## **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.|
|---|---|---|
|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.|
|---|---|---|
|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|
|---|---|---|
|||benefits were incidental to the delivery of the
charity’s purposes and proportionate to the
scale of activity.|
|---|---|---|
|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.|
|---|---|---|
|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:|
|---|---|---|---|
||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:|
|||||
|||● 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.|
|---|---|---|
|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.
4. **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.
5. **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:
- Providing access to services that support the wellbeing and resilience of humanitarian aid workers internationally.
- 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.
- 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.|
|---|---|---|
|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.|
|---|---|---|
|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.|
|---|---|---|
|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**||||
|||||
|||||
|||||
|||||
|**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**|
|---|---|
|**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|
|---|---|---|
Page 1
**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|
|---|---|---|---|---|
|||||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:
- (a) ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and
- (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
Page 2
## **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
Page 3
## **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|
|---|---|---|---|---|---|
|||||||
||||2024
£
183
1,213
428
412
120|||
This page does not form part of the statutory financial statements
Page 4