612 31,939 31,939
Jordan UNICEF 204314 714,264 714,264
Jordan UNICEF 204580 634,036 519,546
Jordan UNOCHA 204204 (24) -
Jordan WFP 204508 158,545 176,839
Lebanon French MOFA 204666 654,120 -
Lebanon Plan Int. Australia 204357 318,459 402,176
Lebanon UNOCHA 204322 151,747 197,795
Libya UNFPA 203895 (78,058) -
Mali GAC 204353 1,389,330 1,880,869
Nigeria MINBUZA 204069 51,841 156,242
Nigeria UNICEF 204477 376,912 376,912
Nigeria UNOCHA 204539 170,001 74,423
Nigeria WFP 204440 909,171 869,806
Poland UNHCR 204495 105,906 105,906
South Sudan DFID 203190 2,938,690 2,941,633
South Sudan UNFPA 204099 (10,533) (10,533)
South Sudan UNFPA 204305 900,449 923,950
South Sudan UNFPA 204575 422,425 513,306
South Sudan UNICEF 204260 1,545,909 1,751,652
South Sudan UNOCHA 204536 247,227 237,361
Total Women and Children’s Health 15,024,515 14,975,226

2 0 2 2 / 2 0 2 3 7 0

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 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 545,361 635,308
Ethiopia The Power of Nutrition 204681 50,000 -
Ethiopia UNHCR 204097 (3,581) (3,581)
Ethiopia UNHCR 204392 - 3,186
Ethiopia WFP 204030 133,974 3,520,251
Ethiopia WFP 204616 57,298 188,189
Ethiopia WFP 204519 - 977,974
Global ACF Canada 204404 39,777 39,777
Global ACF Canada 204550 7,957 7,957
Jordan UNICEF 204313 626,497 664,308
Jordan UNICEF 204579 643,844 651,799
Nigeria WFP 204307 596,550 1,662,670
Nigeria WFP 204615 155,284 155,284
Nigeria WFP 204627 127,215 127,215
Nigeria WFP 204638 72,867 72,867
Nigeria WFP 204648 23,783 23,783
Nigeria WFP 204665 1,028 1,028
Somalia ACF Canada 204461 42,962 42,962
Somalia ACF Canada 204550 46,565 46,565
Somalia Anonymous 204521 100,000 55,082
Somalia UNICEF 204491 156,254 293,877
Somalia UNOCHA 204300 200,526 234,210
Somalia WFP 204655 482 482
South Sudan IOM 204613 36,522 36,522
South Sudan UNICEF 203695 161,297 209,694
South Sudan UNICEF 204562 624,859 650,724
South Sudan UNOCHA 204227 180,793 191,867
South Sudan WFP 204304 304,750 868,233
South Sudan WFP 204576 455,526 886,884
Sudan WFP 204414 59,113 59,113
Sudan WFP 204415 39,538 139,481
Sudan WFP 204419 30,221 109,962
Sudan WFP 204425 31,063 46,886
Sudan WFP 204436 60,437 98,101
Venezuela WFP 204431 234,460 234,460
Venezuela WFP 204520 270,512 1,559,591
Venezuela WFP 204611 265,062 728,435
Yemen LDS 204630 750,025 27,306
Yemen UNOCHA 204111 (20,834) -
Total Nutrition and Food Security 7,107,987 15,248,452

7 1 2 0 2 2 / 2 0 2 3

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 )

I M A G E C R E D I T S

COVER Usman Ghani 2 Dmytro Mykhailov 4 Third Wave Volunteers 5 Dr. Ange Masudi 7 Fida Hussain 8 Zinyange Auntony 10 Shelley Wenk 13 Crystal Wells 14 Caitlin Bartkus 15 Kamil Daniel Jutkiewicz 17 Dmytro Mykhailov 18 Karar Al-Moaed 22 Zinyange Auntony 23 International Medical Corps 24 Kamil Daniel Jutkiewicz 25 Margaret Traub 73 Zinyange Auntony 75 Dmytro Mykhailov

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 2 / 2 0 2 3 7 2

----- Start of picture text -----
ZIMBABWE
----- End of picture text -----

ZIMBABWE

7 3 2 0 2 2 / 2 0 2 3 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 )

UKRAINE

HOW YOU CAN HELP

Give hope, give health.

There are many ways you can help 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

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 2 / 2 0 2 3 7 4

7 5 2 0 2 2 / 2 0 2 3 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 )

www.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