## Ashinaga Association in the UK 

## Annual Report and Financial Statements For the year ended 31 March 2022 



Company Number: 10634278 Registered Charity Number: 1183750 



## Table of Contents 

2021-2022 Highlights at a Glance ............................................................................................ 3 Reference and Administrative Details .................................................................................... 5 A Message from a Scholar ....................................................................................................... 6 A Message from our Founder .................................................................................................. 8 A Message from our Director .................................................................................................. 9 Introducing our Trustees ....................................................................................................... 10 Trustees Report (incorporating Strategic Report) ................................................................ 12 Objectives and Activities ........................................................................................................ 12 Achievements and Performance ........................................................................................... 16 Partnerships Spotlight ............................................................................................................ 22 Fundraising Spotlight ............................................................................................................. 24 Our Plans ................................................................................................................................. 24 Structure, Governance and Management ............................................................................ 26 Financial Review ...................................................................................................................... 28 Statement of trustees’ responsibilities ................................................................................. 30 Independent Auditor’s Report on the Financial Statements ............................................... 31 Statement of Financial Activities incorporating Income & Expenditure account .............. 35 Balance Sheet ......................................................................................................................... 36 Statement of Cash Flows ....................................................................................................... 37 Notes to the Financial Statements ........................................................................................ 38 

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## 2021-2022 Highlights at a Glance 

## **Scholars:** 

- In the 2020-2021 academic year, 

   - 38% of graduates achieved a First with all remaining graduates securing an Upper Second-class degree 

   - 83% of Scholars were at a top 500 university ( _THE_ ) 

   - No Scholar has ever failed to progress to the next academic year. 

- One Scholar set up a pro-bono school for mothers so that they can sit their Malawian MCSE exams. The organisation now has 13 members, a registered office, and partners and funders from around the world. 

- Another Scholar has partnered with a start-up founder to help subsistence farmers in rural Zambia improve crop yields by connecting farmers with training, loans to expand their farms, and marketing services. 

- A third Scholar secured a government donation of five computers and has set up an organisation named Young Africans Alliance Academy. This teaches ICT skills and leadership to young people in Sierra Leone and has supported eight of their students to progress to university. 

## **2021 Graduates:** 

- The 2021 Graduates all secured excellent jobs or full scholarships for further studies. 

- 2021 Graduates are working as genetic technologists, engineers, and financial analysts, as well as medical doctors, investment bankers, and accountants. 

- One 2021 graduate progressed onto McGill University on a full Mastercard Scholarship for his research master’s degree, while a 2020 Graduate secured a full Commonwealth Scholarship to study Structural Engineering at the University of Manchester. 

## **Partnerships:** 

- Our first Scholars entered the University of York in September 2021. The University of York have pledged over £2.5 million in tuition fee waivers to support 33 AAI UK Scholars over the next eight years. 

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- This year, we secured over £310,000 of support for Ashinaga’s international work, including over £239,000 of support from university partners and £20,000 worth of laptops for Ashinaga Senegal. 

- We have continued our partnership with Herbert Smith Freehills who have provided pro-bono legal support, mentorship to Scholars and Graduates, as well as financial support for our work. 

## **Governance:** 

- In September 2021, Suzan Kilamile, a Tanzanian AAI Graduate working at a Medical University in Tanzania while completing her masters, joined our board of trustees. 

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## Reference and Administrative Details 

Name: Ashinaga Association in the UK 

Company number: 10634278 

Bankers: 

Barclays Bank 17 St Anns Square Manchester M2 7PW 

Charity registration number: 

1183750 

Address and registered office: 

13/14 Cornwall Terrace, Outer Circle London NW1 4QP UK 

Trustees: 

Ms Noriko Tominaga-Carpentier Mr Yoshiomi Tamai Ms Yukie Seki Dr Michael Rivera King Sir Eric Thomas Professor ‘Funmi Olonisakin Ms Suzan Kilamile 

Chief Executive Officer: Dr Michael Rivera King 

Solicitors: 

Herbert Smith Freehills Exchange House Primrose Street London EC2A 2EG 

Accountants: Sidikies 1 Sun Street London EC2A 2EP 

Auditors: 

Moore Kingston Smith LLP The Shipping Building The Old Vinyl Factory Blyth Road Hayes London UB3 1HA 

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## A Message from a Scholar 

I grew up in Lesotho, a landlocked country in Southern Africa. Like many other African countries, Lesotho experiences various issues of development that impact the quality of life for its citizens. As a result, throughout my life, I have been privy to the challenges that Basotho faced, especially the socio-economic challenges. Of particular interest to me was the ability of the law to protect and support vulnerable groups. Being a girl, I understood the challenges that women faced in the country. Lesotho’s law is more protective of men and provides less support and rights for women. As such Basotho women have limited rights which in turn affects their ability to succeed in the country. As a result, I developed a passion for a career aimed at defending and promoting women and girls’ rights. Specifically, I developed an interest in providing support and help to victims of Gender Based Violence and Sexual assault – my _kokorazashi_ . 

It was critical for me to have an opportunity that would expose me to other opportunities that could support my passion. A scholarship was the most effective start for me, as it would expose me to the international community where I could learn more about defending human rights. Furthermore, studying in a developed country that had completed impactful work in the area of human rights would enable me to learn further about such effective structures, which I could later implement upon my return to subSaharan Africa. Thus, when I was invited to join the Ashinaga Africa Initiative, I was convinced it was the perfect start to attaining my goals. 

My journey with Ashinaga has been nothing short of fruitful. I have been exposed to an international community, exposing me to a wide array of mindsets. This has motivated me to gain more knowledge and ideas on how I can implement my _kokorazashi_ . With the skills learnt from the _tsudoi_ , study camp, preparation camp and occasional events, I managed to obtain and apply for further opportunities/experiences that have improved my network and skills. 

At university, I participated in the Model African Union Society as the vice president which equipped me with better knowledge on African issues. In the past four years of my university, I was also fortunate to intern with organisations focused on defending and supporting victims of GBV and sexual assault—TEARS Foundation (South Africa) and Women and Law in Southern Africa (Lesotho). I have also been completing my Ashinaga proposal researching effective means of providing support to, and advocating for, victims of sexual assault in Lesotho. This has allowed me to understand the challenges that impede existing organisations in the country from providing more support, and how these can be solved. This research and experience have also supported my nomination 

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and award of the Sir William Darling Memorial Prize for my dedication and work in assisting with the development of Africa. 

In the future, I aim to work with Non-Governmental Organisations whose work is focused on defending human rights on the African continent. I hope to use my law degree, alongside my experience from internships and research, to support and assist victims of gender-based violence and sexual assault in sub-Saharan Africa. 

Ashinaga has been a significant building block for me to achieve my dreams, and I believe there is no better way for me to show my gratitude than to pay it forward in the manner above. I am grateful to the Ashinaga Africa Initiative and its donors for supporting me in achieving my _kokorazashi_ . 

## **TLALANE MATSOSO** 

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## A Message from our Founder 

In 2012 I had a conversation with some professors at the University of Oxford on what was to become the Ashinaga Africa Initiative (AAI). To explain the spirit of the program I referenced loggerhead sea turtles, who travel abroad and then return to the place they were born to lay their own eggs. A decade on, it is a great pleasure to see AAI Scholars who have studied in the UK returning to the great continent of Africa to contribute to development in whatever manner they wish. UK graduates in Africa are teaching in medical universities, working as a civil engineer developing infrastructure, and doing policy analysis for a nation’s president. 

2021–2022 has been a challenging year for Ashinaga and our Scholars. Covid and the cost-of-living crisis have left people at risk of isolation. I am thus very proud that the UK office has never had a Scholar leave the program or fail to progress to the next academic year. It is a testament to the Scholars’ resilience and determination as well as the staff’s great efforts in supporting them. 

Our movement is underpinned by the simple concept of ‘people helping people’. Be it UK graduates shaping the futures of their communities and countries or our wonderful donors contributing to these young changemakers’ journeys, everything comes back to simple kindness. As we move out of the pandemic I ask for your continued support in helping change the world through the amazing AAI Scholars. 


**Yoshiomi Tamai** 

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## A Message from our Director 

Ashinaga UK is now the largest provider of undergraduate scholarships for sub-Saharan African students in the UK. We supported 29 AAI Scholars over the fiscal year and by September 2022 will have supported 51 Scholars on their journey to impacting Africa. 

Our beneficiaries lie at the heart of our work and I am delighted that we were able to welcome Suzan Kilamile onto our board of trustees this year. Suzan is an AAI Graduate of the University of Nottingham who is now working at a Medical University in Tanzania while completing her master’s degree. Suzan’s lived experience has already been invaluable in board meetings. 

I remain profoundly impressed with both UK Scholars and Graduates and the positive contributions they are making to their communities, countries, and continent. It is amazing to see the impact Scholars are having in Africa before they even graduate, through foundations, social enterprises, education charities, and peer-support groups. 

We help Scholars cultivate the skills they need to achieve this impact, in part through the Ashinaga Proposal. This sees Scholars identify an issue in their community, country, or region, and lay out a well-researched, structured proposal on how to address it – either as a social entrepreneurship plan or as an advocacy paper. I was proud to hear that one Graduate has been invited to submit their Ashinaga Proposal, on addressing the issues that disabled students face in accessing school, to the President of Namibia’s office. 

It is both these longer-term impacts and the transformation in our Scholars that brings me the greatest joy. Knowing the challenges Scholars have overcome makes their graduation ceremonies and post-graduation achievements even more meaningful for me. Ashinaga Scholars would not be able to achieve these goals without your support. I am delighted to see how our partnerships and donor numbers have flourished. This year, we secured over £310,000 of support for Ashinaga’s international work, a huge step in the right direction. Yet our work, and the work of Ashinaga’s offices around the world, remain at a critical point, with the cost-of-living crisis impacting everything we want to achieve. Now, more than ever, our students need your support and generosity. If you want to learn more about our work and how you can get involved, please do not hesitate to reach out to me. By supporting our Scholars, you are supporting the next generation of compassionate young change-makers for Africa. 

**Michael Rivera King** 

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## Introducing our Trustees 

## **Eric Thomas (UK)** 

Sir Eric Thomas joined the Board of Trustees of Ashinaga Association in the UK in February 2018. Sir Eric was Vice-Chancellor of the University of Bristol from 2001 to 2015, and President of Universities UK, the body that represents all UK universities, from 2011 to 2013. His childhood was in the North-East of England, and he qualified as a medical doctor in 1976 from the University of Newcastle upon Tyne. He trained as a gynaecologist and was Professor of Obstetrics and Gynaecology at the University of Southampton from 1991 to 2001. He was Dean of Medicine there from 1995 to 2000. He currently has a number of charitable trustee roles in the UK. 

## **‘Funmi Olonisakin (UK)** 

Professor 'Funmi Olonisakin joined the Ashinaga UK Board of Trustees in August 2020. Professor Olonisakin is Vice-President and Vice-Principal International and Professor of Security, Leadership and Development at King’s College London, where she founded the African Leadership Centre. She was appointed by the United Nations Secretary-General, Ban Ki-moon, as one of seven members of the Advisory Group of Experts (AGE) on the Review of the United Nations Peacebuilding Architecture. Professor Olonisakin also serves on the board of the Centre for Humanitarian Dialogue and chairs the Africa Regional Advisory Committee of the Open Society Foundation. 

## **Suzan Kilamile (Tanzania)** 

Suzan Nimrod Kilamile joined the Ashinaga Board of Trustees UK in July 2021. Suzan studied Medical Physiology and Therapeutics at the University of Nottingham and is among the first Ashinaga Africa Initiative (AAI) Graduates to complete their degree. Suzan is passionate about healthcare in children and maternal health. As a new and inspired academician, Suzan is hoping to have an impact through scientific and clinical research to promote healthcare. As a board member Suzan acts as a voice of Ashinaga Scholars and alumni. 

## **Noriko Tominaga-Carpentier (France)** 

Noriko Carpentier-Tominaga joined the Board of Trustees of Ashinaga Association in the UK in February 2017. Noriko is also a board member of the Ashinaga Foundation. Based in Paris, Noriko works to strengthen French-Japanese economic relationships as Deleguee Generale of the Comite d’Echanges Franco-Japonais. Working with companies 

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seeking broader and deeper connections, Noriko cares about the interests of each of them and tries to offer a variety of activities to facilitate them developing their business. Noriko’s focus for Ashinaga is to support the development of professional opportunities for alumni to enable them to contribute to African development. 

## **Yoshiomi Tamai (Japan)** 

Yoshiomi Tamai joined the Board of Trustees of Ashinaga Association in the UK in February 2017. Yoshiomi Tamai is the founder and president of the Ashinaga Foundation. After losing his mother in a traffic accident over fifty years ago, he became passionate about working to support the educational and emotional needs of orphans who lost their parents in traffic accidents. He founded an organisation, Ashinaga, that gave scholarships to these orphans before extending the support to all children who have lost one or both parents. Tamai’s work has been recognized with numerous awards, including the Global Fundraising award and, most recently, the Goto Shinpei award. 

## **Yukie Seki (Japan)** 

Yukie Seki has been on the Board of Ashinaga Association in the UK since February 2017. Yukie works as the secretary general of the Ashinaga Foundation, where she is also a member of the board, with responsibility for international activities. Before joining Ashinaga, Yukie worked at Hewlett Packard as the Business Manager and Corporate Director. 

## **Michael Rivera King (UK)** 

Dr Michael Rivera King joined the Board of Trustees of Ashinaga Association in the UK in February 2017. Michael completed his doctorate at the University of Oxford before publishing a book on alternative care and social work in Japan. Prior to this, Michael set up a volunteer organisation, Smile Kids Japan, to promote local, sustainable volunteering at child welfare institutions, and raised $900,000 for children affected by the 2011 Tohoku earthquake and tsunami. Michael also advised the Japanese Ministry of Health, Labour, and Welfare on the 2016 revisions to the Child Welfare Act that promoted family-based foster care and adoption. 

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## Trustees Report (incorporating Strategic Report) 

## Objectives and Activities 

## Purpose as set out in governing document 

The charity’s objects (“Objects”) are specifically restricted to the following: 

- a) advancing the education of Orphans[1] anywhere in the world but, in particular, in sub-Saharan Africa (or any part thereof) including (but without limitation) by: 

   - i. providing scholarships, grants and loans to Orphans to meet expenses associated with education (including course fees, travel and maintenance and subsistence expenses); 

   - ii. providing educational and professional guidance and mentoring, emotional and moral support to Orphans; 

- b) supporting community and economic development in sub-Saharan Africa (or any part thereof) by supporting and facilitating Orphans’ education with a view to: 

   - i. developing their leadership skills and capacity; 

   - ii. fostering enthusiasm and tolerance, individual and community selfconfidence, and engendering respect for individuality, difference and the importance of teamwork; and 

   - iii. using their education and skills to the benefit of their communities (whether national, regional or local) within sub-Saharan Africa; 

- c) the prevention or relief of poverty or financial hardship in sub-Saharan Africa (or any part thereof) by providing or assisting in the provision of education and training; and 

- d) such other exclusively charitable purposes as the directors may from time to time think fit. 

> 1 “Orphans” means a young adult (and, if the trustees think fit and so determine, a child who is under 18 years of age) who has a parent who has died or who is reasonably believed to be longterm missing. 

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## Main activities related to these purposes 

## Ashinaga Africa Initiative: Young Leaders for Africa 

Ashinaga Association in the UK works closely with the Ashinaga Foundation, Japan, and Ashinaga offices in Uganda, Senegal, United States of America, France, and Brazil on the ‘Ashinaga Africa Initiative’. 

**The mission of the AAI is to contribute to sub-Saharan Africa’s expanding role in global development by increasing access to higher education abroad. Ashinaga supports orphaned students who are committed to returning home, or to the region of sub-Saharan Africa, to initiate change, innovation, or development.** 

The Ashinaga Africa Initiative (AAI) is an international leadership programme that cultivates the next generation of leaders to contribute to the development of subSaharan Africa. 

AAI Scholars are orphaned students who are committed to returning to sub-Saharan Africa to initiate change, innovation, and development. Each year, Ashinaga aims to select one AAI Scholar from each country in sub-Saharan Africa. 

Ashinaga provides financial support for international university degrees, along with leadership training and support to develop Scholars into compassionate changemakers. After graduation, Scholars return to sub-Saharan Africa, empowered to turn their vision into reality. 

## Ashinaga in Africa 

The first stage of this programme is the recruitment and selection of Candidates. This is conducted by the Ashinaga Foundation. 

Selected Candidates then complete a year-long programme in Senegal, for Francophone Scholars, or Uganda, for Lusophone and Anglophone Scholars. This centres around a sixmonth study camp, focused on academic development and university relations, and a two-month prep camp, focused on socio-cultural preparation. Both camps also focus on leadership development. This year travel restrictions have meant that much of this work had to be delivered online. 

## Ashinaga Association in the UK 

The UK office first engages with potential Candidates during the end of the recruitment stage. We provide feedback on applicants based on our evaluation of their suitability for studying in the UK and of their suitability for the AAI’s mission. Once selected, we work 

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with the Candidates on which universities they will apply to and to confirm that their academic plans will enable them to achieve the impact they want to have after graduation. The vast majority of our work occurs once the Scholars have arrived in the UK. There are three threads to the Ashinaga Africa Initiative: a leadership development programme, a full scholarship for university, and holistic support for the Scholars. 

The leadership work is structured on our leadership development framework. This cultivates leadership skills across professional, personal, and academic fields and underpins our work with the Scholars. As part of this programme, Scholars are required to complete an internship in Africa and an ‘Ashinaga Proposal’. The latter sees the Scholar identify an issue in their community, country, or region, and lay out a well-researched, structured proposal on how to address it – either as a social entrepreneurship plan or as an advocacy paper. In addition to helping Scholars develop a network and new skills, the internship and Proposal ensure a close bond with Africa is maintained. 

The highlight of the year is our annual _tsudoi_ (leadership camp) focused on leadership development. As well as structured programming, this three-day camp develops a strong cohort mentality, facilitating peer-to-peer support networks. As of the end of this fiscal year, we have never had a Scholar fail to gain entrance to university and no Scholar has failed or left the programme. The role that Scholars play in supporting one another, above and beyond the support we provide, undoubtedly contributes to their success. 

Broadly, our work can be divided into three categories: student-facing, partnerships, and administrative. Our student-facing work focuses on cultivating leadership, developing programming, and supporting our students holistically. This work is the heart of what we do: cultivating young African leaders who will determine the development needs of their continent and gain skills to develop innovative means of addressing them. 

Our partnerships work covers our work with universities, along with our fundraising and communications efforts. Last year we signed transformative partnerships with the University of York and the University of Warwick. These partnerships have reduced the cost of a Scholar completing the AAI in the UK by 62% and paved the way for more Scholars to study here. In addition to these new partnerships, we are very proud to have agreements with the University of Bristol, the University of Portsmouth, the University of Edinburgh, University College London, the University of Central Lancashire, and Royal Holloway. We also want to thank Kaplan International Pathways for their invaluable support of our work at the University of York, where Scholars entering via the foundation pathway will also have their fees covered. 

Our fundraising and communications work this year has been very successful, particularly given the challenges imposed by the cost-of-living crisis impacting our donors. We are grateful to the support of Herbert Smith Freehills, who have provided us with probono legal support, mentored our Scholars and Graduates, and generously supported 

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our work. We are also grateful to the JET Alumni Association UK and the Japan Society, for their kind support. Finally, we are grateful to every donor and fundraiser who supported our fundraising campaigns this year – your support has been incredible! 

The final category of work is administrative. We have continued to implement changes to reduce staff time spent on ‘back office’ work, allowing more time on the work that matters most, supporting our amazing beneficiaries. 

Our work with our beneficiaries is assessed as part of a comprehensive Monitoring, Evaluation, and Learning (MEL) system. This tracks both the impact of our work with Scholars and in turn the impact that Graduates have in sub-Saharan Africa. 

Our final goal is not the Scholars’ education, but that through education and training the Scholars will be equipped to initiate change, innovation, and development in sub-Saharan Africa. As such, it is ultimately not us who defines the aim of this work, but the Scholars, who have a deeper knowledge of the challenges their communities, countries, and regions face. This ‘pay it forward’ philosophy empowers the Scholars to initiate change on their own terms. 

## Confirmation that purposes are for the public benefit, having had regard to Charity Commission guidance on this 

Ashinaga Association in the UK was entered on the Register of Charities on the 6[th] of June 2019 (Registered charity number 1183750). The Charity Commission’s general guidance on public benefit has been referred to when reviewing the organisation’s aims and when planning future activities and the Trustees are satisfied that the work carried out by the charity complies with the public benefit requirements set out by the Commission. 

## Activities, projects, services in the period 

As outlined previously, our work in this period centred on the Ashinaga Africa Initiative, with a focus on improving the content of our leadership programme, and building our fundraising capacity. In addition to this, the University of Bristol commissioned us to provide leadership programming to their international scholarship students. This entailed us creating a leadership development handbook and running an orientation session and one-day leadership workshop. All work carried out this year is assessed in the following section. 

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## Achievements and Performance 

## Our main achievements in the period 

The board of trustees are delighted with the progress made in 2021–2022 and the achievements of the UK Scholars and Graduates. All our key objectives for the fiscal year, for Student-facing, Partnership, and Administrative work have been achieved and done so at around 20 per cent under anticipated costs. The board are confident in the future direction of the charity and the team’s ability to implement these plans. Taking each of our strands of work in turn: 

Our **Student-facing** work covers Student Relations and Programming, as well as University support for Candidates (in the preparation year in Uganda) and Scholars who undertake a foundation year in the UK. 

Our Student Relations and Programming work begins in Preparation Camp, where we provide support to Candidates in Uganda prior to their arrival in the UK. This was held virtually this year, throughout the month of June. Before the pandemic, staff would travel to Uganda and deliver all sessions intensively over the course of a week. However, this year’s format of conducting this virtually and spread out over a longer period worked efficiently and we plan to keep this format for future Prep Camps, even if the Candidates are at the Uganda Kokorojuku together. This format allows us to spread the workload more evenly across staff members and having regular sessions provides everyone more time to become acquainted with one another. 

Orientation for Scholars arriving in the UK was held virtually on the 15th and 16th of September with six new Scholars. Since we covered many topics in Prep Camp, we kept our Orientation short and focused on essential topics. Staff members picked up most Scholars at the airport or after hotel quarantine to accompany them to their respective university cities, unless there was a welcome service available from their universities. 

As part of our programme delivery for Scholars’ first years in the UK, we decided to trial monthly calls in order to cover important content such as budgeting, mental health and the Ashinaga Proposal. Since all this was covered during Prep Year or Orientation, this serves as an important follow-up after the new Scholars have gained first-hand experience in the UK. Another objective of this is to encourage peer support through regular group meetings. This was a great success and we are considering expanding this type of call for other Scholars. 

This year’s _tsudoi_ (leadership camp) was a hybrid event hosted at the University of York from December 21st to 23rd. Three scholars and two staff members attended remotely while the rest (18 Scholars, four staff members) travelled to York. In order to host a safe 

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event, we created a risk-assessment document, required all attendees to test before and during, prepared PPE, and adjusted accommodation. 

We had two external guests join us virtually: Shadrack Frimpong and Ginu Chacko. Shadrack is the founder of Cocoa360 and he spoke about his experience of studying abroad, starting a company in his home country, and the impact of the COVID-19 pandemic on the continent. This was the highlight of the _tsudoi_ for many of the scholars. Ginu is the CEO and founder of Talentrade and she hosted a workshop focused on problem-solving and logical thinking, skills important for the Scholars’ Ashinaga Proposal and general leadership. Finally, the _tsudoi_ was a fantastic chance for Scholars to reconnect and/or meet one another for the first time. The 2020 and 2021 cohort of Scholars had never experienced an in-person _tsudoi_ before so we were delighted to see them building friendships and a community. 

All offices were tasked with implementing the AAI Curriculum to ensure overall coherence of programme delivery across the AAI, while at the same time taking into account differences in each country of study. We have mapped out programme delivery with important additions relevant for Scholars in the UK. 

Ashinaga Connect (our web-portal for Scholars) has received a cosmetic change and some technical updates this year. As an office, we are planning on utilising the features of Ashinaga Connect to increase student engagement by moving some of our operations to the platform. In 2021, we began by uploading important scholarship-related information and guidelines for Scholars to access at will, such as the Ashinaga Proposal workbooks and guidelines on the new stipend system. The next stage of the transition will begin in 2022. Finally, we implemented a new stipend system from September 2021 to encourage more financial independence among Scholars and reduce staff administrative time. 

Our University Relations work begins with Candidate Selection. Through discussions with other offices and by following the country allocation process, we selected eleven Candidates in June 2021. Five are aiming to attend Warwick while six are aiming to attend York. In July 2022, we conducted virtual sessions with the eleven Candidates attending Study Camp. They were required to create an Academic & Professional Plan to solidify the connections between their _kokorozashi_ , their studies, and their professional career. We also created their university lists and the Uganda office has been assisting with their applications. All Candidates have received offers from their first-choice university or foundation program. 

Our **Partnership** work covers two broad areas: University Relations and Fundraising. Looking first at University Relations, we currently have memoranda of understandings, in which the universities meet up to 75% of tuition fees, with the University of Bristol, University of Portsmouth, University of Edinburgh, Royal Holloway (University of London), University of Central Lancashire, UCL, as well as full partnerships with the University of York and University of Warwick, in which they meet 100% of tuition fees for a fixed quota 

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of AAI Scholars. The University of Edinburgh also kindly offers our Scholars access to other scholarships. We were delighted to renew our agreements with the University of Central Lancashire, which includes a partnership with OnCampus, and the University of 

Bristol in this period. **Our university partners have pledged over £6.1 million in support toward UK Scholars. In 2021-2022 we received £239,306 of donations-inkind from universities** , in the form of them meeting tuition or stipends. This will increase significantly in 2022–2023, with all eleven new Scholars entering the University of Warwick or University of York. 

Our **Fundraising** efforts saw us generate over £70,000 from UK-based supporters, including from the public, corporates, and foundations. This year we launched fundraising activities to support Ashinaga’s international activities outside the UK and fundraised over £27,500 for other Ashinaga offices. We are very proud to have pro-bono legal support from Herbert Smith Freehills, who have also provided mentorship to our Scholars and Graduates, along with donations to Ashinaga UK, Ashinaga France, and Ashinaga Foundation. We also retained our Google advertising grant, worth up to $120,000, and worked with Ashinaga Foundation to ensure that other offices are also able to benefit from this. In the 2021-2022 fiscal year, we used £29,333 of this grant, which is recorded in our financial statements as ‘In kind support’. 

This year we also launched our first ever ‘earned income’ project, in which we were commissioned by the University of Bristol to provide leadership programming for their international scholarship students. This entailed the creation of a leadership program and handbook, along with online orientation and an in-person day-long workshop. The feedback here was incredible: 

- 98% recommend the program to international applicants 

- 94% said it improved their experience as an international scholar 

- 98% felt more confident regarding their capacity to act with determination 

- 96% felt the skills developed in the program will help them transition to the next chapter of their lives (employment, further studies, etc.) 

- 98% felt more confident regarding how they can cultivate mental clarity and wellbeing 

## **In total, we raised over £340,000 of donations and donations-in-kind toward Ashinaga’s international activities in the fiscal year.** 

Our **Administrative** work this year focused on further reducing the amount of time spent on administrative processes to allow more staff time to be spent working with beneficiaries. The change in stipend system, as well as simplifying our Scholar Agreement, have been significant and we aim to build on this in the coming year. Other work included ensuring governance mechanisms remained strong, GDPR compliance, and establishing HR goals around staff development and progression. With regard to **Governance** , we are delighted that Suzan Kilamile, a UK AAI alumna, has joined our board of trustees. 

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## Impact on beneficiaries 

Our impact assessment work focuses both on the impact of our work with Scholars and the impact Graduates have on sub-Saharan Africa. Graduates can remain overseas for up to four years before returning to sub-Saharan Africa. This enables them to pursue further study or gain professional experience. 

Looking first at our **Graduates’ impact** : We now have 17 Graduates. Of these, 10 have completed or are completing postgraduate qualifications, having secured scholarships from Commonwealth, MasterCard and others. Graduates have secured excellent jobs including working as a policy assistant for the President of their country, in a medical university in Tanzania, as engineers including on HS2 and large-scale projects in Africa, and in the finance industry, spanning Morgan Stanley, JP Morgan, and UBS. Of those who haven’t yet returned to Africa, all are actively contributing to Africa, including one Graduate who has teamed up with a Scholar to set up a foundation in The Gambia, which focuses on improving maternal and child health outcomes. 

While Ashinaga UK’s support is focused on Scholars at university, Graduates do receive some support after graduation. UK Graduates have been accepted onto the Ashinaga Master’s in Africa scholarship and received career coaching from Ashinaga Foundation, which is greatly valued. 

Turning next to the **impact of our work on AAI Scholars** , our monitoring, evaluation, and learning framework tracks development over their personal, professional, and academic fields, as well as anonymously looking at the overall wellbeing of AAI Scholars. Before this stage we first evaluate the calibre of Scholars accepted onto the programme. All of the UK-bound Candidates who started university in 2021–2022 received an unconditional offer from their first-choice university. 

Turning next to the wellbeing of AAI UK Scholars, which is assessed anonymously using The Warwick Edinburgh Mental Wellbeing Scale, Scholars saw a significant decrease in wellbeing in comparison to 2020–2021. We believe this is related to the effects of prolonged lockdown, remote learning, and limited opportunities for community-building in-person activities, and have re-focused our support there. The second component looked at is the level of confidence Scholars have in fulfilling the mission. We are proud to have achieved the highest confidence of any Ashinaga office though still believe we can do better here. 

Scholars’ academic performance is evaluated by the number of Scholars who achieve a First, the number who achieve a First or Upper Second, the number who pass the year, and the number who graduate. This report draws on the data for the end of the 2020– 2021 academic year. All eight graduating Scholars achieved at least a 2:1, with 38% achieving a First. In total, 96% of Scholars passed the year. The remaining Scholar was permitted to repeat the year on the basis of extraordinary extenuating circumstances 

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(and went on to achieve a First the following year). We are very proud that 83% of the Scholars were at a top 500 university ( _Times Higher Education_ ). 

This year, as last, Scholars’ ability to participate in in-person activities to develop their professional skills, such as internships, was restricted by lockdowns and travel restrictions. Despite the challenges, three Scholars did manage to do internships in Africa and a further seven completed remote internships with African organisations. Perhaps the most notable internship was a Scholar who worked with the National Information Office in the Central African Republic. Other Scholars completed domestic internships, gained professional experience in the UK, or worked on their charitable foundations in Africa. 

Scholars also used this time to focus on their Ashinaga Proposal. This is a project in which Scholars identify an issue in their community, country, or region, and lay out a wellresearched, structured proposal on how to address it – either as a social entrepreneurship plan or as an advocacy paper. UK Scholars’ Proposals cover topics that span almost all the UN Sustainable Development Goals, including: 

- An Off-grid Standalone Solar Power Energy Generation in Isolated Areas of Afar Region, Ethiopia. 

- Creating Awareness about Autism Spectrum Disorder by Providing Psychological Support to Individuals and their caregivers in Zambia. 

- Providing support, information and legal advice to victims of sexual assault in Lesotho. 

- Improving National Liquidity and Empowering Women in Malawi through Financial Literacy and Village Banking. 

- Using Agricultural Aviation to Eradicate Food Insecurity in Nigeria. 

- Raising Awareness on Harmful Cultural Practices Affecting Maternal and Child Health in Rural Gambia (Lower Nuimi District, North Bank Region). 

- Challenges Being Faced by Children Living With Disabilities in Accessing Education and Healthcare in Zimbabwe. 

- Empowering Women’s Co-operatives by Introducing Collectively Owned Machines. 

- Using ATMs to Address Non-compliance of HIV Medication in Benin. 

The Ashinaga Proposals are increasingly moving from a theoretical exercise to projects that Scholars plan on implementing upon graduation. Projects that Scholars have already launched include: 

- Using affordable technology to widen access to science materials for those from disadvantaged regions in Ethiopia. This is a critical bottleneck that has limited access to government scholarships. 

- Setting up a peer-support group for burn victims in Mauritius, where there is no psycho-social care post-surgery. 

20 



 Establishing a Foundation in The Gambia to improve maternal health outcomes. In addition, one Graduate was invited to submit their Proposal, on addressing the issues that disabled students in Namibia face in accessing school, to the President of Namibia’s office. 

In addition to this, Scholars are increasingly active in projects in Africa during their time at university. Examples include: 

- An AAI Scholar was one of four students to be awarded the William Darling Memorial Prize at the University of Edinburgh for her incredible work supporting survivors of sexual violence in South Africa. This is awarded by the Principal of the University to an individual or group of students who have done most to enhance the reputation of the University. 

- One AAI Scholar offers tutoring services to disadvantaged students for free in Ethiopia through the organisation they founded in 2012. The organisation has supported over 250 students per year with their academics, allowing them to access government scholarships to continue their studies, and has provided important school supplies to many more. 

- Another Scholar established an organisation called the ‘Young African Alliance Academy’ to teach IT and other skills, as well as empowering youth through leadership development. The Scholar secured a government donation of five computers and is now supporting 25 community members in their community in Sierra Leone. 

- Another Scholar has partnered with the founder of a start-up to help subsistence farmers in rural Zambia to tackle the challenges that affect their crop yields. They aim to do this by connecting farmers with training, consultation services, loans to expand their farms, and marketing services. 

- A final example, though there are many more stories to share, is an AAI Scholar who has formed a pro-bono school to provide education to mothers so they can sit or re-sit their Malawi School Certificate of Education (MCSE) examinations. During lockdown, their team increased from four to 13 members and their organisation is now registered, has an office, and two partners and funders from around the world. 

When considering the positive impact of our work with Scholars and of our Graduates it is important that we pause to remember the background of our Scholars. All have lost one or both parents, and all have overcome significant hardship to get to where they are today. From growing up in an orphanage to being a refugee of a civil war, even just adjusting to the UK as an international student, the UK Scholars have a different ‘start line’ from their peers. The quality of Scholar and Graduate outcomes speaks to both their 

21 



excellence and to the quality of support provided. Our role is to help these young people realise their potential, and give them the leadership skills they need to make a significant contribution to sub-Saharan Africa. While there are elements we can further refine, we are tremendously proud of the Scholars, Graduates, and the staff for their tireless work. 

## Partnerships Spotlight 

**Herbert Smith Freehills (HSF)** have kindly supported Ashinaga UK with pro-bono legal support, mentorship to Scholars and Graduates, and financial support for our work. 

One of their donations enabled us to hold our first in-person _tsudoi_ (leadership camp) since the pandemic. 21 Scholars took part: 18 travelling to York for the three-day gathering and 3 joining remotely. As well as covering transport, accommodation, and food costs for the Scholars, HSF’s support also meant we could invite outside speakers from the African continent to give talks, run workshops, and answer questions over webcam. 

The camp was not only an important opportunity to reconnect after two years of onlineonly events, but also enabled Scholars to develop skills for life. 

**Computer Aid** are a UK organisation who receive donations of IT equipment from companies, schools, and government agencies, and refurbish that equipment to send onto non-profit organisations around the world. 

Ashinaga’s office in Senegal desperately needed more laptops for both the AAI Scholars studying in their preparatory year before university, and the Scholars Ashinaga supports through primary, secondary, and tertiary education within Senegal. The laptops in the Senegal office were old, slow, and too few for everyone to use. 

Working with Computer Aid, we secured 50 high-specification refurbished laptops, which were sent from the UK over to Dakar, Senegal. These were supplied free of charge, with only refurbishment and delivery costs added. The total value of this in-kind donation was estimated to be approximately £20,000. 

Only 46% of the population use the internet in Senegal, compared to 90% in North America and Europe. Closing the digital divide is becoming increasingly important. Covid created a permanent rise in remote working around the world, and digital skills are now needed for more jobs than ever before. 

With thanks to Computer Aid, Ashinaga UK was able to take unwanted equipment from UK organisations and send them to where they will benefit hundreds of orphaned youth. This, in turn, will enable them to develop the 21[st] -century skills they need to become future leaders. 

22 



Looking ahead, we want to do even more to close the digital gap in Senegal and Uganda, and will continue to seek partnerships and funds to improve access to technology for everyone. 

**The Carmela and Ronnie Pignatelli Foundation** are a UK-registered charity who provided a £2,500 grant to support Ashinaga’s work in Uganda. 

This past year was a challenging time for the children we support in Uganda. Schools only reopened in January 2022, after an almost two-year shutdown. With limited remote learning options, 60% of primary and 44% of secondary school children stopped learning altogether during this school closure. 

At the same time, Covid lockdowns squeezed household budgets. No child should have to choose between supporting their family and their own education, but orphaned children are often put into this position. 

We knew we needed to act urgently to enable orphaned children to return to school. Thanks to this grant from The Carmela and Ronnie Pignatelli Foundation, we were able to provide notebooks, pens, pencils, and mathematical sets to 1,000 orphaned children. 

Ashinaga UK secured the grant and Ashinaga Uganda staff purchased the items and distributed them to the children. 

The grant was particularly needed as the war in Ukraine has had a knock-on effect on the price of many items in Uganda, including school supplies. This has made it made it even harder for poor, disadvantaged households to afford education. 

## **The right internship, mentor, or training could change a young person’s life and set** 

**them on their career journey.** We are so grateful to our generous partners who donate their time, knowledge, resources, and provide financial support to help empower the young people we work with. 

Every time an organisation works with us it makes a huge difference to the Scholars: whether that means connecting us with mentors, providing internship opportunities, training staff or Scholars, passing on equipment, or sending financial support. 

## **Do you think your organisation could join our movement and help empower orphaned youth?** 

If so, email our partnerships coordinator, Suhur, at partnerships.uk@ashinaga.org – we’d love to discuss opportunities with you. 

23 



## Fundraising Spotlight 

We are grateful to two of our star fundraisers, Edoardo and John, who raced in the Hackney Half-marathon. Together, they raised an incredible £1,509.38 for Ashinaga UK, with Edoardo’s employer, Fitch Ratings, generously donating another £2,000 on top. This meant that the grand total raised by both runners was £3,509.38 – an inspiring achievement! 

When John was looking for charities to raise funds for, picking Ashinaga was an obvious choice. He said, “I am vice-principal of a sixth form college, and so I work every day with students hoping to gain access to higher education, and I know the power of education to change lives. The opportunity to support a charity that aims to provide access to education to students from around the world who would otherwise not be able to access it was a no-brainer, and I was delighted to support Ashinaga and the important work they are doing.” 

Our deep thanks to Edoardo, John, and Fitch Ratings for helping us empower orphaned youth. 

There are plenty of ways to support Ashinaga without having to put your running shoes on. If you are interested in taking part in a marathon or half-marathon or have another idea for raising money, consider fundraising for Ashinaga. Otherwise, please help us support the next generation of orphaned youth through a donation today. 

Visit our website for more information: www.ashinaga.org/en/ 

## Our Plans 

Introduction 

The primary goals of our three-year strategy for 2020-2023 were to: 

- (i) meet the objectives of the Ashinaga Africa Initiative (AAI) (ii) in a financially sustainable manner. 

On the first goal, we remain the most successful office in terms of Scholars completing the program and Graduates achieving the AAI mission. On the second goal, our key financial target was to reduce the total cost to Ashinaga (including overheads) of a student completing the AAI by over 50% within three years. With the new partnerships agreed with the University of Warwick and the University of York we have already achieved this three-year goal, with direct student costs reduced by 62%. 

24 



A lot has changed since this strategy was created, not least the cost-of-living crisis, and the global situation remains in flux. As such, we are about to launch a new two-year strategy that focuses on beneficiaries, partnerships, and administration. 

## Key Objectives 

- Partnerships: 

   - To fundraise meaningful amounts towards Ashinaga’s international activities. 

- Scholar-facing: 

   - We would like to focus our programming on the most impactful areas in order to best empower UK Scholars in their leadership development. One way of doing this would be to better leverage external programming. 

- Administrative: 

   - To significantly streamline administrative processes relating to payment requests, processing, and book-keeping. 

## Partnerships Overview 

Our longer-term goal is to require no additional funding from Ashinaga Foundation. To do this, we have a three-pronged fundraising approach, working with corporates, foundations, and individual donors. Our primary immediate goal is to build connections with potential supporters, including from the African and Japanese diasporas. In parallel with this, we will continue approaching companies and foundations, and initiate a new project where we reconnect with former Ashinaga interns to engage them with our work. 

## Scholar-facing Overview 

Given our partnerships with the University of York and University of Warwick, we are aiming for all new Scholars to attend one of these universities. This allows us to better understand and leverage university provision of leadership and professional skills programming, allowing us to focus our support on Scholar engagement with sub-Saharan Africa, contributing to development while being a Scholar (rather than post-graduation), and preparing Scholars for African job markets. In addition to this leveraging of external programming, we are going to adopt some technological solutions to improve Scholars’ experience of our programming. We will also look to further increase the voice of Scholars in every aspect of our work, from Governance to programming. 

## Administrative Overview 

Our focus here will be to further simplify payment request, processing, and book-keeping systems, again by using technological solutions. 

25 



## Structure, Governance and Management 

## Our governing document 

Ashinaga Association in the UK is registered as a private company, limited by guarantee (10634278), and with the Charities Commission (1183750). Our governing document is our Articles of Association. This document is available from Companies House. 

## How our organisation is constituted 

Ashinaga Association in the UK works closely with the Ashinaga Foundation, based in Japan, and the Ashinaga offices in Uganda, Senegal, France, America, and Brazil. The Ashinaga Foundation has provided seed-funding for these offices, including our own, to undertake their work and to establish a self-sustaining model over time. Yoshiomi Tamai, a UK board member, is the founder of the Ashinaga Foundation. Noriko TominagaCarpentier and Yukie Seki are also members of both the UK and Japanese boards. Sir Eric Thomas is a member of the UK board and a member of the _Kenjin-Tatsujin_ advisory board. Day-to-day managerial responsibility is delegated to the Chief Executive Officer. 

Ashinaga is also a member of the HALI (High-Achieving Low-Income) Access Network. The HALI Access Network is an association of non-profit organizations in Africa that support high-achieving, low-income (HALI) students to access international higher education opportunities. HALI strives to level the playing field in international education to increase inclusion, access and scholarship support for remarkable students who only lack finances to make their educational dreams come true. HALI believes in the power of education to change communities, and in the impact our students have on college and university campuses. 

## Methods for recruiting and appointing new trustees, including any constitutional provisions 

The trustees of the charity shall be as follows: 

- up to five persons (willing to act as trustees) appointed by ordinary resolution; 

- up to two persons (willing to act as trustees) appointed by Ashinaga Japan from time to time by written notice to the charity; 

- up to two persons with expertise, knowledge, or connections of particular value to the charity in furthering its objects (willing to act as trustees) appointed by trustees; and 

- up to two persons (willing to act as trustees) appointed by the trustees from time to time. 

The Board regularly reviews the skills present within its members, and where any gapslie, and works with the Ashinaga Foundation to ensure the effectiveness of the makeup of 

26 



the Board. Full details of the Appointment process may be found in our Articles of Association. 

Training is offered on a continual basis to all Trustee’s to assist them in their role and governance of the Charity. 

27 



## Financial Review 

Ashinaga Association in the UK achieved all its key targets for the 2021–2022 fiscal year and achieved this significantly under the anticipated budget. The board are delighted with the achievements of this fiscal year and feel that the charity is very well positioned to take the next steps in creating more partnerships with supporters of our work. A budget for 2022–2023 has been agreed with Ashinaga Foundation, who will support our activities on an ongoing basis. This support includes a commitment to provide the financial support the organisation needs for at least 12 months from the date of sign-off of these financial statements. 

The trustees regularly consider and evaluate the risks and uncertainties the charity faces. These include those associated with the first income-generating project we have undertaken, of providing leadership services to the University of Bristol, and risks faced by beneficiaries, including the disproportionate impact that remote-learning had on AAI Scholars. Larger risks discussed include the potential impact of the cost-of-living crisis on donations, though the board note that the fundraising team has adjusted its approach to reflect these new realities. The board want to thank staff members for their continued flexibility and creativity in this challenging and unusual time. 

The trustees would like to highlight the financial commitments made last year, the partnerships with the University of York and University of Warwick. As noted in the financial statements last year (see Note 10), under these partnerships the universities will meet the tuition fees for AAI Scholars and Ashinaga UK will provide restricted grants to the universities for use on AAI Scholars’ stipends. These partnerships will reduce the average cost to Ashinaga UK of an AAI Scholar completing the program by 62 per cent. These liabilities were taken on after a full discussion with the Ashinaga Foundation, as the major donor to Ashinaga UK, on the impact of this on our budget. Ashinaga Foundation has agreed to underwrite these grants on behalf of the charitable company. In accordance with the requirements of accounting standards, at the year-end, the charitable company has recognised as liabilities, the contracted value of the commitments made to the universities for the term of the agreements. The benefit of the lack of tuition fees will be recognised over the term of the agreements. The reported deficit in the financial statements reflects these commitments by increasing the reported deficit by £2.3m in the prior year, which also impacts on restricted funds at the year end and resulting in a net deficit position overall. 

Our reserves policy aims to build up 3 months of operational expenditure, estimated to be approximately £155,000. In making this calculation, the long-term commitment to the universities mentioned above is excluded on the basis that these are underwritten by Ashinaga Foundation. This policy is underpinned by a letter of support from the Ashinaga Foundation, along with their balance sheet and profit and loss statements. This is based 

28 



on the trustees’ assessment of the appropriate level of security for the charity’s operations in the event of a reduction or delays to income. They expect the charity’s reserves to build up to this level over the next few years. 

Remuneration of senior staff members is reviewed on an annual basis by the Board of Trustees. 

29 



## Statement of trustees’ responsibilities 

The trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have elected to prepare the financial statements in accordance with the United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the income, expenditure and financial activities of the charity for that period. In preparing these financial statements, the trustees are required to: 

- select suitable accounting policies and then apply them consistently 

- make judgements and accounting 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 a going concern basis unless it is inappropriate to presume that the company will continue in business. 

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption. 

The Trustees’ Report is signed on behalf of the Board 

………………………………………………….. 

Dr Michael Rivera King 

Trustee 

Date:  20th December 2022 

30 



## Ashinaga Association in the UK 

## Independent Auditors' Report to the Members of Ashinaga Association in the UK 

## **Opinion** 

We have audited the financial statements of Ashinaga Association in the UK for the period ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable laws and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard Applicable in the UK and Ireland' (United Kingdom Generally Accepted Accounting Practice). 

In our opinion the financial statements: 

- give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

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

## **Other information** 

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

31 



## Ashinaga Association in the UK 

Independent Auditors' Report to the Members of Ashinaga Association in the UK 

## **Opinions on other matters prescribed by the Companies Act 2006** 

In our opinion, based on the work undertaken in the course of the audit: 

- the information given in the trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the trustees’ annual report have been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. 

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees’ remuneration specified by law are not made; or 

- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies exemption in preparing the Trustees’ Annual Report and from preparing a Strategic Report. 

## **Responsibilities of trustees** 

As explained more fully in the trustees’ responsibilities statement set out on page 26, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## **Auditor's responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also: 

- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. 

- Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company’s internal control. 

- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. 

32 



Ashinaga Association in the UK 

## Independent Auditors' Report to the Members of Ashinaga Association in the UK 

- Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern. 

- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. 

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. 

## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud** 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. 

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company. 

## **Our approach was as follows:** 

- We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council. 

- We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance. 

- We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. 

- We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations. 

- Based on this understanding, we designed specific appropriate audit procedures to identify instances of noncompliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. 

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. 

33 



Independent Auditors' Report to the Members of Ashinaga Association in the UK 

## Ashinaga Association in the UK 

## **Use of our report** 

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken for no purpose other than to draw to the attention of the company’s members those matters which we are required to include in an auditor’s report addressed to them. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the company and company’s members as a body, for our work, for this report, or for the opinions we have formed. 

## 20 December 2022 

## **James Saunders** 

Senior Statutory Auditor For and on behalf of Moore Kingston Smith LLP, Statutory Auditor 

The Shipping Building The Old Vinyl Factory Blyth Road Hayes, London UB3 1HA 

34 



## Ashinaga Association in the UK 

## Statement of Financial Activities For the year ended 31 March 2022 (incorporating Income and Expenditure Account) 

|**Notes**<br>**Income from:**<br>**Donated services**<br>In kind support<br>Donations<br>Other income<br>**Total income**<br>**Expenditure on:**<br>Fundraising activities<br>Charitable activities<br>Student support<br>**2**<br>**Total expenditure**<br>**Reconciliation of funds**<br>Fund Balance brought forward<br>At 1 April 2021<br>**Fund balance carried forward**<br>**At 31 March 2022**<br>**11**<br>**Net movement income/(expenditure) and Net**<br>**movement in funds**|**Unrestricted**<br>**Funds**<br>**2022**<br>**£**<br>29,334<br>-<br>26,905<br>56,239<br>-<br>44,075<br>44,075<br>12,164<br>165,125<br>177,289|**Restricted**<br>**Funds**<br>**2022**<br>**£**<br>-<br>784,652<br>-<br>784,652<br>1,327<br>603,938<br>605,265<br>179,387<br>(2,342,549)<br>(2,163,162)|**Total**<br>**Funds**<br>**2022**<br>**£**<br>29,334<br>784,652<br>26,905<br>840,891<br>1,327<br>648,013<br>649,340<br>191,551<br>(2,177,424)<br>(1,985,873)|**Total**<br>**Funds**<br>**2021**<br>**£**<br>39,158<br>529,419<br>6,920|
|---|---|---|---|---|
|||||575,497|
|||||237<br>2,892,455|
|||||2,892,692|
|||||(2,317,195)<br>139,771|
|||||(2,177,424)|



There were no recognised gains or losses during the year other than the movements shown above. All the above results derive from continuing activities. 

The accompanying notes form an integral part of these accounts. 

35 



## Ashinaga Association in the UK 

## Balance Sheet 

## As at 31 March 2022 

|**Note**<br>**Fixed Assets**<br>Tangible Assets<br>**5**<br>**Current Assets**<br>Debtors and prepayments<br>**6**<br>Cash at bank<br>**Current Liabilities**<br>**7**<br>Net Current Assets<br>**Total assets less current liabilities**<br>**Non-current Liabilities**<br>**8**<br>**Total Net Assets**<br>**Total Funds**<br>General Unrestricted Funds<br>**11**<br>Restricted Funds<br>**11**|**2022**<br>**£**<br>87,019<br>191,503<br>278,522<br>(237,914)|**2022**<br>**£**<br>3,425<br>3,425<br>40,608<br>44,033<br>(2,029,906)<br>(1,985,873)<br>(1,985,873)<br>(1,985,873)|**2021**<br>**£**<br>45,551<br>87,109<br>132,660<br>(85,307)<br>165,125<br>(2,342,549)|**2021**<br>**£**<br>3,250|
|---|---|---|---|---|
|||||3,250<br>47,353<br>50,603<br>(2,228,027)|
||||||
||177,289<br>(2,163,162)||||
|||||(2,177,424)|
|||||(2,177,424)|
|||||(2,177,424)|



These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime. 

Approved by the Board and authorised for issue on ………………………. 2022.20th December 

**Michael Rivera King Director** 


## **Company registration number: 10634278 (England and Wales)** 

36 



## Ashinaga Association in the UK 

## Statement of Cash Flows 

For the year ended 31 March 2022 

|**Note**<br>**Cash flows from operating activities**<br>Cash absorbed by operations<br>**13**<br>**Investing activities**<br>Purchase of tangible fixed assets<br>**Net cash used in investing activities**<br>**Financing activities**<br>Borrowing<br>**Net cash generated from financing**<br>**activities**<br>**Net (decrease)/increase in cash and**<br>**cash equivalents**<br>Cash and cash equivalents at beginning of<br>year<br>**Cash and cash equivalents at end of**<br>**year**|**2022**<br>**£**<br>(2,551)<br>-|**2022**<br>**£**<br>106,945<br>(2,551)<br>-<br>104,394<br>87,109<br>191,503|**2021**<br>**£**<br>-<br>-|**2021**<br>**£**<br>(11,354)<br>-<br>-|
|---|---|---|---|---|
|||||(11,354)<br>98,463|
|||||87,109|



37 



## Ashinaga Association in the UK 

Notes to the Financial Statements For the year ended 31 March 2022 

## **1 Accounting Policies** 

## **1.1 Basis of Preparation of Financial Statements** 

The financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The incorporated private company is a public benefit entity for the purposes of FRS 102 and a registered charity (charity number 1183750) established as a company limited by guarantee (company number 10634278) and therefore has also prepared its financial statements in accordance with the 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 (The FRS 102 Charities SORP), the Companies Act 2006 and the Charities Act 2011. The company's registered office address is 13/14 Cornwall Terrace, Outer Circle, Marylebone, London, NW1 4QP. 

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest pound. 

## **1.2 Going concern** 

The charitable company generated a surplus of £191,551 in the year ended 31 March 2022, and had net liabilities of £1,985,873 at the balance sheet date. The key element of the net liabilities position is committed donations to Universities of £2,254,320, which will be payable over several years. Ashinaga Foundation has agreed to underwrite these commitments on behalf of the charitable company. 

A confirmation has been received from Ashinaga Foundation in Japan that it will continue to financially support Ashinaga Association in the UK for a period of at least one year from the date of the approval of these financial statements. Donations from Ashinaga in Japan has been the primary source of income for the charity. As a result the directors believe that the charitable company will be able to continue to meet its liabilities as they fall due for a period of at least twelve months from the date of approval of the financial statements. Accordingly, the company has adopted the going concern basis of accounting. 

## **1.3 Income** 

All income in the Statement of Financial Activities is shown gross of the associated costs and is accounted for where there is entitlement to the income, it is probable that the benefits associated with it will flow to the charitable company and it can be reliably measured. 

In kind support is recognised as income when the following criteria are met: 

- Entitlement – Control over the expected economic benefits that flow from the donation has passed to the charity and any performance related conditions attached to the donation have been fully met. 

- Probable – It is more likely than not that the economic benefits associated with the donated item will flow to the charity. 

- Measurement – The fair value or value to the charity of the donated item can be measured reliably. 

## **1.4 Expenditure** 

All expenditure is accounted for on an accruals basis and has been allocated on the bases indicated below: 

Governance costs include those incurred in the governance of the company and are primarily associated with constitutional compliance and statutory requirements. 

Costs are allocated to direct expenditure where they relate directly to the pursuit of the objectives. Non specific administrative costs are allocated to other expenditure. 

38 



## Ashinaga Association in the UK 

Notes to the Financial Statements For the year ended 31 March 2022 

## **1 Accounting Policies (continued)** 

All expenditure is presented inclusive of irrecoverable VAT which is charged as a cost against the activity for which the expenditure was incurred. 

## **1.5 Fixed Assets and Depreciation** 

Tangible fixed assets anticipated to have a useful life extending beyond the period end are capitalised and included at cost. Depreciation is provided on fixed assets at rates which will write off the cost of the assets over their useful effective lives on a straight line basis. 

The effective lives are: Furniture, fixtures and equipment -  5 years Computer equipment -  3 years 

## **1.6 Investments** 

Realised and unrealised gains and losses are added to or deducted from the appropriate fund in the Balance Sheet. 

## **1.7 Cash and cash equivalents** 

Cash and cash equivalents include cash in hand, deposits held at call with bank, and other short-term liquid investments with original maturities of three months or less. 

## **1.8 Financial instruments** 

Financial instruments are recognised in the company's balance sheet when the company becomes party to the contractual provisions of the instrument. 

Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised 

cost, using the effective interest rate method. 

Other financial assets, including investments in equity instruments which are not subsidiaries, associates or joint ventures, are initially measured at fair value, which is normally the transaction price. Such assets are subsequently carried at fair value and the changes in fair value are recognised in profit or loss. 

Basic financial liabilities, including trade and other payables and loans from fellow group companies  are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. 

## **1.9 Foreign Currencies** 

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are taken to the statement of financial activities. 

## **1.10 Restricted funds** 

These are funds which must be used in accordance with the particular terms specified by the donors. 

## **1.11 Unrestricted Funds** 

These are funds which can be used in accordance with the charitable objects at the discretion of the trustees. 

## **1.12 Government grants** 

Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant conditions will be met and the grants will be received. 

Government grants are recognised as income over the periods when the related costs are incurred. 

39 



Notes to the Financial Statements For the year ended 31 March 2022 

## Ashinaga Association in the UK 

## **1 Accounting Policies (continued)** 

## **1.13 Judgements and key sources of estimation purposes** 

In the application of the company’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. 

There are not considered to be any critical judgements or key sources of estimation which have a significant impact upon the financial statements, apart from the decision to prepare the financial statements on a going concern basis as mentioned above. 

|**2**<br>**Student support**<br>Direct expenditure (note 3 (a))<br>Support costs (note 3(b))<br>**3 (a) Direct expenditure**<br>Housing, subsistence and living costs<br>Other living services<br>Restricted grant (note 10)<br>**(b) Support Costs**<br>Staff costs<br>Rent<br>Advertising<br>Venue hire<br>Travel and subsistence<br>Stationary<br>Telephone and internet<br>Computer equipment<br>Repairs and maintenance<br>Insurance<br>Recruitment<br>Training<br>Bank charges<br>Legal and professional<br>Depreciation<br>Sundry expenses<br>Governance costs (see below)|**2022**<br>**£**<br>491,196<br>156,817<br>648,013<br>**2022**<br>**£**<br>184,597<br>306,599<br>-<br>491,196<br>82,782<br>13,860<br>29,334<br>200<br>520<br>387<br>728<br>1,109<br>137<br>270<br>-<br>2,710<br>223<br>12,478<br>2,376<br>53<br>9,650<br>156,817|**2021**<br>**£**<br>2,708,862<br>183,593|
|---|---|---|
|||2,892,455|
|||**2021**<br>**£**<br>250,645<br>172,467<br>2,285,750|
|||2,708,862|
|||100,987<br>13,860<br>39,158<br>-<br>40<br>273<br>667<br>726<br>343<br>1,369<br>504<br>946<br>545<br>11,668<br>2,832<br>25<br>9,650|
|||183,593|



40 



## Ashinaga Association in the UK 

Notes to the Financial Statements (Continued) For the year ended 31 March 2022 

|**(c) Governance Costs**<br>Auditor's remuneration:<br>- for audit services<br>- for non audit services<br>**4**<br>**Staff Costs**<br>Wages and salaries<br>Social Security costs<br>Pension costs|**2022**<br>**£**<br>9,650<br>-<br>9,650<br>**2022**<br>**£**<br>204,125<br>13,005<br>10,694<br>227,824|**2021**<br>**£**<br>9,650<br>-|
|---|---|---|
|||9,650|
|||**2021**<br>**£**<br>237,172<br>15,394<br>12,653|
|||265,219|



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

||**2022**|**2021**|
|---|---|---|
||**Number**|**Number**|
|Administration|6|6|



One employee was paid in excess of £60,000. 

The total amount of employee benefits (including employer pension contributions and employer national insurance contributions) received by a trustee, Dr Michael Rivera King for his services as the chief executive officer, to the company was between £60,000 - £70,000 (2021: £50,000 - £60,000). This arrangement has been as allowed by the governing document and as notified to the Charity Commission on charity registration. 

No trustees' expenses were reimbursed in the current or the prior year. 

## **5 Fixed Assets** 

|**Cost**<br>At 1 April 2021<br>Additions<br>At 31 March 2022<br>**Depreciation**<br>At 1 April 2021<br>Charge for the year<br>At 31 March 2022<br>**Net Book Value**<br>At 31 March 2022<br>At 1 April 2021|**£**<br>709<br>-<br>709<br>(560)<br>(149)<br>(709)<br>-<br>149<br>**Furniture and**<br>**Fixtures**|**£**<br>8,527<br>2,551<br>11,078<br>(5,426)<br>(2,227)<br>(7,653)<br>3,425<br>3,101<br>**Computer**<br>**equipment**|**Total**<br>**£**<br>**£**<br>263<br>9,499<br>-<br>2,551<br>**Office**<br>**equipment**|
|---|---|---|---|
||||263<br>12,050|
||||(263)<br>(6,249)<br>-<br>(2,376)|
||||(263)<br>(8,625)|
||||-<br>3,425|
||||-<br>3,250|



41 



## Ashinaga Association in the UK 

Notes to the Financial Statements (Continued) For the year ended 31 March 2022 

|**6**<br>**Debtors and Prepayments**<br>Prepayments<br>Other debtors<br>**7**<br>**Current Liabilities**<br>Trade creditors<br>Other creditors<br>Other taxation and social security<br>Loan from Ashinaga Foundation<br>Accruals<br>**8**<br>**Non-current Liabilities**<br>Other creditors (note 10)|**2022**<br>**£**<br>85,352<br>1,667<br>87,019<br>**2022**<br>**£**<br>-<br>224,414<br>-<br>-<br>13,500<br>237,914<br>**2022**<br>**£**<br>2,029,906|**2021**<br>**£**<br>43,956<br>1,595|
|---|---|---|
|||45,551|
|||**2021**<br>**£**<br>3,288<br>59,908<br>7,597<br>-<br>14,514|
|||85,307|
|||**2021**<br>**£**<br>2,228,027|



## **9 Retirement benefit schemes** 

## **Defined contribution schemes** 

The charitable company operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charitable company in an independent administered fund. 

The charge to the income and expenditure account in respect of defined contribution schemes was £10,694 (2021: £12,653). 

The balance outstanding at the year end in respect of defined contribution schemes was £nil (2021: £1,888). 

## **10 Financial commitments, guarantees and contingent liabilities** 

At the year end, the charitable company had made a financial and pastoral commitment to support a number of students studying in the UK for the rest of the academic year. This financial commitment was estimated to be £35,385 (2021: £42,900). 

In 2020-2021 the charitable company signed partnership agreements with the University of York and University of Warwick. Under these agreements the charitable company has agreed to provide restricted grants to the universities, to be used to provide stipends to AAI Scholars over the period. These liabilities were taken on after a full discussion with the Ashinaga Foundation, as the major donor to Ashinaga UK, on the impact of this on the charitable company's budget. Ashinaga Foundation has agreed to underwrite these grants on behalf of the charitable company. 

42 



## Ashinaga Association in the UK 

Notes to the Financial Statements (Continued) For the year ended 31 March 2022 

## **11 Analysis of Net Assets between Funds** 

Fund balances at 31 March 2022 are represented by: 

|Tangible fixed assets<br>Current assets and liabilities<br>Non-current liabilities<br>**Total net assets**|**General**<br>**Funds**<br>**£**<br>3,425<br>173,864<br>-<br>177,289|**Restricted**<br>**Funds**<br>**£**<br>-<br>(133,256)<br>(2,029,906)<br>(2,163,162)|**Total**<br>**Funds**<br>**£**<br>3,425<br>40,608<br>(2,029,906)|
|---|---|---|---|
||||(1,985,873)|



The deficit on restricted funds will be met by future funding from Ashinaga Foundation, the ultimate controlling party. 

## **12 Operating lease commitments** 

## **Lessee** 

At the reporting end date the charity had outstanding commitments for future minimum lease payments under noncancellable operating leases as follows: 

|Operating leases expiring:<br>Within one year|**2022**<br>**£**<br>1,155|**2021**<br>**£**<br>1,155|
|---|---|---|



## **13 Related party transactions** 

Ashinaga Foundation (Ashinaga) is a not-for-profit organisation based in Japan, which has ultimate control over the company. Ashinaga's corporation number is 0100-05-028962. It's registered office is Main Office 2-7-5 Sabou Kaikan Hirakawa-cho Chiyoda-ku Tokyo, Japan. During the year Ashinaga Foundation made donations to the charity of £761,393 (2021: £510,985). 

## **14 Cash generated from operations** 

|Surplus/(deficit) for the year<br>**Adjustments for:**<br>Depreciation and impairment of tangible fixed assets<br>**Movements in working capital**<br>(Increase)/decrease in debtors<br>(Decrease)/increase in creditors<br>**Cash absorbed by operations**|**2022**<br>**£**<br>191,551<br>2,376<br>(41,468)<br>(45,514)<br>106,945|**2021**<br>**£**<br>(2,317,195)<br>2,832<br>16,272<br>2,286,737|
|---|---|---|
|||(11,354)|



43