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|etails of|the mai|n r|isks and how these are managed|are set o|ut below.||
|---|---|---|---|---|---|---|
|Key risk|||Details ofrisk||Management
ofrisk||
|Failure||to|Funding risk: Historically,
the|Charity|The Charity has developed a fundraising||
|diversify|funding||has had one funder,
the Larry|Ellison|strategy,
including
a list|oftarget donors|
||||Foundation (LEF).The funding|under|and outreach
strategy.
It|also now has a|
||||the current grant agreement
from LEF||fundraising
team in place. The CEO and||
||||lasts
until
2025,
but
as
our||Board regularly
monitor|the activities of|
||||government
programmes
run|for at|the fundraising
team.||
||||least three
years,
it is important
the||||
||||Charity diversifies
its funding|sooner.|||
##
|Black swan|events|Black|Black|swan|swan|events|events||such|such|as Covid-19|as Covid-19|as Covid-19|Covid risk: The Charity
has taken the|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||disrupt|||the Charity's||||work resulting||||in|learnings
and is building
alternative|
|||delays|||and|repurposing|||||of education|||frameworks
such as online processes|
|||budgets|||for|disaster|||interventions.|||||and digitalization
ofeducation.|
|||||||||||||||Our geographical
spread
means
we|
|||||||||||||||will be less susceptible
to events
in|
|||||||||||||||one State.|
|||||||||||||||Staff security
policy
in place, which|
|||||||||||||||includes
close
monitoring
of|
|||||||||||||||employees'
travel arrangements.|
|||||||||||||||Continue to maintain
the flexibility of|
|||||||||||||||our operations
and ability to reassign|
|||||||||||||||staff.|
|Safeguarding||The|risk of harm,|||||||exploitation|||or|Safeguarding
policy
and
reporting|
|risks||abuse||of an||individual||||during||or as|a|procedures
in place with
designated|
|||result|ofthe|||Charity's||||programmes.||||safeguarding
staff in place at Board,|
|||||||||||||||management
and
operational
levels|
|||||||||||||||and training
is regularly
provided
to|
|||||||||||||||all staff.|
|||||||||||||||The
nature
of our
work
with
the|
|||||||||||||||government
means there is very little|
|||||||||||||||direct
access
to
children
and|
|||||||||||||||communities|
|Impact risks||Outcome
and|||||impact||||assessments|||Three-year
duration
for all proposed|
|||inadequately||||carried|||out.|||||programme
interventions
(as shorter|
|||||||||||||||duration
not enough
to demonstrate|
|||||||||||||||learning
outcomes
improvement).|
|||||||||||||||Regular
programme
review
protocol|
|||||||||||||||and governance
structure
in place.|
|||||||||||||||Monitoring
and evaluation
built into|
|||||||||||||||all programme
designs.|
|Reputational|risks|Damage|||to|our||reputation||||would||Maintenance
of good
relationships|
|||affect||our ability||||to||expand||to other||across all stakeholder
levels.|
|||states||and||impact||||our|fundraising|||Policies are in place to ensure robust|
|||efforts.||||||||||||governance
and
adherence
to|
|||||||||||||||systems
and processes.|
|||||||||||||||The
communications
strategy|
|||||||||||||||includes
processes
to
manage|
|||||||||||||||reputational
risks,
including|
|||||||||||||||contingency
plans.|
##
##
|Legal Advisers UK:|Legal Advisers UK:|Legal Advisers UK:|Bates Wells Braithwaite|||
|---|---|---|---|---|---|
||||10Queen Street Place|||
||||London, EC4R IBE|||
|Legal Advisers India:|||Southern
Accountability|tk Governance|Alliance Private Limited|
||||6202/2 111Floor|||
||||Block I,Dev Nagar|||
||||Karol Bagh|||
||||Delhi
110005|||
|Auditors|India:||PKF Sridhar k Santhanam|LLP||
||||319,Third Floor, DLF Prime Towers|||
||||Okh1aPhase
I|||
||||New Delhi 110020|||
|Accountants||India:|Hasmukh
Shah &Co|||
||||409-410,Dalamal
Chambers,|||
||||New Marine Lines|||
||||Mumbai
400 020|||
#
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
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##
##
##
||||Note|Unrestricted|Restricted|31-Mar|Unrestricted|Restricted|31-Mar|
|---|---|---|---|---|---|---|---|---|---|
|||||Funds|Funds|2022|Funds|Funds|2021|
|Income From:||||||||||
|Grants|||||4,723,494|4,723,494||5,001,539|5,001,539|
|Investment|income||||12,516|12,516||10,324|10,324|
|Total|||||4,736,010|4,736,010||5,011,863|5,011,863|
|Expenditure|On:|||||||||
|Raising Funds|||5|216|110,149|110,365|216|66,527|66,743|
|Charitable|Activities||4|93|1,629,084|1,629,177|(665)|3,730,569|3,729,904|
|Total||||309|1 739233|1 739542|449|3797096|3796647|
|Net income|for the year||9|(309)|2,996,777|2,996,468|449|1,214,767|1,215,216|
|Total funds|brought|forward|15|19,024|4,840,846|4,859,870|18,575|3,626,079|3,644,654|
|Total funds|carried forward||15|18715|7837,623|7,856,338|19,024|4,840,846|4,859,870|
##
||||Group|Group|Charity||
|---|---|---|---|---|---|---|
|Company
number; 06002138||Note|2022
5|2021f|2022
6|2021
6|
|Fixed assets|||||||
|Tangible assets||11|16,972|25,367|1,230|4,219|
|Investments||12|||||
|Current Assets|||||||
|Debtors||13|250,935|117,824|511,300|12,600|
|Cash at bank and in hand|||7,968,106|5,012,324|6,980,771|4,771,951|
||||8,219,041|5,130,148|7,492,071|4,784,551|
|Current Liabilities|||||||
|Creditors: amounts|falling due||||||
|one year||14|~(322,7(6|~253,68~)|(60,050) ~(304,5(8||
|Net Current Assets|||7,896,325|4,876,463|7,432,021|4,480,033|
|Creditors: amounts
one year|falling due after|140|(56,959)|~4(,960|||
|Total Net Assets|||7,856,338|4,859,870|7,433,251|4,484,252|
|Funds|||||||
|Restricted funds||15|7,837,623|4,840,846|7,414,536|4,465,228|
|Unrestricted
funds||15|18,715|19,024|18,715|19,024|
|Total Funds|||7,856,338|4,859,870|7,433,251|4,484,252|
##
||||||Group||Charity|Charity|
|---|---|---|---|---|---|---|---|---|
|||||Notes|2022|2021
f|2022
f.|2021
f|
|Net cash provided|by||||||||
|operating
activities||||A|2,953,044|1,059,244|2,206,086|1,166,760|
|Cash flows from investing|||activities||||||
|Interest received
Cost ofpurchasing
tangible|||fixed assets||12,516
10,234
(9,778) ~(3,(00)||2,734|4,175|
|Net cash inflow/(outflow)||from investment||activities|2,738|(2,946)|2,734|4,175|
|Net inflow at 1 April|2021||||5,012,324|3956,026|4,771,951|3,601,016|
|At 31 March 2022|||||7,968,106|5,012,324|6,980,771|4,771,951|
##
|Reconciliation
ofnet o|perati|ng
income to|net cash flow from op|erating
acti|vities|vities|
|---|---|---|---|---|---|---|
||||Group||Charity||
||||2022
f|2021
f|2022
f|2021
f|
|Net income|||2,996,468|1,215,216|2,948,999|1,199,963|
|Loss on sale oftangible|fixed assets||287|15,936||13,868|
|Sale proceeds oftangible|fixed assets||1,277|8,827||4,487|
|Interest received|||(12,516)|(10,234)|(2,734)|(4,175)|
|Forex revaluation
offixed assets|||92|1,630|||
|Depreciation
charges|||16,517|28,171|2,989|15,279|
|Movement
in corporate tax|||8,171|(6,222)|||
|Movement
in debtors|||(133,583)|7,811|(500,178)|59,881|
|Movement
in prepayments
Movement
in creditors|||472
(3,969)
75,859 ~797,922)||1,478
~(244,460|9,077
~(73(,620|
|Net cash provided
by operating||activities|2,953,044|1,059,244|2,206,086|17166,760|
|Analysis ofchanges
in|net debt||||||
|Opening cash balance|||5,012,324|3„956,026|4,771,951|3,601,016|
|Cashflow
in the year|||2,955,782|1,056,298|2,208,820|1,170,935|
|Closing cash balance|||7,968,106|5,012,324|6,980,771|4,771,951|
##
##
##
##
##
##
##
##
||||||Direct||Staff|Support|Support|31-llilar|
|---|---|---|---|---|---|---|---|---|---|---|
||Year to 31st March|2022|||costs
E||costsf||Costs
f|2022
E|
||Education
and Community||Programmes||||||||
||Government
Programmes||||146,391|1,333,232|||149,554|1,629,177|
||Education
Content
Development||||||||||
||||||149391||3||1 9||
|||||||79|N\
7|79|N||
||||||Direct||Staff|Support||31-Mar|
||||||costs||costs||Costs|2021|
||Year to 31stMarch|2021|||E||f||E|E|
||Education
and Community||Programmes||72,477||649,547||309,396|1,031,420|
||Government
Programmes||||146,840|1,650,732|||770,281|2,567,853|
||Education
Content
Development||||14,726||76,721||39,185|130,632|
|||||||2 377 000||1,118,862||7 9905|
|||||||(See Note 7)||(See Note 5)|||
|5|Support Costs||||||||||
||||||Chaffitable|Raising||||Basis of|
||||||Activities||Funds|31-Mar-22||allocation|
||Year to 31stMarch|2022|||f||E||f||
||Staff costs (Note 7)||||||93,932||93,932|(i)|
||Travelling||||73,939||||73,939|(ii)|
||Rent and office related costs||||149,655||10,404||160,059|(iii)|
||Communications
and IT||||17,713||1,231||18,944|( iii )|
||Recruitment
Fees||||14,270||992||15,262|( iii )|
||Training|||||||||(ii)|
||Foreign exchange
gain||||(299,730)|||(299,730)||(iii)|
||Consulting
and professional||fees||59,749||||59,749|(ii)|
||Legal fees||||10,491||1,621||12,112|(ii)|
||Depreciation||||15,443||1,074||16,517|(iii)|
||Audit and accounting|(governance||costs)|30,353||739||31,092|(llg)|
||Corporate tax||||64,338||||64,338|(iii)|
||Miscellaneous
costs||||13,333||372||13,705|(iii)|
||||||149,554||110,365||259,919||
||||||Charitable|Raising||||Basis of|
||||||Activities||Funds|31-Mar-21||allocation|
||Year to 31stINarch|2021|||F.||E||E||
||Staff costs (Note 7)||||||47,261||47,261|(i)|
||Travelling||||13,901||||13,901|(ii)|
||Rent and office related costs||||157,890||3,222||161,112|(iii)|
||Communications
and|IT|||45,184||922||46,106|(iii)|
||Recruitment
Fees||||94,627||1,931||96,558|(iii )|
||Training||||28,248||||28,248|(ii)|
||Foreign exchange
loss||||412,238||8,413||420,651|(iii)|
||Consulting
and professional||fees||153,970||||153,970|(ii)|
||Legal fees||||20,331||2,651||22,982|(ii)|
||Depreciation||||27,607||563||28,170|(iii)|
||Audit and accounting|(governance||costs)|35,981||220||36,201|(iii )|
||Corporate tax||||54,167||||54,167|(iii)|
||Miscellaneous
costs||||74,718||1,559||76,277|(iii)|
||||||1,118,862||66,742|1,185,604|||
##
##
|31-Mar|31-Mar|31-Mar|31-Mar|
|---|---|---|---|
|2022|2021|2022|2021|
|Number|Number||E|
##
|Operations/Chief
Fi|nanc|e O|fficer .Sta|ff costs|in|clude the|following
amount|s
paid to the exec|utive team:|
|---|---|---|---|---|---|---|---|---|---|
|||||||||31-Mar|31-tiller|
|||||||||2022|2021|
|||||||||E|E|
|Wages and salaries||||||||450,109|647,466|
|Termination
and redundancy|||payments|||||32,510|28,000|
|Social security costs||||||||20,025|43,237|
|Employers'
pension|contributions|||||||23,845|35,222|
|Staff Medical Insurance||and|other benefits|||||7,911|3,498|
|||||||||534,400|757,423|
|||||||||31-Mar|31-Mar|
|||||||||2022|2021|
|||||||||E|E|
|Wages and salaries||||||||1,237,424|1,828,495|
|Termination
and redundancy|||payments|||||53,480|157,800|
|Social security costs||||||||26,492|101,272|
|Employers'
pension|contributions|||||||69,769|107,200|
|Other employee
benefits||||||||39,999|13,871|
|Total costs for Reach to||Teach staff||||||1,427,164|2,208,638|
|Saladies
paid to operational|||staff via our Indian|||partners,|Gram Vikas|||
|Trust and Kutch Nav|Nirman||Abhiyan|through|grants.||||215623|
|Total staff costs||||||||1,427,164|2,424,261|
|Total staff costs||||||||||
|Charitable
activities||||||||1,333,232|2,377,000|
|Raising funds||||||||93,932|47,261|
|||||||||1,427,164|2,424,261|
|All terminatio|n
and redundancy
payments
were paid
in the year.|n
and redundancy
payments
were paid
in the year.|||||
|---|---|---|---|---|---|---|
|Included
in|the above figures for wages and salaries were the emoluments||ofthe|Chief Executive Officer|||
|who served|during|the year of F137,123 (2021: E139,072). The number|of staff who||received|total|
|emoluments|over E60,000were as follows:||||||
||||Number of||Number|of|
||||staff|in Year|staff in Year||
||||to 31 March||to 31 March||
|Bands|||2022||2021||
|F60,000-|E70,000||||4||
|F70,000-|E80,000||||1||
|E80,000-|F90,000||||1||
|E90,000 -|F100,000||||1||
|E100,000 -|E110,000||||1||
|E110,000 —E120,000|||||1||
|E120,000 —E130,000|||||||
|F130,000-|E140,000||||||
|F140,000-|E150,000||||||
|F150,000-|E160,000||||||
|E180,000-|E190,000||||||
##
##
|8|Staff numbers|Staff numbers||||||
|---|---|---|---|---|---|---|---|
||The average
number||ofemployees|analysed|by function was:|31-Mar|31-Mar|
|||||||2022|2021|
|||||||Number|Number|
||Charitable|activities||||33.0|42.0|
||Raising funds|||||2.0|0.5|
|9|Net Income for the Year|||||||
|||||||31-Mar|31-Mar|
|||||||2022|2021|
||The result|is stated after charging:|||||Z|
||Auditor's|remuneration||||12,000|14,400|
||Auditor's|remuneration|- non audit|services|||2,060|
||Auditor's|remuneration|- in respect|ofthe subsidiary||7,717|8,756|
||Loss (Gain) on exchange|||||(299,730)|420,786|
||Operating|leases||||141,826|88,759|
||Depreciation|||||16,517|28,171|
##
|11|Tangible Fixed Assets|||||
|---|---|---|---|---|---|
||Group|Fixtures|Computer|Leasehold||
|||a Fittings|Equipment|Improvements|Total|
|||5|5|||
||Cost|||||
||As at 01 April 2021|83|76,518|24,407|101,008|
||Exchange revaluation|1|685||686|
||Additions
Disposals
As at 31st March 2022|269
353|9,509
~12,311
74,401|24,407|9,778
(12,311)
99,161|
||Depreciation|||||
||As at 01 April 2021|60|51,174|24,407|75,641|
||Exchange revaluation|3|775||778|
||Charge forthe year|74|16,443||16,517|
||Disposals||(10,747)||(10,747)|
||As at 31st March 2022|137|57,645|24,407|82,189|
||Net Book Value|||||
||As at 31st March 2022|216|16,756||16,972|
||As at 31stMarch 2021|23|25,344||25,367|
##
##
|Nature o
India.|fbusiness:
Inves|fbusiness:
Inves|tment
of charitable
funds|to advance education
amongst
children|and young persons|
|---|---|---|---|---|---|
|Country|ofIncorporation:||India|2022|2021|
|||||0/|'/|
|||||holding|holding|
|Class of|Shares|||||
|Ordinary|(beneficially|owned)||99|99|
##
##
||Fort|he year|
ended 31stMarch 20|
ended 31stMarch 20|22|22|
|---|---|---|---|---|---|---|
|14b Creditors: amounts
due after one year|falling||Group
2022
2021
f
f||Charity
2022
2021
f
F||
|Creditors and Accruals|||56,959|41,960|||
|15 Funds|||||||
|Group 2022|||B/Fwdf|Income
f|Expenditure
f|C/Fwdf|
|Restricted Funds|||||||
|Other donations
and|other income||302,310|12,516||314,826|
|The Larry Ellison Foundation|||4,538536|4,723,494|(1,739,233)|7,522,797|
|Total restricted
funds
Unrestricted
Funds|||4,840,846
19024|4,736,010
-|(1,739,233)
(309)|7,837,623
18,715|
||||4,859,870|4,736,010|(1,739,542)|7,856,338|
|Group 2021|||B/Fwd
F|Income
f|Expenditure
f|C/Fwd
f|
|Restricted
Fund|||||||
|Other donations
and other income
The Larry Ellison Foundation|||291,986
3,334,093|10,324
5,9111,~39|~3,797,9961|302,310
4,538.536|
|Total restricted
funds
Unrestricted
Funds|||3,626,079
18,575|5,011,863|(3,797,096)
449|4,840,846
19,024|
||||3,644,654|5,011,863|(3,796,647)|4,859,870|
|Charity 2022|||B/Fwd
f|Income
F|Expenditure
f|C/Fwdf|
|Restricted Funds|||||||
|Other donations
and|investment|income|266,036|2,734||268,770|
|The Larry Ellison Foundation|||4,199,192|4,723,494|(1,776,920)|7,145,766|
|Total restricted
funds
Unrestricted
Funds|||4,465,228
19,024|4,726,228|(1,776,920)
~369|7,414,536
18,715|
||||4,484,252|4,726,228|(1,777,229)|7,433,251|
|Charity 2021|||B/Fwd
f|Income
f|Expenditure
f|C/Fwd
f|
|Restricted Funds|||||||
|Other donations
and investment
The Larry Ellison Foundation||income|261,861
3,003,853|4,175
5,001,539|(3,806,200)|266,036
4,199,192|
|Total restdcted
funds
Unrestricted
Funds|||3,265,714
18,575|5,005,714|(3,806,200)
449|4,465,228
19,024|
||||3,284,289|5,005,714|(3,805,751)|4,484,252|
##
##
|Net Assets S|plit|||||
|---|---|---|---|---|---|
|Group 2022|||Unrestricted|Restricted|Total|
||||Funds
f|Funds
f|2022f|
|Tangible Assets||||16,972|16,972|
|Prepayments|&Accrued Income|||18,897|18,897|
|Other Debtors||||232,038|232,038|
|Cash at bank|and|in hand|18,715|7,949,391|7,968,106|
|Creditors||||)379,675)|~379,67~)|
||||18,715|7837,623|7,856,338|
|Group 2021|||Unrestricted|Restricted|Total|
||||Funds
f|Fundsf|2021f|
|Tangible Assets||||25,367|25,367|
|Prepayments|&Accrued Income|||19,369|19,369|
|Other Debtors||||98,455|98,455|
|Cash at bank
Creditors|and|in hand|19,024|4,993,300
~295,645|5,012,324
(295,645)|
||||19,024|4,840,846|4,859,870|
|Charity 2022|||Unrestricted|Restricted|Total|
||||Funds
f|Funds
F|2022|
|Tangible Assets||||1,230|1,230|
|Prepayments|&Accrued Income|||2,090|2,090|
|Other Debtors||||509,210|509,210|
|Cash at bank|and|in hand|18,715|6,962,056|6,980,771|
|Creditors||||(60,050)|(60,050)|
||||18,715|7,414,536|7,433,251|
|Charity 2021|||Unrestricted|Restricted|Total|
||||Funds
f|Funds
f|2021f|
|Tangible Assets||||4,219|4,219|
|Prepayments|8 Accrued Income|||3,568|3,568|
|Other Debtors||||9,032|9,032|
|Cash at bank
Creditors|and|in hand|19,024|4,752,927
~(304,518|4,771,951
~304.518)|
||||19,024|4,465,228|4,484,252|
##
##
##
|follows;||||
|---|---|---|---|
|||2022|2021|
|Operating|leases expiring:|8|8|
|Within one
Within one|year
to five years|6,934
231,067|44,590
288,070|