Trustees’ Annual Report for the period
From 14/06/23 Period start date To 31/10/2024 Period end date
Charity name: The Pandora Aid Project
Charity registration number: 1203537
Objectives and Activities
| SORP reference | ||
|---|---|---|
| Summary of the purposes of the charity as set out in its governing document |
Para 1.17 | 1. To provide access to services but not exclusively for public benefit, which support the wellbeing of humanitarian aid workers internationally, in particular but not exclusively by connecting humanitarian aid workers , NGOs and organisations with qualified practitioners and service providers who can support their wellbeing and resilience before, during and after their time working in humanitarian aid. 0. To advance volunteer and aid worker’s understanding of the humanitarian context. Promote improvements in their practice, wellbeing and resilience of their teams for public benefit by providing training sessions and educational opportunities for humanitarian aid workers and volunteers entering aid work. This in turn improves the services that they provide for their beneficiaries. 0. To promote wellbeing and resilience in humanitarian aid workers by providing access to psychosocial support |
| Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts. |
Para 1.17 and 1.19 |
During the year, the charity delivered online training to humanitarian aid workers, volunteers, and organisations internationally on topics including psychological first aid, safe offboarding, vicarious trauma, compassion fatigue, stress |
| management, team building, and cross-cultural team management. We also provided safeguarding awareness sessions to small organisations. In providing these services, the charity ensured access was inclusive and not limited by financial barriers. Training was delivered at low or no cost where needed, ensuring that those of modest means were not excluded from benefit. The training content was designed to be directly applicable to participants’ humanitarian roles and delivered by qualified practitioners. Care was taken to minimise any risks of harm by embedding safeguarding principles, safe practice boundaries, and signposting to further support throughout all sessions. These activities enhanced individual wellbeing, strengthened team resilience, improved organisational capacity, and advanced understanding of the humanitarian context, thereby improving the quality of services delivered to beneficiaries. |
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| Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit |
Para 1.18 | The trustees reviewed the Charity Commission’s PB2 guidance in preparation for this Annual Report to confirm that the charity’s activities and decisions during the year were in full alignment with its charitable purposes and delivered for the public benefit. |
Additional information (optional) You may choose to include further statements where relevant about:
| SORP reference | ||
|---|---|---|
| Policy on grant making | Para 1.38 | n/a |
| Policy on social investment including program related investment |
Para 1.38 | n/a |
| Contribution made by volunteers |
Para 1.38 | Since its establishment in 2020, the Pandora Project has been entirely founded upon, and sustained by, the commitment of its volunteers. Over the past four years, every aspect of the organisation’s development, governance, and service delivery has been undertaken without paid staff, reflecting a remarkable level of dedication and shared purpose. This voluntary effort has not only enabled the creationand growthofthe |
Project but also ensured its continued operation as a 100% volunteer-led initiative until this year. The trustees wish to record their deep appreciation for the time, skills, and expertise freely given by all those involved, without which the charitable objectives of the Pandora Project could not have been advanced for the public benefit. Other
Achievements and Performance
| SORP reference | ||
|---|---|---|
| Summary of the main achievements of the charity, identifying the difference the charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole. |
Para 1.20 | In 2024, The Pandora Project continued to make a measurable difference to the wellbeing, resilience, and safeguarding capacity of humanitarian workers, grassroots NGOs, and communities they serve. Through 16 facilitated training sessions, delivered in collaboration with Indigo Volunteers, we reached 194 participants from over 54 organisations worldwide. These sessions – covering topics such as Psychological First Aid, Stress Management, and Safe Endings (how to leave a volunteer placement without causing harm) – provided volunteers and aid workers with practical skills to mitigate the impact of trauma, improve team cohesion, and enhance the quality of support provided to affected populations. In line with our public benefit duty, we monitored inclusion and accessibility by offering sessions across multiple time zones, providing free access where cost could have been a barrier, and incorporating participant feedback into programme adjustments. This helped ensure that no groups were unfairly excluded. Our safeguarding consultancy work, in partnership with Choose Love (Choose Love is a charity that supports refugees and displaced people worldwide through the distribution of funds and practical aid.), supported five international organisations in developing and strengthening safeguarding frameworks through co-creation, tailored training, and policy review. This work has built organisational capacity, improved protection for beneficiaries, and embedded safeguarding as a core operational standard. By enhancing safeguarding practices, our |
work contributed to reducing risks of harm to vulnerable groups, directly aligning with the PB2 requirement to consider risks of detriment as part of public benefit delivery. The wider benefits of our work include fostering a supportive humanitarian community that prioritises wellbeing, resilience, and ethical practice. By equipping individuals and organisations with knowledge, tools, and networks, The Pandora Project contributes to a more sustainable and compassionate humanitarian sector, ensuring that the needs of vulnerable populations are met by capable, healthy, and well-supported responders.
Additional information (optional) You may choose to include further statements where relevant about:
In line with our strategic objectives, The Achievements against Para 1.41 Pandora Project in 2024 delivered objectives set high-quality capacity sharing, people and organisational wellbeing support, and safeguarding consultancy to humanitarian workers and grassroots NGOs.
Our objective to provide accessible and impactful training was achieved through 16 facilitated sessions, delivered in partnership with Indigo Volunteers, reaching 194 participants from over 54 organisations globally. This training – including Psychological First Aid, Stress Management, and Safe Endings – met our goal of improving the knowledge, wellbeing, and resilience of humanitarian actors, as evidenced by consistently high participant satisfaction and increased confidence reported in post-training evaluations. In support of our safeguarding objective, we collaborated with Choose Love to assist five partner organisations in the UK, USA, Italy, Greece, Egypt, and Palestine. Through a collaborative approach, we guided these partners in assessing needs, developing policies, delivering safeguarding training, and embedding robust frameworks, thereby strengthening the protection of affected populations and ensuring sustainable organisational practices. Our wellbeing programs were continuously developed by piloting new training modules, delivering in-person sessions in challenging contexts such as Cameroon, and supporting
| intercultural team-building for humanitarian refugee support teams in Athens. These initiatives directly advanced our mission to challenge the stigma around self-care in aid work and to foster a culture of resilience and compassion across the sector. |
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| Performance of fundraising activities against objectives set |
Para 1.41 | Our objective for 2024 was to secure sufficient income to sustain the delivery of our training and consultancy activities, while exploring opportunities to diversify our funding sources. This year, the majority of our income was generated through fee-based activities, with 71.4% from operating income, 15.3% from training delivery, and 11.9% from safeguarding consultancies. In addition, we continued to receive a monthly donation from a trustee, which has been instrumental in covering team stipends and ensuring operational continuity. While we did not undertake large-scale public fundraising campaigns in 2024, our income model met its core objective in covering our operational costs and enabling delivery of services in line with our mission. The financial model supporting our training programme remains financially sustainable. Additionally, we made a strategic decision to allocate expenditure towards team capacity building, recognising this as an investment in the quality and reach of our future work. The consultancy model will be adapted in 2025 to ensure greater financial viability, allowing us to continue offering high-quality support while strengthening organisational sustainability. |
| Investment performance against objectives |
Para 1.41 | The Pandora Project does not currently hold financial investments, and as such no formal investment portfolio performance is reported for 2024. In line with our objectives, any available reserves have been held in cash to ensure liquidity and operational flexibility. During the year, we made a conscious decision to reinvest surplus income directly into team capacity building, safeguarding framework development, and programme delivery, recognising these as strategic investments in the quality, sustainability, and reach of our work. While these are not financial investments in the conventional sense, they have yielded significant returns |
in terms of organisational capability, service quality, and impact for our beneficiaries. Looking ahead, the trustees will continue to review the organisation’s financial position to determine whether holding formal investments would be appropriate in future years, balancing potential returns with the priority of maintaining immediate resources for programme delivery.
Other
Financial Review
| Review of the charity’s financial position at the end of the period |
Para 1.21 | At the close of the financial year ending 31 October 2024, The Pandora Aid Project maintained a stable financial position, underpinned by careful management of income and expenditure in alignment with our charitable objectives. Total income for the year amounted to £13,043, comprising £1,721 from training and consultancy services, and £11,322 from donations, including sustained monthly contributions from a trustee which supported team stipends. The charity’s activities — particularly safeguarding consultancy, wellbeing workshops, and capacity-building training — continue to provide a steady, if modest, revenue stream, consistent with our values of delivering high-quality, mission-driven services. Expenditure totalled £12,614, the majority of which related directly to programme delivery. The largest cost remained subcontracted facilitation for training and consultancy (£10,125), reflecting our commitment to engaging skilled specialists to deliver impactful sessions. Operational and administrative costs, including travel, website maintenance, and training resources, were carefully controlled, amounting to £2,356. Depreciation on equipment was recorded at £133. The year concluded with a modest surplus of £429, increasing our reserves from £3,069 in 2023 to £3,498 at year end. This reserve level represents a prudent financial buffer for a charity of our scale, allowing us to absorb fluctuations in income while continuing to invest strategically in capacity-building and staff development. While our financial model remains sustainable, it is dependent on a combination of earned income from training and consultancy, alongside regular donor support. In the coming year, we will continue to explore opportunities to broaden our income base, enhance our partnership portfolio, and ensure our reserves policy supports long-term resilience and growth. The trustees confirm that no personal benefits were received by trustees or staff other than reimbursement of staff member expenses for travel and stipends necessary for delivery of charitable purposes. Any such |
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| benefits were incidental to the delivery of the charity’s purposes and proportionate to the scale of activity. |
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| Statement explaining the policy for holding reserves stating why they are held |
Para 1.22 | The organisation has adopted a reserves policy to ensure the financial stability of The Pandora Aid Project and to safeguard its ability to continue delivering its charitable purposes in the event of unexpected income shortfalls or unforeseen increases in expenditure. Reserves are held to: ● Provide a financial cushion to maintain continuity of services in the event of delays in securing grant funding, consultancy contracts, or donations. ● Enable the charity to meet ongoing obligations to staff and contractors, particularly during periods of lower-than-expected income. ● Allow for the strategic investment in organisational development, training resources, and capacity-building initiatives that directly support our mission. At 31 October 2024, the charity held unrestricted reserves of £3,498 (2023: £3,069). This level represented approximately three months’ core operating costs, which the trustees consider an appropriate and prudent amount for a charity of our size and delivery model. The reserves will be reviewed annually as part of the budgeting process, with consideration given to our projected income streams, delivery commitments, and emerging risks. Where reserves exceed the target level, the trustees will consider reinvesting the surplus into programme expansion, innovation, and enhancing the charity’s infrastructure to further its charitable aims. |
| Amount of reserves held | Para 1.22 | Based on the year-end financial statements, the amount of reserves held at 31 October 2024 is £3,498. This figure represents the charity’s unrestricted funds carried forward into the next financial year and is an increase from |
| the £3,069 held at the end of the previous year. |
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| Reasons for holding zero reserves |
Para 1.22 | n/a |
| Details of fund materially in deficit |
Para 1.24 | At the balance sheet date of 31 October 2024, The Pandora Aid Project Ltd held no funds that were in deficit. All unrestricted funds were in surplus, with total reserves of £3,498 (2023: £3,069). The trustees are committed to ensuring that the charity operates within its means, and regular financial monitoring is undertaken to prevent any fund from falling into deficit. |
| Explanation of any uncertainties about the charity continuing as a going concern |
Para 1.23 | The trustees have considered the charity’s ability to continue as a going concern for the foreseeable future, taking into account current financial performance, cash reserves of £3,498 at year end, and the projected income from training, consultancy, and regular donor contributions. While the charity operates on a modest financial base, there are currently no direct material uncertainties that cast significant doubt on its ability to continue its current operations for at least 6 months from the date of approval of these financial statements.After 6 Months there is a possibility of lack of funding sources due to international donor entrenchment due to the global humanitarian context. The organisation has a stable core of donor support and a track record of securing consultancy and training contracts, which together provide a sustainable income stream relative to its scale. The trustees recognise that reliance on a limited number of income sources presents a potential vulnerability should one source be lost. To mitigate this, the charity is actively pursuing diversification of income and building strategic partnerships to strengthen financial resilience. |
Additional information (optional) You may choose to include further statements where relevant about:
The charity’s principal sources of funds (including any fundraising) |
The charity’s principal sources of funds (including any fundraising) |
The Pandora Aid Project derives its income from a combination of earned income and voluntary contributions. The principal sources during the year ended 31 October 2024 were: |
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| The charity’s principal sources of funds (including any fundraising) |
Para 1.47 | The Pandora Aid Project derives its income from a combination of earned income and voluntary contributions. The principal sources during the year ended 31 October 2024 were: |
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| ● Training and consultancy services – Delivered to humanitarian organisations, grassroots NGOs, and volunteers, with income generated from safeguarding consultancy, wellbeing workshops, and capacity-building sessions. This stream accounted for £1,721 (13% of total income). ● Donations – Primarily from regular supporter contributions, including sustained monthly donations from a trustee to support staff stipends. Total donations for the year amounted to £11,322 (87% of total income). The charity does not currently undertake public fundraising campaigns or apply for large-scale grant funding. Instead, its financial model is built on maintaining long-term partnerships, delivering high-quality, mission-aligned services, and cultivating a small base of committed donors. In November 2024, the charity submitted a funding application to support the salary of the Programme Manager, reflecting our strategic aim to secure dedicated resources for core staff and strengthen operational capacity. This funding approach ensures that resources are closely aligned with our charitable activities and that overheads remain proportionate to income. The trustees will continue to explore opportunities to broaden and diversify the income base to strengthen financial resilience in future years. |
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| Investment policy and objectives including any social investment policy adopted |
Para 1.46 | n/a |
| A description of the principal risks facing the charity |
Para 1.46 | The organisation has undertaken a review of the principal risks facing The Pandora Aid Project and has implemented measures to mitigate these risks where possible. 1.Reliance on a limited number of income sources. A significant proportion of the charity’s income is derived from a small base of |
committed donors, including one trustee, and from consultancy and training contracts. The loss of any of these sources could impact the charity’s ability to meet its financial commitments. Mitigation: The charity is actively seeking to diversify income streams through new partnerships, funding applications (including the November 2024 bid for Programme Manager salary support), and expanding training and consultancy offers. 2. Capacity and staff resource constraints . As a small organisation with limited core funding, the charity’s operational capacity is dependent on a small team. Staff illness, turnover, or lack of funding for key posts could hinder service delivery. Mitigation: The organisation prioritises securing funding for core staff roles and fostering a flexible working model supported by a network of trusted associates. 3. Economic and funding environment . External economic pressures, changes in donor priorities, or reductions in humanitarian sector funding could reduce income and increase competition for available funds, due to de-prioritisation of the services that The Pandora Project provides. Mitigation: The charity maintains lean operating costs, holds prudent reserves, and builds strong relationships with existing donors and partners to help sustain funding.
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Reputational risk . Given the safeguarding and wellbeing nature of the work, any failure to uphold professional standards or respond appropriately to partner needs could damage the charity’s reputation. Mitigation: The organisation has robust safeguarding procedures, clear quality assurance processes, and ongoing staff training to maintain high standards.
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Public benefit delivery risks (safeguarding, accessibility, volunteer wellbeing). There is a risk that services could unintentionally
exclude people of modest means, or that staff/volunteer wellbeing issues could affect safe delivery, leading to detriment to beneficiaries. Mitigation: Safeguarding policies and procedures are embedded across all programmes; access barriers are reduced through flexible scheduling, remote delivery and free/low-cost places where needed; and staff and associate wellbeing is supported through supervision, workload planning and signposting, to prevent unintentional harm to beneficiaries.
Other
Structure, Governance and Management
Description of charity’s trusts:
The Pandora Aid Project is a Charitable Incorporated Organisation (CIO) operating under the ‘Association’ model constitution, with voting members other than its charity trustees. The CIO was established in England and is governed by its constitution, which sets out its charitable purposes, powers, and administrative arrangements.
The charity’s objects are exclusively charitable for the public benefit and focus on:
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Providing access to services that support the wellbeing and resilience of humanitarian aid workers internationally.
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Advancing volunteer and aid workers’ understanding of the humanitarian context through training and educational opportunities, thereby improving their practice and the services they provide to beneficiaries.
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Promoting wellbeing and resilience in humanitarian and frontline workers by providing access to psychosocial support.
The constitution grants the CIO powers to undertake activities necessary to further its objectives, including employing staff, acquiring or disposing of property, delivering training, and engaging in fundraising activities. All income and property of the CIO must be applied solely towards achieving its charitable purposes, and no part may be distributed for private gain. Membership of the CIO is open to individuals, corporate bodies, and organisations interested in furthering its purposes. The charity trustees, who are elected or appointed in accordance with the constitution, are responsible for the strategic direction and management of the CIO’s affairs. The constitution also includes provisions for managing conflicts of interest, applying income and property, and winding up or dissolving the CIO in accordance with the Charities Act 2011.
| Type of governing document (trust deed, royal charter) |
Para 1.25 | The Pandora Aid Project is governed by a Constitution of a Charitable Incorporated Organisation (CIO) with voting members _other than its charity trustees_operating under the Association model. |
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| How is the charity constituted? (e.g unincorporated association, CIO) |
Para 1.25 | The Pandora Aid Project is constituted as a Charitable Incorporated Organisation (CIO) under the Charities Act 2011, operating with voting members other than its charity trustees in accordance with its Association model constitution. |
| Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to appoint one or more trustees |
Para 1.25 | Trustees of The Pandora Aid Project are appointed in accordance with the provisions set out in the charity’s constitution. The charity must have a minimum of three and no more than twelve trustees at any one time. Trustees may be appointed by: ● Election by members at the Annual General Meeting (AGM) to fill vacancies or replace retiring trustees. ● Decision of the existing charity trustees at any time during the year to fill vacancies or appoint additional trustees, provided the maximum number is not exceeded. Under the constitution,The Pandora Project (the appointing body) may appoint up to 12 charity trustees. Appointments are made at a meeting held according to the ordinary practice of the appointing body, for a minimum term of one year. All trustees, whether elected or appointed, have the same duties and responsibilities to act in good faith and in the way they believe is most likely to further the charity’s purposes. Trustees are eligible for reappointment at the end of their term, and the process for removal or resignation is also set out in the constitution, ensuring compliance with the Charities Act 2011. |
Additional information (optional) You may choose to include further statements where relevant about:
The Pandora Aid Project recognises the importance of ensuring that trustees are
| Policies and procedures adopted for the induction and training of trustees |
Para 1.51 | well-prepared to carry out their governance responsibilities effectively. At present, the charity is in the process of reviewing and formalising its induction and training procedures to ensure they fully meet best practice standards and reflect the needs of our growing organisation. The planned framework will include: ● Providing new trustees with the charity’s constitution, the latest Trustees’ Annual Report and financial statements, and key organisational policies. ● An induction meeting with the Director and/or Chair of Trustees to outline the charity’s mission, strategic priorities, governance structure, and legal duties under the Charities Act 2011. ● A briefing on safeguarding, data protection, and conflict of interest procedures. ● Access to the Charity Commission’s _“The Essential Trustee”_guidance (CC3) and other relevant resources. ● Opportunities for ongoing development through sector training, conferences, and peer learning. While elements of this process are already in place informally, the current review will ensure a consistent, documented approach for all trustees. This will strengthen governance, support effective decision-making, and equip trustees with the skills and knowledge needed to guide the charity in delivering its mission. |
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| The charity’s organisational structure and any wider network with which the charity works |
Para 1.51 | The Pandora Aid Project operates as a Charitable Incorporated Organisation (CIO) with voting members other than its charity trustees. Strategic oversight and governance are provided by the board of charity trustees, who are responsible for setting the charity’s direction, ensuring compliance with its constitution and the Charities Act 2011, and safeguarding the charity’s assets and reputation. Day-to-day management and delivery of activities are delegated to the Director, |
| supported by a small core team including a Programme Manager/Safeguarding Lead and a Lead Psychologist. Additional capacity is provided through a network of trusted associate trainers and consultants, engaged on a project basis to deliver specialist safeguarding, wellbeing, and capacity-building services. The charity works in partnership with a range of organisations in the humanitarian and voluntary sectors. Key collaborations in 2024 included partnerships with Indigo Volunteers, Choose Love, Saffron Kitchen Project, and other grassroots NGOs internationally, enabling the charity to extend its reach and impact. These relationships are based on shared values, co-creation of programmes, and a focus on long-term capacity building for partners. The charity does not form part of a formal federated structure, but operates within a wider informal network of humanitarian support organisations, drawing on shared expertise, sector standards, and collaborative opportunities to advance its mission. |
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| Relationship with any related parties |
Para 1.51 | The Pandora Aid Project maintains a transparent approach to relationships with related parties, as defined in its constitution and in accordance with the Charities Act 2011. One of the charity’s trustees provides regular monthly donations which contribute towards staff stipends. This arrangement is conducted on an arm’s-length basis, with the trustee receiving no personal benefit from the donation. The charity also works in partnership with a number of organisations, including Indigo Volunteers and Choose Love, on programme delivery. These partnerships are operational collaborations and do not confer any governance or controlling interest over the charity. All transactions and relationships with related parties are managed in line with the charity’s conflict of interest policy, with trustees required to declare any relevant interests and to withdraw from decision-makingwhere a conflictmight arise. |
Such arrangements are recorded in board meeting minutes to ensure full transparency. Other
Reference and Administrative details
| Charityname | ThePandoraAidProject |
|---|---|
| Other name the charity uses | The Pandora project |
| Registered charity number | 1203537 |
Charity’s principal address |
4 Montclair Drive Mossley Hill Liverpool L180HA |
Names of charity trustees who manage the Charity
| tees who manage the | Charity | |
|---|---|---|
| Office (if any) | Date acted if not for whole year |
Name of person or body entitled to appoint trustee (if any) |
| Whole year | Emily wilson | |
| Whole year | Emily wilson | |
| Whole year | Emily wilson | |
| Jan 24- March 24 | Emily wilson | |
| Absent | Emily wilson |
Director name
Emily Wilson
Name of trustees holding title to property belonging to the charity
| Trustee name | Dates acted if not for whole year | |
|---|---|---|
| n/a | ||
| n/a | ||
| n/a | ||
| n/a | ||
| n/a | ||
| n/a |
Funds held as custodian trustees on behalf of others
Description of the assets n/a held in this capacity Name and objects of the n/a charity on whose behalf the assets are held and how this falls within the custodian charity’s objects Details of arrangements for n/a safe custody and segregation of such assets from the charity’s own assets
Additional information (optional)
Names and addresses of advisers (Optional information)
| Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) | Names and addresses of advisers (Optional information) |
|---|---|---|---|
| Type of adviser Name Address |
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| Name of chief executive or names of senior staff members (Optional information) | |||
Exemptions from disclosure
Reason for non-disclosure of key personnel details
The organisation has chosen not to disclose certain personal details of key management personnel in order to protect their privacy and security, particularly given the nature of the charity’s work with humanitarian aid workers and vulnerable communities internationally.
The Pandora Aid Project operates in contexts where safeguarding considerations and data protection are paramount. Public disclosure of personal information could present unnecessary risks to staff, especially those engaged in safeguarding consultancy and wellbeing support for frontline workers.
This approach is consistent with the charity’s safeguarding policy and with data protection legislation, and does not affect the transparency of the charity’s governance or financial reporting.
Other optional information
Declarations
Trustees’ Approval Statement
The trustees confirm that the Trustees’ Annual Report and the financial statements have been approved by the board of trustees and are signed on its behalf by:
Signed: Kenneth CM Wilson
Name: [Full name of trustee] Kenneth Charles Malcolm Wilson Position: [Chair / Treasurer / Trustee] Date: 13 August 2025
The Pandora Aid Project Ltd
Unaudited Financial Statements for the Year Ended 31 October 2024
Sue Matthews & Co Ltd Chartered Accountants Unit 4 Hurricane Drive Hurricane Business Park Liverpool Merseyside L24 8RL
The Pandora Aid Project Ltd
Contents of the Financial Statements for the Year Ended 31 October 2024
| Page | |
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| Income Statement | 1 |
| Balance Sheet | 2 |
| Chartered Accountants' Report | 3 |
| Detailed Income and Expenditure Account | 4 |
The Pandora Aid Project Ltd
Income Statement
for the Year Ended 31 October 2024
| TURNOVER Other income Cost of raw materials and consumables Depreciation and other amounts written off assets Other charges Taxation SURPLUS |
2024 £ 1,721 11,322 (10,125) (133) (2,356) - 429 |
2023 £ 2,411 10,396 (9,188) (167) (2,554) - 898 |
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The Pandora Aid Project Ltd (Registered number: 12961346)
Balance Sheet 31 October 2024
| FIXED ASSETS CURRENT ASSETS CREDITORS Amounts falling due within one year NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES RESERVES |
2024 £ 2,521 443 |
£ 534 2,964 3,498 3,498 |
2023 £ 2,521 (120) |
£ 668 2,401 |
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| 3,069 | ||||
| 3,069 |
NOTES TO THE FINANCIAL STATEMENTS
1. STATUTORY INFORMATION
The Pandora Aid Project Ltd is a private company, limited by guarantee, registered in England and Wales. The company's registered number and registered office address are as below:
Registered number: 12961346 Registered office: 4 Montclair Drive Mossley Hill Liverpool Merseyside L18 0HA
2. AVERAGE NUMBER OF EMPLOYEES
The average number of employees during the year was NIL (2023 - NIL).
The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 October 2024.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 October 2024 in accordance with Section 476 of the Companies Act 2006.
The director acknowledges her responsibilities for:
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(a) ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and
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(b) preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.
The financial statements have been prepared in accordance with the micro-entity provisions.
The financial statements were approved by the director and authorised for issue on 28 July 2025 and were signed by:
Miss E Wilson - Director
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Chartered Accountants' Report to the Director on the Unaudited Financial Statements of The Pandora Aid Project Ltd
In order to assist you to fulfil your duties under the Companies Act 2006, we have prepared for your approval the financial statements of The Pandora Aid Project Ltd for the year ended 31 October 2024 which comprise the Income Statement, Balance Sheet and the related notes from the company's accounting records and from information and explanations you have given us.
As a practising member firm of the Institute of Chartered Accountants in England and Wales (ICAEW), we are subject to its ethical and other professional requirements which are detailed within the ICAEW's regulations and guidance at http://www.icaew.com/en/membership/regulations-standards-and-guidance.
This report is made solely to the director of The Pandora Aid Project Ltd in accordance with our terms of engagement. Our work has been undertaken solely to prepare for your approval the financial statements of The Pandora Aid Project Ltd and state those matters that we have agreed to state to the director of The Pandora Aid Project Ltd in this report in accordance with ICAEW Technical Release 07/16AAF. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than The Pandora Aid Project Ltd and its director for our work or for this report.
It is your duty to ensure that The Pandora Aid Project Ltd has kept adequate accounting records and to prepare statutory financial statements that give a true and fair view of the assets, liabilities, financial position and profit of The Pandora Aid Project Ltd. You consider that The Pandora Aid Project Ltd is exempt from the statutory audit requirement for the year.
We have not been instructed to carry out an audit or a review of the financial statements of The Pandora Aid Project Ltd. For this reason, we have not verified the accuracy or completeness of the accounting records or information and explanations you have given to us and we do not, therefore, express any opinion on the statutory financial statements.
Sue Matthews & Co Ltd Chartered Accountants Unit 4 Hurricane Drive Hurricane Business Park Liverpool Merseyside L24 8RL
28 July 2025
This page does not form part of the statutory financial statements
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The Pandora Aid Project Ltd
| Sales Cost of sales Subcontractors GROSS DEFICIT Other income Donations Expenditure Telephone Travelling Website costs Training & admin costs Accountancy Depreciation Computer equipment NET SURPLUS |
Detailed Income and Expenditure Account for the Year Ended 31 October 2024 2024 £ £ 1,721 10,125 (8,404) 11,322 2,918 183 1,213 428 412 120 2,356 562 133 429 |
Detailed Income and Expenditure Account for the Year Ended 31 October 2024 2024 £ £ 1,721 10,125 (8,404) 11,322 2,918 183 1,213 428 412 120 2,356 562 133 429 |
Detailed Income and Expenditure Account for the Year Ended 31 October 2024 2024 £ £ 1,721 10,125 (8,404) 11,322 2,918 183 1,213 428 412 120 2,356 562 133 429 |
2023 £ - 1,833 543 58 120 |
£ 2,411 9,188 (6,777) 10,396 3,619 2,554 1,065 167 898 |
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| 2024 £ 183 1,213 428 412 120 |
This page does not form part of the statutory financial statements
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