OpenCharities

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

2021-12-31-accounts

SHELTERBOX TRUST

A N N U A L R E P O R T 2 0 2 1

ShelterBox Trust Annual Report 2021 Trustees' Report

1

Across the north of Nigeria, many families are living in constant fear of attacks led by non-state armed groups (Boko Haram). The ongoing threat of violence has seen thousands of people fleeing their homes in search of safety.

As well as this, a severe rainy season damaged thousands of shelters, leaving men, women and children already displaced by the conflict, extremely vulnerable.

We are working closely with our partner ACTED in Nigeria to support families across two camps, providing tarpaulins, rope, and tools.

“

It has really helped the condition of our shelter. We have new tarpaulin to cover our household, which will hopefully keep out the rain during the rainy season. I can stay in my house for longer periods of time compared to before I received the shelter kit, as it is now better covered.

— Amgujja, Nigeria

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

2

3

CONTENTS

2021 in review 6
CEO statement 8
STRATEGIC REPORT
Our strategic objectives for 2021-22 10
How we increased our reach and impact 12
on people’s lives in 2021
Our emergency responses in 2021 18
Why we’re on the frontline of 20
the climate crisis
How we created a global community 22
of supporters in 2021
How we created a high-performing 24
organisation in 2021
How we extended our reach and fundraising 26
potential using our strategic partnerships
Financial review of 2021 28
Looking ahead 30
Principal risks and uncertainties 32
Structure, governance and management 34
Statement of responsibilities of the Trustees 36
of ShelterBox Trust in respect of the Trustees'
annual report and the fnancial statements
Reference and administrative details 37
FINANCIAL STATEMENTS
Independent auditor's report to the 38
members of ShelterBox Trust
Statement of fnancial activities 42 Front cover: Children dancing in a
Balance sheet 43 community supported by ShelterBox
in a displacement camp in Boussouma,
Cash fow statement 44 Burkina Faso. Over 900 households
were supported with diferent
compositions of tarpaulins, kitchen sets,
Notes to the fnancial statements 45 sleeping mats, blankets, and other items
including soap and buckets.

SHELTERBOX EXISTS BECAUSE NO ONE SHOULD BE WITHOUT SHELTER AFTER A DISASTER

The coronavirus pandemic continued to cast a shadow over all of our lives, but we reached hundreds of thousands of people in spite of ongoing travel restrictions. And, as the impact of the climate crisis continued to grow, we stood side-by-side with those already on the frontline.

Everyone deserves a place to call home. It is a human right and the first step towards recovery after disaster.

Shelter is so much more than just a roof. It’s the foundation for life, families and communities. It is a place to feel safe after days or weeks of fear. It offers privacy, protection from harsh weather, a place to feel dignified. It’s a space to heal from trauma.

In 2021, thanks to our unstoppable supporters, tens of thousands of people across the globe were still able to discover all of the benefits that shelter brings. Together, we continued to share the power of home.

In 2021, as two global challenges continued to influence every aspect of our work, the generosity of our supporters meant we could keep providing emergency shelter worldwide.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

4

5

I N 2 0 2 1

THANKS TO OUR INCREDIBLE SUPPORTERS

----- Start of picture text -----
Countries supported in 2021
Syria
India
Haiti
Burkina Faso Sudan
Honduras Nigeria Philippines
Ethiopia
Cameroon
Mozambique
----- End of picture text -----

143,000 PEOPLE IN 11 COUNTRIES

R E C E I V E D E M E R G E N C Y S H E L T E R A N D H O U S E H O L D E S S E N T I A L S

THAT'S

28,600 FAMILIES OR HOUSEHOLDS

THANKS TO YOU,

28,600 FAMILIES COULD START REBUILDING WITH HELP FROM OUR SHELTER AID AND VITAL HOUSEHOLD BASICS. WE’RE TALKING…

shelter kits

tarpaulins

blankets

kitchen sets

Plus Tents and Mosquito nets

WE KEPT PROVIDING NEW ITEMS TOO, TO GIVE EVERYONE THE BEST CHANCE OF STAYING WELL AS THE PANDEMIC DOMINATED ANOTHER YEAR:

----- Start of picture text -----
Face masks
----- End of picture text -----

Wash basins and soap

YOU REACHED PEOPLE AFFECTED BY:

----- Start of picture text -----
HURRICANES FLOODING EARTHQUAKES CONFLICT
----- End of picture text -----

Thank you so much for being there in 2021. With you, families can see a better future after disasters.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

6

7

CEO STATEMENT Sanj Srikanthan

Dear friends

For ShelterBox, 2021 was a year of renewal in a changed world.

As recognition grew that life will never truly go back to the way it was before the pandemic, we continued to respond to the challenges of COVID-19 while examining how we can deliver the greatest possible impact in a changed future.

With restrictions still in place for most of the year, the determination and resilience of the ShelterBox community shone through once again. We continued to benefit from our global network of local partnerships, and this model enabled us to support families from Burkina Faso to Syria as they rebuilt after conflicts and disasters. Our focus on storing aid in strategic locations worldwide also played a crucial role, and we offered extra remote training and support to our local partners too.

New challenges inevitably arose – not least the global shortage of available shipping containers that made transporting vital aid equipment even more complex – but we overcame them to reach more than 140,000 people with the support to start rebuilding. As ever, I am hugely grateful to everyone who made this phenomenal effort possible.

It is true, of course, that COVID-19 did continue to make the slow shift towards becoming endemic rather than a pandemic last year, and it felt significant that in August we were able to deploy a team of our specialist staff to Haiti following the devastating earthquake. This was our first in-person response since early 2020, and you can read on page 12 how we made sure it was genuinely led by the local community.

And as much as coronavirus continued to influence our work throughout the year, it is also true that our focus more than ever was on the climate crisis – which will undoubtedly have a more profound and long-lasting impact on ShelterBox and the communities we exist to support.

Climate change is already irreversibly

affecting people’s lives. As we discuss on page 20-21, we are working on its frontline, as families are forced to leave their homes to survive – either because of tropical storms, floods or droughts, or to find food, water or work. And we know this is only the beginning. Our prediction last year – completed in partnership with Northumbria University – suggested that 167 millions homes could be lost to climate change in the next 20 years alone.

That’s why the climate crisis was at the centre of our work and our thinking last year. When the G7 summit was hosted in on our doorstep in Cornwall, we called on world leaders to commit to providing emergency shelter to the communities most affected by global heating, and to help countries pay for housing designed to withstand disasters.

We also worked to raise awareness of how the climate crisis is a humanitarian crisis, including by publishing Tamesis Street, an exclusive book for ShelterBox Book Club members. It features stories from writers including Cressida Cowell and Samira Ahmed, all imagining life in a future London overwhelmed by flooding.

Honduras, after Hurricanes Eta and Iota

Unsurprisingly, the climate crisis was fundamental to our plans as we undertook a strategic review last year.

The review found huge appetite within ShelterBox to scale up in the face of growing humanitarian need. As such, in our next strategic period we will look to do more every time we respond to a disaster, whether that means developing additional partnerships, for example, or pre-positioning more aid supplies in high-risk countries. We are already working in these ways but must do so in a more systematic way to achieve greater impact.

We will also focus more than ever on the value we can add as an organisation. We need to deliver training on creating shelter ever more widely, and we must keep innovating to find more effective ways to support people in the face of the climate crisis. We will also seek to play a more active role in the global shelter community, increasing our support for partners who can be there to keep helping families rebuild, even when our work after a disaster must end.

In our changed world, there is no doubt about the role ShelterBox has to play. The climate crisis is a humanitarian crisis, and thanks to the generosity of our supporters we are ready to respond, focusing with renewed energy and ambition on our mission to provide emergency shelter after disasters. I hope you will enjoy reading about the successes you were part of last year, and I hope you will be with us as we support many more people, at a time when shelter matters more than ever.

T H A N K Y O U S O M U C H F O R Y O U R K I N D N E S S ,

Sanj Srikanthan CEO

Ethiopia, 2021. Working with our partner IOM, we delivered emergency shelter to people displaced by conflict in the Tigray region of northern Ethiopia.

----- Start of picture text -----
9
----- End of picture text -----

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

8

STRATEGIC REPORT

Our strategic objectives for 2021-22

“

All of the work you can read about in this review period was driven by four guiding ambitions:

1. We will increase our reach and impact on people’s lives

We want to do more and reach more people – in the most effective way possible.

That means delivering more aid, at the right time and guided by what people need most. It means having plans in place so we’re always ready to respond in places where we can make the biggest difference. It means having clear operating models to guide how we deliver aid. It means supporting our local partners to grow. And it means strengthening our monitoring and evaluation work, to make sure we keep improving.

2. We will create a global community of supporters

By bringing more people together to be part of ShelterBox, we can build awareness of the change we create and generate a balanced mix of sustainable income. As part of our global fundraising team, our international affiliate teams play a central role in making this happen.

That’s why we’re creating global fundraising and communications strategies and adapting how we work to make sure we can implement. We’re using local insights, too – because fundraising works differently around the world – while still making sure our messaging is consistent everywhere we work. And we’re shaping a programme funding strategy, to support more people in emergencies and to run effective development projects as well.

3. We will create a high-performing organisation

This year, as part of our strategic review, we embraced new values that are inspiring everything we do:

Integrity: We commit to the highest ethical standards and strive to be honest, straightforward and fair. We hold ourselves accountable for doing the very best we can for those affected by disaster and for each other.

Flexibility: We adapt and overcome challenges to achieve shared goals. We approach our work with an open mind and the willingness to find the right solution

Participation: We put people and their needs at the heart of what we do. We work together with people affected by disaster, our volunteers, partners and supporters. We support each other. We are inclusive.

Learning: We champion continuous growth and development. We are driven to keep improving and exploring what we could do differently. We ask ourselves how we can be better for the people we serve, our volunteers and supporters, and each other.

To make sure we truly embody these values, we need to become more effective and more efficient.

There are many aspects to achieving this goal. We’re improving our infrastructure and data management systems so we can grow smoothly, and we’re developing an integrated programme for staff and volunteers to support learning and development, recognition and performance management. We're working to build a global organisational structure too, and are strengthening our commitment to safeguarding, humanitarian standards, and health, safety, security, environment and ethics (HSSEE).

4. We will extend our reach and fundraising potential using our strategic partnerships

Through powerful partnerships, we can help more people more effectively and continue to develop as an organisation. So we’re strengthening our vital, long-term partnership with Rotary International, building engagement at international, district and club level and connecting with young professionals through Rotaract and youth members through Interact.

We’re working to ensure our partnerships with Habitat for Humanity and the International Federation of Red Cross and Red Crescent Societies have the biggest possible impact on people’s lives. And we’re collaborating with our community of partners to drive innovation that helps families to thrive.

With the new shelter provided by IOM and ShelterBox, our living conditions have improved a lot. We do not have to sit outside and fear for our safety anymore.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

10

11

STRATEGIC REPORT

How we increased our reach and impact on people’s lives

“

In 2021, while we continued to manage most of our disaster responses remotely because of the coronavirus pandemic, we were able to send a team to Haiti in the aftermath of the punishing earthquake that struck the country. Everywhere we worked – in person and through local partners – we listened hard and adapted fast to meet the specific needs of each community.

By enabling us to provide essential emergency shelter and training in communities after disasters, what our incredible supporters really make possible is a new beginning. It is the beginning people need to take control of their recovery for themselves.

Exactly what that recovery looks like is different everywhere we work, but when we speak to people in communities about the impact we are part of, four themes are consistently mentioned:

People faced an impossible choice: stay outside, exposed to the elements, or seek shelter in damaged, dangerous homes.

— Alice Jefferson, Head of Emergency Response

With roads washed away and blocked, we knew it would be a major challenge to reach affected communities in remote areas. But we had been preparing for a potential disaster in the Caribbean for months and immediately put our plans into action.

While we prepared a response team of staff and volunteers to travel to Haiti, we also began working closely with our local partner, Habitat for Humanity. Having that link ensured our work was led by communities, with people telling us what would make the biggest difference.

M A R C E L

We help people create a home

We help communities rebuild We help people return to work We help people build skills and knowledge.

H A I T I

August brought a cruel double whammy to the people of Haiti. First a 7.2 magnitude earthquake destroyed an estimated 61,000 HOMES AND DAMAGED 77,000 MORE.

Then, just two days later, with aftershocks still being felt and rescue teams still searching for survivors, Tropical Storm Grace crashed into the island. Around 38cm of rain hit southwest Haiti in two days, triggering flash floods and landslides.

With shipping containers in short supply around the world, we chartered two flights to send tarpaulins, thermal blankets, solar lights, kitchen sets, sleeping mats, mosquito nets and water carriers to Haiti. We sent shelter kits too, because people needed the tarpaulins and tools to repair their own homes, rather than moving into tents. And we provided cash payments, so families could choose the extra materials and support they needed to rebuild – for instance hiring labourers to clear rubble.

As our response team arrived in the country, we were able to deliver face-to-face training, guiding people through everything from strengthening shelters to strapping materials securely. We also saw clearly the benefits of being on the ground as people rebuild, as Dave Ray, one of the team, explained:

“When you’re working in-country, that response gets all your focus. Local conversations happen more quickly, without the hurdles of time zones and waiting for emails.”

Within weeks, families were back in their newly rebuilt homes and ready to face the future. That’s the difference your support can make.

Marcel’s home was destroyed by the earthquake. Afterwards he was living in a makeshift wooden shelter. We provided a shelter kit for Marcel’s family. The tarpaulin helped him secure his original home where the walls collapsed. It also helped him keep his family safe from the elements, especially during hurricane season.

“

Marcel told us that having a place to keep his loved ones safe is all he is hoping for. Marcel wants to rebuild his home so that it can withstand earthquakes and hurricanes alike, no matter how powerful they are.

— Marcel, Haiti

Monitoring and evaluation work for our Haiti response was still underway at the time of writing.

----- Start of picture text -----
ShelterBox Trust Annual Report 2021
Trustees' Report
----- End of picture text -----

----- Start of picture text -----
13
----- End of picture text -----

ShelterBox Trust Annual Report 2021 Trustees' Report

12

----- Start of picture text -----
Aid distributions
in Honduras
----- End of picture text -----

“

The aid we received from ShelterBox helped us rebuild our home after the storm. Everything was handy, but especially the tarpaulin. I used it to cover the corners and walls of the house that had been damaged.

— Maria

H O N D U R A S

November 2020 saw the end of the most active storm season ever recorded, with Hurricane Eta closely followed by Hurricane Iota, the strongest hurricane of the season.

ShelterBox worked in partnership with Habitat for Humanity and the Rotary Club of San Pedro Sula to provide training and shelter items to families affected by the two hurricanes.

81% 99% said they had been able said our shelter aid to recommence livelihoods, meant they could focus with 75% using the on meeting other critical tools provided. household needs.

WE SUPPORTED PEOPLE TO REPAIR DAMAGED HOMES OR BUILD A NEW TEMPORARY HOME. ITEMS INCLUDED:

solar lights water filters & carriers sleeping mats household essentials

shelter kits

M A R I A

“When we knew the hurricane was coming, I told my daughter and grandchildren to get ready and to try and save as much of our possessions as we could. We went to higher ground where our neighbours lived, but the water soon got too high, so we had to abandon that house. Luckily, we were able to find safer shelter. Over the next fifteen days, we were moving from shelter to shelter. When I finally returned home, I saw everything was mouldy and useless.”

With the majority of La Lima’s inhabitants working in agriculture, Hurricanes Eta and Iota devastated the livelihoods that people had worked so hard to create. María said: “People are losing jobs as the storms are impacting local agriculture – palm field, local corns and the banana field’s crops have been lost.” As the hurricanes become more severe, Maria worries what the future holds: “I’ve certainly noticed an increase in hurricanes, some of which are heavier than others.”

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

14

15

K O U K A

Kouka outside the tent she shares with four of her children.

96%

of households said they could isolate and social distance more easily because of support from ShelterBox

B U R K I N A F A S O

98% said that home life was easier because of the household items we provided

Over 1.6 million people in Burkina Faso have now been forced from their homes since 2015 by militant groups. At the same time, the country has experienced prolonged droughts interspersed with extreme rainfall. Inevitably, it’s often the people who have fled conflict and violence who have been hardest hit, as their temporary shelters struggle to withstand the severe weather.

We began working in the country in 2020, and in 2021 significantly scaled up our response as the number of people without a safe place to live just kept growing. Thanks to our supporters, we were able to provide shelter support for families who had recently been forced to flee, as well as working with people whose existing shelters had been damaged by heavy rain and strong winds.

54%

said our support reduced the risk of being exposed to violence

Remote training on how to best use the rope and tarpaulins

----- Start of picture text -----
Distribution of aid in Burkina Faso
----- End of picture text -----

Kouka and her seven children were forced to abandon their home after extremists attacked her hometown. She received support from ShelterBox including shelter materials of tarpaulins and rope as well as other household items.

“

We are relieved by this shelter because we had come emptyhanded. Now we have adapted to this place, and we are thinking of staying. Our biggest concern beyond shelter is food for our children. Other support in building shelter and earning money will also be very useful. — Kouka, Burkina Faso

----- Start of picture text -----
IN BURKINA FASO OUR SUPPORT INCLUDED:
tarpaulins sleeping mats household items buckets and soap rope
----- End of picture text -----

We ran this response remotely, building close links with local partners. Working in this way helped us understand what people needed to withstand the current emergency and begin building a more stable future.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

16

17

From right to left: Bader, Sajed, Ibrahim, Hasna and Fatma in a Syrian camp with a ShelterBox aid package

S Y R I A

March 2021 marked a tragic milestone in Syria – the tenth anniversary of the country’s devastating conflict.

We’ve been supporting families in the country since 2012, and this long-term presence helped us respond fast when over 22,000 people who had previously been displaced by the conflict lost their homes to seasonal flooding last year.

WE’VE SUPPORTED OVER

400,000

PEOPLE AFFECTED BY THE WAR IN SYRIA THANKS TO PEOPLE LIKE YOU.

Our focus, together with our partners Bahar Organisation and ReliefAid, was on distributing tarpaulins and other shelter materials that could help people weatherproof and repair their shelters. We also provided mattresses, blankets and clothes to keep people warm during the harsh Syrian winter, along with masks, washbasins and soap as we worked to help prevent the spread of the coronavirus.

And we trialled a system that uses sand, gravel and concrete blocks to create a tent base so families can protect themselves and their belongings from standing water and floods. We constantly question how we can work more effectively in emergencies, and we are now analysing the impact of this trial. With your support, we will continue to stand alongside families and communities whose lives are overwhelmed by this devastating conflict.

97% of households felt we helped address their most urgent shelter needs

Three-year-old Rahma with her younger sister in Syria

92%

of households said our aid made their shelter more comfortable for their family

76% of households reported the aid package helped improve privacy and dignity under very difficult conditions

K H A L E D ’ S S T O R Y

Khaled was a schoolteacher before Syria’s civil war transformed life in the country. Back then, he says, his family had everything they needed. But when heavy bombing hit his community, they fled, carrying only clothes and a few treasured possessions.

Khaled and his family now live in a displacement camp. In early 2021, storms swept through the area and their tent and belongings were damaged by floodwaters. Thanks to our supporters, we worked with our partner ReliefAid to distribute carpets, mattresses and blankets to the people in the camp. As a result, Khaled’s home felt more like a home once again.

“ Thank you for helping after the flood. The help was good,” he says. “For example, the mattresses we had previously were damaged by the flood; the carpets you provided were good. The tarpaulin that we had before had ruptured and now we have new tarpaulin to cover the tent and protect it from the rain.

— Khaled, Syria

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

18

19

Why we’re on the frontline of the climate crisis

STRATEGIC REPORT

CLIMATE CRISIS

Climate change is not an issue for tomorrow. Throughout 2021, we saw its impact every day.

Through our emergency aid, we give power back to people immediately after disasters – providing shelter equipment, household essentials and training so they can start to rebuild.

Through our work across the globe, we see how the climate crisis is already leading to more extreme weather. We see how families are losing their homes to tropical storms, droughts and floods that ravage crops, livestock and water supplies. We see how vulnerable families are forced to leave their homes, either because those homes are destroyed or because they need to leave in search of food, water or work.

We are also adapting our aid to reflect the new challenges the climate crisis presents. For example, we recently began using a water filter – invented by a Rotary International member – that can treat up to 200,000 litres of unsafe water. In a world of increased water shortages, it’s the kind of innovation that will make a vital difference.

We are more focused than ever on prepositioning our aid in strategic hotspots around the world too, each one stocked with the items most likely to be needed in that region. By planning ahead in this way, we can be ready to stand alongside the people impacted by the climate crisis – even as our weather becomes more extreme and less predictable.

We are taking action to reduce our own carbon footprint, for example by prepositioning our aid, by setting up ShelterBox Operations Philippines to make our work in the country more efficient, and by getting non-essential single use plastics out of our supply chains. As the climate crisis makes life even tougher for vulnerable communities – who have usually done the least to cause this crisis – we are determined to respond.

We have seen the reality of the climate crisis for years. It is a humanitarian crisis – and in 2021 we continued to provide tangible, practical support for families on the frontline.

S A G A R I K A ’ S S T O R Y

For 25 years, Sagarika and her family had lived in their cherished home in West Bengal, India. It had always withstood the storms that frequently hit the region. But Cyclone Amphan in 2020 was different. Its devastating force – with winds reaching up to 270km/hr – destroyed 1.7 million homes in India. Sagarika’s was among them. Thanks to our supporters, we supported Sagarika and her family with shelter kit and household essentials – at a time when the local climate is changing before their eyes.

“

Now it is raining more than before and it is hotter than before during the summer,” Sagarika says. “What is supposed to occur in the month of Bhadra (August to September) is now happening in the month of Ashwin (September to October) and things from Ashwin are happening in the month of Shraban (July to August).

—Sagarika, India

If extreme weather events keep In 2020, 30 million people were The average number of category increasing at current rates, we could displaced by climate disasters like 4 and 5 hurricanes has doubled lose 167 million homes by 2040. floods and tropical storms. in the last 35 years.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

20

21

STRATEGIC REPORT

How we created a global community of supporters in 2021

IN ANOTHER YEAR WHEN CORONAVIRUS DOMINATED THE NEWS, SHELTERBOX WAS ABLE TO CUT THROUGH:

In early 2021, Jasmine Harris became the youngest woman to row the Atlantic Ocean solo. Raising money for ShelterBox, she was featured on Sky News, BBC Breakfast, the Guardian, and many others, reaching over 26 million people.

Our supporters have never shied away from a challenge. So perhaps we shouldn’t be surprised that – even as coronavirus made fundraising more complex and stopped many events in their tracks - the ShelterBox community proved itself as inventive and generous as ever.

In the UK, our supporters’ incredible efforts meant we exceeded our fundraising budget by over £900,000.

Despite having few opportunities to meet in person, our Rotary supporters and community fundraisers showed they will stop at nothing to help people after disasters. In August, following the earthquake in Haiti, they raised £70,000 – making a critical difference to our first in-person response since the pandemic began.

Lesley got creative with her Tent for Lent fundraising and camped out every Tuesday throughout Lent. Braving the cold for ‘Tent Tuesdays’, Lesley raised a brilliant £1,655.

In addition, philanthropic donors, corporate partners, and trusts and foundations continued to generously support our work, ensuring we exceeded target in this area too. And we remain inspired by supporters who chose to include a Gift to ShelterBox in their Will, as we focused on promoting this vital form of giving.

Our community kept growing in all kinds of other ways too. Around 250 new members joined the ShelterBox Book Club as we launched Tamesis Street, an exclusive book written by 30 incredible authors, including Bill Bryson, Joanne Harris and Samira Ahmed. In October, Tamesis Street was covered by The Guardian, The Observer, and The i. Corporate teams joined us for the roll out of our Disaster Response Room virtual team building exercise.

Our virtual events for supporters on subjects including climate change were well attended. And we increased our focus on supporting and growing our network of community volunteers. These inspiring individuals give talks about ShelterBox and raise awareness of our work in their local area. We were delighted to welcome a new cohort towards the end of 2021 and plan to continue our recruitment drive in 2022.

Elsewhere, the commitment of our community in the UK was matched by supporters worldwide. ShelterBox USA raised $1 million more than expected thanks mostly to generous gifts from major donors.

Our affiliates in Australia, Canada, Finland, Germany and the Netherlands all outdid their expectations too, through a combination of successful appeals and community events. And teams across the globe made great progress in digital fundraising, helping to offset the impact of coronavirus on regular community events.

International Fundraising Conference in Truro, Cornwall.

Lastly, and by no means least, we were pleased to be able to organise our International Fundraising Conference in Cornwall as coronavirus restrictions eased slightly. Many of our European teams were able to meet in person to share ideas and challenges and celebrate successes. We even had colleagues from ShelterBox USA join us in Truro. We were also delighted to be joined online by both Shekhar Mehta, the current President of Rotary International, and Jennifer Jones, Rotary’s President Elect.

In a year when the ShelterBox community gave hope to so many people around the world, the ShelterBox International Fundraising Conference was one more reminder of just how much we can achieve when we work together. Thank you to everyone who was part of ShelterBox in 2021.

After the Haiti earthquake in August and Typhoon Rai in December, ShelterBox featured on Sky News, BBC Radio Cornwall, BBC Radio Devon, BBC Radio Somerset and Pirate FM

At Christmas, we worked with child psychologist, Professor Paul Howard-Jones, from Channel 4's Secret Life of Five-Year-Olds highlighting 10 years of war in Syria, receiving over 40 pieces of coverage with a reach of over 6 million.

The G7 came to our home turf in Cornwall in June, and we had a duty to raise the voices of people we support. Our media campaign achieved over 100 pieces of coverage. Combined with social activity, we reached over 30 million people. High-profile friends like Stephen Fry, Zoe Wannamaker, Steve Backshall and Gillian Burke backed the campaign and over 40,000 people signed our message to global leaders, calling for meaningful action on climate change.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

23

22

STRATEGIC REPORT

How we created a high performing organisation in 2021

We know we will only be able to offer the best possible support to families after disasters if we keep learning, listening and improving. So, even as we adapted to an evolving global situation in 2021, we never lost sight of the need to keep getting better.

During the year we took the opportunity to create a wider people team, bringing together colleagues who specialise in learning and development, human resources, safeguarding, volunteering, and equality, diversity and inclusion. This has allowed us to take a more joined-up, strategic approach to supporting our employees and volunteers.

We also transformed our operations team in 2021. It’s now known as the International Programmes department, and we hope shifting to a more programmatic approach will lead to new funding opportunities and increase our ability to support more people year on year.

We reviewed our strategy, mission, vision and values in 2021 too, and our work in 2022 and beyond will be guided by everything we learned during this process.

At a time that continued to be uncertain in many ways, we took a range of measures to support staff wellbeing and stop people feeling overwhelmed. This included offering mental health first aid training, giving parents and carers additional paid time off, creating a range of online wellbeing resources, launching ‘protected hours’ free from meetings and setting up informal online sessions for people to connect and chat.

Equality, diversity and inclusion

As well as having a responsibility to make the best decisions for the people we support by listening carefully to their needs, we also have a responsibility to put our values into practice for our staff, volunteers and partners.

With this in mind and looking to create a roadmap for the future, in 2021 we invested in our first EDI specialist role. The role’s focus is to implement the recommendations from the 2020 external audit of our equality, diversity and inclusion practices.

Equality means providing equal rights and opportunities to every member of staff and volunteer. It means supporting everyone to make the most of their talents and lives, while respecting that their needs may be met in different ways.

Diversity means understanding, recognising, valuing and nurturing differences – both among individuals and groups – within our staff and volunteers.

Inclusion means ensuring all members of staff and volunteers feel welcomed and accepted, with their voices and opinions actively recognised.

As a result of creating the new EDI role, and by focusing on EDI in everything we do, we will continue to work harder than ever to make ShelterBox a place where everyone is welcomed, appreciated and supported to thrive.

Safeguarding

We recognise that safeguarding is a defining challenge for our sector and are determined to lead by example. In 2021, we built on the recent progress we have made in this area by creating our first specific safeguarding role.

Since 2019, we have undertaken two independent reviews of our safeguarding procedures. These found that we are fully committed to safeguarding and have the

budget and leadership in place to ensure our staff, volunteers and partners – as well as the families we support – are kept safe.

As a result of creating the new safeguarding role, we now expect to commission a further safeguarding review in 2022, as we strive to keep learning and stay at the forefront of good practice in the sector.

Core Humanitarian Standards

As we write this review in spring 2022, the challenges of coronavirus are ongoing. Whatever the future holds, we are committed to giving our staff and volunteers the support they need to stay well, thrive and make the biggest possible difference to communities after disasters.

We’re committed to meeting Core Humanitarian Standards to improve the quality and effectiveness of our disaster assistance. We’re currently taking action in response to a recent security audit, and we’re introducing improved data management systems to inform our decision making and ensure our information becomes more consistent and easier to access.

ShelterBox supported communities in Honduras affected by Hurricane’s Eta and Iota. Maryuri said: “We use all the items, the cooking set, dishes and utensils are very handy.”

ShelterBox Trust Annual Report 2021 Trustees' Report

24

How we extended our reach and fundraising potential using our strategic partnerships

STRATEGIC REPORT

“ Even families whose homes were still standing were choosing to sleep outside for fear their damaged homes could still cave in.

Once again in 2021, our partnerships made it possible for us to support more people in more places in more ways. We can’t overstate our gratitude for the impact our partners have on our work.

Our partnership with Rotary International supports our disaster responses in all kinds of ways. By linking with Rotary partners worldwide, we can get aid into countries more easily – which has meant more than ever in a time of global travel restrictions and shipping container shortages. We can identify the communities most in need of support more easily too. And many Rotary members are part of our volunteer teams, having a direct impact on the ground whenever we are able to respond in person.

In Haiti in 2021, for example, the Rotary Club of Les Cayes gave us the latest updates and helped us understand the local context before we arrived in the country. Members also helped our teams find accommodation, making it easier for us to begin supporting families as soon as we arrived.

Our partnership with Habitat for Humanity Haiti was also crucial. Staff linked us with the most vulnerable communities so we could immediately listen to people’s experiences and find out what was needed most. Together we provided shelter kits, solar lights, tarpaulins and more.

In Honduras, meanwhile, partnership was also fundamental to our progress as we worked to help communities recover from Hurricane Iota and Hurricane Eta. These two storms hit just a week apart in late 2020 and our response work continued into 2021.

Coronavirus restrictions meant we were unable to deploy a team to Honduras. Instead, we joined forces with Rotary Club of San Pedro Sula, Hábitat para la Humanidad Honduras and Habitat for Humanity International to support families who were able to return to their homes once the hurricanes had passed. Together we distributed shelter kits, tarpaulins, tools, training and household essentials to over 3,200 families.

It was a clear example of the power of partnership. ShelterBox provided aid items from our Panama warehouse, organised international logistics and delivered shelter training. Our Rotary and Habitat for Humanity partners used their local knowledge and connections to identify where we could make the biggest difference, unloaded shipping containers, distributed aid items (including travelling to remote communities using barges and canoes), passed on our shelter training to communities and monitored our impact in the region.

As Alex Ulloa from The Rotary Club of San Pedro Sula explained: “Every party was responsible for their role in the partnership, so each was able to focus on the critical aspects of their part of the project. Overall these aspects led to lower costs and faster transit time, and therefore the families receiving the aid were benefitted at a faster rate.”

This way of working has been central to our impact for two decades, and we were delighted to be able to celebrate our links with Rotary International in a range of ways in 2021. Our CEO Sanj Srikanthan was honoured to speak at Rotary’s International Convention, and both Shekhar Mehta, Rotary International’s President, and Jennifer Jones, President Elect, were kind enough to speak at our own International Fundraising Conference via video link.

At the same event, we honoured the incredible contributions of Clements Witt, who has run ShelterBox Germany for 16 years, and Karsten Thuen, who has been at the helm of ShelterBox Denmark for a decade. Both discovered ShelterBox through their connections with Rotary. And as Rotary in Denmark marked its 100th anniversary, ShelterBox staff from the UK travelled to join in the celebrations.

Looking to the future, increasing our commitment to partnership is one of the central objectives of our new strategy. As the impacts of the climate crisis continue to grow and many more people are forced from their homes, we must increase the scale of our work – and joining with organisations that share our determination and ambition will be right at the heart of this.

— Jean Frenel Tham, National Director of Habitat Haiti.

The ShelterBox team working with the Habitat for Humanity team, whilst carrying out some shelter kit training.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

26

27

STRATEGIC REPORT

Financial review of 2021

It is testament to the generosity and commitment of our supporters that, despite the ongoing impact of the coronavirus pandemic, we ended 2021 with income considerably above our original target. In total we raised £14.19m, against our original target of £13.2m. In short, the ShelterBox community is incredible.

Support in the UK and globally exceeded our expectations, with key fundraising moments including our Haiti earthquake appeal - which raised over £1 million globally - and our Christmas Appeal. Fundraising focused on the climate crisis also drove a generous response, especially in the UK and Germany. And, as ever, our relationship with Rotary was vital to our fundraising success, despite the challenges of community fundraising during the pandemic.

Reserves

Reserves are currently above our minimum threshold (£15m against a minimum threshold of £10m), in large part due to the unplanned surplus detailed above. We are setting a loss-making budget for 2022 to help reduce this balance. Our reserves policy is designed to balance the needs of future and current beneficiaries, ensuring that reserves levels are sufficient to cover day-to-day activities, absorb setbacks and respond to change and opportunity. Reserves are currently higher than we would like and we have established plans in 2022 to reduce them.

Our fundraising in the UK was particularly strong, as we exceeded our target by almost £1 million. Our affiliates in Australia, Canada, Germany and the Netherlands also exceeded their own expectations for 2021, while ShelterBox USA had a strong year, with income only slightly below its target.

In total, our net income was £10.6m compared with £10.9m in 2020.

We ended 2021 with a surplus of £2.5m. This was in part due to our strong fundraising performance but also reflected challenges with delivering support, with travel restrictions, supply chain issues and staffing challenges all having an impact on our ability to respond to disasters. The Philippines also experienced fewer extreme weather events than can typically be expected.

We intend to scale-up our responses throughout 2022 to meet growing global humanitarian need and spend down our reserves. We have taken action to address the staffing challenges we experienced in 2021 and enter 2022 in a very strong financial position.

Expenditure on Expenditure on raising funds: charitable activities £3.570m (31%) £8.094m (69%)*

TOTAL INCOME: £14,193,000 TOTAL EXPENDITURE: £11,664,000

Yimdi and her son in Burkina Faso in their emergency shelter, which has been covered with tarpaulins provided ~~by ShelterBox.~~

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

28

29

Looking ahead

STRATEGIC REPORT

In the last 20 years, the world has changed beyond our expectations. Looking to the year ahead, COVID will continue to significantly impact parts of the world with more limited access to vaccines.

We will continue to see more frequent and severe weather events due to our changing climate. Conflicts that force people to flee are not being resolved, and the Ukraine crisis now sees this phenomenon again in Europe.

We can expect to see flooding continue to be the leading cause of weather-related disasters in many parts of the world. Nineteen of the warmest years on record have occurred in the last two decades. Warmed oceans mean heavy rainfall in parts of the world ill prepared for it. Emergency shelter will play a lifesaving role in supporting communities to recover.

Preparing for the unexpected

We are preparing for the unexpected more than ever before. This means we need greater quantities of prepositioned stock around the world, to respond more quickly and cost effectively to disasters.

We will also establish partnerships in advance of a crisis with Rotary Clubs and local organisations who are also best placed to stay and support communities after the disaster.

----- Start of picture text -----
Super Typhoon Rai (known locally as Odette) is the most severe storm
to hit the Philippines this year. The equivalent of a category
5 hurricane, it’s causing widespread destruction.
----- End of picture text -----

Carbon neutrality

We have committed to being carbon neutral by 2027 as part of a wider set of environmental commitments including minimising our use of problem plastics. We must `do no harm' not just to the people we serve but also the planet. Over the coming year, we will also put resources into adapting our shelter kits to be more climate friendly.

Story telling

While we remain focussed on providing emergency shelter after disaster, we will also speak up about the causes of disaster whether due to climate change, or long running unresolved conflicts. Our storytelling will come from the discussions with the people we serve and ensure that their voices shape how our supporters and their leaders in government tackle the problems we face.

Innovation

We will continue to invest in innovation. Our changing planet requires us to constantly adapt our aid and the support we offer. We will look at the role of new technology and the difference it can make for local communities.

New five-year strategy

We spent time in 2021 developing a strategy to move us forward over the next five years, including new ways of working to help us reach more people after disaster. In 2022, we will launch and start to embed this new strategic plan. Partnerships will be a major part of how we work together with others who care about achieving our vision of no one without shelter after disaster. We want to ensure that we are reaching greater scale in our aid programming alongside partners who are close to communities affected by crises and who understand the need for high quality, timely aid after disasters.

We are also passionate about learning from partners on how we can work better and add value in everything that we do.

ShelterBox Operations Philippines allows us to locally store aid items in our warehouse in the province of Cebu, so that we can respond fast and efficiently within the country, whenever disaster strikes.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

30

31

PRINCIPAL RISKS AND UNCERTAINTIES

Our trustees have identified and reviewed the major risks to which the charity is exposed and have established systems to mitigate these.

The risk management framework is designed to manage risks in an appropriate manner rather than eliminating them completely.

The ShelterBox board monitors internal controls and procedures, along with the effectiveness of these controls, and as a result has not employed an internal auditor. The board also monitors the independence of our external auditors with reference to common practice and sector guidance.

Distributions in Honduras

Major risks

The main risks identified, and the measures taken to mitigate them are:

Financial Risk: Concentration risk from major donors, reduction in income or increased costs, impacting our ability to achieve our objectives. Mitigated by: diversification of income sources, development of fundraising capacity, budgeting, forecasting and monthly reporting on income and expenditure, management of project pipeline and timeframes, regional programme strategies to provide a wider range of projects to support programme delivery, maintenance of adequate financial reserves.

Operational Risk: Serious operational incidents (unlawful detention, serious injury etc). Mitigated by: response team training, safety and security planning, deployment evaluations, enhanced risk assessments and critical incident management planning and training.

Safeguarding Risk: A safeguarding incident involving beneficiaries, volunteers, or staff. Mitigated by: Organisational safeguarding policy is in place, regularly reviewed and updated, alongside training for volunteers and staff; Safeguarding Specialist employed to oversee safeguarding issues within ShelterBox and assist with due diligence on partners; work with partners and local communities to provide an effective mechanism for staff, volunteers, partners, or members of the local community to raise any safeguarding concerns.

Cyber Risk: Cyber security incident (hacking, malware, payment fraud etc.).

Mitigated by: Increased security controls and staff training to reduce our exposure to cyber threats; tools and processes put in place to identify and seek to block active threats, such as multi-factor authentication; and processes adopted to isolate and contain any successful attacks and reduce their impact.

Reputational Risk: Reputational damage, leading to a loss of stakeholder support and income.

Mitigations: Adoption of, and adherence to, clear values, operating to internationally recognised humanitarian standards, compliance with fundraising guidelines and Code of Conduct; regular review and updating of policies dealing with Safeguarding, Whistleblowing, Complaints, Data Protection etc.; continued training of volunteers and staff, due diligence on suppliers and partners; and monitoring and evaluation.

People Risk: Management of change, resourcing, staff turnover and staff well-being. Mitigated by: Internal re-structure and recruiting on key posts, employee engagement surveys, increased focus on well-being; investment in Learning and Development; and specialist support for Equality, Diversity, and Inclusion developments.

Aid arriving in Haiti

Geo-political Risk: Conflict, increased costs, access to areas, supply chain risk including disruption to global or regional logistics, impairing ShelterBox’s capacity to deliver aid in a timely manner.

Mitigated by: Continued monitoring of security situation; safety and security planning; close liaison with partners, freight forwarders and suppliers; allowing longer lead times and consideration of regional and national suppliers.

Regulatory Risk: Increased complexity of legal and regulatory requirements.

Mitigated by: Compliance training plan in place for 2022 across many issues including Gift Aid, the fundraising code, and data protection; creation of new post to provide oversight of all fundraising compliance risks, ongoing development of data protection processes.

COVID Risk: Effect of coronavirus on ShelterBox's ability to raise funds and run its programmes internationally.

Mitigated by: Most of our staff continue to work from home and desk spacing and other mitigations are in place for staff that work from the office; we are working constantly to ensure we remain able to engage our audiences in powerful and relevant ways and to develop new ways to fundraise; we are working with locally based partners due to travel restrictions and applying COVID mitigations in our deployments and responses.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

32

33

STRATEGIC REPORT

Structure, governance and management

Structure

ShelterBox is a registered charity and a company limited by guarantee.

It is governed in accordance with its Articles of Association, which also set out its objects and powers. Each member of the charitable company undertakes to contribute £1 in the event of the company being wound up. There were 10 members as at 31 December 2021, each of whom was also a trustee; they have no beneficial interest in the company. The company number is 4612652 and the charity number is 1096479.

Honduras distributions, Hurricanes Eta & Iota 2021

ShelterBox is governed by a board of volunteer trustees. The board is responsible for providing overall policy direction and for overseeing the management of the charity’s affairs in accordance with its mission. The board is also responsible for compliance with UK charity and company statutory requirements.

Trustees are appointed, elected or re-elected for a fixed term in accordance with the Articles of Association. New trustees participate in an induction programme, covering all aspects of the role and the organisation, while trustee training and development is provided at quarterly board meetings. Trustees also attend occasional external conferences. The board continually monitors its composition and effectiveness of decision-making. The trustees then delegate the day-to-day running of the organisation to the Chief Executive and Executive team.

Designated trustees and managers serve on committees, which meet quarterly and have terms of reference approved by the board. There are currently three committees, the Finance and Fundraising Committee; the International Programmes Committee; and the People, Audit and Risk Committee. The decisions made by the trustees are predominantly at a strategic level, whilst the committees provide further scrutiny within their respective areas.

A wholly owned subsidiary, ShelterBox Trading Limited, undertakes certain trading activities relating to ShelterBox. ShelterBox Operations Philippines, Inc. (SBOP) is a non-stock, nonprofit company registered in the Philippines and undertakes charitable activity in the Philippines. SBOP is deemed a subsidiary by virtue of ShelterBox Trust and senior employees of ShelterBox Trust comprising the majority of the members of the company.

Public benefit

As a charity, we have a duty to operate for the public benefit. We do this by undertaking activities designed to meet our charitable objectives of providing on a worldwide basis humanitarian relief, aid and assistance for the benefit of people in charitable need affected by, or vulnerable to, disaster or other events, particularly by providing shelter.

This report includes examples which illustrate how our work contributes to our charitable aims and the benefit it brings to communities around the world.

The trustees have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set.

Home visits, Philippines

Volunteers and staff

Coronavirus continues to impact all elements of ShelterBox’s work, and like many other organisations, most of our staff worked from home for a significant proportion of 2021.

Travel restrictions have continued to mean that we have had limited opportunity to work with our volunteer ShelterBox Response Team members (SRT), but we have been humbled by how committed they have remained, and we are working hard to keep them updated with training. We were able to deploy a team to Haiti in October 2021, including both staff and SRT, to work on our response to the Haiti earthquake in August 2021.

Hundreds of other volunteers have continued to help this year despite the restrictions, including fundraising, administration and speaking events.

Due to the scale and variety of work carried out by volunteers, it is not practicable to attach a value to this contribution.

Key management salaries are benchmarked against similar roles in the sector and set within permitted bands in accordance with the ShelterBox pay structure.

Disclosure to auditor

The trustees in office at the date of approval of this Trustees’ Annual Report confirm that, so far as they are each aware, there is no relevant audit information of which the charity’s auditor is unaware and each trustee has taken all the steps they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

The financial statements have been prepared in accordance with the accounting policies set out in notes to the financial statements and comply with the charity’s governing document, the Charities Act 2011 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 UK and Republic of Ireland published in October 2019.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

34

35

Reference and administrative details

STRATEGIC REPORT

STRATEGIC REPORT

Statement of Trustees' responsibilities in respect of the Trustees’ Annual Report and the financial statements

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

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

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, 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 and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Robin Bayford FCA

Hon. Treasurer

Date: 8th June 2022

Trustees

Executive team

Auditor

Crowe UK LLP

4th Floor St James House St James Square Cheltenham GL50 3PR

Registered office and Principal office

Falcon House Charles Street Truro TR1 2PH

Company number 4612652

Charity number 1096479

Legal advisers

Stephens Scown LLP Osprey House Malpas Road Truro TR1 1UT

Foot Anstey LLP Senate Court Southernhay Gardens Exeter EX1 1NT

Nelcie with partner Rodante and children Dana, Rodnel and Dharline, in the Philippines after Typhoon Vongfong.

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

36

37

FINANCIAL STATEMENTS

Independent auditor’s report to the members of ShelterBox Trust

Opinion

We have audited the financial statements of Shelterbox Trust (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 December 2021 which comprise the Consolidated Statement of Financial Activities, Consolidated and Charity Balance Sheets, Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including 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:

Women collect shelter items in Sudan, 2021

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 group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's or the group’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual 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.

Damage caused by the earthquake in Haiti, 2021. Habitat for Humanity

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether 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 our audit

Matters on which we are required to report by exception

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ 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 set out on page 36, 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.

Basis for opinion

38

39

FINANCIAL STATEMENTS

Independent auditor’s report to the members of ShelterBox Trust

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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.

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

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

People affected by the conflict in Northern Ethiopia, 2021. Photo taken by IOM.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context for the UK operations were General Data Protection Regulation (GDPR), Health and safety legislation, employment law, and Anti-fraud, bribery and corruption legislation. We also considered compliance with local legislation for the group’s overseas operations.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management.

Our audit procedures to respond to these risks included enquiries of management, and the Finance Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, designing audit procedures to test the timing of income, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

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.

Tara Westcott Senior Statutory Auditor

For and on behalf of Crowe U.K. LLP Statutory Auditor

St James House, St James Square Cheltenham, GL50 3PR

Date: 22nd June 2022

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

40

41

FINANCIAL STATEMENTS

FINANCIAL STATEMENTS

Balance sheets as at 31 December 2021

Consolidated statement of financial activities for the year ended 31 December 2021

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds Funds funds funds Funds
2021 2021 2021 2020 2020 2020
Note £000 £000 £000 £000 £000 £000
Income from
Donations and legacies 2 6,934 7,047 13,981 6,415 7,229 13,644
Charitable activities - - - 133 - 133
Other trading activities 202 - 202 162 - 162
Investments 2 - 2 9 - 9
Other income 8 - 8 29 - 29
Total 7,146 7,047 14,193 6,748 7,229 13,977
Expenditure on
Raising funds 3,358 212 3,570 3,051 72 3,123
Charitable activities 1,983 6,111 8,094 2,695 5,642 8,337
Total 3 5,341 6,323 11,664 5,746 5,714 11,460
Transfer between funds - - - 428 (428) -
Net movement in funds 1,805 724 2,529 1,430 1,087 2,517
Reconciliation of funds
Total funds brought forward 8,379 4,562 12,941 6,949 3,475 10,424
Net movement in funds 15 1,805 724 2,529 1,430 1,087 2,517
Total funds carried forward 10,184 5,286 15,470 8,379 4,562 12,941
----- End of picture text -----

The Consolidated Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure are derived from continuing operations.

The notes on pages 45 to 61 form part of these financial statements.

----- Start of picture text -----
Group Charity Group Charity
2021 2021 2020 2020
Note £000 £000 £000 £000
Fixed assets
Tangible assets 8 166 154 241 240
Investments 9 - 1 - 1
166 155 241 241
Current assets
Current asset investment 10 - - 50 50
Stocks 11 3,697 3,197 3,057 2,917
Debtors 12 1,225 1,223 779 798
Short term deposits 13 5,999 5,999 6,205 6,205
Cash at bank and in hand 13 6,163 5,977 4,161 4,047
17,084 16,396 14,252 14,017
Creditors: amounts falling due within one year 14 (1,780) (1,801) (1,552) (1,510)
Net current assets 15,304 14,595 12,700 12,507
Net assets 15,470 14,750 12,941 12,748
Charity funds
Restricted funds 15 5,286 5,286 4,562 4,562
Unrestricted funds - designated 15 2,006 2,006 2,006 2,006
Unrestricted funds - general 15 8,178 7,458 6,373 6,180
Total funds 15,470 14,750 12,941 12,748
----- End of picture text -----

The financial statements were approved and authorised for issue by the Trustees on 8[th] June 2022 and signed on their behalf by:

Company number 4612652

Charity number 1096479

James Sinclair Taylor – Chair

Robin Bayford FCA – Hon. Treasurer

Company number 4612652

The notes on pages 45 to 61 form part of these financial statements.

ShelterBox Trust Annual Report 2021 Financial Statements

ShelterBox Trust Annual Report 2021 Financial Statements

42

43

FINANCIAL STATEMENTS Consolidated cash flow statement for the year ended 31 December 2021

FINANCIAL STATEMENTS Notes to the financial statements for the year ended 31 December 2021

----- Start of picture text -----
2021 2020
Note £000 £000
Cash flows from operating activities
Net cash provided by/outflow from operating activities 17 1,821 3,061
Cash flows from investing activities
Dividends, interests and rents from investments 2 9
Proceeds from the sale of tangible fixed assets - 1
Purchase of tangible fixed assets (27) (33)
Net cash provided by investing activities (25) (23)
Change in cash and cash equivalents in the year 1,796 3,038
Cash and cash equivalents brought forward 10,366 7,328
Cash and cash equivalents carried forward 13 12,162 10,366
----- End of picture text -----

1 . A C C O U N T I N G P O L I C I E S

1.1 Basis of preparation of financial statements

The financial statements have been prepared under the historical cost convention and in accordance with the Statement of Recommended Practice, Accounting and Reporting by charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) effective 1 January 2019, the Companies Act 2006 and accounting standards. The financial statements are prepared in pound sterling which is the functional currency of the charity and group and rounded to the nearest £000.

ShelterBox Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

ShelterBox Trust is an incorporated company limited by guarantee in the United Kingdom (Company number 4612652) and is a registered charity in England and Wales (Charity number 1096479). ShelterBox Trust’s registered office is Falcon House, Charles Street, Truro, TR1 2PH.

These financial statements include the results of the charity together with the results of all of the charity’s subsidiaries including those overseas.

The consolidated statement of financial activities (SOFA) and consolidated balance sheet consolidate the financial statements of the charity and its subsidiary undertakings. The results of the subsidiaries are consolidated on a line by line basis.

The charity has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of financial activities in these financial statements. See note 23 for details of the parent charity results for the year.

1.2 Going concern

The financial statements have been prepared on a going concern basis which the Trustees consider to be appropriate for the following reasons.

The COVID-19 pandemic has meant that our staff and volunteers were unable to travel to disaster areas and so we focused on working with local partners and adapted our aid offering by providing training online to our partners. Working closely with local partners has continued in 2021, deployed COVID-19 mitigation measures are in place and were deployed in response to the Earthquake in Haiti and Typhoon Rai in the Philippines in late 2021. Throughout 2021 income levels remained higher than expected and are projected to meet target in 2022. At the end of the reporting period, reserves were in a strong position.

Consequently, the Trustees are confident that the Group and the charity will have sufficient funds to continue to meet its liabilities as they fall due for at least 12 months from the date of approval of the financial statements.

ShelterBox Trust Annual Report 2021 Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

44

45

1.3 Fund accounting

Unrestricted funds are the funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.

Designated funds are unrestricted funds which have been set aside by the Trustees for particular purposes.

Restricted funds are funds which are to be used for specific purposes laid down by the donor. The costs of raising and administering such funds are charged to the funds.

1.4 Income

Income is included in the Statement of Financial Activities when the Charity is legally entitled to the income, receipt is virtually certain and the amount can be measured with reasonable certainty. Income is only deferred where the charity has to fulfil conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period. The specific policies adopted in relation to the main categories of income are as follows:

1.5 Expenditure

Expenditure is recognised in the period in which it is incurred. Grants payable are recognised when a binding commitment has been made with a partner organisation. Expenditure includes any attributable VAT which cannot be recovered.

Expenditure on raising funds comprises the cost of seeking voluntary contributions, and it includes the costs of providing donors with information about the charity’s work.

Expenditure on charitable activities comprises the resources applied by the charity in undertaking work to meet its charitable objectives, as opposed to the cost of raising the funds to finance these activities.

1.6 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost less accumulated depreciation. All expenditure of a capital nature exceeding £500 is capitalised. Depreciation is provided at rates calculated to write down the cost of each asset on a straight-line basis to its estimated residual value over its expected useful life. The depreciation rates used are as follows:

Fixtures, fittings and equipment 20%

1.7 Stock of disaster relief materials

Stocks are valued at the lower of cost and recoverable value. Cost is determined on a first in first out basis and includes all normal costs incurred in bringing the stock to its present location and condition. Recoverable value is the higher of value in use and net realisable value. Value in use is determined as the replacement cost of items of equivalent service potential. Provision is made where necessary for obsolete, slow moving and defective stock.

Stocks are removed from the balance sheet and charged to the Statement of Financial Activities when distributed to beneficiaries.

1.8 Foreign currencies

Transactions denominated in foreign currencies are translated at the rate of exchange ruling at the date of the transaction or at a contract rate. Foreign currency balances are translated at the rate of exchange ruling at the balance sheet date and the resultant exchange rate differences are included in the statement of financial activities.

1.10 Operating leases

Operating lease rentals are charged to the statement of financial activities on a straight line basis over the lease term.

1.11 Pensions

The Group operates a defined contribution pension scheme. Contributions are charged in the statement of financial activities as they become payable in accordance with the rules of the scheme.

1.12 Taxation

ShelterBox Trust is a registered charity, which applies its income for charitable purposes. As such, no provision is considered necessary for taxation.

1.12 Basic financial Instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments, these being cash at bank, debtors and creditors. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

1.13 Accounting judgement and estimate

Expenditure incurred directly on particular activities is allocated to that activity. Support costs, including general management, budgeting and accounting, IT, human resources, premises and other administration costs, are apportioned to activities based on a judgement of the percentage the specific activity represents in relation to the total non-support expenditure. Redundancy/termination payments are accounted for on an accruals basis.

In the preparation of the financial statements, certain accounting estimates and judgements are used to apply the accounting policies. These include: Included within Stock is a provision for obsolete stock and within Prepayments and Accrued Income is accrued income in respect of residuary legacies.

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

46

47

2 . I N C O M E F R O M D O N A T I O N S A N D L E G A C I E S

----- Start of picture text -----
Unrestricted funds Restricted funds Total Funds
2021 2021 2021
£000 £000 £000
Donations from individuals 3,619 221 3,840
-
Legacies 1,314 1,314
Donations from Rotary and community groups 616 46 662
Grants from corporations and trusts 302 738 1,040
Gift Aid 506 23 529
Donations and grants from ShelterBox
affiliate organisations 577 6,019 6,596
Total 6,934 7,047 13,981
----- End of picture text -----

Future legacy income of £971,281 is expected from legacies that have been notified to the Charity.

----- Start of picture text -----
Unrestricted funds Restricted funds Total Funds
2020 2020 2020
£000 £000 £000
Donations from individuals 2,944 133 3,077
-
UK Legacies 1,422 1,422
Donations from Rotary and community groups 539 1 540
Grants from corporations and trusts 503 203 706
Gifts in kind - 139 139
Gift Aid 449 9 458
Donations and grants from ShelterBox
affiliate organisations 558 6,744 7.302
Total 6,415 7,229 13,644
----- End of picture text -----

3 . E X P E N D I T U R E

----- Start of picture text -----
Staff costs Grants Other Allocation Total
attributable of support 2021
costs costs
£000 £000 £000 £000 £000
Expenditure on charitable activities 1,701 1,183 3,460 1,750 8,094
Expenditure on raising funds 1,314 14 1,296 946 3,570
- -
Support costs 1,310 1,374 (2684)
Governance - - 12 (12) -
Total 4,325 1,197 6,142 - 11,664
----- End of picture text -----

----- Start of picture text -----
Staff costs Grants Other Allocation Total
attributable of support 2020
costs costs
£000 £000 £000 £000 £000
Expenditure on charitable activities 1,690 642 4,437 1,568 8,337
Expenditure on raising funds 1,207 2 1,071 843 3,123
Support costs 1,062 - 1,317 (2,379) -
Governance - - 32 (32) -
Total 3,959 644 6,857 - 11,460
----- End of picture text -----

A L L O C A T I O N O F S U P P O R T C O S T S

Support costs are allocated to activities based on their estimated usage by those activities.

----- Start of picture text -----
Expenditure Expenditure Total
on Charitable on Raising
Activities Funds
2021 2021 2021
£000 £000 £000
Finance, legal and central services 640 338 978
IT 533 261 794
HR and Learning and Development 311 177 488
Facilities 243 153 396
Governance 23 17 40
Total 1,750 946 2,696
----- End of picture text -----

----- Start of picture text -----
Expenditure Expenditure Total
on Charitable on Raising
Activities Funds
2020 2020 2020
£000 £000 £000
Finance, legal and central services 619 307 926
IT 500 247 747
HR and Learning and Development 136 78 214
Facilities 294 198 492
Governance 19 13 32
Total 1,568 843 2,411
----- End of picture text -----

Support costs which cannot be directly allocated to activities are apportioned on the basis of estimated usage by those activities.

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

48

49

4 . G R A N T S P A Y A B L E

Grants are payable to partners in furtherance of the objectives of ShelterBox Trust.

----- Start of picture text -----
2021 2020
£000 £000
Institution Project
ACTED Nigeria 397 189
IOM Ethiopia - 66
Bahar Relief Organisation Syria Crisis 64 (37)
IEDA Lake Chad Basin Crisis 130 157
ActionAid Somaliland drought - 50
ReliefAid Syria crisis 78 44
Habitat for Humanity Paraguay Paraguay - 2
IFRC Tanzania - 23
UPO Sudan 14 61
Habitat for Humanity India India 8 87
Care Mozambique Mozambique 120 -
Habitat for Humanity Haiti 219 -
HELP Burkina Faso 48 -
ShelterBox USA Affiliate network - 2
Benevolence Coalition Humanitarian Yemen 106 -
Other ShelterBox affiliate organisations Affiliate network 13 -
Total 1,197 644
----- End of picture text -----

5 . N E T R E S O U R C E S E X P E N D E D

This is stated after charging:

----- Start of picture text -----
2021 2020
£000 £000
Depreciation of tangible fixed assets 102 173
Auditors’ remuneration - audit 41 30
Operating lease rentals 322 329
Loss on disposal of fixed assets - 1
Exchange rate loss 33 122
----- End of picture text -----

6 . T R A N S A C T I O N S W I T H T R U S T E E S

Members of the board of trustees (who are also directors of the charitable company) received no remuneration (2020: £Nil) for their services as trustees.

No trustees received reimbursement of expenses for travel and subsistence in the year (2020: two trustees £433).

Trustees' indemnity insurance was purchased at a cost of £2,395 (2020: 714).

7 . S T A F F C O S T S

----- Start of picture text -----
Staff costs were as follows: Group Charity Group Charity
2021 2021 2020 2020
£000 £000 £000 £000
Wages and salaries 3,714 3,661 3,461 3,414
Social security costs 365 365 327 327
Pension costs 165 165 151 151
Life assurance 6 6 8 8
Agency and seconded staff 8 8 - -
Termination costs 67 67 12 12
Total 4,325 4,272 3,959 3,912
----- End of picture text -----

The average number of persons employed by the company during the year was as follows:

----- Start of picture text -----
2021 2020
No. No.
124 125
----- End of picture text -----

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

----- Start of picture text -----
2021 2020
No. No.
In the band £100,001 - £110,000 - 1
In the band £110,001 - £120,000 1 -
----- End of picture text -----

Payment of £12,728 (2020: £4,263) were made to the charity's defined contribution pension scheme for three higher paid employee (2020: one) whose annual emoluments exceeded £60,000.

Key management personnel are deemed to be the charity's executive team, consisting of 5 (2020: 5) individuals. The charity's executive team received total emoluments in the year of £422,550 (2020: £329,439). This represents total emoluments paid to 10 different employees who occupied the 5 executive team roles during the year

Termination costs were paid in full in the year and there were no outstanding or accrued amounts at the end of the year.

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

50

51

8 . T A N G I B L E F I X E D A S S E T S

1 1 . S T O C K S

----- Start of picture text -----
Fixtures and fittings Fixtures and fittings Fixtures and fittings Fixtures and fittings
Group Group Charity Charity
2021 2020 2021 2020
£000 £000 £000 £000
Cost
At 1 January 1,169 1,150 1,157 1,139
Additions 27 33 15 32
- -
Disposals (14) (14)
At 31 December 1,196 1,169 1,172 1,157
Depreciation
At 1 January 928 769 917 758
Charge for the year 102 173 101 173
- -
On disposals (14) (14)
At 31 December 1,030 928 1,018 917
Net book value
At 31 December 166 241 154 240
At 1 January 241 381 240 381
----- End of picture text -----

9 . F I X E D A S S E T I N V E S T M E N T S

----- Start of picture text -----
Investments in
subsidiary companies
£000
1
----- End of picture text -----

Cost and Net book value At 1 January 2021 and 31 December 2021

The investment relates to ShelterBox Trading Limited which is a wholly owned subsidiary (1,000 ordinary shares of £1 each) that undertakes various trading and fundraising activities.

1 0 . C U R R E N T A S S E T I N V E S T M E N T S

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£000 £000 £000 £000
UK Equities - 50 - 50
- 50 - 50
----- End of picture text -----

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£000 £000 £000 £000
Held in the UK 84 8 84 1
Pre-positioned outside the UK 2,924 2,768 2,424 2,635
Aid in transit 689 281 689 281
3,697 3,057 3,197 2,917
----- End of picture text -----

Stock of disaster relief materials is net of provisions of £257,363 (2020: £287,959). Amounts included in expenditure in the year can be seen in note 3.

1 2 . D E B T O R S

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
D U E W I T H I N O N E Y E A R £000 £000 £000 £000
Trade debtors 10 2 - -
Amounts due from intergroup companies - - 23 50
Other debtors 7 5 - 1
Prepayments and accrued income 323 469 323 461
VAT and Gift Aid 105 302 97 286
Deferred taxation - 1 - -
Legacy Debtor 780 - 780 -
1,225 779 1,223 798
----- End of picture text -----

1 3 . D E P O S I T S A N D B A N K / C A S H B A L A N C E S

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£000 £000 £000 £000
Short term deposits 5,999 6,205 5,999 6,205
5,999 6,205 5,999 6,205
Bank current accounts and cash
Sterling bank accounts 3,668 2,800 3,646 2,730
Foreign currency bank accounts 2,465 1,314 2,301 1,270
Cash 30 47 30 47
6,163 4,161 5,977 4,047
----- End of picture text -----

ShelterBox Trust Annual Report 2021 Trustees' Report

ShelterBox Trust Annual Report 2021 Trustees' Report

52

53

1 4 . C R E D I T O R S : A M O U N T S F A L L I N G D U E W I T H I N O N E Y E A R

1 5 . S T A T E M E N T O F F U N D S

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
£000 £000 £000 £000
Trade creditors 1,001 860 984 848
Other taxation and social security 179 123 159 123
Accruals and deferred income 600 569 588 530
Amount owing to inter-group companies - - 70 9
1,780 1,552 1,801 1,510
----- End of picture text -----

----- Start of picture text -----
Group Group Charity Charity
2021 2020 2021 2020
D E F E R R E D I N C O M E :
£000 £000 £000 £000
Balance brought forward 21 7 - -
- -
Amount released in the year (17) (5)
Amount deferred in the year 17 19 - -
Balance carried forward 21 21 - 1,-
----- End of picture text -----

Deferred income arises where Book Club membership gift vouchers have been purchased and are yet to be fully utilised.

----- Start of picture text -----
Balance at 1 Balance at 31
January 2021 Income Expenditure December 2021
£000 £000 £000 £000
Designated funds
Stock 2,006 - - 2,006
General funds
General funds 6,373 7,146 (5,341) 8,178
Total unrestricted funds 8,379 7,146 (5,341) 10,184
Restricted funds
Haiti Earthquake - 892 (862) 30
Typhoon Rai Fund - 221 (11) 210
COVID-19 56 129 (180) 5
ShelterBox Operations Philippines Inc 270 2 (272) -
Emergency Supply 911 - - 911
ShelterBox Disaster Fund 6 5 - 11
Syria Crisis (176) 842 (561) 105
Other Disasters 66 - (65) 1
Arch Capital Group Fund - 83 - 83
Climate Change - 2 - 2
Ethiopia Crisis - 262 (192) 70
Haddon Fund - 220 (39) 181
JTI Foundation 68 210 (94) 184
Australia Developing Country fund 134 79 - 213
Burkina Faso Crisis - 65 (65) -
Hurricane Eta 181 1 (182) -
Sudan Flooding - 127 (127) -
DEW Foundation grant - 48 (48) -
Affiliates fund 2,370 2,300 (2,560) 2,110
Crystal Spring Foundation Ring Fenced - 971 (574) 397
Syria and Iraq Crisis 112 44 (124) 32
Gifts in Kind 28 254 (67) 215
ShelterBox Germany fund 476 290 (240) 526
Lake Chad Basin 14 - (14) -
Cyclone Idai 46 - (46) -
4,562 7,047 (6,323) 5,286
Total funds 12,941 14,193 (11,664) 15,470
----- End of picture text -----

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

54

55

1 5 . S T A T E M E N T O F F U N D S ( c o n t i n u e d )

----- Start of picture text -----
Balance at 1 Transfers Balance at 31
January 2020 Income Expenditure in/out December 2020
£000 £000 £000 £000 £000
Designated funds
Stock 1,401 - - 605 2,006
General funds
General funds 5,548 6,748 (5,746) (177) 6,373
Total unrestricted funds 6,949 6,748 (5,746) 428 8,379
Restricted funds
Emergency supply 1,337 2 (428) 911
ShelterBox Disaster Fund - 45 (39) - 6
JTI Foundation - 119 (51) - 68
Australian Developing 94 81 (41) - 134
Country Fund
-
Affiliates Fund 1,532 2,813 (1,975) 2,370
Other disasters 6 60 - - 66
Syria and Iraq 2 117 (7) - 112
SB Germany fund 280 284 (88) - 476
Lake Chad Basin 151 664 (801) - 14
Somaliland - 473 (473) - -
Cyclone Idai 46 - - - 46
Cyclone Harold - 258 (258) - -
Hurricane Eta - 199 (18) - 181
Burkina Faso - 71 (71) - -
COVID-19 - 138 (82) - 56
- -
Syria Crisis 1,043 (1,219) (176)
ShelterBox Operations 27 723 (480) - 270
Philippines Inc
Gift In kind - 139 (111) - 28
3,475 7,229 (5,714) (428) 4,562
Total restricted funds 10,424 13,977 (11,460) - 12,941
----- End of picture text -----

The Emergency Supply fund is restricted to the holding of stock and its purpose is to allow the charity to hold sufficient stock levels.

The ShelterBox Disaster fund is a multi purpose fund, the use of which is restricted to stock holding, research and development, training and infrastructure development.

The JTI Foundation fund is for a variety of specified purposes including the provision of aid and operational capacity building.

The Australian Developing Country fund is restricted to use for disasters in a number of specified developing countries.

The Affiliates fund comprises income received from ShelterBox affiliated organisations the use of which is restricted to disaster response.

The other Disaster Appeals are funds restricted for the purpose of responding to specific disasters.

The Syria and Iraq fund are funds restricted to responding to the Syria and Iraq crises.

The SB Germany fund comprises income received from ShelterBox Germany and is restricted to disaster response.

The Lake Chad Basin fund relates to responding to the Lake Chad Basin Crisis.

The Cyclone Idai fund is restricted to use for the charity’s response to Cyclone Idai. Any surplus from the appeal may be used for general purposes.

The Hurricane Eta fund is restricted to use in the charity response to Hurricane Eta.

Cyclone Harold fund is restricted to use for the charity response to Cyclone Harold.

The Gifts in Kind fund comprises goods and services provided to the charity for use in carrying out its charitable activities.

The COVID 19 is restricted to use for COVID-19 crisis.

The Burkina Faso fund is restricted to use in the charity’s response to conflict in Burkina Faso. Ethiopia fund is restricted to responding in Ethiopia conflict. Sudan fund is restricted to responding in Sudan flooding.

The ShelterBox Operations Philippines fund is restricted to use in Philippines.

The Stock designated fund are funds designated for the holding and prepositioning of disaster relief materials. The fund represents unrestricted "paid stock", i.e. the value of the charity's stocks less associated trade creditors, excluding amounts held in other funds.

Transfers between funds include designation of unrestricted funds towards the holding of stock and agreement with a donor to remove the restriction from a donation.

The Syria Crisis fund was in deficit at 31st December 2020 on the expectation of funds being received in January 2021.

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

56

57

1 6 . A N A L Y S I S O F N E T A S S E T S B E T W E E N F U N D S

----- Start of picture text -----
C U R R E N T Y E A R
Unrestricted Restricted Total
Funds 2021 Funds 2021 Funds 2021
£000 £000 £000
Tangible fixed assets 166 - 166
Net current assets 10,018 5,286 15,304
10,184 5,286 15,470
----- End of picture text -----

----- Start of picture text -----
P R I O R Y E A R
Unrestricted Restricted Total
Funds 2020 Funds 2020 Funds 2020
£000 £000 £000
Tangible fixed assets 241 - 241
Net current assets 8,138 4,562 12,700
8,379 4,562 12,941
----- End of picture text -----

1 8 . A N A L Y S I S O F N E T D E B T

----- Start of picture text -----
At 1 January Cash flows At 31 December
2021 2021
£000 £000 £000
Deposits and cash at bank and in hand 10,366 1,796 12,162
10,366 1,796 12,162
----- End of picture text -----

1 9 . P E N S I O N C O M M I T M E N T S

The Group operates a defined contribution pension scheme. Contributions payable for the year were £165,388 (2020: £151,000). Outstanding contributions at the end of the year were £15,813 (2020: £12,877).

2 0 . O P E R A T I N G L E A S E C O M M I T M E N T S

At 31 December 2021 the Group had commitments to make future minimum lease payments under non cancellable operating leases as follows:

1 7 . R E C O N C I L I A T I O N O F N E T M O V E M E N T I N F U N D S T O N E T C A S H F L O W F R O M O P E R A T I N G A C T I V I T I E S

----- Start of picture text -----
2021 2020
£000 £000
Net movement in funds (as per Statement of financial activities) 2,529 2,517
Adjustment for:
Depreciation charges 102 173
Dividends, interests and rents from investments (2) (9)
Profit on the sale of fixed assets (1)
Increase in short-term investment 50 (50)
Increase in stocks (640) (54)
Increase in debtors (446) (127)
Increase in creditors 228 612
Net cash used in operating activities 1,821 3,061
----- End of picture text -----

At 31 December 2021 the Group had commitments to make future minimum lease
payments under non cancellable operating leases as follows:
Group
2021		 Group
2020
Not later than 1 year £000
179		 £000
330
Later than 1 year and not later than 5 years 101 44
280 374

2 1 . O T H E R F I N A N C I A L C O M M I T M E N T S

The amount of materials purchase orders contracted for at 31 December 2021 but not recognised in these financial statements was;

recognised in these fnancial statements was;
2021
£000		 2020
£000
Materials purchases contracted for 177 119

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

58

59

2 2 . S U B S I D I A R I E S A N D R E L A T E D P A R T Y T R A N S A C T I O N S

R E L A T E D P A R T Y T R A N S A C T I O N S

The Charity has two subsidiaries: ShelterBox Trading Ltd, a UK company (registration number: 07096770) and ShelterBox Operations Philippines Inc a non-stock non-profit company registered in the Philippines (SEC registration CN201720528).

During the year the charity recharged costs to ShelterBox Trading Ltd of £4,212 (2020: £1,931). The charity allows ShelterBox Trading Ltd to use the ShelterBox name under licence. Royalties of £1,993 (2020: £1,423) were incurred during the year. At the year end the charity owed ShelterBox Trading Ltd £61,193 (2020: ShelterBox Trading Ltd owed the charity £20,578), in addition the charity has a loan to ShelterBox Trading Ltd of £20,000 (2020: £20,000). Loan interest was charged during the year totalling £632 (2020: £750), and gift aid donations of £11,226 (2020: £nil) were received in the year.

During the year, the charity made gifts of cash and aid items to ShelterBox Operations Philippines Inc. of £736,863 (2020: £530,456). At the end of the year, the charity owed ShelterBox Operations Philippines Inc. £8,931 (2020: £8,931)

b. ShelterBox Operations Philippines Inc

The income and expenditure for ShelterBox Operations Philippines Inc was

----- Start of picture text -----
2021 2020
£000 £000
Total Income 721 569
Total Expenses (219) (745)
Net Surplus/Deficit 502 (176)
----- End of picture text -----

There have been no transactions with other related parties in the year.

S U B S I D I A R I E S

ShelterBox Trust's subsidiaries ShelterBox Trading Ltd and ShelterBox Operations Philippines Inc are incorporated into the consolidated accounts in accordance with FRS 102.

a. ShelterBox Trading Ltd

ShelterBox Trust owns 100% of the issued share capital of ShelterBox Trading Ltd, a UK company (registration number: 07096770). Its registered office is Falcon House, Charles Street, Truro, TR1 2PH.

ShelterBox Operations Philippines Inc Balance Sheet as at 31 December 2021

----- Start of picture text -----
2021 2020
£000 £000
Fixed Assets 12 1
Current Assets 686 193
Current Liabilities (10) (8)
Net Assets 688 186
----- End of picture text -----

The income and expenditure for ShelterBox Trading Ltd were

----- Start of picture text -----
2021 2020
£000 £000
Total Income 202 164
Total Expenses (168) (152)
Net Profit 34 12
Donation to ShelterBox Trust (11) -
Retained Profit 23 12
----- End of picture text -----

ShelterBox Trading Ltd Balance Sheet as at 31 December 2021

----- Start of picture text -----
2021 2020
£000 £000
Current Assets 92 92
Current Liabilities (59) (82)
Net Assets 33 10
----- End of picture text -----

2 3 . P A R E N T C H A R I T Y

----- Start of picture text -----
2021 2020
£000 £000
Total income 14,009 13,860
Expenditure on raising funds (3,409) (3,016)
Expenditure on charitable activities (8,598) (8,161)
Net deficit for the year 2,002 2,683
----- End of picture text -----

ShelterBox Trust Annual Report 2021 Notes to the Financial Statements

ShelterBox Trust Annual Report 2021 Trustees' Report

60

61

“ My eldest son is 11-years-old, when I was pregnant with him the land was so green, there was plenty of rain and the livestock was in very good condition. We were living happily and it was a very good life. But over time, things have changed. The livestock died, even the ones that are left cannot be sold to the market because they are in poor health. ~~We are struggling with life now.~~

ShelterBox Trust Annual Report 2021 Trustees' Report

– Nimo (a mother of 7 who was displaced due to severe droughts in Somaliland).

ShelterBox Trust Annual Report 2021 Trustees' Report

62

63

ShelterBox

Falcon House, Charles Street, Truro, TR1 2PH, UK

T +44 (0)1872 302600 E hello@shelterbox.org

President Her Royal Highness The Duchess of Cornwall

ShelterBox Trust Annual Report 2021 Trustees' Report

64

ShelterBox and Rotary International are Project Partners in disaster relief. ShelterBox is a registered charity independent of Rotary International and The Rotary Foundation.