## |||Page|| |---|---|---|---| |Reference and administrative
details ofthe charity, its trustees and advisers|||| |Trustees' report|||| |Independent|examiner's
report||15| |Consolidated|statement
offinancial activities||16| |Consolidated|and charity balance sheet||17| |Consolidated|cash flow statement||18| |Notes tothe|financial statements||19| ## |Company|registered|registered|registered|number:|6949484|||||| |---|---|---|---|---|---|---|---|---|---|---| |Charity registered|||number:||1137688|||||| |Independent||Examiners:|||Susan Robinson|Kreston Reeves LLP||||| |||||||2" Floor, 168Shoreditch|||High Street,|| |||||||London,|E16RA|||| |Bankers:|||||HSBC|210 High|Holborn,|London, WC1V 7BX||| ||||||Moneycorp|2 Sloane|St, Knightsbridge,||London,|| |||||||SW1X9LA||||| ||||||Absa Bank Uganda|Plot 2/4|Hannington|Road, Kampala,||Uganda| |Solicitors:|||||Russell-Cooke|2 Putney|Hill, London, SW15 6AB|||| |Registered||Office:|||Principal Office:|||||| |244 Kilburn||High Road|||45 Circus Road|||||| |Kilburn|||||St John's Wood|||||| |London|||||London|||||| |NW6 2BS|||||NWB 9JH|||||| ## ## |Plans for 2020||Outcomes
during 2020|| |---|---|---|---| |Implement
the 'NJIA Taskforce'||In 2020the Pepal team worked closely with our corporate partners at F.|| |programme.||Hoffmann-La
Roche AG (Roche) to redesign the NJIA programme
into an|| |This programme
brings together corporate||online offering called iNJIA.
A catalyst tothe success ofthis redesign
was|| |participants
with Pepal's
NGO and||being one offive winners
(out of800applicants)
ofthe Brain Catalyst which|| |government
partners to develop||took place as part of Roche's 'Partnering
for Innovation'
summit.
Pepal and|| |innovative
solutions to support the India||Roche, alongside
our NGO partners,
launched
a pilot online programme|in| |and Tanzania
n healthcare
systems to||January 2021focused
in India on child malnutrition.|| |overcome the challenges
of COVID-19.|||| |Deliver leadership
development
remotely||During 2020 Pepal worked with thirteen
alumni
from Janssen|| |to Baylor College of Medicine Children' s||Pharmaceutical
Companies ofJohnson
&Johnson (Janssen) to design three|| |Foundation —Uganda
(Baylor-Uganda)||leadership
modules
which could be taught online to Baylor-Uganda|| |staff working
on the frontline
ofthe||colleagues:
Leading with Agility, Situational
Leadership
and Influencing|| |COVID-19 response
in Uganda.||Skills. These modules
will be rolled out in 2021. In response to a request|| |||from our NGO partners
Pepal also provided 30frontline
health staff in India|| |||with atwo-part training
in 'Personal
and Team Resilience'.|| |Create a virtual
Pepal offering for existing||During 2020 a significant
amount ofstaff time was invested
in researching|| |and new partners
enabling
us to continue||ways to create engaging
and impactful
online experiences
and redesigning|| |to achieve impact during the pandemic|but|our programmes
to make them fully digital.
In mid-2020 we made the|| |also to reach more people,
in a way that|is|decision not to trial a full online programme
independently
ofour existing|| |more cost-effective
and has a lower||clients, as much ofwhat we had designed
could be trialled through
planned|| |environmental
impact, post COVID-19.||programmes
with current clients.|| |Host a virtual
NJIA symposium
to share||Due to the increased
impact ofthe pandemic,
we were unable to host a|| |impact data from the NJIA programme,||virtual
NJIA symposium.
We did however develop
a website highlighting|| |maintain
momentum
and support
from||Cervical cancer best practices
in low resources setting|| |our NGO and government
partners,
and||(www. cervicalcancerresources.
org) and begun a comprehensive
impact|| |facilitate a global discussion
on cervical||report detailing the success ofthe NJIA programme
over the last five years.|| |cancer prevention
best practices.|||| |Design a scientific exchange programme||In 2020 Pepal completed
a comprehensive
review ofthree potential|| |in East Africa for a corporate client with|a|geographic
locations / health focus areas for a new scientific exchange|| |view to launch
in 2021.||programme.
Due to a shift in focus for the team involved,
this work was|| |||put on hold at the end of2020.|| |Deliver,
in partnership
with the Cross||In February 2020, 16leaders from the public sectors in Uganda
and the UK|| |Sector Leadership
Exchange
(CSLE),new||came together for a five-day workshop
in Uganda to develop their|| |initiative focusing on the critical area of||leadership
skills and co-create low cost innovation
ideas to combat AMR.|| |leadership
and anti-microbial
resistance||The teams developed
robust action plans to improve
AMR stewardship,|| |(AMR).||which received endorsement
from District Health
Officials and were|| |||implemented
over the months following the immersion
programme.|| |Investing
in Pepal's systems, policies,||In 2020 Pepal finalised
a new comprehensive
strategy for 2020to 2025.|We| |communications
and monitoring||also reviewed
our financial
policies, Gender and Equal Opportunities
Policy,|| |frameworks.||Risk Management
Policies, Anti-Bribery,
Anti-Fraud
and Anti-Corruption|| |||Policy and Safeguarding
policy.
Pepal also had a full legal review examining|| |||fifteen distinct legal areas and giving a comprehensive
picture ofthe legal|| |||health of Pepal. The review found that "overall, the legal health of Pepal|is| |||good". In early 2020 Pepal took part in a significant
organisational
audit|in| |||preparation
for UK government
funding. The majority ofthe|| |||recommendations
from the audit were implemented
during 2020.|| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||||||1Jan to| |---|---|---|---|---|---|---|---|---| ||||||1Jan|2020to 31Dec|2020|31Dec 2019| |||||Notes|Unrestricted|Restricted||| ||||||Funds (6)|Funds (6)|Total (6)|Total (6)| |Incoming resources||||2||||| |Incoming
resources from charitable|||activities:|||||| |Charitable
income|||||171,397|9,312|180,799|411,565| |Other trading income|||||384|0|294|5,771| |Total Incoming resources|||||171,781|9,312|181,093|417,336| |Resources expended||||||||| |Charitable
activities||||5,15,18|171,632|13,361|184,993|375,629| |Total resources expended||||5,6|171,632|13,361|184,993|375,629| |Net(outgoing)/incoming||resources|||149|(4,049)|(3,900)|41,707| |Net movement||in|funds||149|(4,049)|(3,900)|41,707| |Total funds brought|forward at 31|||Dec 2019|149,549|8,336|157,885|116,178| |Total funds carried forward|at|31Dec20||11|149,698|4,287|153,985|157,885| |||Registered|Number: 06949484; Charity Number: 1137688|Number: 06949484; Charity Number: 1137688|Number: 06949484; Charity Number: 1137688||| |---|---|---|---|---|---|---|---| ||||Notes|Group (6)||Charity|(6)| |||||31/12/20|31/12/19|31/12/20|31/12/19| |Fixed assets|||||||| |Tangible assets|||8||||| |Investment|in subsidiaries||14||||| |Current assets|||||||| |Amount
due|from subsidiary||9|||36,117|90,783| |Other debtors|||9|32,859|86,450|(223)|(77)| |Cash at bank and in hand||||124,126|74,905|119,990|68,858| |||||161p355|161p355|159p564|159,564| |Creditors|||||||| |Amount
falling due within||1year|10|3,000|2,875|1,900|1,680| |Deferred income|||10a||595||| |Net current|assets|||153,985|157,885|153,984|157,884| |Total assets|less current|liabilities||153p985|157p885|153p985|157,885| |Funds|||||||| |Unrestricted|general funds|||129,698|129,549|129,698|129,549| |Designated|business development||fund|20,000|20,000|20,000|20,000| |Restricted general funds||||4,287|8,336|4,287|8,336| |Total funds|||11|153,985|157,885|153,985|157,885| ## ||||Notes|Forthe year ending|Forthe year ending| |---|---|---|---|---|---| |||||31December 2020|31December 2019| ||||12||| |Cash flow from operating|activities|(6)|||| |Net cash provided
by operating
activities||||49,221|28,183| |Cash flow from investing|activities|(6)|||| |Purchase ofequipment|||||| |Change
in cash and cash|equivalents|for the year (6)||49,221|28,183| |Cash and cash equivalents|brought|forward (6)||74,905|46,722| |Cash and cash equivalents|carried forward (6)|||124,126|74,905| ## ## ## ## ## ## ## ## ## ## ## ## |~|||||to 31Dec2020|to31Dec2019| |---|---|---|---|---|---|---| |Restricted Grant||Income|Kahawa|Foundation|6,812|6,116| ||||Private|Donations|2,500|0| |||||Total Restricted|9,312|6,116| |Programme|Income||||171,397|405,449| |Otherincome|||||384|5,771| |||||Total Unrestricted|171,781|411,220| ||||||181,093|417,336| |~CI
I||f|||to 31Dec2020|to31Dec2019| |Restricted Grant||Income|Kahawa|Foundation|6,812|6,116| ||||From Pepal Limited||12,092|68,238| ||||Private|Donations|2,500|| |Other Income|||||294|5,771| |Gift Aid Income||from subsidiary|||80,515|134,996| ||||||102,213|215,120| ## ||||to 31Dec2020|to31Dec2019| |---|---|---|---|---| |Trustees'
Emoluments||(E)||| |Depreciation|on owned|Assets (E)||| |Independent|Examiners|Fees (f)|3,865|1,794| ||||3,865|1,794| ## |4.
Employees|||||||| |---|---|---|---|---|---|---|---| |||||||to 31Dec 2020|to 31Dec2019| |Total StaffCosts|||||||| |Wages and salaries|(E)|||||79,101|78,510| |Employers
National|Insurance||(6)|||1,082|1,681| |Employers
Pension||||||1,033|959| |Total||||||81,216|81,150| |Average number ofemployees|||(Pepal Ltd &|Pepal Foundation)||4|3| |Directors Emoluments||(Pepal|Ltd & Pepal Foundation)||(E)|E37,333|E42,500| |Key management|personnel||remuneration|in the|year was f37,333(2019:f42,500).||| ## |||||Activities|Support costs|Total|Total| |---|---|---|---|---|---|---|---| |||||undertaken|(E)|(E)|(E)| |||||directly (E)|||| |||||11an 20|11an 20|11an 20|11an19| ||||to|31Dec2020|to 31Dec2020|to 31Dec2020|to31Dec2019| |Programme|development|||2,199|18,354|20,553|22,598| |Programme|implementation|||83,225||83,225|254,769| |||Uganda||17,426||17,426|61,523| |||Tanzania||41,123||41,123|119,882| |||Myanmar||0||0|6| |||India||24,676||24,676|73,358| |Programme|salaries|||65,351|15,865|81,216|98,262| |Total||||150,775|34,219|184,994|375,629| |.
Breakdown ofSupport Costs by Ac|tivity (6)||| |---|---|---|---| ||to|31Dec 2020|to31Dec2019| |Finance||4,194|7,348| |Direction||23,048|20,479| |Property||1,160|4,994| |Governance||5,817|4,308| |||34,219|37,129| ## ## ## |9.
Debto|rs (6)|||||||| |---|---|---|---|---|---|---|---|---| ||||||Group||Charity|| ||||||1)an 20|1)an 19|1Jan 20to|1Jan 19to| ||||||to 31Dec 2020
to|31Dec2019|31Dec 2020|31Dec2019| |VAT debtor|||||620|394|0|0| |Amounts|due from subsidiary||||||36,117|90,783| |Advances|||||339|3,001|(223)|(77)| |Trade debtors|||||31,900|83,055|0|0| |Total|||||32,859|86,450|35,894|90,706| |0.Liabilities- amounts|||falling|due within 1year (6)||||| ||||||Group||Charity|| ||||||1)an 20to|1Jan 19to|1Jan 20|1)an 19| ||||||31Dec2020|31Dec 2019|to 31Dec2020|to 31Dec 2019| |Trade creditors||||||||| |Accruals|||||3,000|2,875|1,900|1,680| |VAT creditor||||||||| |Total|||||3,000|2,875|1,900|1,680| |10a.Deferred income (6)||||||||| ||||||Group||Charity|| ||||||1)an20to|1)an19to|1)an 20|1Jan 19to| ||||||31Dec2020|31Dec2019|to 31Dec2020|31Dec2019| |Balance|brought|forward|||595|595||| |Incoming|resources received:|||||||| |||Linrestricred||Income|171,186|411,220|80,809|140,766| |||Kahawa Foundation|||6,812||6,812|| |Pepai Limited Restricted||||Grants|||12,092|68,238| |||Private Donations|||2,500|6,116|2,500|6,116| |Income recorded||in SOFA|||(181,093)|(417,336)|(102,213)|(215,120)| |Balance|carried|forward|||0|595||| ## ## ||||||||Bal|b/fwd|income|income|income|Expenditure|Expenditure|Transfers|Transfers|Bal c/fwd|Bal c/fwd| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||||(6)|||(6)||(6)|between|||(6)| |||||||||||||||funds(E)|||| |Unrestricted||funds|||||||||||||||| |||||General Fund|||129,549||171,781|||171,632|||0.00||129,698| |Designated||Business||Development|Fund|||20,000|||||||||20,000| |Restricted|funds||||||||||||||||| |||||Kahawa Foundation||||1,348||6,812|||7,294||0.00||866| |||||Hoffmann|M&E|||60|||||||||60| ||||Eleanor Rathbone||Trust|||1,000|||||||||1,000| |||||Private donations||||5,928||2,500|||6,067||0.00||2,361| ||||||||157,885||181,093|||184,993|||0.00||153,985| |20 restricted
funds represent|||||funds|received from|||the|Kahawa||Foundation||via the Silicon||Valley|| |mmunity|Fund||to|support our|cervical||cancer prevention||||programme||in Tanzania||and private||| |nations to||support||our programme||in|Uganda.||||||||||| |.Reconciliation|||ofnet movement|||in funds to net|||cash||flow from operating|||activities (f)|||| ||||||||||||Forthe year||ending|Forthe year ending|||| ||||||||||||31December 2020||||31December||2019| |Balance brought|||forward||||||||||74,905|||46,722|| |Net income||(expenditure)
for the year||||as|per|SOFA|||||(3,900)|||41,707|| ||||||||Adjustment||for:||||||||| |||||||||Depreciation|||||||||| |||||Decrease/(increase]
in debtors|||||||||53,591|||(12,873]|| |||||Increase/(decrease]||||in creditors|||||125||||(651]| |||||Increase/(decrease)||in|deferred income||||||(595]||||| |Net cash provided||||by operating|activities||||||||49,221|||28,183|| |investment||in fixed||assets|||||||||||||| |Balance carried|||forward||||||||||124,126|||74,905|| ## ## ## ## ## |.Pepal Ltd-Sum|mary|profit and loss account (E)||| |---|---|---|---|---| ||||1ian 2020|1 Jan 2019| ||||to 31Dec 2020|to 31Dec2019| |Income||||| |Programmatic
fee income|||171,487|405,449| |Total Income|||171,487|405,449| |Expenditure||||| |Programme
development||and marketing|657|4,640| |Programme
implementation|||110,776|334,353| |Programme
salaries|||37,854|44,667| |Support costs|||22,200|21,789| |Total Expenditures|||171,487|405,449| |Profit on Ordinary|Activities|||| ## ## ## ## |he charity|has made|the following grants to institutio|ns:|| |---|---|---|---|---| ||||2020|2019| |Grants to|Institutions|(E)||| |Raylor-Uganda|||2,860|4,395| |Pepal Foundation
(Tanzania)|||31,975|75,661| |Progressive|Foundation|(India)|21,664|23,147| |Nyasohozi|Tanzania||0|5,429| |Total (E)|||56,500|108,632| ## |9.Analysis ofnet assets|between fund|||| |---|---|---|---|---| |Current Year - 2020||Unrestricted|Restricted|Total Funds| |||Funds (E)|Funds (6)|(E)| |Fixed Assets||0|0|0| |Current Assets||152,698|4,287|156,985| |Creditors
falling due within|1year|-3,000|0|-3,000| |Total Net Assets||149,698|4,287|153,985| |Previous Year - 2019||Unrestricted|Restricted|Total Funds| |||Funds (E)|Funds (6)|(E)| |Fixed Assets||0|0|0| |Current Assets||153,019|8,336|161,355| |Creditors
falling due within|1year|(3,470)|0|(3,470)| |Total Net Assets||149,549|8,366|157,885|