## A Charity registered 

in England and Wales - charity Number: 1156927 

in Scotland - charity Number: SC048960 

Annual Report and Financial Statements Period from 1 June 2022 to 31 May 2023 

The trustees are pleased to present their annual report together with the financial statements of the charity for the year ended 31[st] May 2023. 

The financial statements comply with the Charities Act 2011, the Constitution of The Humanimal Trust, 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 the Republic of Ireland (FRS 102). 



## CHAIR’S REPORT 

In August 2022, I was delighted to welcome Humanimal Trust’s new Chief Executive Officer, Joe Bailey, to the team. This was an important step forward for the charity, bringing charity experience, passion and a fresh focus on purpose, team development and income generation. Joe’s experience at RSPCA Assured and her wide network across human and animal science, policy and welfare stands the charity in good stead as we approach our tenth anniversary. 

I was also very happy to welcome a new trustee to the Board: Miss Anna Radford. Anna is a Consultant Paediatric Surgeon and Urologist at Hull University Teaching Hospitals NHS Trust, Consultant Paediatric Urologist at Leeds Teaching Hospitals NHS Trust, and Honorary Senior Clinical Lecturer at Hull York Medical School. Her expertise will undoubtably add a great deal to our team. A further trustee recruitment phase in 2023 led to the recruitment of marketing and fundraising specialist Laurie Dennard, who started to work with us from September 2023. 

After navigating several challenging years, not least because of COVID-19 and the cost-of-living crisis, the Trust was fortunate to be able to invest in growth of the team, in turn offering greater opportunity for increased activity and achievement of our goals. Sarah Harper, a long-standing volunteer, became Operations and Relationships Manager, while a part-time Fundraising Manager (Claire Whitlock), Communications and Development Manager (Nigel Palmer), Education Manager (Rachel Jackson) and freelance research support (Iva Hauptmannova) mean that the range of expertise available to the charity has been transformed. Sadly, we said goodbye to Jo Blake, Development Manager, mainstay of the charity and its most senior staff member for more than six years, who departed with the organisation’s gratitude and best wishes for a new role in Ireland. Dr Tracey King, our Research and Outreach Manager, also moved on to new challenges with our sincere thanks and best wishes. 

Our volunteers – whether in governance and advisory roles, such as trustees and committee members, or engaged in fundraising, awareness and support all over the country – are our mainstay. I would like to thank them all for their time, energy and commitment to the Trust. To demonstrate commitment to our volunteers, we have designed a new volunteer strategy, led by our volunteer coordinator Karen Brooks and Sarah Harper, which we hope will bring us new volunteers and help the Trust to recognise and support all our current volunteers even more effectively. 

For the Board, having emerged from the pandemic financially stable, our particular priority alongside supporting the new team, has been to ensure our new three-year organisational strategy makes best use of our resources and is both ambitious and deliverable. With the first year of that strategy covering the year leading up to our tenth anniversary, the trustees are determined to see further progress towards our long-term objectives. This report highlights areas of progress over the past year and signposts some of our aspirations for the years ahead. The solid foundations we have been patiently building for the last nine years, give us confidence that our next steps will drive One Medicine more firmly into the public and professional mainstream. A fair deal for humans and animals is not an unreasonable aspiration – but its achievement would be truly cause for celebration. 

## **Professor Roberto La Ragione, Chair of the Board of Trustees** 

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## CHIEF EXECUTIVE’S REPORT 

Having joined Humanimal Trust as Chief Executive in August 2022, this is my first annual report for the charity. I moved from RSPCA Assured, part of a very large two-hundred-year-old charity that is part of the national culture, and taking up the baton of a small, but ambitious and growing charity was an enormous opportunity for me. I am determined to use the experience of my years in the sector – as employee and volunteer for both large and small organisations – to lead Humanimal Trust to the prominence and impact it deserves. 

One Medicine, our core focus, is truly a ‘no-brainer’. Why should animals and humans not benefit equitably from advances in science and medicine? All patients of all species should benefit from the fruits of research. Why should animals have to be harmed or killed as part of medical research which does not even benefit their own species, when non-animal alternatives are ever more widely available and there is so much to learn from everyday veterinary practice?  Patients are at the heart of all we do, by helping them and sharing their data, their stories, we can help so many more in the future. We will improve lives; we will save lives. 

The time has come for a determined commitment on the part of the scientific and medical communities to invest in alternatives; for human and veterinary medical worlds to genuinely communicate and collaborate. There is so much to gain for all species. 

Arriving in a charity whose staff and volunteer team has given everything over the past few years to ensure it emerges fighting fit from the pandemic and the cost-of-living crisis has been nothing short of inspiring. I will give nothing less than my own total commitment to ensuring this charity achieves its goal of a world where One Medicine is the norm. 

My immediate priorities have been to review and update our organisational strategy, giving us a clear path for the next three years, then to recruit new team members to deliver it. Raising the funds and increasing our support to deliver those plans must now be our absolute focus. Our tenth anniversary in 2024 will be an opportunity for us all to celebrate what we have already achieved and to rededicate ourselves to even greater success and to a One Medicine future. Neither humans nor animals deserve anything less. 

## **Joe Bailey, Chief Executive** 

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## OUR IMPACT IN 2022/23 THE YEAR IN REVIEW 

## **a. Highlights** 

_**People:**_ In August 2022, Humanimal Trust appointed a new Chief Executive, Joe Bailey, who took over leadership of the charity at an important point in its life. Having emerged healthily from the pandemic, despite a number of challenges, the charity was ready to begin the next phase of its development with several new recruits, an updated strategy and renewed ambition as it approached its tenth anniversary year. 

New colleagues are now offering a wider range of expertise across a number of new roles outlined in the Chair’s report. A new volunteer strategy, with an emphasis on recruitment and recognition of the wide range of volunteer skills we need and nurture is now in place.  A full review of our staff and volunteer policies and procedures was also begun during the year and completed later in 2023. 

As part of our commitment to growth and evolution at Board level, one new trustee, Miss Anna Radford, a Consultant Paediatric Surgeon, was appointed in October 2022.  Laurie Dennard, with particular experience in marketing and fundraising, was appointed following a new recruitment round at the end of the 2022/23 financial year and began her tenure at the September 2023 Board meeting. Our Income Generation, Finance and Audit Committee was also augmented by the addition of Hannah Windmill, whose legal and events expertise has been most welcome. 

Our Science Committee welcomed a number of new members and was formally inaugurated (see below). 

_**Strategy**_ :  As the previous five-year strategy came towards its end, the Board approved a new three-year strategy to take the organisation forward into its tenth anniversary year and beyond. Enhancing our commitment to the five I-CARE workstreams (Influence, Collaboration, Awareness, Research, Education) the new strategy sharpens our focus on specific stretching but achievable outcomes in each of those areas. There is a particular emphasis on education as an underpinning to everything we do – and on the identification of more, smaller-scale researchrelated activities to engage and excite the support of public and professional audiences alike. 

## _**Humanimal Webinar Series**_ 

Launched in May 2023 to coincide with our ninth anniversary, the new Humanimal webinar series will run approximately monthly for the next year, culminating in a live event to coincide with the tenth anniversary in May 2024. With so many opportunities for human and animal patients alike to benefit from collaboration, the webinars will showcase a wide variety of professionals involved in making One Medicine happen, discussing a range of topics for veterinary and human medical clinicians, as well as researchers, those interested in One Medicine and the work of Humanimal Trust, plus schools, universities and others. 


Page | 3 



## _**Humanimal Podcast Series**_ 

Building on the first series, launched in 2021-22, the second series focussed on a range of topics from the roots and history of One Medicine to current practical and ethical challenges. There were 420 listens during the year, however a decision was made not to proceed with a third series and to give greater priority to the webinar series (above) in the coming year. We are however happy to take part in other podcasts, and will continue to do so. 

## _**What On Earth Books – Humanimal**_ 

Building on a strategic partnership that has been growing over the last two years, Humanimal Trust and global publishers What on Earth Books agreed to work together on two books carrying the name _Humanimal_ aimed at younger readers, as part of Humanimal Trust’s increasing commitment to One Medicine education. The first book has been rebranded with our dust jacket and launched in early Autumn at an event at Blenheim Palace. The follow-up book in the series, ‘We Are All Animals’, will be published in 2024 in association with What on Earth Books. 

_**Humanimal Hub:**_ The Humanimal Hub, our free online forum and interactive space where leading minds in human and animal medicine can meet, collaborate and share knowledge and research, continued to grow in scale and influence.  274 people are now approved members. 

_**Humanimal Pledge:**_ Although the Humanimal Pledge was not promoted heavily in the last year, there are still around 20,000 signatories committed to champion One Medicine. 

_**UTOMIC:**_ Although agreed in 2021/22, our memorandum of understanding with the Netherlands-based UTOMIC was publicly announced in November 2022. The Utrecht Translational One Medicine Innovation Centre (UTOMIC) at the University of Utrecht in The Netherlands, works to further medical progress for human and animal patients, with the shared goal of making animal testing obsolete in human and veterinary medicine through collaboration. 

_**INTERACT**_ **:** Building on the 2022 memorandum of understanding with Oklahoma State University (OSU) College of Veterinary Medicine’s Institute for Translational and Emerging Research in Advanced Comparative Therapy (INTERACT), Humanimal Trust co-sponsored and participated in an international conference attended by a global audience people to explain the uniqueness of One Medicine and its relationship to other concepts such as One Health. 

_**InterNICHE:**_ As part of its commitment to collaborating through partnerships, the Trust signed a memorandum of understanding with InterNICHE - the International Network for Humane Education - which aims for high quality, fully humane education and training in medicine, veterinary medicine and biological science – and the replacement of animal experiments by working with teachers to introduce alternatives and with students to support freedom of conscience. Humanimal Trust gave funding support to a series of videos as part of this programme. 

_**Eurogroup for Animals:**_ Humanimal Trust joined Eurogroup as a member of its science group, becoming part of an international network of nearly 100 organisations. 

_**World Federation for Animals:**_ Humanimal Trust also joined WFA, a global body bringing together over 50 animal organisations. 

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_**Network of influence:**_ Alongside our collaborative partnerships and new memberships (above), we continued to broaden contact with scientists, academics and educationalists in Europe, N. and S. America and Australasia, promoting opportunities for collaboration and learning. Groundwork on more direct engagement with the UK, Scottish and Welsh Parliaments also began in earnest. 

_**Research:**_ The most significant step taken in 2022/3 was the formal establishment of our Science Committee to provide the trustees of Humanimal Trust with recommendations for funding projects and to provide assurance that projects proposed for funding meet Humanimal Trust requirements and standards. Members of the committee are globally recognised specialists in their fields and in areas of priority to Humanimal Trust. As our ability to fund research grows, their individual and collective expertise and networks will be invaluable. 

As a result of the departure of former research staff, the appointment of a new CE and new trustees, planned research calls did not take place during the financial year. However, a call was launched in July 2023 and will be reported on in the following year’s annual report. 

Humanimal Trust has supported two projects primarily funded by Action Medical Research over the past two years. The second of these has now completed and submitted its report. Humanimal Trust will now be sharing the results with veterinary and other networks to explore possible benefits to animals of this important study into antibiotic resistance and infection control in critically ill children. 

_**Education:**_ The Trust’s education programme took a major step forward this year with several significant initiatives. As well as the _Humanimal_ book in association with What on Earth Books referred to above, our first schools pilot to explore engagement with One Medicine principles for senior pupils took place at the Royal Latin School in Buckingham. The project was completed and evaluated, giving valuable insight and data for further development of our schools engagement programme. 

Our first international Creative Awards, aimed at age groups from 7 to 18, invited submissions in any medium on the theme of One Medicine. 113 entries (87 from the UK) were received with winners in each category awarded prizes and attracting international media attention. 

_**Media and Publications:**_ This year a further expansion in media coverage was achieved.  The Trust’s activities attracted the attention of local and digital media (both lay and specialist).  Professional and academic publications featured Humanimal Trust on a more regular basis. Nearly 50 items reaching nearly 17 million readers showed steady development of our visibility. Social media also continued to thrive with a total of in excess of 20,000 followers across our social channels. 

## _**Income Generation and Events**_ 

As for all charities, the fundraising environment has been challenging. However, a number of legacies were very gratefully received totalling over £140,000. 

We continued our development of a support network for higher-level donors, both individual and corporate, including a reception at the Farmers Club in Whitehall Court, London. We continue to be grateful for the support of Corrigan Gore and Leucillin and look forward to building our base of support over the next year. 

2092 individual donations were received during the year from 197 regular givers, 30 Humanimal Champions and 65 cash donors. 

Page | 5 



Our Stronger Together at Christmas collaboration meant that donations to Humanimal Trust were matched with Christmas pet food/goody packs from the Natural Pet Centre, distributed by Blue Cross, a fine example of humananimal benefit in the face of a cost-of-living crisis. Nearly £500 was raised from this activity. 

Local events and individual sponsored challenges began to take place again following the lifting of lockdown restrictions and we are grateful for all these voluntary efforts on our behalf, particularly the following: 

- Emily Bircham, and friends, raised a huge £305 for Humanimal Trust by holding a fun dog show. 

- Bev Hunt for continued her challenge to complete 55 sponsored walks for Humanimal Trust to mark her 55[th] birthday. Despite the interference of the pandemic, the challenge continued, with photos from the trip being compiled in a calendar to raise further funds. 

- Park School for Girls in Ilford, raised £1300 after choosing Humanimal Trust as their charity of the year. 

## **b. 2022/23 Specific Objectives and Impact** 

Our specific objectives for 2022-23 were driven by our 5-year strategy but with a view both to the approaching tenth anniversary and the upcoming strategy review.  Post-pandemic and in the light of cost-of-living uncertainty, Humanimal Trust remained cautious and focused in its use of funds and generation of income but determined to continue to deliver our purpose and to generate support. 

Our indicators of success are sometimes relevant to more than one work-stream.  For instance, sign-ups to either the Pledge or the Humanimal Hub are indicators of progress in influence, awareness, and collaboration.  Where this is the case, progress is recorded under one, rather than all of the five work-streams and is cross-referenced where appropriate. 

The summaries below make reference to the highlights above in the context of each of the five activity streams. 

Principal focus areas in 2022/23 were: 

- Focused awareness building with professional, lay, youth, trade and specialist funder audiences. 

- Partnerships, networks and collaborations: placing Humanimal Trust at the centre of a One Medicine network of influence. 

- Education-related activity, developing pilot programmes and beginning development of a One Medicine curriculum. 

- Research funding, engagement and influencing activity based on achieving a wider scope of visibility and outcomes from limited resources. 

- All of the above to be supported by greater emphasis on our newly developed ICARE messaging, which offers a huge opportunity to refocus our engagement and communication activities. 

In turn these were to be made possible by two core ‘enabling’ or ‘capacity-building’ activities: 

- Volunteer strategy 

- Income generation 

Staff and governance development also remained underlying priorities. 

Page | 6 



## _**I - Influence**_ 

## _**5-Year Strategic Objective:**_ 

_As the evidence for One Medicine grows, we will continue to share knowledge with policy-makers and politicians to inform better legislation._ 

## _**2022/23 Objective:**_ 

- _**Establish credible and effective presence and relationships with regulatory and membership veterinary, medical and associated bodies.**_ 

This area began to bear fruit in 2022/23, building a foundation for further expansion and impact in subsequent years. Membership of both Eurogroup and the World Federation for Animals greatly expanded our network of collaborative organisations. Invitations for us to participate in events organised by other organisations continued, including presentations in the Czech Republic and the USA. 

This remains an area we wish to develop further as resources allow and plans were initiated in mid-2023 for a long-term programme of activity designed to engage more directly with policy-makers over the next few years. This included establishment of a public affairs working group and plans to engage with the All-Party Group on Animal Welfare. Humanimal Trust wishes to be seen as the centre of a network of influence for One Medicine. A growing number of individuals and organisations are now part of our global network.  The Humanimal Hub, Humanimal Pledge, webinar and podcast series and PR programme all reinforce this activity. 

## _**C - Collaboration**_ 

## _**5-year Strategic Objective:**_ 

_We aim to demonstrably increase collaboration between medical and veterinary professionals, to maximise value and minimise delays in progress._ 

## _**2022/23 Objectives:**_ 

- _**Continue to raise awareness of The Hub, including the new App, and use it to generate active collaboration and sharable content.**_ 

- _**Build on existing - and continue to seek new partnerships to expand visibility and influence.**_ 

- _**Fuel debate and raise expectations for collaboration across human and veterinary medicine.**_ 

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As above, Hub membership and activity is also a measure of success in terms of demonstrating collaboration. Hub members increased to 274, below the target of 350 but a healthy 10% increase since 2021/22. 

Our priority in the next year is to encourage more regular engagement from Hub members and to find ways of refreshing content more regularly. The Hub continues to be important in building of networks and partnerships as referred to elsewhere in this report. 

The formal announcement of our partnership with UTOMIC and our first participation in an event organised by INTERACT showed that these memorandums of understanding have already given practical benefit. The new partnership with InterNICHE and our support for its work in humane education again showed the practical value of such partnerships and their direct relevance to One Medicine. 

Humanimal Trust also teamed up with Rest Easy Method to create a number of downloadable resources, aimed at supporting young people in recognising and managing their emotional wellbeing, and that of others, across species. 

We have also begun to talk to UK research charities with a view to potential collaboration, such as Sarcoma UK. 

## _**A - Awareness**_ 

## _**5-year Strategic Objective:**_ 

_We aim to measurably increase public, professional and political awareness, understanding and acceptance of One Medicine._ 

## _**2022/23 Objective:**_ 

- _**Demonstrate continued increase in awareness of Humanimal Trust and One Medicine among key target audiences (professional, lay public, youth, trade and specialist funders).**_ 

Awareness objectives overlap with a number of others, so indicators of success are shared in some cases.   While the Hub remains our principal regular contact point for professional audiences, membership has remained quite static and we would value a higher level of engagement from members, contributing comments, ideas, articles and collaboration opportunities, so we will be looking at ways of improving this in the coming year. 

Presentations to international audiences continued, including participation in the international INTERACT conference on One Health and One Medicine and a presentation to a scientific conference in the Czech Republic. 

For lay audiences, traditional, social and other digital media continued to prove successful for building general awareness, along with local talks, which continued to be popular whenever volunteers were able to deliver them. 

From the start of June 2022 to the end of May 2023, 18 community talks (5 more than last year) were given to 348 attendees, some leading to coverage in local media. 

Page | 8 



Our website remained a core point of contact with 31,512 visits. 

Our second series of Podcasts was launched - Humanimal Connection 2 – building on the first series but with a greater focus on the history of One Medicine and on ethics. The series was aimed at both professional and informed lay audiences and provided helpful feedback about the needs of both, leading to a decision to focus more on webinars for professional audiences and other channels of communication for lay audiences. 

Media coverage remained positive with fewer different titles but more examples of regular coverage in certain trade and professional publications and in higher circulation titles. 26 titles in total covered Humanimal Trust activities, a total reach of 16,903,616 readers – an increase of 29% on the previous year. Coverage included: 

- Andover Advertiser 

- Birkenhead News 

- Biz News Post 

- Charity Today (x6) 

   - Vet Times (x3) 

   - Vet X 

   - • Veterinary Practice (x2) 

   - The Week 

- DVM360 (x4) 

- Daily Record 

Total Reach: 16, 903, 616 

- Greatest Hits Radio (Surrey and E. Hants) 

- Head Topics 

- Hull Daily Mail 

Social media reach: 

- Ilford Recorder 

- In Your Area (Exeter) 

- In Your Area (Wirral) 

- Lynn News 

- Moma 

- Newcastle Chronicle 

- Newcastle Journal 

|•|Facebook:|11,000 followers|
|---|---|---|
|•|X (Twitter):|7,043 followers|
|•|Instagram:|1,506 followers|
|•|Linkedin:|237 followers|
|•|Youtube:|476 subscribers|



- News Medical 

- Pet News 2Day 

- Prize Finder 

- School Reading List 

- Super Lucky Di 

- Vet Click (x8) 

## _**R - Research**_ 

## _**5-year Strategic Objective:**_ 

_We aim to improve and accelerate the growing understanding of the complex interactions between animal and human biological characteristics, the similarities between them and the opportunities arising from them. We want to repaint the landscape in which medicine is researched and received; redefining the language of respectful interaction between species at the clinical coalface._ 

## _**2022/23 Objective:**_ 

- _**Achieve greater influence and visibility for research engagement activity through implementation of agreed new focus on wider range of more cost-effective funding options.**_ 

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The most significant research step taken in 2022/23 was the full inauguration of the Science Committee. Seven independent members were invited to join the Committee, along with two trustees (Professor Roberto La Ragione (Chair) and Miss Anna Radford). Secretariat for the group is provided by Dr Iva Hauptmannova. The quality and reputation of the Committee’s membership speaks volumes about how far the Trust has come in terms of its ability to attract the very highest calibre of engagement. 

Alongside the Chair of Trustees Professor Roberto La Ragione and Trustee Miss Anna Radford, the following are now members of the Humanimal Trust Science Committee: 

**Helen Ballantyne** - Clinical Nurse Specialist for Living Kidney Donation; Registered Veterinary Nurse. 

**Dr Margarida Simoes** – human nurse and veterinary doctor; European Centre for Disease Prevention and Control (ECDC) Fellow; Resident of the European College of Veterinary Public Health. 

**Associate Professor Benjamin Capps -** Associate Professor in Clinical Ethics at Dalhousie University; Chair of the Human Genome Organisation (HUGO) Committee on Ethics, Law and Society. 

**Professor Matthew Breen -** Professor of Genomics; Oscar J. Fletcher Distinguished Professor of Comparative Oncology Genetics in the Department of Molecular Biomedical Sciences at the North Carolina State University College of Veterinary Medicine. 

**Dr James Yeates -** Trained veterinarian; CEO of the World Federation for Animals; member of the Scottish Government Animal Welfare Commission and DEFRA Animal Welfare Committee. 

**Professor Ali Mobasheri -** Professor of Musculoskeletal Biology at the University of Oulu, Finland; Chief Researcher and International Advisor at the State Research Institute Centre for Innovative Medicine in Vilnius, Lithuania; Visiting Professor at Sun Yat-sen University, China; Advisor to the World Health Organization Collaborating Center for Public Health Aspects of Musculoskeletal Health and Aging at Université de Liège, Belgium. 

**Professor Ashish Ranjan –** Endowed Professor in the College of Veterinary Medicine at Oklahoma State University, USA; Director of the Institute for Translational and Emerging Research in Advanced Comparative Therapy (INTERACT). 

**Dr Richard Doughty** – Trained veterinarian, medical doctor and consultant pathologist at Akershus University Hospital, Norway. 

Two expert advisers also agreed to join us: Mary Fraser of the Royal College of Physicians in Edinburgh and Hana Hybasek Dzurikova, an education specialist in human and veterinary medicine, based in Slovakia. 

The period of recruitment of the Committee, along with a change of staff in the research area of the team meant that a planned research call was pushed back into early 2023/24 but the expansion of research engagement overall was significant. Aside from a new wave of relationship building, the relationships with INTERACT and UTOMIC referred to elsewhere in this report began to show practical benefit. Early groundwork was also laid for long term development of an ethical framework for One Medicine and a new approach to public engagement in veterinary treatment, called PGIE (Public, Guardian Involvement and Engagement). We continued to promote research relevant to One Medicine ethos through the Humanimal Hub. 

Our support for two research studies, principally funded by Action Medical Research, has now come to an end, with both projects now completed. The second of these, looking at infection prevention and its impact on antimicrobial resistance in critically ill children (led by Dr Nazima Pathan, Lecturer in Paediatric Intensive Care at 

Page | 10 



the University of Cambridge) is now being reviewed by our Science Committee who will consider sharing with a wider audience to allow discussion of potential benefit to animal patients. 

## _**E – Education**_ 

## _**5-year Strategic Objective:**_ 

_We aim to inspire everyone to take the One Medicine message forward as a credible vision of hope for future generations of humans and animals._ 

## _**2022/23 Objectives:**_ 

- _**Develop One Medicine curriculum.**_ 

- _**Increase awareness of and engagement with Humanimal Trust and One Medicine among children and young people.**_ 

- _**Increase awareness and engagement with Humanimal Trust and One Medicine among future vets, doctors and animal welfare professionals.**_ 

The appointment of a member of staff with specific focus on this area of work has transformed our capacity to deliver against this objective. Our first fully planned, delivered and evaluated pilot programme with a UK school, namely the sixth form at Royal Latin School in Buckingham, allowed us to test approaches to introducing discussion of One Medicine, with curriculum relevance and school buy-in. Excellent feedback from the school means we will be developing and delivering further pilots. There will also be new materials for use by medical societies for teachers and pupils to download from our website. We are now looking at other age groups and schools to partner with. 

Our first Creative Awards for children aged 7-18 across a range of age categories, gave a global audience the opportunity to show what One Medicine meant to them through any creative medium of their choice. 113 entries were received, including 26 from outside the UK. The quality of the entries was high and the messages contained in them, inspiring. Judges included Professor Noel Fitzpatrick and owner of What on Earth Books, Christopher Lloyd. 

The Trust’s relationship with What on Earth Books was further cemented this year with our agreement to proceed with a book project for younger readers aged 6-9, an important part of our educational approach. An existing book which shared the name _Humanimal_ with the Trust, was reprinted and a second book is being produced collaboratively and looking at the close relationship between humans and animals in terms of our bodies and what makes us better when we are injured or ill. 

Work also began on a programme designed to build a network of One Medicine Societies in colleges and universities around the UK. 

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## _**Enabling Objective - Income**_ 

## **2022/23** _**Objectives:**_ 

- _**Achieve sustainable income level and replenish reserves.**_ 

- _**Increase total income and broaden range of sustainable income streams.**_ 

- _**Develop major giving pipeline: individuals, corporates, trusts.**_ 

The year was once again characterised by careful ongoing control of expenditure, selective investment in fundraising, awareness education and research activities and maintenance of staff wellbeing, while team recruitment and long-term strategy took centre stage. Recruitment of a Fundraising Manager – the Trust’s first – was a big step forward in commitment to long term focus on driving sustained income. 

Regular income from donors from the Champions Scheme and from a range of challenge, digital and other streams such as our lottery, Amazon Smile, Facebook fundraising and in memory giving all continued to contribute to steady income through the year.  We received 2,092 individual donations during the year from 197 regular givers, 30 Humanimal Champions and 65 cash donors. 

Local fundraising and challenge events also began to return post-pandemic, albeit slowly, as referred to in the highlights section above. 

We are grateful for the support of our major donors both individual and corporate. We continue to work alongside corporate supporters such as Corrigan Gore and are grateful to them for sponsoring our supporter engagement event at the Farmers’ Club in Whitehall Court, London. 

However, it was once again as a result of a combination of long-term investment in both the Humanimal Trust brand and Noel Fitzpatrick’s own profile, along with specific legacy marketing and good stewardship, that a number of major gifts and legacies made the real difference to the charity’s ability to plan more confidently for the future. 

In all, five legacies with a total value of £140,855 were received during 2022/23 as follows: 

|Legacy notified in 2021-22|£20,000|
|---|---|
|Final instalments of a legacy for which the main amount was received in 2021-22|£49,384|
|Legacy notified in 2020-2021|£17,454|
|1 legacy (notified and received during 2022-23)|£32,773|
|1 legacy (notified in 2020-21)|£21,244|
|A further legacy was also notified during 2022-23 but not||
|received in-year – the final value is as yet unknown because||
|it is reliant on a house sale.||



Overall the income achieved in the year was £206,670. 

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_**Enabling Objective - Team Development**_ 

## **2022/23** _**Objectives:**_ 

- _**Continue to increase staff and volunteer capacity to deliver business plan and strategy.**_ 

- _**Significantly grow volunteer base across two streams:**_ 

   - _**local volunteer network of lay and science volunteers.**_ 

   - `o` _**shadow volunteer structure for key organisational tasks.**_ 

As referred to in the highlights section and the Chair’s report, the recruitment of a Chief Executive, new trustees and committee members and several specialist members of staff, is a further sign of the charity’s intention to deliver against its strategy and purpose and to invest wisely in the right expertise and experience to do so. 

The team collaborated with the Chief Executive in developing a new long-term strategy - subsequently approved by the Board - and a first-year business plan which reflected the optimism and excitement about the new possibilities presented by the newly expanded team and its collective expertise. 

Alongside the induction and team-building, a review of staff policies and procedures as well as well-being provision also took place and continued into the following financial year. Specialist agency Citation have been appointed as our HR advisors. 

As referred to in the Chair’s report, two senior staff – Jo Blake and Dr Tracey King - left the organisation with the thanks and gratitude of everyone at the Trust. 

Work was completed on a new volunteer strategy, including a greater focus on more consistent recruitment, support and recognition; seeking more volunteers with specialist skills, especially in education and science, and ensuring better volunteer engagement with the charity’s work. 

## _**Enabling objective - Governance**_ 

## _**2022/23 Objectives:**_ 

- _**Continue to develop and review governance and policy framework.**_ 

- _**Continue to develop diversity and capacity of Board and Committees.**_ 

- _**Appoint further members to Science Committee and activate.**_ 

- _**Appoint further members to Expert Panel and activate.**_ 

- _**Review contribution and composition of Income Generation, Finance and Audit.**_ 

This report covers elsewhere the recruitment of new trustees and committee members and the establishment of the Science Committee. The Board continued to reinforce its commitment to good governance and continuing to learn and improve its own knowledge and expertise in this area.  The annual trustee review once again meant that each trustee had the opportunity to share privately with the Chair, their views on their own contribution and that of the Board as a whole.  The organisation’s governance manual, risk register, policies and procedures 

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were reviewed and approved by trustees as they are every year. This year Citation were appointed with specific expertise in HR to review staff policies and procedures and the employee handbook. 

## **2023/24 and beyond - looking forward with our new three-year strategy** 

The next twelve months will see a step-change in activity as we approach our 10[th] anniversary – a year of celebration and rededication to our goal of a world where One Medicine and a fair deal for both humans and animals are the norm. 

Our commitment to presenting One Medicine consistently through an education ‘lens’ will strengthen. Continuation of our schools education programme, the launch of at least one children’s book, the launch of One Medicine Societies in colleges and universities, support for school MedSocs and consideration of continuous professional development are all on the agenda. 

A significant presence at the Blenheim Autumn Fair, a new Christmas fundraising Campaign, a series of ‘10’ themed fundraising events and a new drive to recruit people to sign the Humanimal Pledge for One Medicine are all highlights for the year. 

We will seek to maximise our memberships of Eurogroup for Animals and the World Federation for Animals, our relationships with InterNICHE, INTERACT and UTOMIC and our new contacts with the UK Health Security Agency, whose conference we are attending. Our public affairs plans include an event at the Houses of Parliament and a series of engagement with the parliaments and assemblies of the UK, Scotland and Wales. 

The launch of our new 2023-26 strategy - and accompanying fundraising and volunteer strategies will underpin and guide all our work, which remains focused on our five I-CARE activities. 

Specifically, our strategic priorities for the next three years can be summarised as follows: 

## **Influence** 

We will seek to amplify our words, deeds and impacts by influencing others to become allies and advocates. Over time we wish to position Humanimal Trust at the heart of a global One Medicine network. By engaging and collaborating with today’s organisations, policy makers, politicians, academics and researchers – and identifying and inspiring those of the future - we will influence policy, mindset, funding, education and clinical practice. 

## **Collaboration** 

Collaboration is at the core of One Medicine. It describes how we behave as an organisation and is the basis of our aspiration for future relationships between human and veterinary medicine. We will promote and expand the Humanimal Hub as an effective real-time collaboration space; create workshop, seminar and conference opportunities, directly collaborate with international like-minded organisations, to inspire wider collaboration, amplify our voice and open new research and funding opportunities. 

## **Awareness** 

Continuing to increase awareness of Humanimal Trust and One Medicine underpins our ability to raise funds, influence public and professional audiences and achieve change in human and veterinary medical education, 

Page | 14 



research and practice. We will run communications and engagement programmes, bringing One Medicine awareness and the notion of a fair deal for humans and animals into the mainstream, turning the lay public as well as professionals into informed advocates. 

## **Research** 

We will fund, engage with and promote research that shows the potential of One Medicine to demonstrate reciprocity and produce tangible results that can positively affect human and animal outcomes. We will build the One Medicine evidence base, demonstrating One Medicine in action. By spreading our resources across a wider range of relatively smaller but tangible shorter-term research-related activities, we will create more case studies to reinforce the case for One Medicine. 

## **Education** 

Education underpins our entire strategic approach. Only by educating the next generation of professionals - starting at the very earliest stage - will we change the professional landscape for One Medicine. We will engage in education from pre-school to CPD and beyond with the ultimate aim of developing a One Medicine Curriculum. We will develop and roll out evaluated pilot school engagements. Everything we do will be viewed through an 'education lens'. More young people will have the opportunity to engage with One Medicine at school, college and university, emerging with One Medicine mindsets as they enter relevant professions. 

Page | 15 



## HUMANIMAL TRUST IN A NUTSHELL 

## **Who We Are** 

Humanimal Trust drives collaboration between vets, doctors and researchers so that all humans and animals benefit from sustainable and equal medical progress, but not at the expense of an animal’s life. This is One Medicine. 

## **What we do:** 

## **I care - We care - Do you?** 

- We care about the health and wellbeing of both humans and animals. 

- We care about groundbreaking medical progress that benefits humans and animals alike. 

- We care that the value of a life should not depend on species. 

- We care about all human and veterinary medical and research professionals learning from and with each other, throughout their education and career, to benefit all humans and animals. 

- We care about collaborating to get the very best results for patients, regardless of their species. 

- We care about reciprocity - humans and animals should benefit equitably from medical progress. 

- We care that more needs to be done to make animal testing obsolete in both human and veterinary medicine. 

- We care about the health of all humans and animals everywhere. 

- We care about One Medicine. 

**Influence** – We care about bringing together everyone who knows and cares about One Medicine to create a road map for change in public policy and at the clinical coalface. 

**Collaboration** – We care about creating opportunities to bring together human and veterinary professionals and students to learn from one another by demonstrating One Medicine at work. 

**Awareness** – We care that more people should know and understand the benefits of One Medicine for humans and animals, about non-animal alternatives to experimental models supporting progress in both human and animal medicine, and how much human and animal medicine can learn from one another’s clinical practice. 

**Research** – We care about research – funding it, encouraging it, supporting it, shouting about it – that could benefit humans and animals without the use of experimental animal models. 

**Education** – We care about learning – we care that every child should learn about the connections between humans and animals; about veterinary and human medical students learning together and from one another; about professionals learning continuously from their peers. 

Page | 16 



## **How we do it** 

We care about prompting the right conversations between the right people.  We start them, facilitate them and make sure they continue.  We are accessible, inclusive and collaborative – and we care about catalysing change in thought and action. 

We care about building a One Medicine community; a network of influence with Humanimal Trust at its heart.  We invite healthcare and research students and professionals to come to our free digital meeting space, the Humanimal Hub, to connect and learn so that humans and animals both benefit from the sharing of knowledge. 

We care about building the evidence base for One Medicine; we listen, we gather, we share research, ideas and stories.  Such evidence is the firm foundation for a credible vision of hope that One Medicine will one day become the norm. 

We care about showing both the authority and pragmatism that come from our experience and the confidence that comes from our passion and belief.  We work with integrity.  We defuse professional confrontation, build bridges and seek to instil a spirit of compassion, respect and mutual benefit. 

## **History** 

Humanimal Trust was established in May 2014 by Professor Noel Fitzpatrick, known globally as a groundbreaking orthopaedic-neuro veterinary surgeon.  As a vet he experienced personally the deep divide between human and animal medicine and saw how unfair this was.  Frustrated by the lack of opportunities to share what he was learning from day-to-day practice, or to benefit from relevant learning from human medicine, he decided to create the platform himself.  This laid the foundations for the work the Trust does today, removing barriers and seeking to close the divide between human and animal medicine.  Since those beginnings, the Trust has started to establish a powerful evidence base and to build understanding of both the principle and the potential of One Medicine.  This evidence informs mechanisms to reduce, refine and replace laboratory animal tests.  By studying naturally occurring disease, we will make more rapid progress. Based in Godalming, Surrey, Humanimal Trust is a registered charity in both England and Wales, and in Scotland, influencing worldwide. 

## **Why One Medicine?** 

As far back as Aristotle in Ancient Greece, convergence between human and animal physiology was a normal part of science.  Divergence began in the nineteenth century but an increasing focus on the welfare, rights and conservation of animals in recent times has led to renewed interest.  Human and veterinary healthcare can and should advance hand in hand.  Technological advances in the diagnosis and analysis of naturally occurring disease mean that for the first time in history the end point of the study of disease does not need to involve the death of an animal.  A two-way street between human and veterinary medicine is both possible and necessary for humans and animals to benefit equitably from cutting edge advances. One Medicine recognises that progress in both human and veterinary medicine depends on sharing technologies and research that recognise overlapping biological characteristics. 

## **What we believe?** 

We believe a world is possible, where humans and animals benefit equally and at the same time from advances in medicine.  This is reciprocity. 

We believe that equitable advances in both human and animal medicine can be achieved more quickly, if there is closer collaboration and mutually beneficial learning.  This is One Medicine. We believe and 

Page | 17 



advocate that this approach will lead to progressively fewer laboratory animal tests until one day they become obsolete. 

We believe in funding only research that helps - and learns from - animals being treated for naturally occurring disease – not the use of experimental animal models. 

We believe that technological advances in the diagnosis and analysis of naturally occurring disease mean that for the first time in history the end point of the study of disease does not need to involve the death of an animal.  Even with experimental therapies, such as for cancer, if we share what we already know from veterinary clinical practice and consensual clinical trials with animals, we have the potential to save the lives of both humans and animals without the need to sacrifice a healthy animal’s life. 

However, there are still too few validated non-animal test alternatives for assessing safety of new drugs and medical devices for human use and laboratory animal testing is still required by Law. This has to change. Our intent is that with One Medicine such testing will become obsolete. 

In the meantime, we are committed to - and strongly advocate investment in - the 3 R’s: a reduction in animal testing, refinement and replacement of animal tests wherever possible.  We also believe in a fourth R: reciprocity. Most current laboratory animal testing is for the sole, often arguable benefit of humans and not the animal concerned or its species. 

Currently too little is invested in developing treatments for animals.  If veterinary clinical trials were linked to human drug development, resources could be saved and treatments developed more quickly for both humans and animals. 

We believe that the world would be fairer and more respectful for humans and animals if One Medicine were more widely understood and delivered. 

One Medicine has a very specific focus on reciprocity.  It differs from One Health.  One Health seeks better health through addressing risks at the interface between humans, animals and their environments.  While One Health may intend to help animals alongside humans, in reality priority is too often given only to human health and wellbeing. 

With support and information from Humanimal Trust, we believe everyone can contribute to One Medicine, through giving, advocating, learning or educating.  Anyone can talk to their vet or their doctor about One Medicine. 

Our purpose is not to endorse any particular lifestyle, including vegetarian or vegan, nor are we an animal rights organisation.  These are personal choices and beliefs and not part of One Medicine. 

We believe we all share responsibility for creating a fairer society, with better opportunities to benefit equitably from medical progress for humans and animals.  However, we believe the greatest responsibility lies with vets, doctors, researchers and scientists worldwide.  There is currently no formal platform for the sharing of knowledge between human and veterinary medicine.  We seek to change that. 

We believe that if we miss this opportunity we will all pay the price in wasted time, wasted money, and the wasted lives of both humans and animals. 

Page | 18 



## FINANCIAL REVIEW 

Income for the year ended 31st May 2023 amounted to £206,670 (£694,878 in 2021/22). 

The charity had a net deficit of unrestricted income over expenditure for the year of (£117,146) (net surplus of £385,673 in 2021/22) and a net surplus of restricted income over expenditure of £4,938 (£37,715 in 2021/22) resulting in total funds of £341,713 carried forward as at 31st May 2023. 

## **Investment Powers and Policy** 

To date, funds have been held on current account at the charity’s bank earning modest interest income; funds have not been actively invested.  The trustees will monitor the cash balances of the charity and will make decisions as to the appropriateness of this policy going forward. 

## **Reserves Policy and Going Concern** 

Reserves are required to bridge the gaps between the spending and the receipt of income, and to cover unforeseen circumstances.  The charity will normally seek to hold sufficient unrestricted reserves to cover six months of operations, which will enable its work to continue uninterrupted. 

The charity has more than sufficient funds to cover six months of outgoings at the present time and as such the trustees present the accounts on a going concern basis. 

## REFERENCE AND ADMINISTRATIVE DETAILS 

**Charity number:** R egistered in England and Wales, number 1156927 Registered in Scotland, number SC048960 

**Principal Office:** Eashing Barns, Halfway Lane, Eashing, Surrey GU7 2QQ, United Kingdom **Our advisors:** Accountants: Radford & Sergeant Limited, Building 3, Watchmoor Park, Camberley GU15 3YL Bankers: 

CAF Bank, Kings Hill Avenue, West Malling, Kent, ME19 4JQ 

Page | 19 



## **Trustees** 

The trustees serving during the year and since the year-end were as follows: 

|Prof Roberto La Ragione (Chair since 11 Oct 2018)|Appointed for three years to August 2019<br>Re-appointed for three years to August 2022<br>Re-appointed for three years to August 2025|
|---|---|
|Prof Noel Fitzpatrick|Appointed indefinitely|
|Ms Dineke Abbing|Appointed for three years to May 2017<br>Re-appointed for three years to May 2020<br>Re-appointed for three years to May 2023<br>Re-appointed for three years to May 2026|
|Dr Ben Marshall|Appointed for three years to July 2019<br>Re-appointed for three years to July 2022<br>Re-appointed for three years to July 2025|
|Miss Anna Radford|Appointed for three years to October 2025|
|Ms Laurie Dennard|Appointed for three years to September 2026|



Page | 20 



## STRUCTURE, GOVERNANCE AND MANAGEMENT 

## **Governing document** 

Humanimal Trust is a Charitable Incorporated Organisation (CIO) governed by a Constitution dated 6th May 2014 and as last amended 28th May 2019, and is registered as a charity with the Charity Commission. Membership of the CIO is restricted to the serving trustees. 

## **Appointment of trustees** 

As set out in the Constitution there must be a minimum of three trustees.  Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees.  In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO. 

## **Trustee induction and training** 

The charity trustees will make available to each new charity trustee, on or before his or her first appointment: 

- (a) a copy of the current version of the Constitution; and 

- (b) a copy of the CIO’s latest Trustees’ Annual Report and financial statements. 

New trustees undergo an orientation meeting to brief them on: their legal obligations under charity and company law, the Charity Commission guidance on public benefit, and inform them of the content of the Constitution, the committee and decision-making processes, the business plan and recent financial performance of the charity. 

Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role. 

## **Organisation** 

The board of trustees, which can have up to twelve members, administers the charity and normally meets quarterly at a minimum. The board may from time to time establish sub-committees and three such committees had been active since July 2016: (1) for matters relating to medical and science review – during 2022/23 formalised as the Science Committee, (2) for matters relating to fundraising and marketing, and (3) for matters relating to finance and audit.  In 2020 the latter two committees merged into one Income Generation, Finance and Audit Committee (IGFA). 

## **Related parties and co-operation with other organisations** 

None of the trustees receives remuneration or other benefit from their work with the charity. Any connection between a trustee or senior manager of the charity and a university or research institution, sponsor, donor or commercialisation partner must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party. 

Page | 21 



## **Pay policy for senior staff** 

All trustees provide their time freely and no trustee received remuneration. However, trustees are entitled to receive reimbursement of expenses incurred on behalf of the charity. Staff remuneration is set and reviewed by the trustees in accordance with resourcing strategy and financial status. 

## **Risk management** 

The trustees have a risk management strategy which comprises: 

- an annual review of the principal risks and uncertainties that the charity faces; 

- the establishment of policies, systems and procedures to mitigate those risks identified in the annual review; and 

- the implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise. 

Financial sustainability continues to be a principal area of risk for the charity.  Income from legacies has been a major contributor to overall income over the past couple of years and other sources of income are being actively pursued with a view to build a regular and varied, sustainable stream of income. 

## **Trustees’ responsibilities in relation to the financial statements** 

The charity trustees are responsible for preparing a trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Charity law requires the charity trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period.  In preparing the financial statements, the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; 

- prepare the financial statements on the going concern basis unless it is inappropriate to assume that the charity will continue in business. 

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with charity law. They are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.  The trustees are responsible for the maintenance and integrity of the charitable and financial information included on the charity’s website.  Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 

_**By order of the Board of Trustees**_ 

_**Professor Roberto La Ragione, Chair**_ 

_**Date:**_ **18.12.2023** 

Page | 22 



## INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE HUMANIMAL TRUST 

I report on the financial statements of Humanimal Trust for the year ended 31 May 2023 on pages 25 to 32. 

## **Respective responsibilities of trustees and examiner** 

The charity's trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the Charities Act) and that an independent examination is needed.  It is my responsibility to: 

- examine the accounts under section 145 of the Charities Act, 

- to follow the procedures laid down in the general Directions given by the Charity Commission (under 

- section 145(5)(b) of the Charities Act) and to state whether particular matters have come to my attention. 

## **Basis of independent examiner’s statement** 

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records.  It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters.  The procedures undertaken do not provide all the evidence that would be required in an audit and, consequently, no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below. 

Page | 23 



## **Independent examiner’s statement** 

In connection with my examination, no matter has come to my attention: 

1. which gives me reasonable cause to believe that in any material respect, the requirements: 

- to keep accounting records in accordance with section 130 of the Charities Act; and 

- to prepare accounts which accord with the accounting records and comply with the accounting 

- requirements of the Charities Act 

have not been met; or 

2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. 

## _**Kim Swain MA (Oxon) FCA**_ 

_**Date:**_ **18.12.2023** 

_**Radford & Sergeant Limited Chartered Accountants Building 3 Watchmoor Park Camberley Surrey GU15 3YL**_ 

Page | 24 



## STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE PERIOD FROM 1 JUNE 2022 TO 31 MAY 2023 

|Note<br>**Income from:**<br>Donations and legacies<br>3, 4<br>Charitable activities<br>6<br>Other income<br>7<br>**Total Income**<br>**Expenditure on:**<br>Raising funds<br>8<br>Charitable activities<br>8<br>**Total Expenditure**<br>**Net income/(expenditure) and net**<br>**movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total Funds**<br>**Total Funds**<br>**2023**<br>**2023**<br>**2023**<br>**2022**<br>**£**<br>**£**<br>**£**<br>198,534<br>4,938<br>203,472<br>692,841<br>2,437<br>2,437<br>2,037<br>761<br>761|
|---|---|
||201,732<br>4,938<br>206,670<br>694,878|
||100,820<br>100,820<br>102,369<br>218,058<br>218,058<br>169,121|
||318,878<br>318,878<br>271,490|
|||
||**(117,146)**<br>**4,938**<br>**(112,208)**<br>**423,388**|
||408,921<br>45,000<br>453,921<br>30,533|
||**291,775**<br>**49,938**<br>**341,713**<br>**453,921**|



Page | 25 



## BALANCE SHEET AS AT 31 MAY 2023 

|Note<br>**Fixed assets:**<br>Intangible assets<br>10<br>Tangible assets<br>11<br>**Current assets:**<br>Stock<br>12<br>Debtors<br>13<br>Cash at bank and in hand<br>Total current assets<br>**Liabilities:**<br>Creditors: Amounts falling due within one year<br>14<br>Net current assets<br>**Total net assets**<br>**The funds of the charity:**<br>Restricted income funds<br>Unrestricted funds<br>**Total charity funds**<br>Approved by the Board of Trustees on                  18.12.2023|**Total**<br>**Total**<br>**funds**<br>**funds**<br>**2023**<br>**2022**<br>**£**<br>**£**<br>861<br>413<br>492<br>543<br>17,501<br>916<br>12,939<br>11,551<br>331,614<br>463,467<br>362,054<br>475,934<br>21,694<br>22,969<br>340,360<br>452,965<br>341,713<br>453,921<br>49,938<br>45,000<br>291,775<br>408,921<br>341,713<br>453,921<br>and signed on its behalf by|
|---|---|



_**Professor Roberto La Ragione, Chair**_ 

Page | 26 



## NOTES TO THE FINANCIAL STATEMENTS 

**1 Accounting Policies** The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows: 

## **a) Basis of preparation** 

The financial statements have been prepared in accordance with 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 (FRS 102) - (Charities SORP (FRS 102) and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). 

Humanimal 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(s). 

**b) Preparation of the accounts on a going concern basis** The accounts are prepared on a Going Concern basis. 

## **c) Income** 

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. 

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. 

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. 

## **d) Fixed assets** 

Intangible assets relate to the trade mark costs of the Humanimal Trust logo for charitable purpose and are initially measured at cost.  After initial recognition, intangible assets are measured at cost less any accumulated amortisation at 10% straight line annually plus any accumulated impairment losses. 

Page | 27 



Tangible fixed assets are stated at their historic cost price less accumulated depreciation.  Historical cost includes expenditure that is directly attributable to bringing the asset to the location and condition necessary for use.  The asset’s residual values, useful lives and depreciation methods are reviewed if there is an indication of significant change since the last reporting date.  Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life: 

Office equipment - 20% straight line, and Computer equipment - over 3 years. 

## **e) Fund accounting** 

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the Trust’s work or for specific research projects being undertaken by the Trust.  As at 31 May 2023 the Trust’s funds consisted of £291,895 of unrestricted funds (2021/22: £408,921) and £49,938 of restricted funds (2021/22: £45,000). 

## **f) Expenditure and irrecoverable VAT** 

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. 

Expenditure is classified under the following activity headings: 

- Expenditure on raising funds; includes the cost of goods sold, payment processing fees, plus fundraising specific materials, supplies and travel. 

- Expenditure on charitable activities; includes website design and maintenance, fees of independent examiners, delivery of strategic objective activities. 

Governance is included in expenditure on charitable activities. The Trust initially identifies the cost of its support functions.  It then identifies those costs which relate to the governance function.  Having identified its governance costs, the remaining support costs together with the governance costs are apportioned between the charitable activities undertaken in the year.  Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 

## **g) Stock** 

Stock relates to merchandising items and books for resale and is valued at the lower of cost and net realisable value, after allowance for obsolete and slow-moving items. 

## **h) Debtors** 

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 

## **i) Cash at bank and in hand** 

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash in transit is included. 

Page | 28 



## **2 Legal status of the Trust** 

The Trust is a Charitable Incorporated Organisation and has no share capital. 

## **3 Income from donations and legacies** 

The Trust benefits greatly from the involvement and enthusiastic support of its volunteers.  In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the accounts. 

During the year to 31 May 2023 the Trust gratefully received £53,317 from general donations, mostly online, plus £9,300 from corporate donations.  The Trust furthermore received unrestricted income from legacies totalling £135,917. 

|General Gifts (including Gift Aid reclaimable)<br>Corporate and Charity Donations<br>Legacies|**2023**<br>**2022**<br>**£**<br>**£**<br>53,317<br>74,018<br>9,300<br>78,500<br>135,917<br>495,323|
|---|---|
||**198,534**<br>**647,841**|



## **4 Restricted Income** 

The Trust received £4,938 of restricted income in the year ended 31st May 2023 (£45,000 in 2021/22). This sum was the residual part of a major legacy and is restricted for use towards the cost of work that aims to contribute to the prevention, treatment or cure of cancer. 

|Balance brought forward<br>Restricted income received<br>Expenditure incurred<br>Balance carried forward|**2023**<br>**2022**<br>**£**<br>**£**<br>45,000<br>7,285<br>4,938<br>45,000<br>(7,285)|
|---|---|
||**49,938**<br>**45,000**|



## **5 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel** 

Throughout the year the Trust had the continued support from its Development Manager.  The Science Officer left the Trust in August 2022.  The Development Manager was joined by an Operations Manager and a Chief Executive Officer in October and November 2022 respectively.  All other activities of the charity were carried out by volunteers, freelance contractors or consultants and there were no other remunerated members of staff. 

The charity trustees were not paid nor received any other benefits from employment with the Trust.  No charity trustee received payment for professional or other services supplied to the charity. 

Support costs are directly allocated to activities where possible.  The remuneration of the Development Manager and Operations Manager is allocated 84% to charitable activities and the remainder to raising funds.  Remuneration of the CEO is allocated 60% to charitable activities and the remainder to raising funds.  Remuneration of the Science Officer is allocated to charitable activities. 

Page | 29 



## **6 Charitable activities** 

The Trust generated income from merchandise sales during the year of £92 (£775 in 2021/22) and net proceeds of £2,345 (£1,262 in 2021/22) from the One Medicine Lottery scheme. 

## **7 Other Income** 

The Trust received £761 of interest income from funds held in its current account (£nil in 2021/22). 

## **8 Expenditure** 

Principal expenditure included £100,820 to cover the cost of raising funds (£102,369 in 2021/22) and £217,938 towards the cost of delivery of the Trust’s charitable objectives (£169,921 in 2021/22).  The latter included £63,524 specific to education which now underpins the Trust’s strategy.  £11,654 was expended towards the ongoing maintenance of the Humanimal Hub (£41,746 in 2021/22). 

|**Independent examiner’s fees**<br>Independent examination<br>Accounts preparation|**2023**<br>**2022**<br>**£**<br>**£**<br>2,640<br>2,600<br>1,200<br>1,120|
|---|---|
||**3,840**<br>**3,720**|



## **9 Corporate Taxation** 

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. 

## **10 Intangible Assets** 

|COST<br>At 1 June 2022<br>Additions<br>At 31 May 2023<br>DEPRECIATION<br>At 1 June 2022<br>Charge for year<br>At 31 May 2023<br>NET BOOK VALUE<br>At 31 May 2023<br>At 31 May 2022|Trademarks<br>£<br>420<br>540<br>960<br>7<br>92<br>99<br>861<br>413|Totals<br>£<br>420<br>540|
|---|---|---|
|||960|
|||7<br>92|
|||99|
|||861|
|||413|



Page | 30 



## **11 Tangible Assets** 

|**11**<br>**Tangible Assets**|||||
|---|---|---|---|---|
|COST<br>At 1 June 2022<br>Additions<br>At 31 May 2023<br>DEPRECIATION<br>At 1 June 2022<br>Charge for year<br>At 31 May 2023<br>NET BOOK VALUE<br>At 31 May 2023<br>At 31 May 2022<br>**12**<br>**Stock**<br>General merchandise<br>Books|Office<br>equipment<br>£<br>1,632<br>-<br>1,632<br>1,253<br>320<br>1,573<br>59<br>379|Computer<br>equipment<br>£<br>3,708<br>445<br>4,153<br>3,544<br>176<br>3,720<br>433<br>164|Totals<br>£<br>5,340<br>445<br>5,785<br>4,797<br>496<br>5,293<br>492<br>543|**2023**<br>**2022**<br>**£**<br>**£**<br>782<br>916<br>16,719|
|||||**17,501**<br>**916**|



Just before the end of the financial year, the Trust purchased stock of the book “Humanimal” produced in a new branded dust jacket.  The books will be on sale from Autumn 2023 onward and some will be utilised for school projects. 

## **13 Debtors** 

The Debtors balance of £12,939 as at 31 May 2023 is largely made up of prepaid costs in regards the Humanimal Hub, database management and membership fees, along with a small balance on the Trust’s Paypal account. 

|Sundry debtors<br>Prepayments|**2023**<br>**2022**<br>**£**<br>**£**<br>39<br>32<br>12,900<br>11,519|
|---|---|
||**12,939**<br>**11,551**|



Page | 31 



## **14 Creditors** 

The Creditors balance of £21,694 as at 31 May 2023 was made up of trade creditors and income tax, national insurance and pension contributions due in June 2023, along with accrued cost for services received but not yet billed. 

|Trade creditors<br>Taxes and NI<br>Other creditors<br>Accrued expenses|**2023**<br>**2022**<br>**£**<br>**£**<br>13,218<br>12,148<br>3,123<br>1,219<br>711<br>450<br>4,642<br>9,152|
|---|---|
||**21,694**<br>**22,969**|



## **15 Related Parties** 

There were no related party transactions during the year. 

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