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2022-03-31-accounts

Annual Report and Financial Statements

For the year end 31 March 2022

Contents

Trustees, Strategic Leadership Team, Supporters and Advisors � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3 Chair’s introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 4 The year in numbers � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 6 Trustees’ report – What we do � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �8 Strategic report What we’ve achieved in 2021/22 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 12 Aim 1: Together, we can provide outstanding services for patients � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 13 Aim 2: Together, we can drive lifesaving research � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 17 Aim 3: Together, we can harness the collective power of our supporters � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �20 Aim 4: Together, we can be a stronger voice for patients � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �24 Aim 5: Together, we can � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �27 To 2023, and beyond � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 31 Financial review � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �32 Section 172 statement � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �36 Trustees’ report – How we operate 2021/22 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �48 Independent auditors’ report � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 68 Financial statements Consolidated statement of financial activities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �73 Parent charity only statement of financial activities � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �74 Consolidated and charity balance sheets � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �75 Consolidated and charity statements of cash flow � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �76 Notes to the financial statements � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �77

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~2~~

Trustees, Strategic Leadership Team, Supporters and Advisors

Patron

Olivia Colman CBE

Life President

Simon Dyson MBE

Board of Trustees

Chair

Nicola Horlick (appointed Chair on 22 July 2021) Ian Krieger (until 22 July 2021)

Vice Chair Carol MacKinnon

Chair of the Audit and Finance Committee Carol MacKinnon

Chair of the Governance and Risk Committee (Est 20 January 2022) Martin Laws

Chair of the Nominations Committee

(Previously known as the Governance, Nominations and Remunerations Committee prior to 20 January 2022) Nicola Horlick

Trustees

Mike Altendorf [4] Dr Leanne Armitage [5] Dr Susan Conroy [5] Nicola Horlick [1 2 3 4]

Dr James Kustow Martin Laws [1 2 3 4] Carol Mackinnon [1 3 4] Matt Miller [5] Mark Ritson Dr Ann Robinson [3 4] Simon Spyer [2] Olivier Zucker [1 6]

1 Audit and Finance Committee Member 2 Governance and Risk Committee Member

3 Governance, Nominations & Remuneration Committee Member (until 20 January 2022)

4 Nominations Committee Member (appointed 20 January 2022)

5 Appointed as Trustee 20 January 2022 6 Retired as Trustee 27 July 2022

External Medical Advisor

Professor Charles Craddock CBE

Strategic Leadership Team

Chief Executive Henny Braund MBE

Chief Bioinformatics and Immunogenetics Officer Professor Steven Marsh

Chief Digital and Information Officer Danny Attias (until 24 September 2021) Laura Phillips (Interim 2 September 2021 – 31 March 2022) Mark Reid (Interim appointed 3 May 2022)

Chief Engagement and Marketing Officer Terence Lovell

Chief Financial Officer Ian Deans

Chief Medical and Scientific Advisor Professor Antonio Pagliuca

Chief Operating Officer Nicola Alderson

Chief Strategy Officer Hugh Allen

Anthony Nolan

Registered Office Royal Free Hospital, Pond Street, Hampstead, London NW3 2QG

Administrative Address 2 Heathgate Place, 75-87 Agincourt Road, Hampstead, London NW3 2NU

England And Wales Charity Registration Number 803716

Scotland Charity Registration Number SC038827

Company Registration Number 02379280

Company Secretary Samantha Durling

Independent Review Board for Cell and Gene Therapies

Chair

Dr Laura Machin Senior Lecturer in Medical Ethics at Lancaster University

Co-Chair

Salmah Ahmed

Director of Quality and Regulation at Anthony Nolan

Consultants

Dr Victoria Potter

Haematology Consultant at King’s College Hospital NHS Foundation Trust

Dr Emma Nicholson Haematology Consultant at Royal Marsden Hospital NHS Foundation Trust (until September 2021)

Professional Advisors

Independent Auditors BDO LLP 55 Baker St, London W1U 7EU

Bankers

Barclays Bank plc 1 Churchill Place, London E14 5HP

Solicitors Bates Wells 10 Queen Street Place, London EC4R 1BE

Investment Manager Smith & Williamson Investment Management 25 Moorgate, London EC2R 6AY

Anthony Nolan Annual Report and Financial Statements 2021/22

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Chair’s introduction

Our commitment to give as many people with blood cancer and blood disorders a chance of life has only strengthened, as we strive to represent and listen to our patients across every aspect of our work.

It was a great honour to be appointed Chair of the Trustees of Anthony Nolan in July 2021� My eldest daughter was diagnosed with leukaemia in 1989 when she was only two years old� Having relapsed twice, she eventually received a bone marrow transplant at Great Ormond Street Hospital when she was eleven through a donor sourced from Anthony Nolan� Sadly, she died a few months after the transplant but my admiration for Anthony Nolan’s work has always remained� I know that she would have wanted me to help the charity�

Saving and improving lives

Anthony Nolan’s aim is to save the lives of everyone who needs a stem cell transplant, and to ensure that they have the best possible quality of life� When the pandemic first took hold in early 2020, we did not anticipate that the effects would last for so long� I have been amazed by the way the team has dealt with this extremely difficult situation and, despite the obstacles that have constantly been put in their way, ensured patients received the stem cell transplants that they so desperately need to give them a chance of recovery� I would like to congratulate everyone at Anthony Nolan who worked so hard to make this possible�

A key issue for patients during the pandemic was priority access for vaccinations, giving them the best chance of being protected against COVID-19� Our team worked closely with the Joint Committee on Vaccination and Immunisation with great success� There was concern that cancer patients were being left behind at the height of the pandemic and we arranged for patients and carers to talk to MPs and MSPs as part of our Stop Patients Being Left Behind campaign� Patients’ stories were also a cornerstone of a report, produced following a joint enquiry of the All-Party Parliamentary Group (APPG) on Stem Cell Transplantation and Advanced Cellular Therapies, and APPG on Blood Cancer, urging the government to ensure patient services were equipped to recover�

It’s our patients voices that drive and form so much of our work� What patients have told us about their experiences, including diagnosis, treatment, and recovery, that has been the catalyst for change, and helped all patients receive the right information about protection and support�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Our team did a brilliant job in overcoming these obstacles, allowing our patients to receive treatment�

One of our main aims as a charity is to make sure that everyone, irrespective of their ethnic and social background, has access to the treatment that they need to save and improve their lives� Tissue types are defined by genetics, for which ethnicity plays a key role� We need to continue our work to include more donors from diverse ethnic backgrounds on our register in order to help more patients to overcome their disease� As well as looking to have a greater ethnic diversity amongst our donors in the UK, Anthony Nolan is working closely with other countries to help build their own registers, providing a greater chance of finding the best possible donor match for our patients from minority ethnic groups in the UK, as well as helping patients in their country too� Alongside the register, we have also continued to add to our cord blood bank, which means we can help even more patients receive a stem cell transplant if they can’t find an unrelated donor match�

Looking ahead

I would like to thank my predecessor, Ian Krieger, for the guidance and counsel that he gave to the Strategic Leadership Team during his time as Chair of Anthony Nolan� I would also like to thank Lionel Cashin, Sir Peter Robinson, and Brian Turner CBE, who retired as Trustees during the year and whose dedication to the charity over very many years was greatly appreciated� In the current year, Olivier Zucker and Simon Spyer will be retiring from the Board and I would like to thank them for their valued contributions over the years that they have been involved with the charity� In particular, I would like to thank Olivier for the guidance that he has provided to the Trustees in relation to the Charity’s investments�

I am delighted to welcome Leanne Armitage, Susan Conroy, and Matt Miller to the Board, and they are already making a significant contribution to the organisation� During the recruitment process to find our new Trustees, we made sure that we advertised the posts widely so that the leadership of the charity better reflects the diversity of our patients and supporters�

In September last year, we began work on our next five-year organisational strategy with the overarching aim of saving more lives and giving our patients the best quality of life� We started the process with a joint session of the Board and Strategic Leadership Team, and we are looking to agree the strategy later this year, with a view to implementing it in 2023�

I would like to congratulate the team at Anthony Nolan again for the fortitude and perseverance that they have shown over the course of the pandemic� Henny Braund MBE, the CEO, and her senior team have shown incredible leadership and everyone at Anthony Nolan has played a part in the success of the organisation during this unprecedented period and I am extremely grateful�

Nicola Horlick Chair

Anthony Nolan Annual Report and Financial Statements 2021/22

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2021/22

The year in numbers

Throughout 2021/22 our lifesaving work has continued to thrive. Here, we put the results of that work into numbers:

1,365 patients were given a second chance of life�

Our patients

23,872

engagements with our Patients Services team across phone, email, Facebook, and Patients and Families Forum�

5,065

downloads and requests for our patient information booklets�

70

patients, family members, and nurses accessed our Telephone Emotional Support Service�

10

healthcare posts funded, 5 Clinical Nurse Specialists and 5 Clinical Psychologists�

288

patient grants provided, totalling £78,000�

876,130

Our stem cell donors

41,202 people signed up to the stem cell register�

6,136

people were recruited by volunteer student groups Marrow�

17%

of potential donors on the stem cell register have their CMV statuses processed and recorded (145,000 donors)�

16,000

CMV statuses were processed by our labs�

12%

of new potential donors are from minority ethnic backgrounds�

Anthony Nolan Annual Report and Financial Statements 2021/22

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The year in numbers 2021/22

----- Start of picture text -----
£9M
----- End of picture text -----

was raised and donated by our dedicated supporters and partners.

over 24,000

transplants facilitated since the organisation began in 1974�

Our supporters

421m +

times our online press and media have been seen, carrying key messages about who we are, what we do, and the difference we make�

Our operations

575

journeys were taken by 55 volunteer couriers to transport stem cells between donors and patients in need�

165

cord transplants facilitated for UK and international patients�

220,000+

people now follow us on social media�

1,083

people took on a challenge event for Anthony Nolan�

68

published scientific journal articles were written or contributed to by Anthony Nolan Institute Researchers�

26

countries received stem cells for patients from Anthony Nolan donors�

373

provisions of adult stem cells, cord blood or cord tissue to external researchers or organisations for cell and gene therapy services�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Trustees’ report

What we do

Anthony Nolan saves the lives of people with blood cancer and blood disorders. We do this by connecting people in need of a stem cell transplant with incredible strangers ready to donate their stem cells.

This has been the core of Anthony Nolan’s work since the organisation first began in 1974� Today, our lifesaving operations extend far further� We combine this immediate lifesaving function with ground-breaking research, emerging cell therapy treatments, and specialised patient services� We also advocate for our patients to make sure they receive all the support and services they need, and use the insight from our work to influence policy and practice�

Working together, we give three people a second chance of life every day�

Our vision

To save and improve the lives of everyone who needs a stem cell transplant�

We’re still driven by the same cause which inspired Shirley Nolan to found the organisation, when she was searching for a matching donor for her son Anthony�

Our Values

Every day, we live and breathe our values to ensure that we can deliver the best for everyone� From transplant patients, to partners, supporters, and employees� Five values guide our work, which commit us to always be:

Anthony Nolan Annual Report and Financial Statements 2021/22

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A year of change

2021/22 has been another year of uncertainty and adjustment� The world looks very different from when we first set our strategy: Together, We Can Save Lives in 2019�

In collaboration with our trustees, employees, patients, donors and supporters, we set our strategic direction across five aims:

Aim 1: Together, we can provide outstanding services for patients and the community.

Aim 2: Together, we can drive lifesaving research and turn it into action for patients.

Aim 3: Together, we can harness the collective power of our supporters to champion and enable our lifesaving work.

Aim 4: Together, we can be a stronger voice for patients to ensure they receive the best possible care.

Aim 5: Together, we can.

Part way into the execution of this strategy, the COVID-19 pandemic presented several challenges to address:

Taking this into account, last year, the Board agreed to extend this strategy by one year to 2023, providing stability in the medium term and allowing us to focus on delivering for our patients�

Since then, the continuing impact of Brexit, concerns around the cost of living, and the lingering presence of COVID-19 have presented unique challenges for the organisation, transplant community, and our patients� All of which have required us to respond with agility and innovation within a changing context�

Anthony Nolan Annual Report and Financial Statements 2021/22

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However, the hallmark of a great strategy is being able to learn from and adapt to this changing environment�

Our strategy was designed with inevitable uncertainty in mind, enabling us to quickly respond to change and be instrumental in shaping the world around us, to promote the interests of our patients� So, in 2021, as we started to plan for the year ahead, we asked ourselves:

How can we emerge from the pandemic a more resilient and focused organisation, delivering an even greater impact for our patients?

This past year has presented us with opportunities to develop as one Anthony Nolan� There is so much more that we do today that we thought impossible just a few years ago� All of which has contributed to the achievement of our five strategic aims as outlined in our Strategic Report�

Such as:

Striving for better, for all

Our unwavering commitment is to provide our patients with equity of access to viable treatment options, to give them the best possible chance of survival and quality of life post-transplant�

However, despite the progress we have made in growing our donor register and undertaking extensive research, not every patient can find their lifesaving match�

The reality is that:

Anthony Nolan Annual Report and Financial Statements 2021/22

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These are all pressing issues, and we know we urgently need to address them� Anthony Nolan is uniquely placed to tackle these challenges, bringing a donor registry, world renowned expertise, service delivery, and powerful advocacy together in one organisation� We are committed to strive for better outcomes for every patient, at every stage of their transplant journey�

Using a three-pronged approach, over 2021/22 we have worked to:

Improve access to treatments

Improve access to care and support

Improve our understanding of what leads to a successful transplant and better quality of life

None of this work would be possible without the incredible efforts of our employees, working with and being guided by the voices and experiences of patients – those at the heart of the work we do� Working together, along with our supporters and volunteers, we will continue to be an organisation where everyone is able to be involved in a meaningful way, so that we can achieve more for our patients in the future�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Strategic report

What we achieved in 2021/22

We continued working towards our vision to save and improve the lives of everyone who needs a stem cell transplant.

In 2021/22 we gave 1,365 patients a second chance of life in the UK and internationally. A number that was only possible due to an incredible amount of determination, ingenuity, and collaboration.

This year, we made real progress towards achieving our five strategic aims outlined in 2019.

Anthony Nolan Annual Report and Financial Statements 2021/22

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Strategic report

Aim 1:

Together, we can provide outstanding Together ,we can provide outstanding services for patients and the clinical services for patients and the clinical community community

Anthony Nolan’s work is centred around finding the best possible donor matches for patients, giving them the best possible chance of survival, and the highest standard of support throughout their transplant journey.

To achieve this aim, collaboration with patients and the clinical community is vital� We must truly understand their needs to co-design and fund services that fill gaps in patient care and reflect best practice�

We’re working hard to explore and support the development of innovative treatments that will give patients more options and better outcomes�

What do we want the future to look like?

~~1.~~ The time to transplant will have been reduced , meaning that patients receive the treatment they need in the fastest time possible, which is shown to improve survival outcomes�

~~2.~~ More patients will receive the care they need throughout their transplant journey, thanks to our innovative services and advocacy�

~~3.~~ We will be using our expertise and infrastructure to support the development of innovative treatments for patients�

Anthony Nolan Annual Report and Financial Statements 2021/22

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What we achieved in 2020/2021:

~~1.~~ Patients received the treatment they needed in the fastest time possible

Finding matching donors for patients requires complex and time-critical work� We’re always working on understanding this process to find ways to reduce time to transplant and to improve the quality of matches�

Anthony Nolan Annual Report and Financial Statements 2021/22

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~~2.~~ More patients received the care they needed throughout their transplant journey

We know that patients undergoing treatment need tailored support to navigate the unique challenges they face� From helping to manage the physical side-effects, to providing psychological and financial support, we are working hard to deliver the care our patients need, whenever they need it�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~15~~

~~3.~~ We supported the development and expansion of innovative treatments for patients

Novel cell therapies, such as CAR-T therapy, where a patient’s own immune cells are collected and modified to fight cancer cells, can be used to treat a range of conditions including blood cancer and blood disorders� We are using our expertise, reputation, and infrastructure to support the development and delivery of these novel treatments�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~16~~

Strategic report

Aim 2:

Together, we can drive lifesaving research Together, we can drive lifesaving research and turn it into action for patients and turn it into action for patients

Our research has had a profound effect on patient’s lives. But we know we have so much more to learn.

We aspire to be pioneers in discovering the full range of factors that influence the success of stem cell transplants and to be drivers of change by ensuring patients have access to the benefits of research sooner. To achieve this, we continue to work in partnership with the clinical community and with patients to ensure our research reflects their needs and ambitions.

What do we want the future to look like?

~~1.~~ We will understand more about the factors that influence the success of a transplant, and this will be reflected in clinical practice�

~~2.~~ More transplant patients, including children and young adults, will be participating in clinical trials, and the findings from these studies will improve treatment and care�

~~3.~~ The Anthony Nolan Research Institute (ANRI) will be a leading, action-focused platform for patients and the clinical research community, working together to achieve shared goals�

Anthony Nolan Annual Report and Financial Statements 2021/22

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What we achieved in 2020/2021:

~~1.~~ Increased our understanding of the factors that influence the

success of a transplant

Despite pandemic restrictions, ANRI has continued to improve our understanding of stem cell transplantation across key research areas�

Finding the perfect match

Reducing post-transplant complications

Translating research into practice

Anthony Nolan Annual Report and Financial Statements 2021/22

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~~2.~~ More patients participated in clinical trials to help improve the future of treatment and care

~~3.~~ Strengthened the Anthony Nolan research community

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~19~~

Strategic report

Aim 3:

Together, we can harness the collective Together, we can harness the collective power of our supporters to champion power of our supporters to champion and enable our lifesaving work and enable our lifesaving work

Together, we are at our most powerful. Working with our community of patients, families, donors, volunteers, and employees we can achieve far more than we could alone.

That is why it is important for more people to know about Anthony Nolan, believe in the impact we are making, and have the opportunity to get involved in a meaningful way.

The more people who are involved, the more lives we can save.

What do we want the future to look like?

~~1.~~ More people will know about the impact of Anthony Nolan, and working with our community of supporters, patients, and their families, we will have continued to develop exciting and compelling ways to get involved to save and improve more lives�

~~2.~~ More potential lifesavers will have joined our register, particularly those from our target groups, so that we can find more patients the matching donors they need�

~~3.~~ We will have increased funding through more diverse channels that can sustainably support our ambitious and lifesaving goals�

~~4.~~ We will unlock the power of technology and digital to drive meaningful engagement and deepen relationships with our supporters�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~20~~

What we achieved in 2021/22

~~1.~~ More people know about Anthony Nolan and are involved in our lifesaving work

We’ve been working hard to raise awareness of Anthony Nolan and our work, to inspire a more diverse group of people to join our community of supporters, to expand our reach across audiences, and to build stronger ongoing partnerships�

~~2.~~ More potential lifesavers have joined our register

We continue to grow our register of lifesaving donors, with a particular focus on young men and people from a minority ethnic background, as part of a wider approach to meeting the needs of patients from minority ethnic backgrounds�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~21~~

~~3.~~ Raised funds through diverse channels

We continued to fundraise to support our lifesaving work� This year:

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~22~~

~~4.~~ We harnessed the power of technology to increase engagement and transform the supporter experience

Excitingly, our Transform Programme began its transition into business as usual� This ambitious initiative changes the way we interact with our supporters to deliver personalised, high-quality experiences� The programme will enable improvements to our ways of working, processes, systems and data meaning we can meet and exceed the needs and expectations of our supporters�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~23~~

Strategic report

Aim 4:

Together, we can be a stronger Together, we can be a stronger voice for patients to ensure they voice for patients to ensure they get the best possible care get the best possible care

By using the powerful insight and evidence we gather through our services, research, and engagement with patients, we strive to influence policy and practice for the benefit of patients now and in the future.

What do we want the future to look like?

~~1.~~ We will have increased awareness and understanding of our work and its impact among the public, policymakers, and the clinical and research communities�

~~2.~~ We will have secured tangible changes to policy and practice, ensuring more patients receive the best possible care and treatment across the UK�

~~3.~~ We will be powerful advocates, using our expertise and voice to protect and promote the interests of patients – including in the development and application of innovative treatments�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~24~~

What we achieved in 2021/22

~~1.~~ Increased awareness and understanding of Anthony Nolan’s work and impact

By collaborating with the public, policymakers, and the clinical and research communities, we can increase awareness and understanding of our work, and secure changes to policy and practice that benefit patients�

~~2.~~ Secured demonstrable changes to policy and practice that give more patients the best possible care and treatment

In 2020, we launched our organisation’s influencing strategy, which has helped us to focus on policy priorities that will make the biggest difference to patients’ lives�

Responding to the pandemic

■ We secured key changes in vaccination policy in order to better protect our patients�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~25~~

ensure that blood cancer services are equipped to recover from the pandemic�

Equity of access to treatments

Improving access to good quality data

3. Protected and promoted the interests of patients

We continued to be powerful patient advocates, using our expertise to promote the interests of patients across the UK�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~26~~

Strategic report

Aim 5:

Together, we can Together, we can

Our strategy isn’t just about what we want to achieve, it’s about how we will achieve it as one Anthony Nolan team, working together.

We continue to work smartly, using the right tools to do our jobs and live our five values of being accountable, passionate, patient-focused, innovative, and improving every day.

By strengthening our infrastructure, capabilities, and capacities, while adapting to the challenges thrown our way, we will bolster our ability to achieve our ambitions into the last year of our strategy, and beyond.

What do we want the future to look like?

~~1.~~ Our patients’ thoughts, experiences, and voices shape our organisation and our work� Patient involvement is embedded in everything we do�

~~2.~~ Anthony Nolan is connected to, forging, and brokering partnerships, with those who can help us achieve our aims�

~~3.~~ Our income streams are diverse and healthy – we do better for less, we achieve value for money in all that we do�

~~4.~~ Our organisational culture, structures, and capabilities help us achieve our ambition�

~~5.~~ We harness the opportunities of data and digital, providing and utilising the right technology to improve efficiency and engagement across our work�

~~6.~~ We generate quality data translated into actionable insights to strengthen evidence-based decision making�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~27~~

What we achieved in 2021/22

~~1.~~ We became a more patient-centred organisation, embedding patient and public involvement in every aspect of our work

~~2.~~ We strengthened connections beyond the organisation, forging partnerships with and between those best placed to help us achieve our aims

We are working to execute a joint plan to improve transplant data management, which will help us to identify areas for improvement and expand our evidence base for research�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~28~~

~~3.~~ We diversified and grew our income streams and identified ways of doing more, and better, for less, to achieve value for money in all that we do

The continuing disruption of COVID-19 and Brexit meant we continued to adapt our approach to income generation and worked to identify savings across the organisation�

Changes to the fundraising landscape have taught us the importance of innovating to diversify our income streams and rebuild our supporter base�

~~4.~~ Created and strengthened the culture, structures, and capabilities necessary to achieve our ambitions

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~29~~

~~5.~~ We provided the right technology and harnessed the opportunities of digital to improve efficiency, engagement, and experience in all aspects of our work.

~~6.~~ Generated better quality data and translated it into actionable insights to strengthen our evidence base

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~30~~

Strategic report

To 2023, and beyond

In the year ahead, our priorities are to:

Our next organisational strategy

Work to develop our new strategy is underway so that we can achieve even more for our patients� The development of this strategy will help drive forwards ambitious research goals, ensure we’re at the cutting edge of developing treatments, and continually champion patients voices, ultimately meaning that we will do more, and be more, for our patients and community of supporters�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~31~~

Financial review

With the economic, political and social challenges seen in 2021/22 and the continuing pandemic, the resilience and sustainability of Anthony Nolan’s core income streams, business model around donor transplantations, and patient services has been crucial to our core financial performance. The Charity has actively managed the changing landscape around healthcare restrictions, border controls and transportation, as well as navigated the changing ability to fundraise at public events and the need for a more expansive online fundraising presence. Throughout, Anthony Nolan has been able to maintain reserve levels within our agreed policy.

The Board consider it prudent to hold a higher level of optimal free reserves in the short-term and continue to work with the Strategic Leadership Team to review reserves regularly� In particular, financial year 2022/23 will be a year of investment and growth as we outline an ambitious organisational plan for the next five years�

A surplus of £0�5m was recorded at net income (2021: £0�3m)� Total funds in the year of £0�5m (2021: £0�6m)� Free reserves (general funds net of designated funds and the net book value of fixed assets) decreased from £10�9m to £10�2m after capital investment in Transform of £0�8m in 2021/22�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~32~~

Financial review

How we funded our work

Without vital funds, our lifesaving work wouldn’t be possible. Below details what we raised and spent to save more patients’ lives.

----- Start of picture text -----
What we received
£53.5m
Total income raised
(2021-22)
----- End of picture text -----

----- Start of picture text -----
81%
Provision of stem cells
17%
Donations and legacies
1%
Research
----- End of picture text -----

----- Start of picture text -----
What we have spent
£53.0m
Total expenditure
(2021-22)
----- End of picture text -----

----- Start of picture text -----
81%
Provision of stem cells,
growing our register
and patient support
7%
Investing in raising more
through fundraising
7%
Raising awareness
5%
Research
----- End of picture text -----

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~33~~

Income and expenditure

Income including net gain on investments totalled £53�5m, an increase in the year of £2�2m (4�2%)� Donor provision fees continued to be the main source of income for the charity, raising £43�8m (2020/21: £41�6m)� The number of facilitated donor transplants increased by 6% in total and noticeably for export purposes, as a direct consequence of the recovery from the COVID-19 pandemic� Gross voluntary income increased to £9�0m from £8�8m in 2020/21 due to better online fundraising presence and legacies� Net voluntary income increased to £5�5m from £5�0m, benefiting from additional appeal funding� Gross voluntary income includes £6k (2020/21: £0�5m) from the Coronavirus Job Retention Scheme (CJRS) which ended 30 September 2021� We raised a further £25,000 from fundraising activities through our trading subsidiary Anthony Nolan Trading Limited (ANTL), making the total fundraising income £9�0m (2020/21: £8�3m)� Total income through ANTL was £89,000 (2020/21: £320,000)� In total our trading subsidiary generated operating profits of £9,000 (2020/21: £47,000) all of which were distributed to the charity in the year�

Total expenditure was £53�0m, an increase of £2�0m (3�9%) from the previous year� Expenditure to raise donations and legacies increased to £3�6m (2020/21: £3�2m), and expenditure also increased on charitable activities to £49�4m (2020/21: £47�3m)� Within charitable activities, £43�1m was spent on donor provisions and giving a chance of life to patients, £2�9m was spent on research, and a further £3�4m on education and awareness events that support our donor recruitment, campaigning, and fundraising activities�

Included in total expenditure are support costs of £10�1m (2020/21: £10�0m)�

Reserves Policy

Anthony Nolan’s reserves policy is to make suitable investment in the ongoing development of the charity, while maintaining adequate funds to deal with current and medium-term needs and having the necessary provision to deal with unforeseen circumstances� The Trustees have determined that the optimal level for free reserves is between £8m and £12m and that, in the medium term, free reserves should be managed in order to reach this level by taking account of the following:

Reserves are maintained at a level that enables Anthony Nolan to manage financial risk and short-term income volatility�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Free reserves at year end amounted to £10�2m (2020/21: £10�9m), which sits well within the target free reserves level� The general fund of £14�2m (2020/21: £14�0m) reflects free reserves and the net book value of tangible fixed assets at £4�0m (2020/21: £3�1m)�

The growth in tangible fixed assets reflect a further investment in 2021/22 of £0�8m in a digital transformational technology project (Transform) to engage with and manage our supporters�

We have also contributed £0�4m as continued support for the IMPACT clinical trials initiative in 2021/22�

Restricted reserves

Restricted reserves increased by £0�3m for the year to £1�2m (2020/21: £0�9m)� The income received was matched against expenditure in the Patient Experience fund and the Donor Campaign and Processing fund� Additional expenditure £(0�1)m from our existing reserves was incurred in the Donor Provision fund this year� The main increase in restricted reserves was the addition of a Transplant Services Improvement fund for the Aspire programme to reduce the patient time to transplant� No statutory grants were received this year (2020/21: £0�3m)�

Designated funds

The were no designated funds allocated in 2021/22 (2020/21 £(0�1)m was written back on the innovation fund)�

The Trustees regularly review the appropriate level of the charity’s reserves with the Strategic Leadership Team�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Section 172 Statement

The Board are required to report on how their decision-making has aligned with their duty to promote the success of the Charity in accordance with section 172 of the Companies Act 2006.

The Board are required by law to take regard to the following factors in any decision-making process:

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~36~~

Stakeholders

The following details our key stakeholder groups and how we support and engage with them� By understanding who our stakeholders are, Board discussions consider the potential impact of our decisions on each stakeholder group along with their needs and concerns�

External stakeholders

Patients

Key considerations:

How we engage:

Outcomes and long-term objectives:

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~37~~

External stakeholders (continued)

Clients and collaborators – cell and gene therapy

Clients and collaborators – cell and gene therapy Clients and collaborators – cell and gene therapy Clients and collaborators – cell and gene therapy
Key considerations:
■
Providing resources and
support to researchers,
developers, and
manufacturers of cell and
gene therapies�		 How we engage:
■
Providing cell material for
research and development�
■
Providing laboratory services
such as HLA typing�
■
Collaborating on research
projects�		 Outcomes and long-term objectives:
■
Facilitate robust and ethical
research and development of
cell and gene therapies to
improve and save the lives of
patients�

Clients and collaborators – transplant centres and international registries

Clients and collaborators – transplant centres and international registries Clients and collaborators – transplant centres and international registries Clients and collaborators – transplant centres and international registries
Key considerations:
■
Improving the range, quality,
and efciency of services that
are provided to transplant
centres and international
registries�
■
Improving the clinical impact
on the transplant community
in the UK�		 How we engage:
■
Aspire programme initiative –
working directly with
transplant centres to improve
and develop our services to
them�
■
Regular review meetings with
Graft Identifcation Advisory
Service (GIAS) transplant
centres to report on service
delivery, education, and
collaboration opportunities
and receive feedback�
■
Direct communication on
specifc cases and our wider
services and monthly
newsletters to maintain
connection�
■
Collaboration with
international registries via
active participation in the
World Marrow Donor
Association�
■
Attendance at transplant
planning meetings with some
of our transplant centres�
■
Providing tailored educational
sessions for transplant centres�
■
Presentation of our work at UK
and international meetings/
conferences�
■
Committee members for
British Society for
Histocompatibility and
Immunogenetics (BSHI)�
■
Member of the organising
committee of the BSHI’s
national conference�		 Outcomes and long-term objectives:
■
A suite of services used and
valued by customers�
■
Engagement leads directly to
improvements to our service�
■
Increased use of Anthony
Nolan donors by responding
to customer needs�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~38~~

External stakeholders (continued)

Donors – recruiting new people to the stem cell register

Donors – recruiting new people to the stem cell register Donors – recruiting new people to the stem cell register Donors – recruiting new people to the stem cell register
Key considerations:
■
Recruiting people aged 16-30
provides better outcomes for
patients�
■
Targeting a young, male
audience who are more likely
to be chosen to donate�
■
Increasing the proportion of
potential donors from minority
ethnic backgrounds�		 How we engage:
■
Targeted, paid social media
advertising�
■
Patient appeals, reactive and
proactive press and social
media campaigns�
■
Recruitment events through
university groups, schools,
colleges, and other
partnerships�
■
Investment in key community
partnerships to enable access
to under-represented
communities�
■
Targeted retention and
enrichment activity to
maximise the value of existing
potential donors�		 Outcomes and long-term objectives:
■
To apply the insights from the
Register Optimisation Project
to develop and deliver a
recruitment and retention
strategy that will enable us to
meet patient need both now
and in the future�
■
A continued move towards
supporter-led events�
■
Contributing to our equity of
outcomes work with targeted
recruitment eforts based on
patient need�

Donors – potential stem cell donors currently on our register

Donors – potential stem cell donors currently on our register Donors – potential stem cell donors currently on our register Donors – potential stem cell donors currently on our register
Key considerations:
■
Recruiting committed and
engaged potential donors�
■
Maintaining accurate contact
and medical information�
■
Maintaining donor
engagement during their
lifetime on the register�
■
Using data rich insight into the
genetic variation seen within
the UK donor registry to help
target register enrichment
activity accordingly�		 How we engage:
■
Targeted retention campaigns
to specifc cohorts of the
register to educate and
engage�
■
Efective communication to
keep potential donor contact
details up to date�
■
Programmes of enrichment to
improve data on target donors
(e�g� recording CMV status)�
■
Marketing emails are utilised
for those who have opted-in,
providing the opportunity to
become more involved with
Anthony Nolan’s work�
■
Dedicated support and
communications for donor’s
frst year on the register�		 Outcomes and long-term objectives:
■
To maintain a register of
quality potential donors who
are contactable, engaged, and
committed�
■
To improve availability of
potential donors when they
may be needed by a patient�
■
To grow our register of quality
potential donors to meet
current and future patient
need in terms of size, quality,
typing, and composition�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~39~~

External stakeholders (continued)

Donors – stem cell donors who are donating or have donated

Donors – stem cell donors who are donating or have donated Donors – stem cell donors who are donating or have donated Donors – stem cell donors who are donating or have donated
Key considerations:
■
Supporting donors throughout
the donation process�
■
Ensuring that selected donors
have the necessary
information so that they can
make an informed decision
about donation�		 How we engage:
■
Direct communication
and support throughout
the donation�
■
Medical assessment and
consent at our contracted
collection centres�
■
Follow up post-donation in
line with World Marrow Donor
Association standards�
■
Post-donation panels where
donors help us shape donor
experience�		 Outcomes and long-term objectives:
■
Stem cell products available
for patients in the UK and
worldwide, donated by
informed and supported
donors, whose rights and
safety are protected�
■
A positive and supportive
donor experience that is
seamless and tailored to their
needs�

Financial supporters

Financial supporters Financial supporters Financial supporters
Key considerations:
■
Ensuring that our fnancial
supporters understand the
need for their support and the
impact of their contribution�
■
Making sure all fnancial
supporters feel valued and
appreciated�
■
Fundraising activities are
compliant with relevant
regulations and laws�		 How we engage:
■
Email communications (mass
and direct)�
■
Phone calls (direct and
through telemarketing
agency)�
■
In person conversations and
recruitment at private site
fundraising events�
■
Advertising (digital and print)�
■
Online events�
■
Webinars�
■
Bespoke proposals and
applications�
■
Grant applications (restricted
and unrestricted asks)�
■
Bespoke fundraising events
(face-to-face and virtual)�
■
Employee engagement and
volunteering�		 Outcomes and long-term objectives:
■
Retain supporters and inspire
them to continue their support
and involvement�
■
Attract new fnancial
supporters�
■
Develop and grow our support
from high value supporters,
and through partnerships�

Policy decision-makers

Policy decision-makers Policy decision-makers Policy decision-makers
Key considerations:
■
Building relationships with
policy decision-makers so that
we can infuence NHS and
government policy afecting
our patients�		 How we engage:
■
Providing insight from
patients, healthcare
professionals, our own
organisation, and the wider
charity sector�
■
Targeted research, advocacy,
and campaigning to infuence
decision-makers�		 Outcomes and long-term objectives:
■
Infuencing policy and practice
for the beneft of patients now
and in the future�
■
Advocating for patients,
empowering and amplifying
their voices so that policy
change can be the most
efective�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~40~~

External stakeholders (continued)

Regulators

Outcomes and long-term objectives:

Strategic partners (professional bodies, recruitment partners, and aligned registry partners)

Strategic partners (professional bodies, recruitment partners, and aligned registry partners) Strategic partners (professional bodies, recruitment partners, and aligned registry partners) Strategic partners (professional bodies, recruitment partners, and aligned registry partners)
Key considerations:
■
Identifying our aligned
strategic priorities with
partner organisations to
maximise impact and infuence
for patients�
■
Strengthening our
representation and presence
across the transplant
community and wider key
demographics�
■
Combining resources and
funding to deliver strategic
projects, and/or to secure
signifcant external funding for
capital or strategic
investments for our
community�
■
Grow our community’s voice
within the wider health
landscape and political
agendas, to advance our
position in health service
planning and public funding
priorities�		 How we engage:
■
Meet regularly to discuss
operational matters and
delivery on agreed objectives�
■
Form strategic partnerships
based on agreed objectives
that can improve an
operational area such as
clinical outcomes data
collection�
■
Support wider strategic
initiatives that deliver policy
direction for the wider
community�
■
Investment in key community
partnerships to build strong
and lasting relationships with
under-represented
communities on the donor
register�		 Outcomes and long-term objectives:
■
To improve the transplant data
landscape and support service
improvement and research
opportunities�
■
To build trust and connection
with under-represented
communities, grow donor
registry representation, and
support wider work on equity
of access to transplant�
■
To position ourselves in
strategically advantageous
relationships with key
stakeholders�
■
Ensure fnancial sustainability
and access to latest
treatments�
■
Maintain our role as a key
strategic partner within the
transplant community, and
externally, as a leading voice
for transplantation and
advanced cell therapies�

Suppliers

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~41~~

Internal Stakeholders

Employees

Volunteers

Volunteers Volunteers Volunteers
Key considerations:
■
Feeling supported, involved
and empowered�
■
Meaningful and impactful
volunteer roles that advance
the organisation’s work and
goals�		 How we engage:
■
Volunteers are involved
throughout teams and
divisions�
■
Regular contact through
volunteer managers and
newsletters�		 Outcomes and long-term objectives:
■
Volunteers support the
achievement of Anthony
Nolan’s aims while feeling
connected and involved in the
organisation�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~42~~

Stakeholder risk

In line with our risk management policy and procedures, Anthony Nolan has identified the key risks facing our individual stakeholders� We have in place robust mitigating actions to ensure that the likelihood and impact of any risks to our stakeholders are minimised as much as possible� Our greatest risk lies with our patients� Unfortunately, as they and we are acutely aware, they face the risk of further illness or death posttransplant� Anthony Nolan’s focus is on finding patients the best possible donor match to minimise this risk and we constantly work to improve the outcomes for every one of our patients post-transplant�

In relation to building up our stem cell register, there is a risk that we are unable to attract the most suitable donors or the possibility that our donors have a negative donation experience� To mitigate these risks, we provide support throughout the donation process including support to donors post-donation�

As for any organisation, especially one built on the trust of patients and donors, the risk to our reputation is always a concern� We continue to take measures to ensure this risk is mitigated, be it through employees, trustee and volunteer training, due diligence checks on our suppliers, or ensuring the research we support is scientifically sound and ethical�

All our employees are key to delivering Anthony Nolan’s strategy and many offer unique medical, scientific, or institutional expertise which could pose a risk to the organisation if we were to lose them� We have arrangements in place for succession planning and we constantly strive to ensure that our employees are engaged�

COVID-19, Brexit, and the conflict in Ukraine have brought the potential risks that external circumstances pose into sharp focus� We mitigate against these risks by ensuring we have strong business continuity plans and specific taskforces that regularly meet to monitor situations as they develop and provide ongoing solutions for the organisation� We also make sure that we monitor government guidelines closely and adapt our approach accordingly�

Change in relationships with stakeholders

Along with most organisations, our relationships and engagement with stakeholders moved from face-to-face to the virtual world during the height of the pandemic� While many aspects of our operations are now returning to pre-COVID- 19 practices, the pandemic still has some impact on how we best meet the needs of our stakeholders operationally� We have learnt a great deal from the changes in operation necessary over the last couple of years, and in some cases have embraced new ways of working that have proved beneficial to our patients and organisation overall�

We have continued to support our patients financially by maintaining the enhanced level of financial support grants introduced for emergency assistance� As a result, we have supplied the largest ever value of overall funds this year (£80,000) and supported even more patients� Through the patient information webpages and patient engagement services we have been able to keep patients updated with the latest changes in COVID-19 related information, and have been able to readily respond to calls, queries, and concerns� In turn, we have been able to listen to patients, offering information and support through our Helpline, through signposting, and by referring to the telephone emotional support service�

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Following the variations made last year to adapt and accommodate changes in clinical practice, we have not needed to make any further revisions to our Human Tissue Authority licenses� The interaction with our regulators has reverted to normal pre-pandemic practice� We are continuing to explore ways to further enhance our relationship� This has included a workshop to discuss innovation in our sector and the impact this has on regulation�

This year, we launched our new digital recruitment process, which has been used at all face-to-face events since May 2021 and has recruited 40,971 new donors� Benefits of this include the safeguarding of data (kept secure on the system), accessibility, sustainability (as the process is entirely paperless), a more agile way of working, and fewer discrepancies in donor information� We anticipate this will lead to better longterm donor availability� We have been able to iterate the form design and have also taken innovative steps forward in how we run events through ‘teacher led’ recruitment� This type of recruitment allowed us to continue activity through COVID-19 restrictions and opened up huge opportunity for growth in the future� We will continually review our digital recruitment processes to improve it based on volunteer and partner feedback, to ensure it offers the best possible experience�

Volunteer roles have varied as we transitioned between face-to-face and remote delivery based on guidance and prioritising volunteer safety� Volunteers now have more ways to engage with us than before the pandemic and we will look to develop this moving forward into a full hybrid delivery offer�

Our cord collectors, laboratory, research, cell therapy, clinical nurse specialists, and some operational and support employees, have continued to work on-site in our workplaces throughout the last year� For all other roles, we have continued to follow government advice, and those employees who can work from home were asked to continue when advised by the government� As restrictions eased, we took a considered and phased approach to bringing more of our employees back into the workplace and encouraged a mix of working from the workplace and home� We have provided support to do this by:

Our Property and Facilities team have transformed our workspaces to support hybrid working and the return to the workplace� We’re testing various working space options to support a range of working activities including, collaborative and quiet working spaces, drop-in rooms, and break out areas, and a dedicated wellness and prayer room� Keeping our workplaces safe and hygienic during the pandemic has been a focus for the property team and we introduced measures such as focused cleaning, visitor monitoring and provision of mask and cleaning stations� Many of the measures are still in place across our workspaces as we take a cautious approach following restrictions easing, to ensure our employees feel safe in the workplace�

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Key decisions

The Board is responsible for our strategic planning and policymaking� Accordingly, all key decisions, and the future long-term plans for the organisation, are referred to and taken by the Board�

By working collaboratively with the Strategic Leadership Team and listening to feedback from our many stakeholders and governance structures, the Board is well-positioned to respond to uncertainties and to promote the success of Anthony Nolan�

As explained in more detail under Organisational structure on page 48, the three subcommittees of the Board, the Audit and Finance Committee, the Governance and Risk Committee (since January 2022), and the Nominations Committee, support the Board in the administration of the corporate governance of the Charity� These subcommittees ensure oversight and best practice� The Board, alongside its delegated subcommittees, made a number of key decisions in 2021/22, each underpinned by the interests of our stakeholders and the wider factors set out in section 172 of the Companies Act 2006�

1. Board recruitment – strengthening and diversity

The decision: To recruit three new Trustees to improve the diversity of the Board in terms of professional skills, life-experience, background, competencies, and thought�

Key considerations:

Impact: A more inclusive and diverse Board which better reflects the diversity of our patients, donors and supporters, so is therefore better placed to serve them and save even more lives�

Further detail about our approach to Trustee recruitment can be found in the Trustees report on page 49.

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2. Hybrid working

The decision: To implement hybrid working for all applicable roles across Anthony Nolan�

Key considerations:

Impact: High satisfaction levels, improved collaboration, productivity, and digital thinking, have already been seen among our employees� Reduced travel also improves our energy consumption� We will continue to explore hybrid working, testing approaches, learning from experiences and adapting accordingly�

3. Clinical trials

The decision: To continue our investment in clinical trials with the aim of accelerating the design and delivery of clinical studies that have the potential to improve treatment and care for stem cell transplant patients�

Key considerations:

Impact: This new model provides a sustainable future for a robust trials proposition, which will continue to deliver clinical trials to transform patient outcomes�

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4. Data and digital

The decision: To continue with, and extend, our investment in data and digital across three key areas: stem cell provision, supporter engagement, ensuring best quality stem cell matches�

Key considerations:

Impact: Transform enables more seamless donation journeys for our supporters� The Aspire programme, which started in 2021 will shorten the time to transplant for our patients� The recruitment of a Research Data Manager, working in two hospitals as part of a pilot project, has confirmed the need for improved patient outcomes data, and is beginning to demonstrate how we can achieve this� We are working in alignment with the British Society of Bone Marrow Transplant and Cellular Therapies to get better data on our patients to drive the improvements needed�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~47~~

Trustees’ report

How we operate

Organisational structure

Anthony Nolan is a registered charity and a company limited by guarantee, incorporated in England and Wales� Every member undertakes to contribute an amount not exceeding £1 to the assets of the Charity in the event of it being wound up during the period of their membership or within one year thereafter� The members, who are the Trustees, are also the Directors of the Charity�

Our governing document, which is in the form of a Memorandum and Articles of Association, was updated on 25 January 2022 to ensure alignment with the Charity Governance Code and incorporate changes to the way the Board wishes to operate� The main changes made were revised Trustee Terms of Office (Article 17�2); reduction in the maximum number of Trustees from 20 to 14 (Article 11); and simplification and modernisation of language throughout�

A review of the Memorandum and Articles of Anthony Nolan Trading Limited was also undertaken in January 2022 and is covered in more detail on page 58.

The overall strategic direction of Anthony Nolan is determined by the Board, who meet formally at least five times each year� With effect from January 2022, it was agreed that Board meetings would be scheduled bi-monthly� Following the restrictions imposed by the COVID-19 pandemic, most Board and Board subcommittee meetings have taken place via video conferencing facilities as permitted by the Articles of Association� More recently we have been able to hold some meetings in person or using a hybrid model and propose to continue with this approach� The Trustees are responsible for planning and policymaking and, accordingly, all key decisions are referred to and taken by the Board� Until 22 July 2021, the Chair of the Board was Ian Krieger� Nicola Horlick, who had previously been serving on the Board as Chair Elect, was then welcomed to the role of Chair in line with our declared succession plan�

In January 2022, the Board subcommittees were restructured, and a third subcommittee introduced so that the Board has more time to focus on strategic thought and direction� The new Governance and Risk committee, chaired by Martin Laws, focuses on corporate governance matters, including corporate polices, risk management, and governance matters� Therefore, some responsibilities around risk were inherited from the Audit and Finance Committee (chaired by Carol MacKinnon) and some responsibilities around governance were inherited from the Governance, Nominations and Renumeration Committee (chaired by Ian Krieger and later Nicola Horlick from July 2021)� The Governance, Nominations and Remuneration Committee

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was replaced by a new Nominations Committee, with appropriately revised terms of reference, which will focus on Trustee and CEO role specifications, recruitment, and induction�

The Audit and Finance Committee continues to enable the Trustees to consider issues on financial strategy and planning, investments, and matters relating to the external audit as well as internal controls in more detail where needed� Both this subcommittee and the new Governance and Risk Committee meet quarterly in advance of the associated Board meeting� The Governance and Risk Committee held its inaugural meeting in March 2022� The Governance, Nominations and Remuneration Committee was responsible for the recruitment of three new Trustees who were appointed in January 2022� The Nominations Committee, which has replaced it, will meet on an ad hoc basis as and when requested by the Board�

The day-to-day management of Anthony Nolan is entrusted to the Chief Executive and the Strategic Leadership Team, who have delegated authority from the Board to administer the affairs of the charity� When felt appropriate by the Trustees there is a short, closed session, solely for the Trustees� The Chief Executive and Strategic Leadership Team are always invited to join the main part of the Trustees’ meetings and provide the Trustees with updates on the work and direction of Anthony Nolan�

The Chief Executive and Strategic Leadership Team meet regularly throughout the year to discuss and consider strategic and operational activities as well as review monthly financial and management information�

Recruitment, appointment, retirement, election, induction, and training of Trustees

Recruitment and appointment

Appointment to the Board of Trustees is done via an open recruitment process after the needs of the organisation and a range of suitable candidates are considered by the Trustees� Following the review of the Memorandum & Articles, the number of trustees is subject to a maximum of 14 and must be greater than three�

Between June 2021 and December 2021, the Governance, Nominations and Remuneration Committee undertook an open recruitment process� Anthony Nolan is committed to applying values of Diversity and Inclusion in the widest sense wherever possible� This means that we look for trustees with different backgrounds, careers and life-experience, competencies, professional skills and diversity of thought� These qualities encourage debate and support our effectiveness, leadership and decision-making ability to act in the best interests of the charity as well as the wider public interest� Our patients reflect the full diversity of the UK, and sometimes global population� We constantly strive to achieve the same breadth and scale of diversity across our donor population to give every patient an equal chance of finding a lifesaving stem cell donor from our volunteer donor pool� We therefore specifically valued hearing from potential

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trustees from equally diverse backgrounds who are able to support us to engage with this full breadth of our target donor audience�

The recruitment process was extensive and, in addition to the Governance, Nominations and Remuneration Committee, included the involvement of the Director of Inclusion and Diversity, our CEO, senior Anthony Nolan employees, and our Anthony Nolan Community Involvement (ANCI) panel� The panel on this occasion consisted of a doctor, a transplant patient, and a Marrow alumnus� We also appointed a specialist recruitment agency to assist with our search and ensure that as diverse a pool of potential talent as possible was reached�

The process resulted in Dr Leanne Armitage, Dr Susan Conroy, and Matt Miller being appointed to the Board in January 2022� Their breadth and depth of experience across science, healthcare, and marketing, personal interest, and commitment to the work of Anthony Nolan, will help drive forward our ambitions across a range of areas, including our work in cell and gene therapies�

More information about our Trustees can be found at anthonynolan.org/trustees

Retirement

There were a number of changes to the board in July 2021� Ian Krieger retired as Chair after many years of committed service with our gratitude and thanks� Lionel Cashin, Sir Peter Robinson, and Brian Turner CBE, also decided to stand down as Trustees at this time, and Olivier Zucker stood down as of 27 July 2022� We would like to thank them for their significant contributions to the success of the charity during their tenure�

Election

Under the Memorandum and Articles of Association prior to the revisions agreed in January 2022, Trustees retired from the Board by rotation every four years with the option of re-election for up to a maximum of three terms� The revised Memorandum and Articles of Association stipulate that Trustees shall now retire from office on the third anniversary of their start date� This is subject to the proviso that retiring Trustees may be re-appointed, but that no Trustee may serve for more than two consecutive terms of office, unless the Trustees decide that there are exceptional circumstances� Exceptional circumstances would need to be justified in advance of any re-appointment and it would be in the best interests of the charity for a Trustee to serve for a third and final term of office�

The Trustees aim to ensure that the composition of the Board has the right balance of skills and expertise and is made up of individuals with suitable and diverse backgrounds and experience to contribute positively to the governance of Anthony Nolan� Since the members of Anthony Nolan are the Trustees and Directors, election and re-election are determined by the current Board in all cases�

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Induction and training

The work of Anthony Nolan involves continuously advancing scientific and medical processes of stem cell transplants� To keep Trustees aware of the charity’s operations on both a national and international level, sessions are arranged to update them on the work of the charity, either during Trustees’ meetings or at separate meetings�

Presentations by external advisers relating to specific governance issues are organised as appropriate� The induction of a new Trustee is tailored to the individual concerned and includes a guided tour of our operations, an introduction to key employees, and an outline of the duties and responsibilities of being a Trustee and Director� Due to the restrictions caused by the COVID-19 pandemic during the financial year, the induction for the three new trustees took place remotely, however plans are in place for face-to-face training now that our facilities have fully re-opened� All newly appointed Trustees are provided with an induction pack of key documents and information relating to Anthony Nolan�

Declaration of interests.

At each Board meeting, there is a standing agenda item for each Board member to declare their interests� Each financial year, all Trustees complete a Declaration of Interests form and new Trustees complete a Fit & Proper Person Declaration, as recommended by HMRC� Declarations of Interests are also completed by members of the Strategic Leadership Team and the Company Secretary�

Remuneration of key management personnel

The Board of Directors, who are the charity’s Trustees, together with the Strategic Leadership Team, comprise our key management personnel, as defined by FRS102� All Trustees give their time freely and do not receive remuneration� Trustees are entitled to claim reasonable expenses under our Expenses Policy� Trustees’ expenses during the year are disclosed in note 11 to the Financial Statements� In addition to those with Anthony Nolan Trading Limited there was one related party transaction during the year� Red Badger, digital consultancy, carried out £96k worth of consultancy work for Anthony Nolan in 2021/22� Michael Altendorf is a Non-Executive Director of Red Badger and Nicola Horlick was a member of the Advisory Board at the time� Both Trustees declared their interests and were not involved in the decision to appoint Red Badger� The pay of the Strategic Leadership Team, and any pay increases, are approved by the Chair of the Board� Remuneration is reassessed as required when job vacancies are advertised based on a market rate benchmark across relevant sectors�

Number of Trustees

Currently, the Anthony Nolan Board has 11 Trustees� As part of the succession planning process the Board regularly reviews Trustee terms of office and decides when it is appropriate to consider either re-appointment or recruitment of Trustees in the best interests of the Charity� The Board may wish to make new appointments over the coming year if specific needs arise or in light of planned Trustee retirement dates�

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Charity Governance Code

Anthony Nolan supports the seven principles of good governance laid out in the Charity Governance Code� As a charity registered in Scotland, as well as England and Wales, Anthony Nolan also supports the five core best practice principles laid down in the Scottish Governance Code 2018� Anthony Nolan aspires to always follow best practice guidelines and has continued to embed the recommended practices relating to the updates made to the Charity Governance Code in December 2020 regarding the principles of Integrity and Equality, Diversity and Inclusion� The following outlines actions we have identified and taken to strengthen our governance in these two areas� We have also considered the Charities Act 2022 and will monitor Charity Commission guidance closely as the changes are implemented, including any subsequent updates to the Charity Governance Code�

Integrity

Anthony Nolan has identified five values that lie at the heart of everything we do and are vital for our success: accountable, passionate, patient-focused, innovative, and improving every day� These values underpin the decisions made by, and actions of, the Board and Strategic Leadership Team� Anthony Nolan also adheres to the National Council for Voluntary Organisations’ (NCVO) Charity Ethical Principles by putting our patients and donors first, creating a safe space for employees, volunteers and beneficiaries and operating with integrity and openness� We have a number of policies and procedures in place to ensure that at Anthony Nolan, we work responsibly and ethically�

The Board is mindful of the need for each member to have an equal opportunity to voice their opinion and to be listened to, in order to avoid power imbalances� Board papers are sent out in advance of board meetings, allowing members time to prepare any issues they want to address� Each Trustee has an equal vote on proposals�

To ensure power imbalances are avoided within the organisation, Anthony Nolan has numerous mechanisms to ensure employees’ voices are heard� Employees are consulted on initiatives and organisational changes via our Employee Forum� Through the Forum, attended by our HR team, employees can put forward their opinions and suggestions via their representatives� We also launched Hive, our new employee engagement platform, which gives all employees the opportunity to have their voice heard through Open Door surveys� This platform can also be used for anonymous feedback, and any suggestions and/or concerns� We also have a number of other employee groups, including our Inclusion Champions who act as an informal mechanism for employees to raise concerns and share ideas� Line managers encourage regular feedback in 1-2-1s and team meetings and our Chiefs (Division leaders) host regular divisional meetings, with the opportunity for employees to feedback and ask questions� We have continued with ANCast webinars through which the CEO and other members of the Strategic Leadership Team update all employees on the direction and strategic aims of the organisation� In advance of, or at the end of each ANCast, employees can ask questions and raise any concerns, anonymously if they wish to�

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Protecting and safeguarding all those who come into contact with us through our work (including children and adults at risk) from abuse and mistreatment of any kind is a priority for Anthony Nolan and its Trustees� A Safeguarding Policy is in place and published on our website� The policy and mandatory training for employees, as well as training for volunteers identified as requiring inductions for working with the charity, are subject to regular review by the Designated Safeguarding Director together with the leads for employees and volunteers, patients and donors� Arrangements are in place for employees and volunteers to report concerns to independent, external third parties to ensure at all times that matters can be raised without fear or favour� All Trustees are required to complete our compulsory safeguarding training and quarterly safeguarding reports are provided to Trustees as part of our governance process�

Inclusion, diversity, and involvement

This year, we have seen good progress in translating our commitment to inclusion, diversity, and involvement into action and results� Embedding these principles in all aspects of our work is a continuous exercise rather than a time-limited project, and it is important that we learn from new approaches and use this insight to identify new opportunities and to inform future initiatives�

The progress we have made

The Board recognises the power and value of diversity in leadership, and this year worked with a specialist agency to recruit three Trustees who would bring new perspectives and knowledge to the Board�

A crucial component of our inclusion and diversity work is the definition and execution of a multifaceted strategy to better understand and tackle the inequities some patients experience because of their background and circumstances� Progress has been made on several fronts, including innovative analysis to understand how we can optimise the donor register to meet the needs of all patients now and in the future� The rich insight being generated will inform our donor recruitment and typing strategies� We recognise the importance of building a robust evidence base in this area, so we can better understand and tackle the drivers of inequity� We are working with the British Society of Blood and Marrow Transplantation and Cellular Therapy (BSBMTCT) on a retrospective study to understand whether patients from different ethnic backgrounds have different outcomes post-transplant�

We will capture our donors’ sex (also known as natal sex or sex assigned/ observed at birth) and gender when they are recruited to the register and have implemented a new policy and associated training to support employees through the process of gender transitioning�

We have also established a new approach to raising complaints and concerns in relation to inclusion and diversity� In response to employee feedback, we implemented an inclusive ‘flexible public holiday’ policy, giving employees the choice to take holidays at a time that reflects what is important to them�

We implemented a new employee engagement platform, which is supporting us to gather real-time insight from employees on how they experience work and the workplace� This is guiding our transition to hybrid working, which aims to find ways of working that balance individual circumstances and preferences

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with the needs of roles and the wider business� In parallel to this transition, we continue to invest in initiatives that aim to promote the wellbeing of our employees, which is particularly important as we emerge from the pandemic�

Looking to the future

As the development of our new 2023+ organisational strategy gathers pace, we will harness the opportunity to consider and embed inclusion, diversity, and involvement in all aspects of our work� While driven and coordinated by a central team, it is vital that all areas of the charity and everyone at Anthony Nolan play an active role in meeting our commitment to inclusion, diversity, and involvement� Recognising the importance of our commitment to this ambition, and the touchpoints it has across the entire charity, this year each division set specific objectives for inclusion, diversity, and involvement and progress updates are provided to the Strategic Leadership Team at fortnightly meetings�

Our work in Scotland

We are fortunate to be supported in Scotland by a number of strategic partners, including Scottish Fire & Rescue Service (SFRS) and Police Scotland� These partners, with their trusted brands, help us to create connections and maximise our ability to influence policy that benefits our patients in Scotland, as well as helping us raise awareness of the need for, and to recruit, more stem cell donors� Our award winning, 13-year, partnership with SFRS is recognised across the UK as having a significant impact for patients in need of a stem cell transplant with over 18,500 donors recruited to the Anthony Nolan register, 94 of whom have gone on to donate their stem cells (as of May 2022)� This is due to SFRS’s commitment to target their activity at young people through their hugely successful school’s programme�

As well as our work with SFRS, Marrow volunteer student groups work in universities across the country to raise awareness and recruit people to the stem cell register� We approach and support people and organisations in Scotland to give and raise money for our work from individuals and student groups to local companies and trusts�

Our specialised Patient Services provide support, care, and advice for patients and families in Scotland� This includes practical and emotional support through our patient services team and localised support, made up of volunteers, Marrow groups, and partners, for families�

Employees

Anthony Nolan provides an inclusive working environment for employees and supports professional and personal development� Anthony Nolan is committed to fostering a culture of diversity, respect, and inclusion as well as equality of opportunity for all employees� Employment practices and policies are in place to ensure that no employee, or potential employee, receives less favourable treatment because of age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership, co-parenting, pregnancy or maternity/paternity leave�

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Employee information

The Strategic Leadership Team regularly provides information to employees through a variety of channels including all-employee briefings and weekly emails from the Chief Executive� Information, news, policies, and resources are shared via our widely used employee intranet, Matchbook� We have also set up dedicated Microsoft Teams channels including Wellbeing, Learning and Development and Inclusion channels� Our Chief Executive provides updates to the whole organisation about the strategic direction of the Charity via ANCast webinars�

In line with legislation, we calculate and publish our annual gender pay gap data and report in April each year� Our mean gender pay gap in April 2021 and for the reporting period 2021/22 was 12�8% (April 2020: 11�4%) and median 17�0% (April 2020 15�7%)� The report outlines the actions Anthony Nolan is undertaking to reduce our gender pay gap as part of the wider programme of ensuring Anthony Nolan is a diverse and inclusive organisation� The Gender Pay Gap report is both on our website and on the Gender Pay Gap Services portal on Gov�uk�

We regularly consult with employees through Anthony Nolan’s Employee Forum which includes a representative from every division� Employees’ views are also sought through web-based surveys, focus groups, and team meetings, the results of which feed into senior management decision making� We have also set up a new employee engagement platform, Hive, to talk to and learn from employees�

Our Coronavirus Taskforce continued to meet regularly to review our working practices during 2021� As COVID-19 restrictions were eased, and the government’s advice for people to work from home if they could was lifted, we set up a Hybrid Working Group which is piloting Activity Based Working within our working spaces, adopting a test and learn approach, and the results of this will feed into our working practices going forward�

Wellbeing

With the pandemic continuing, wellbeing continued to be a focus for the People Team throughout 2021/22 to navigate the impact lockdowns and uncertainty had on our employees and volunteers� We maintained the Wellbeing Teams Channel as a source of information and support, harnessing its potential to be a community to connect employees who may have had similar experiences�

As the external context has changed, and people have been able to experience some sense of ‘normality’ with their family and friends again, the frequency of our wellbeing communications was reduced to monthly newsletters, so that we could still deliver relevant information to promote wellbeing events and offer specific support� Wellbeing support has also been built into our wider content around giving employees information around returning to our workspaces�

We have restarted our regular schedule of Managing Mental Health at Work workshops for our line managers, now delivered virtually by Mind, as well as offering sessions on resilience, grief, and compassion fatigue to all employees�

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Our annual Wellbeing Week took place virtually for the second time, but with a revised format informed by Gallup’s Five Elements of Wellbeing (strands were: Mental, Physical, Financial, Work and Community Wellbeing) in response to feedback from employee surveys� During the week we ran sessions including workshops on resilience, how to use Microsoft Teams to improve wellbeing/productivity, ‘How to have your perfect morning’ and financial wellbeing as well as sharing information, tips, and blogs� This broader approach to wellbeing will inform our work in this area in the coming year�

Employees also have access to our Employee Assistance Programme (EAP) which provides webinars, health checks, online counselling, and articles on physical and mental wellbeing� Our managers are encouraged to make wellbeing part of the regular conversations with their teams and signpost to the EAP, Mental Health First Aiders and Wellbeing channel as appropriate�

Feedback from our new employee engagement platform, Hive, continues to inform our approach to employee wellbeing, with insight around the need for support around work / life balance and productivity in a hybrid working environment driving our 2020You learning programme� Workshops with the teams around the results of these surveys are allowing us to really understand what our people need but are also enabling our teams to shine a light on the things they can do themselves to support their own wellbeing�

Our volunteers

Volunteers and supporters are the lifeblood of Anthony Nolan� As an organisation, we want them to be influential in shaping our activity and approaches� Despite continued limitations to holding in person events and opportunities, our volunteers have continued to demonstrate their commitment and passion to Anthony Nolan and our lifesaving work�

Whilst the travel restrictions were still periodically in place during 2021/22, as soon as it was safe to do so, our 55 active volunteer couriers undertook 575 trips across the UK to ensure that lifesaving stem cells were delivered to patients who needed them� Our passionate team of volunteer couriers are always putting patients first as they navigate ever-changing regulations and route changes to ensure vital donations reach their destination� Despite being unable to run in person donor recruitment events until September 2021, 357 volunteers across 44 active Marrow groups were able to sign up 6,136 potential donors this year, 5,395 at events and a further 741 online� Our Marrow groups have continued to adapt to restrictions and procedures to achieve this incredible number of sign-ups�

As we move forward, Anthony Nolan is developing ways to listen to the volunteer voice and encouraging volunteers to influence their own experience� Whether it is developing new roles, creating new feedback channels, or personalising the communications experience, volunteer experience and voice is a key driver� By involving our volunteers in the ways they want to support Anthony Nolan, they can feel more engaged and connected to our work whilst having an even greater impact�

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Business relationships

Contract management procedures are in place to ensure that all supplier and customer contracts operate in the best interests of the Charity and the trading subsidiary� New suppliers are subject to a thorough appraisal process, including standard requirements for declaring interests, nondisclosure agreements as well as confirmation of compliance with our Modern Anti-Slavery Statement� Service level agreements with customers and suppliers are reviewed on a regular basis and price agreements are negotiated prior to any renewal� A Delegation of Financial Authorities Policy and Schedule, approved by the Board, is in place to determine signing authorities for contracts and oversight of key capital investment decisions, staffing matters, and audit protocols� This ensures that Trustees are aware of the use of resources within the organisation� All contracts over £250,000 are reported quarterly to the Audit and Finance Committee, and any contracts with a value of £1m or higher require approval by the Chair and are reported to the Board� A conflict of interests’ declaration is a standing item on the agenda for each Board and sub-committee meeting�

The Charity has a robust procurement and vendor risk management process in place to vet its customers and suppliers� Through effective contract management, engaging relationships, and reviews with key suppliers and customers, the Board, via delegated authority to the Audit and Finance Committee, ensure that value for money is achieved with charitable funds�

Further information on our work to foster trusted business relationships and partnerships is outlined in the strategic aims of our Organisational Strategy�

Safeguarding

To read about our commitment to safeguarding all who come into contact with Anthony Nolan, please refer to our work on Integrity at page 53.

Whistleblowing

It is important that any fraud, misconduct, or wrongdoing by employees or volunteers, including Trustees, acting on behalf of Anthony Nolan is reported and properly dealt with� A Whistleblowing policy is in place to ensure that people can safely raise concerns and feel confident they will be listened to, and their concerns will be properly investigated and acted upon appropriately� The Policy was reviewed, updated, and approved by the Board in March 2022�

Research integrity

In July 2020, Anthony Nolan implemented our new Research Integrity policy� The policy outlines our commitment to The Concordat to Support Research Integrity and how we fulfil the related principles in creating a comprehensive framework for responsible research conduct and

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governance� The policy also meets the UK Research and Innovation Policy and Guidelines on Governance of Good Research Conduct�

In the last year, no concerns have been raised about the integrity, or otherwise, of research embarked on and produced by Anthony Nolan�

Anthony Nolan Trading Limited

Anthony Nolan Trading Limited (ANTL) is a wholly owned subsidiary of Anthony Nolan� This subsidiary plays a crucial role in fundraising on our behalf and the principal activity of ANTL is to carry on the trading operations of the group with a view to raising funds� This is achieved through advertising, fundraising events, and utilising intellectual and similar rights held by the parent charity� All commercial work carried out by our Laboratory is also conducted through ANTL�

In January 2022 we undertook a refresh of the ANTL Memorandum & Articles, and of the Service Agreement between Anthony Nolan and ANTL�

The main changes to the Memorandum & Articles were alterations to the style, format, and language to bring it in line with modern practice; clarification that Anthony Nolan has the ability to appoint and remove directors by providing notice in writing; removal of the requirement to hold an AGM; revision of the minimum number of directors from one to four and the quorum from one to three; addition of comprehensive provisions relating to the management of conflicts of interest�

The Service Agreement specifies the way that ANTL pays the Charity for the services undertaken on its behalf, and the terms under which ANTL is authorised to use the Charity’s name and logo for trading, including licensing the charity’s logo and trademarks� A number of minor revisions were made including an update to the Data Protection provisions�

Professional indemnity insurance

Anthony Nolan has taken out an insurance policy that provides professional indemnity insurance cover for the Trustees� The cost of this insurance for the period was £5,470 (2020/21: £4,052)�

Risk and corporate governance matters

Anthony Nolan has a robust risk management process in place which operates within an overarching Risk Management Policy�

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Our Organisational Risk Register records the main high-level risks facing Anthony Nolan that have the potential to impede the delivery of our strategic objectives or to have a very significant impact on the organisation� This Register is reviewed by our Strategic Leadership Team and Governance and Risk Committee every six months and reviewed and approved by the Board annually�

Across the organisation, we have implemented Divisional Risk Registers which help employees identify and manage risks within their divisions and are reviewed on a more frequent basis� This allows us to continually identify the controls and plans in place to mitigate against the risks�

Our ability to continue to save patients’ lives, and improve their quality and length of life, depends on having sufficient funding in place� Therefore, continuity of income remains the first of four principal risks identified by the Board� Our response to this risk has been informed by the continuing impact of the COVID-19 pandemic and the fact that we are in part dependent on NHS healthcare policy� A range of actions have been, and continue to be, taken to mitigate this risk� These include: working closely and building commercial relationships with UK transplant centres and international registries, diversification and growth of income streams from research, cell & gene therapy, and fundraising, enrichment of the register and speed of the donor provision patient journey, continued monitoring and horizon-scanning to ensure early identification of potential supply chain issues and disruption to the import/export of cells, and influencing healthcare funding with the UK government� We adopt continuous improvement in our approach to fundraising appeals and donations within the digital space, alongside marketing campaigns that invest in our brand to help raise our profile�

The loss or misuse of personal data is the second principal risk identified by the Board, as we hold sensitive information in relation to patients, donors, financial supporters, employees, and volunteers� To mitigate against this risk, we have clear data protection, information security, and confidentiality policies and online training in place� Technical solutions have been established to ensure personal and sensitive medical data is encrypted and transmitted securely� These policies and procedures are communicated to employees and volunteers, are available through a dedicated page on our intranet, and are monitored by a standing Data Security and Protection Working Group� Internal notification reporting processes of data loss or misuse are in place to identify, investigate, and mitigate against any potential issues with regards to the use of personal data�

A Privacy Office, run by a dedicated Data Privacy Manager, ensures that data protection impact and legitimate interest assessments are completed where necessary� Policies and procedures comply with the requirements of the UK General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018 and our Data Protection Officer reports directly to the Board, and more recently to the Governance and Risk Committee, through a quarterly written report� Our organisation-wide data mapping exercise is undertaken annually and identifies all our data processing activities, as well as any areas of risk� We have implemented a robust procedure to respond to Subject Rights Requests� There were 15 Subject Access Requests and 73 Rights to Erasure Requests received during the fiscal year 2021/22� All requests were completed within the required one-month timeframe, with

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the exception of one Subject Access Request, which required a 60-day extension�

The risk of a data security breach due to system vulnerabilities, phishing attacks, or other similar malicious activity is the third principal risk identified by the Board� We are aware of the increased risk in this area at present as a result of external and global factors and have acted accordingly� Given the need for remote working, we had already introduced more robust information security policies to ensure that our systems are secure and regularly reviewed, with proportionate disaster recovery measures in place� We have also continued the rollout of Bitesize cyber security training sessions for all employees, as well as simulated phishing testing so we can identify any weaknesses� A data security audit has recently been undertaken by our external advisors, and virtual Chief Information and Security Officer (CISO) which has resulted in a series of actions being agreed to reduce this risk further� The audit found that our significant effort and investment over the past three years was reflected in improved maturity scores for most domains� Our Data Security & Protection Working Group is also in place to monitor progress against agreed actions and milestones� Further work is in hand to assess any potential vulnerabilities and address these as appropriate� The Governance and Risk Committee will monitor progress against this risk on behalf of the Board and will flag any areas of concern to the Board for further review, should they arise�

The fourth principal risk identified by the Board relates to the

decommissioning of a key system within Anthony Nolan in a timely fashion to ensure that we do not become reliant on unsupported technology� Whilst back-up contingency plans do exist in the event of issues occurring with the system, many of these would involve manual processes so would not be ideal or efficient� A detailed project plan is in place to speed up the decommissioning work, with budget and resource available to support a dedicated team� The risk will be closely monitored to ensure work continues and de-risks the impact on the organisation�

The Board has given consideration to the major risks the charity is exposed to and satisfied themselves that systems or procedures are established in order to manage those risks�

Contracts management procedures are in place to make sure that all supplier contracts operate in the best interests of the charity� New suppliers are subject to an appraisal process including standard requirements for declaring interests and agreements to comply with our Modern Anti-Slavery Statement�

A Delegation of Financial Authorities Policy and Schedule, reviewed and updated in March 2022, is in place to determine signing authorities for contracts, as agreed by the Board�

As required by the Charity Commission, a Serious Incidents Reporting Policy is in place�

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Energy and carbon statement

As part of the obligations set out under the Energy and Carbon Report Regulations 2018, we monitor and measure energy consumed, and subsequent carbon created as an organisation� The energy we consume is primarily fossil fuel which falls within scope 1 & 2, as classified under Energy and Carbon Reporting (SECR) and presented in tables 1 & 2� This statement excludes scope 3 emissions as these are not material to our activities�

Organisational and operational boundaries of the company

Anthony Nolan does not have a complex company structure and therefore the company accounts for 100% of the carbon produced through greenhouse gas (GHG) emissions from operations over which it has control� These are recognised as:

  1. Head Office, London

  2. Nottingham Laboratory

  3. Laboratory and Research Facility, London

Energy consumption and greenhouse gas emissions

Anthony Nolan consumes Energy as part of our business activities which falls under scope 1 & 2 of the regulations� The methodology used for determining energy and carbon emissions within this section of the Report derive from the following:

  1. Natural gas used for heating and hot water in the buildings we occupy (Scope 1)

  2. Electricity used for lighting, cooling, and air conditioning and the operation of laboratory equipment (Scope 2)

  3. Fuel consumption in vehicles that are used for business including employees’ vehicles used for business travel and fleet vehicles (Scope 1)

Gas and electricity consumption have been taken from invoices and submeter readings either collated locally by our Facilities team or by third parties where we have hosted sites (Nottingham and London Labs)� Where the readings/ invoices do not cover a full year, we have estimated the consumption for the full year based on the average consumption per day in the period�

Fuel consumption is measured from use of grey fleet vehicles and journeys by employees traveling from site to site� Where employees use their own vehicles for business purposes a mileage allowance is paid�

Our consumption and associated greenhouse gas emissions for the financial year April 2021 to March 2022 are shown below in Table 1

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Table 1: Total energy consumption and associated greenhouse gas emissions from Scope 1 and Scope 2 for SECR Year 2 reporting period

Energy Type: Energy Use (kWh) % Split kWh Emissions
(tCO2e/yr�)		 % Split
CO2e
Combustion of Gas
(Scope 1)		 90,823 38�8% 71
Transport
(Scope 1)		 12,108 (miles)
15,053		 1�5% 3
Electricity
(Scope 2)		 602,606 59�7% 1669
Total
(Scope 1 & 2)		 1,008,482 100.00% 243 100.00%

Table 2: Energy and carbon conversion factors

The UK Government Greenhouse Gas Conversion factors for company reporting 2019 have been used to convert energy consumption to carbon dioxide equivalent emissions� The conversion factors used are summarised below:

Activity Fuel Unit Year kg CO2e
Electricity
generated		 Electricity: UK kWh 2021 0�2123
Gaseous Fuels Natural gas kWh 2021 0�1843
Transport
(average car)		 Diesel kWh 2021 0�2476

UK Government GHG Conversion Factors for Company Reporting, 2020, BEIS & DEFRA

Vehicle use is based on fleet vehicles and employee travel using their own vehicles for business use� An assumption has been made that all vehicles use standard diesel biofuel blend and have an engine transmission of 2L or less� Therefore 0�2476 kg CO2e per kWh value has been applied� The fuel conversion factor applied is (kWh/mile): 0�2857 kg CO2e per mile / 0�2476 kg CO2e per kWh= 1�153 kWh/mile�

Intensity ratio

Intensity ratios compare emissions data with an appropriate business metric or financial indicator� This allows a comparison of energy efficiency performance over time and with other similar size organisations in our sector� We have chosen to compare our overall emissions with our annual turnover for the 2021/22 year�

Table 3 Intensity ratio – energy consumption and associated greenhouse gas emissions per £100,000 of annual turnover�

Energy Consump-
tion		 Total greenhouse
gases emissions		 The annual group
turnover
(£’M)		 Intensity Ratio Intensity Ratio
(kWh) (tCO2e) FY 19/20 (kWh / £100,000
turnover)		 (tCO2e /£100,000
turnover)
1,008,482 243 53�5 1885�0 0�454

Energy use – performance

In comparison to 2020/21 our energy consumption has marginally increased by 2%� This can be attributed to the increase in demand for energy from increased numbers of employees returning to our workplaces� The increase is low which

Anthony Nolan Annual Report and Financial Statements 2021/22

~~62~~

we can account to the success of energy reduction initiatives we implemented during the year which we estimate has off-set up to 6% of energy we would have used� Employee business travel has reduced in the last two years which we attribute to employees adopting video calls rather than opting to travel�

Energy use – 5-year trend (kWh) Energy use – 5-year trend (kWh) Energy use – 5-year trend (kWh) Energy use – 5-year trend (kWh) Energy use – 5-year trend (kWh)
Energy Type: SECR
Year 1
2020-21
(Baseline
year)		 SECR
Year 2
2021-22		 SECR
Year 3
2022-23		 SECR
Year 4
2023-2024		 SECR
Year 5
2024-25
Combustion of Gas
(Scope 1)		 355,622 390,823 - - -
Transport
(Scope 1)		 23,668 15,053 - - -
Electricity
(Scope 2)		 613,762 602,606 - - -
Total
(Scope 1 & 2)		 993,032 1,008,482 - - -

Energy efficiency actions

Anthony Nolan is committed to reducing energy consumption and waste associated with our activities� We continue to review and introduce initiatives to proactively manage our properties and assets� The progress in the past year:

Anthony Nolan Annual Report and Financial Statements 2021/22

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Professional fundraising partnerships

Anthony Nolan uses a select group of third-party agencies to fundraise on our behalf� We have longstanding partnerships with all the third-party agencies we use, and they were all appointed following a thorough tender process driven by a focus on quality and value for money� We also work with external agencies to deliver our Payroll Giving programme and our raffles and lottery�

In order to ensure the safety and protection of our supporters, we conduct regular monitoring and mystery shopping of those dealing directly with the general public� We listen to a minimum of 20 calls a month during a telephone campaign to check the quality of appeals made on our behalf� We also collate all feedback we receive about these practices and pass it on to the relevant agencies so we can adapt our approach if necessary� Anthony Nolan is scrupulous about these practices�

To aid this, we also have a robust policy, approved by the Board, to protect vulnerable people, intrusion of privacy, and unreasonably persistent approaches� This includes extensive training of those fundraising on our behalf�

We received a total of 21 complaints related to fundraising in 2021/22, which is an increase on the eight complaints received during 2020/21� However, our complaint level last year was likely due to the limitations on our fundraising activity due to COVID-19 restrictions� During the two years prior, we received 45 complaints each year� Most complaints received were from people who objected to receiving a request to donate, the method of the approach, or receiving multiple e-mails�

We value all types of feedback about our fundraising and marketing activities, including complaints� These help us to learn and to improve the services we offer� We attempt to respond to all people directly about their feedback, provided we have the information and permission to do so, in order to try to resolve the issue and turn it into a positive experience�

Complaints can be sent to us in writing to our Fundraising Complaint Coordinator at our head office, by email to fundraisingcomplaints@ anthonynolan�org, or by phoning 020 7424 6626�

Complaints are reviewed by the Complaint Coordinator before being forwarded to the relevant person to investigate and respond� This depends on the nature of the feedback and the type of activity it relates to� We will get back to individuals within 14 days to confirm receipt and within 30 days to follow up on the investigation, including details of what they can do if they are dissatisfied with the outcome� Where individuals are not satisfied with the outcome of the investigation, they can escalate these to a member of the Strategic Leadership Team at Anthony Nolan as appropriate, and/or the Fundraising Regulator� We record feedback centrally in order to assess which activities are driving complaints, to ensure that we are meeting timelines to understand any emerging themes and to support employee training where appropriate� These are collated and shared as part of our central feedback reporting to our senior leadership and as members of the Fundraising Regulator we report back to them as part of the annual complaints return�

Anthony Nolan Annual Report and Financial Statements 2021/22

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Anthony Nolan values the privacy of all those who support us in our lifesaving work� We have systems in place to ensure that supporter data is collected, managed, and processed in line with all necessary legislation and to satisfy the requirements of the UK GDPR and Data Protection Act 2018� We are members of the Fundraising Regulator and comply with all requirements, including following the Fundraising Regulator Code of Fundraising Practice� We also check that, as representatives of Anthony Nolan, our agencies follow these practices� Anthony Nolan holds a Gambling Commission License for our postal and online raffle programme and lottery�

Fundraisers

At the request of the organisations listed below, we disclose and recognise the following fundraising donations received in 2021/22� We are grateful for their generous support of our work�

Working with pharmaceutical companies

Anthony Nolan works with pharmaceutical companies in a variety of ways and several policies, which are underpinned by operational procedures and due diligence, ensure these relationships are conducted ethically� We have an overarching corporate policy in place which governs how we work with pharmaceutical companies in a commercial and non-commercial capacity� If a relationship is commercial, it is subject to our usual due diligence procedures for working with third parties and is always subject to a contractual framework� We always aim to be open, transparent, and honest in response to any public, supporter, patient, or media enquiry concerning any of our relationships with pharmaceutical companies� In the last year, our non-commercial work with pharmaceutical companies included:

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~65~~

Anthony Nolan is one of 15 UK charities who form the Blood Cancer Alliance (BCA)� Together, we are working to tackle the issues blood cancer patients face and improve the experience and outcomes of all those living with blood cancer� While the BCA receives funding from the pharmaceutical industry, it is wholly independent of these commercial organisations� A full breakdown of BCA pharmaceutical funding is available on the BCA website (bloodcanceralliance. org/funding).

Public benefit

The Trustees, in exercising their powers and duties, have complied with their duty in section 4 of the Charities Act 2011 and have had due regard to the public benefit guidance published by the Charity Commission� In preparing the report and accounts, the Trustees have complied with the requirements set out in the guidance to report on the significant activities and achievements of the Charity in 2021/22� They have reported in a way that both sets out the aims and strategies of the Charity and demonstrates how our aims and activities were carried out for public benefit�

Trustees’ and Directors’ responsibilities in the preparation of financial statements

The Trustees are responsible for preparing the strategic report, the Trustees’ report and the financial statements in accordance with the applicable law and regulations�

Company law requires the Trustees to prepare financial statements for each financial year in accordance with 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 group and Charity and of the incoming resources and application of resources, including the income and expenditure, of the group and Charity for that period�

In preparing these financial statements, the Trustees are required to:

Anthony Nolan Annual Report and Financial Statements 2021/22

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The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity’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, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 as amended� They are also responsible for safeguarding the assets of the Charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities�

Financial statements are published on the Charity’s website in accordance with the legislation in the UK governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions� The maintenance and integrity of the Charity’s website is the responsibility of the Trustees� The Trustees’ responsibility also extends to the ongoing integrity of the financial statements contained therein�

Auditor

BDO LLP has indicated its willingness to continue in office and were reappointed by the Audit and Finance Committee at its March 2022 meeting�

Statement as to disclosure of information to auditor

The Trustees who were in office on the date of approval of these financial statements have confirmed, as far as they are aware, there is no relevant audit information of which the auditor is unaware� Each Trustee has confirmed that they have taken all the steps that they ought to have taken in order to make themselves aware of any relevant audit information, and to establish that it has been communicated to the auditor�

Funds held as custodian

Although Anthony Nolan maintains restricted funds to deal with income which is earmarked for a particular purpose by donors, sponsors, and other funds, Anthony Nolan does not currently hold, and the Trustees do not intend that it will in the future hold, any funds as custodian for any third party�

The Trustees’ Annual Report is approved by order of the Board and the Strategic Report and the Directors’ Report required by company law (included therein) are approved by the Board in their capacity as the directors at a meeting on 27 July 2022 and signed on their behalf by:

Nicola Horlick Chair

Anthony Nolan Annual Report and Financial Statements 2021/22

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Independent auditors’ report to the Trustees and members of Anthony Nolan

Opinion on the financial statements

In our opinion, the financial statements:

We have audited the financial statements of Anthony Nolan (“the Parent Charitable Company”) and its subsidiaries (“the Group”) for the year ended 31 March 2022 which comprise the consolidated statement of financial activities, the parent statement of financial activities, the consolidated and charity balance sheets, the consolidated 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 law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice)�

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 Group and the Parent Charitable Company in accordance with the ethical requirements 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�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~68~~

Conclusions related 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 Group and the Parent Charitable Company’s ability to continue as a going concern for a period of at least 12 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 Trustees are responsible for the other information� The other information comprises the information included in the Annual Report and Financial Statements, other than the financial statements and our auditor’s report thereon� The other information comprises: The Trustees’ report and the strategic report� 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� 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�

Other Companies Act 2006 reporting

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

In the light of the knowledge and understanding of the Group and the Parent Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatement in the strategic report or the Trustee’s report�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~69~~

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 requires us to report to you if, in our opinion;

Responsibilities of Trustees

As explained more fully in the Trustees’ and Directors’ Responsibilities in the Preparation of the Financial Statements, 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 determines 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 Group’s and the Parent 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 Group or the Parent 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

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder�

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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements�

Extent to which the audit was 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,

Anthony Nolan Annual Report and Financial Statements 2021/22

~~70~~

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:

We considered the Group’s own assessment of the risks that irregularities may occur either as a result of fraud or error and the Group’s compliance with laws and regulations that have a direct impact on the financial statements, including the Companies Act, Charities Act 2011 and Charities and Trustee Investment (Scotland) Act 2005� Other laws and regulations where non-compliance may have a material impact on the financial statements include: employment law, taxation legislation, data protection, health and safety legislation, fundraising regulations and the Human Tissue Act 2004� Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of Those Charged with Governance and other management and inspection of regulatory and legal correspondence, if any�

We also evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries to manipulate financial results and management bias in accounting estimates�

In addition, we considered the scope for management to manipulate financial results through the timing of the recognition of income, in particular income relating to the provision of stem cell donors�

Audit response to risks identified

The Senior Statutory Auditor has assessed and concluded that the engagement team collectively had the appropriate competence and capabilities to identify or recognise non-compliance with laws and regulations�

We enquired of management and those charged with governance, including obtaining and reviewing supporting documentation, concerning the Group’s policies and procedures relating to:

Our tests included reviewing the financial statement disclosures and tested to supporting documentation to assess compliance with relevant laws and regulations discussed above�

We made enquiries of the Trustees’ representatives and management and performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud�

We also reviewed minutes of meetings of those charged with governance and performed audit procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~71~~

In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments to address the risk of management override of controls; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business�

We challenged assumptions made by management in their significant accounting estimates, including revenue recognition, capitalisation policies and cost allocation methodology�

Throughout our audit procedures, we did not identify any matters relating to irregularities, including fraud�

Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that 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, misrepresentations or through collusion� There are inherent limitations in the audit procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we are to become aware of it�

A further description of our responsibilities for the audit of the financial statements is located at the Financial Reporting Council’s (FRC) website� This description forms part of our auditor’s report�

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, and to the Charitable Company’s trustees, as a body, in accordance with the Charities and Trustee Investment (Scotland) Act 2005� Our audit work has been undertaken so that we might state to the Charitable Company’s members and trustees those matters we are required to state to them in an auditor’s report and for no other purpose� To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charitable Company, the Charitable Company’s members as a body and the Charitable Company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed�

Fiona Condron (Senior Statutory Auditor)

For and on behalf of BDO LLP, statutory auditor, London, UK 16 August 2022

BDO LLP is a limited liability partnership

registered in England and Wales (with registered number OC305127)�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~72~~

Anthony Nolan and Subsidiary Undertaking

Consolidated Statement of Financial Activities

(Including Consolidated Income and Expenditure Account) for the year ended 31 March 2022

Notes
Income from:
Donations and legacies
2
Charitable activities
Donor provision
5
Research
6
Other trading activities
3
Investments
4
Other
7
Total income
Expenditure on:
Raising funds:
Expenditure on raising donations and legacies
8
Expenditure on other trading activities
3, 8
Charitable activities:
Donor provision
8
Education and awareness
8
Research
8
Total expenditure
Net income/(expenditure)
before investment gains/(losses)
Net gains/(losses) on investments
14
Net income
Transfers between funds
22
Net movements in funds
Reconciliation of funds
Total funds brought forward
22
Total funds carried forward
22		 Unrestricted
Funds
Restricted
Funds
Total
2022
£'000
£'000
£'000
8,169
876
9,045
43,800
-
43,800
240
265
505
89
-
89
89
-
89
11
-
11
52,398
1,141
53,539
3,552
-
3,552
61
-
61
42,544
572
43,116
3,437
-
3,437
2,667
211
2,878
52,261
783
53,044
137
358
495
-
-
-
137
358
495
3
(3)
-
140
355
495
14,048
851
14,899
14,188
1,206
15,394		 Unrestricted
Funds
Restricted
Funds
Total
2021
£'000
£'000
£'000
8,008
796
8,804
41,260
315
41,575
9
309
318
320
-
320
102
-
102
261
-
261
49,960
1,420
51,380
3,270
-
3,270
238
-
238
40,676
952
41,628
3,144
-
3,144
2,473
317
2,790
49,801
1,269
51,070
159
151
310
275
-
275
434
151
585
246
(246)
-
680
(95)
585
13,368
946
14,314
14,048
851
14,899

Anthony Nolan Annual Report and Financial Statements 2021/22 73

Anthony Nolan and Subsidiary Undertaking

Parent Charity Only Statement of Financial Activities

(including Parent Charity Only Income and Expenditure Account) for the year ended 31 March 2022

Notes
Income from:
Donations and legacies
2
Charitable activities
Donor provision
5
Research
6
Investments
4
Other
7
Total income
Expenditure on:
Raising funds:
Expenditure on raising donations and legacies
8
Charitable activities:
Donor provision
8
Education and awareness
8
Research
8
Total expenditure
Net income/(expenditure)
before investment gains/(losses)
Net gains/(losses) on investments
14
Net income
Transfers between funds
22
Net movements in funds
Reconciliation of funds
Total funds brought forward
22
Total funds carried forward
22		 Unrestricted
Funds
Restricted
Funds
Total
2022
£'000
£'000
£'000
8,169
876
9,045
43,800
-
43,800
240
265
505
98
-
98
30
-
30
52,337
1,141
53,478
3,552
-
3,552
42,544
572
43,116
3,437
-
3,437
2,667
211
2,878
52,200
783
52,983
137
358
495
-
-
-
137
358
495
3
(3)
-
140
355
495
13,988
851
14,839
14,128
1,206
15,334		 Unrestricted
Funds
Restricted
Funds
Total
2021
£'000
£'000
£'000
8,008
796
8,804
41,260
315
41,575
9
309
318
149
-
149
296
-
296
49,722
1,420
51,142
3,270
-
3,270
40,676
952
41,628
3,144
-
3,144
2,473
317
2,790
49,563
1,269
50,832
159
151
310
275
-
275
434
151
585
246
(246)
-
680
(95)
585
13,308
946
14,254
13,988
851
14,839

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~74~~

Anthony Nolan and Subsidiary Undertaking

Consolidated and Charity Balance Sheets As at 31 March 2022

Company number: 02379280 Charity number: 803716 Charity number (Scotland): SCO38827

Notes
Fixed assets
Tangible assets
13
Investments
14
Current assets
Stocks
15
Debtors
16
Cash at bank and in hand
17
Liabilities
Creditors: Amounts falling
due within one year
18
Net Current assets
Total assets less current liabilities
Provisions for liabilities
21
Net assets
The funds of the Group and the Charity
Restricted income funds
22
Unrestricted income funds
General Fund
22
Total Group and Charity funds
22,23		 Group 2022
£'000
4,011
-
4,011
512
10,736
9,518
20,775
8,735
12,031
16,042
648
15,394
1,206
14,188
15,394		 Group 2021
£'000
3,099
1
3,100
424
10,187
11,241
21,852
9,449
12,403
15,503
604
14,899
851
14,048
14,899		 Charity 2022
£'000
4,011
-
4,011
512
10,927
9,226
20,665
8,694
11,971
15,982
648
15,334
1,206
14,128
15,334		 Charity 2021
£'000
3,099
1
3,100
424
10,821
10,521
21,766
9,423
12,343
15,443
604
14,839
851
13,988
14,839

The financial statements on pages 73 to 101 were approved by the Trustees and authorised for issue on 27 July 2022 and are signed on their behalf by

Date: 27 July 2022

Chair Nicola Horlick

Anthony Nolan Annual Report and Financial Statements 2021/22

~~75~~

Anthony Nolan and Subsidiary Undertaking

Consolidated and Charity Statements of Cashflow

For the year ended 31 March 2022

Company number: 02379280 Charity number: 803716 Charity number (Scotland): SCO38827

Reconciliation of net income to net cash fow
from operating activities
Net income/(expenditure) for the reporting period
Adjustments for:
Depreciation
Change in value of investments
Interest and rents from investments
(Increase)/Decrease in stocks
(Increase)/Decrease in debtors
Decrease in creditors
Increase in provisions
Net cash (outfow)/infow provided by operating activities
Net cash generated by/(used in) investing activities:
Interest and rents from investments
Purchase of property, plant and equipment
Sale of fxed asset investments
Net cash generated by/(used in) investing activities:
(Decrease)/increase in cash and cash equivalents
Cash and cash equivalents at the beginning of year
Cash and cash equivalents at the end of year
The changes in cash and cash equivalents due to exchange rate
movements in the year were £5k increase (2021: £41k decrease)�
Analysis of changes in net debt
Cash and cash equivalents
As at 1 April
Cash (outfows)/infows
As at 31 March		 Group 2022
£'000
495
475
-
(89)
(88)
(549)
(714)
44
(426)
89
(1,387)
1
(1,297)
(1,723)
11,241
9,518
Group 2022
£'000
11,241
(1,723)
9,518		 Group 2021
£'000
585
621
(286)
(102)
229
1,605
(1,000)
36
1,688
102
(1,255)
3,192
2,039
3,727
7,514
11,241
Group 2021
£'000
7,514
3,727
11,241		 Charity 2022
£'000
495
475
-
(98)
(88)
(106)
(729)
44
(7)
98
(1,387)
1
(1,288)
(1,295)
10,521
9,226
Charity 2022
£'000
10,521
(1,295)
9,226		 Charity 2021
£'000
585
621
(286)
(149)
229
1,310
(842)
36
1,504
149
(1,255)
3,192
2,086
3,590
6,931
10,521
Charity 2021
£'000
6,931
3,590
10,521

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~76~~

Anthony Nolan and Subsidiary Undertaking

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

Charity information

Anthony Nolan is a company limited by guarantee (registered number 02379280), which is a public benefit entity and registered as a charity in England and Wales (charity number 803716), and Scotland (SCO38827), and domiciled in the UK� The address of the registered office is Royal Free Hospital, Pond Street, London NW3 2QG�

~~1~~ Accounting policies

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

~~a) B~~ asis of accounting

The financial statements have been prepared in accordance with Accounting and reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (second edition effective 1 January 2019) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102); the Companies Act 2006, The Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006� The reporting currency is pound sterling�

Anthony Nolan meets the definition of a public benefit entity under FRS 102� Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s)�

~~b) B~~ asis off consolidation

The consolidated accounts incorporate the result of Anthony Nolan and its wholly owned subsidiary undertaking, Anthony Nolan Trading Limited, on a line by line basis� The consolidated entity is referred to as ‘the group’�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~77~~

Anthony Nolan and Subsidiary Undertaking

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

~~1~~ Accounting policies (continued)

~~c) G~~ oing concern

The Trustees have reviewed the group’s and the charity’s financial forecasts and scenario plan projections (including the impact of COVID-19) throughout FY 2021-22 and into future years, covering a period that exceeds 12 months from the date of signing these financial statements� Three scenarios were tabled back in 2020, ‘worst case’, ‘better case’ and ‘possible case’, based on transplant activity falling by 50%, 25% and 10% respectively� Actual transplant activity for FY 2020-21 and FY 2021-22 encouragingly fell by only 9% and 2% respectively, against annual expectations�

Further strategic outlook and scenario planning reviews in 2022, anticipate activity growth of circa 4% for FY 2022-23 and FY 2023-24 respectively as pre-COVID business as usual trends return and we increase our cellular therapy activities�

The key operational impacts of COVID-19 have been:

The Strategic Leadership Team have acted to address operational efficiencies and the cost base to ensure the best use of charitable funds including:

An unsecured overdraft facility of £2�0m remains in place from March 2021 with Barclays Bank�

The charity’s investments were sold in July 2020, and cash reserves are currently being held to ensure the necessary liquidity for continued operational investment, £5m of cash reserves are being held under shortterm deposits�

Based on the existing levels of cash, and the scenario planning predictions based on estimated levels of income and expenditure, the Trustees are satisfied that the charity has adequate resources to continue in operation for the foreseeable future�

Trustees have also considered there are no material uncertainties in the operating environment�

Accordingly, the going concern basis has been used in preparing these financial statements�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~78~~

Anthony Nolan and Subsidiary Undertaking

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

~~1~~ Accounting policies (continued)

~~d)~~ Income

Income is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably� Donations are accounted for when either receivable or there is sufficient evidence to suggest that it is probable and there is entitlement to the income� Donations are stated gross of any attributable tax recoverable� Sponsorship income from events is recognised when the event takes place�

Income from government and other grants are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably� Donations and grants given for specific purposes are treated as restricted income�

Income from legacies is recognised when probate is granted and there is sufficient information to value them� Reversionary interest involving a life tenant is not recognised� Where a payment is received from an estate after the reporting date and before the accounts are authorised but it is clear that the payment had been agreed by the executors prior to the end of the reporting period, then it is treated as an adjusting event and accrued as income�

Income in respect of payments for transplants and other similar services derives from the amounts charged in respect of the search for matching tissue types and the arrangement of the transplants, and is accounted for when transplant or other procedure takes place� It is classed as income from charitable activities�

Rental income on assets leased under operating leases is recognised on a straight line basis over a lease term and is presented within the investment income�

~~e)~~ Expenditure and allocation of support and governance costs

All expenditure is accounted for on an accruals basis inclusive of any irrecoverable Value Added Tax� Expenditure on charitable activities includes grants payable to other institutions and individuals� Where costs cannot be directly attributed, they are allocated to categories on a basis consistent with the budgeted use of the resources concerned and in proportions based upon a suitable ratio applicable to the nature of the cost involved� The basis of allocation of support and governance costs is analysed in Note 10�

Redundancy and termination benefits are recognised in the period in which the charity commits to incur the costs� These costs are allocated on the same basis as other expenditure�

Under government measures announced to support entities employing key workers during the coronavirus pandemic, an extension of the window that employees can take their statutory annual leave entitlement has been amended for the next two years� The regulations, FRS102, will allow up to four weeks unused annual leave to be carried over� Anthony Nolan has agreed a maximum carry over of five (5) days and the necessary Holiday Pay provision has been accrued at year end by individual staff member based on their annual leave entitlement�

Grants to third parties are charged in the year when an award is approved by the relevant award panel and the commitment is communicated to the recipient, except in cases where the offer is conditional� Such grants are recognised as expenditure when conditions are fulfilled�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~79~~

Anthony Nolan and Subsidiary Undertaking

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

~~1~~ Accounting policies (continued)

~~f) F~~ oreign currencies

Transactions denominated in foreign currencies are recorded using the rate of exchange ruling at the date of the transaction� Monetary assets and liabilities denominated in foreign currencies are translated using the rate of exchange ruling at the balance sheet date� All exchange gains or losses are included in the statement of financial activities in the period to which they relate�

~~g) F~~ inancial instruments

Basic financial instruments

The group has financial assets and financial liabilities of a kind that qualify as basic financial instruments� Basic financial, other than fixed assets investments, are initially recognised at transaction value and subsequently measured at their settlement value�

~~h) R~~ esearch and development expenditure

Expenditure on research and development is written off to the Statement of Financial Activities in the period in which it is incurred�

~~i) T~~ angible fixed assets

All tangible assets purchased costing more than £1,000 that have a useful economic life that exceeds one year are capitalised and classified as fixed assets, the exception being computer equipment, which is all capitalised, even if the cost is lower than £1,000� Tangible fixed assets are stated at historical cost less depreciation� Depreciation is provided on all tangible fixed assets at rates calculated to write each asset down to its estimated residual value over its expected useful life, as follows:

Leasehold buildings over the life of the lease
Leasehold improvements, fxtures & fttings over 3 to 4 years
Ofce equipment over 3 to 5 years
Computer equipment and software over 3 years
Laboratory equipment over 3 to 5 years

In circumstances where the charity incurs software development costs that meet the criteria set out in Section 18 of FRS 102 then those costs will be capitalised�

Software and software development costs are treated as tangible assets�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~80~~

Anthony Nolan and Subsidiary Undertaking

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

~~1~~ Accounting policies (continued)

~~j) S~~ tocks

Stocks are valued at the lower of cost and net realisable value� Stocks that have reached the expiry date are written off at the point of expiry�

~~k) L~~ eased assets and obligations

Rentals payable under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term�

~~l) T~~ axation

The company is a registered charity and as such its income and gains falling within Sections 471 to 489 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 are exempt from Corporation tax to the extent that they are applied to its charitable activities�

Costs are recorded gross of VAT but the group is able to reclaim a proportion of VAT paid, because of its trading activities, using the partial exemption method�

The subsidiary company distributes any taxable profits to the charity each year under Qualifying Charitable distribution�

~~m) P~~ ension contributions

The group and the charity make contributions into defined contribution pension schemes on behalf of certain employees� The assets of the schemes are held separately from those of the group and the charity in independently administered funds� The amount charged to the Statement of Financial Activities in respect of pension costs is the total contributions payable for the year�

~~n) F~~ und accounting

The general fund comprises the accumulated surpluses of unrestricted incoming resources over resources expended, which are available for use in furtherance of the general objectives of the charity�

Designated funds are part of unrestricted funds which Trustees have earmarked for a particular project or use, without restricting or committing the funds legally� The designation may be cancelled by the trustees if they later decide that the charity should not proceed or continue with the use or project for which the funds were designated�

Restricted funds are funds subject to specific conditions imposed by funders� The purpose and use of the restricted funds are set out in the notes to the accounts� Amounts unspent at the period end are carried forward in the balance sheet� Where the specific conditions of the donation are met so the funds are no longer restricted in purpose or use, unspent amounts are transferred to the general fund�

Restricted income spend on fixed assets, such as laboratory equipment, is shown as a transfer to the unrestricted fund at the point of purchase, once the terms of the restriction have been met�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~81~~

Anthony Nolan and Subsidiary Undertaking

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

~~1~~ Accounting policies (continued)

~~o) P~~ rovisions

Provision is made by the group and the charity for liabilities and charges arising from legal or constructive obligations that exist at the balance sheet date� The amount is calculated on the basis of the estimated cost to settle the present obligation or transfer it to a third party at that date� Consideration is given to the timing of the cash flows and to future events and uncertainties which may affect the amount required to settle the obligations�

Critical accounting judgement and sources of estimation uncertainty

Estimates and judgements are continually evaluated and are based on historical evidence and other factors, including expectations of future events that are believed to be reasonable under circumstances�

Critical judgements in applying the charity’s accounting policies

(i) Dilapidation costs

In estimating the dilapidation costs relating to the leases of premises a provision is calculated in accordance with the amount per square foot� This is applied at each year end based on the premises occupied and when major improvements are carried out, or according to the surveyor’s estimates�

~~2~~ Donations and legacies income

Group & Charity
Donations
Legacies
Statutory grants (CRJS grant)		 Unrestricted
Funds
Restricted
Funds
Total
2022
Total
2021
£’000
£’000
£’000
£’000
7,342
876
8,218
7,578
821
-
821
694
6
-
6
532
8,169
876
9,045
8,804

Anthony Nolan Annual Report and Financial Statements 2021/22

~~82~~

Anthony Nolan and Subsidiary Undertaking

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

~~3~~ Trading operations and investments

The charity has one wholly owned subsidiary, Anthony Nolan Trading Limited (“ANTL”), a company registered in England & Wales (Company number 02511952, registered office: The Royal Free Hospital, Pond Street, London NW3 2QG)� The charity owns 100 ordinary shares of £1 each that were issued in ANTL at par upon incorporation� These shares are carried in the balance sheet at their original cost of £100�

The principal activity of ANTL is to carry on the trading operations of the group with a view to raising funds on behalf of the parent charity, which is achieved through the sale of merchandise, advertising, the organisation of fundraising events, and by exploiting intellectual property and other similar rights held by the parent charity� Annual financial statements for this subsidiary company are filed with the Registrar of Companies for England and Wales, and are publicly available�

At 31 March 2022, the value of ANTL’s net assets was £61k (2021: £61k) matching the value of the shareholder’s funds� Current assets were £308k (2021: £814k) and current liabilities £247k (2021: £753k)�

In the year ANTL made a turnover of £89k (2021: £320k) and expended £80k (2021: £273k), including a share of central costs payable to Anthony Nolan (Note 27), thereby generating operating profit of £9k (2021: £47k)� The sum equivalent to the taxable profits was distributed to Anthony Nolan�

~~4~~ Investment income

Group
Rent receivable under operating leases
Investment income
Bank interest receivable on
short term cash deposits
Charity
Rent receivable under operating leases
Investment income
Bank interest receivable on
short term cash deposits
Anthony Nolan Trading Ltd: Qualifying Charitable donation		 Unrestricted
Funds
Restricted
Funds
Total 2022
£'000
£'000
£'000
79
-
79
-
-
-
10
-
10
89
-
89
79
-
79
-
-
-
10
-
10
9
-
9
98
-
98		 Total 2021
£'000
78
21
3
102
78
21
3
47
149

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~83~~

Anthony Nolan and Subsidiary Undertaking

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

~~5~~ Donor provision income

Group and Charity
Fees receivable for the provision of donors
Support income in relation to donor processing
Statutory grant (DHSC COVID-19 grant)		 Unrestricted
Funds
Restricted
Funds
TOTAL 2022
£'000
£'000
£'000
43,467
-
43,467
333
-
333
-
-
-
43,800
-
43,800		 TOTAL 2021
£'000
40,900
360
315
41,575

~~6~~ Research income

Research income
Other income
Group
Other income
Charity
Anthony Nolan Trading Ltd: recharge of costs
Other income
Group and Charity
Grant income receivable		 Unrestricted
Funds
Restricted
Funds
TOTAL 2021
£'000
£'000
£'000
11
-
11
Unrestricted
Funds
Restricted
Funds
TOTAL 2022
£'000
£'000
£'000
240
265
505		 TOTAL 2021
£'000
318
TOTAL 2020
£'000
261
11
-
11		 261
19
-
19
11
-
11		 35
261
30
-
30		 296

~~7~~ Other income

Anthony Nolan Annual Report and Financial Statements 2021/22

~~84~~

Anthony Nolan and Subsidiary Undertaking

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

~~8~~ Analysis of expenditure

Group
2021/22
Expenditure on:
Raising funds
Expenditure on raising donations and legacies
Expenditure on other trading activities
Charitable activities:
Donor Provision
Education and awareness
Research
Total expenditure
2020/2021
Expenditure on:
Raising funds
Expenditure on raising donations and legacies
Expenditure on other trading activities
Charitable activities:
Donor Provision
Education and awareness
Research
Total expenditure		 Activities
undertaken directly
Grant
funding of
activities
Support costs
(Note 10)
Total
costs
Staf
costs
Other
cost
Staf
costs
Other
cost
£'000
£’000
£'000
£'000
£’000
£'000
1,343
1,237
-
424
548
3,552
-
61
-
-
-
61
8,267
27,955
165
3,213
3,516
43,116
1,615
717
-
469
636
3,437
1,298
814
-
329
437
2,878
12,523
30,784
165
4,435
5,137
53,044
1,340
866
-
447
617
3,270
-
238
-
-
-
238
7,869
26,516
84
3,226
3,933
41,628
1,485
577
-
451
631
3,144
1,274
578
150
331
457
2,790
11,968
28,775
234
4,455
5,638
51,070

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~85~~

Anthony Nolan and Subsidiary Undertaking

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

~~8~~ Analysis of expenditure (continued)

Charity
2021/22
Expenditure on:
Raising funds
Charitable activities
Donor Provision
Education and awareness
Research
Total expenditure
2020/2021
Expenditure on:
Raising funds
Charitable activities
Donor Provision
Education and awareness
Research
Total expenditure		 Activities
undertaken directly
Grant
funding of
activities
Support costs
(Note 10)
Total
costs
Staf
costs
Other
cost
Staf
costs
Other
cost
£'000
£’000
£'000
£'000
£’000
£'000
1,343
1,237
-
424
548
3,552
8,267
27,955
165
3,213
3,516
43,116
1,615
717
-
469
636
3,437
1,298
814
-
329
437
2,878
12,523
30,723
165
4,435
5,137
52,983
1,340
866
-
447
617
3,270
7,869
26,516
84
3,226
3,933
41,628
1,485
577
-
451
631
3,144
1,274
578
150
331
457
2,790
11,968
28,537
234
4,455
5,638
50,832

The amount of irrecoverable VAT included in the group and charity expenditure is £1,027k (2021: £1,266k)�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~86~~

Anthony Nolan and Subsidiary Undertaking

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

~~9~~ Analysis of grants

Analysis of grants
Group and Charity
2021/22
Charitable activities:
Donor Provision
2020/21
Charitable activities:
Donor Provision
Research		 Grants to
institutions
Grants to
individuals
Support
costs
Total
costs
£’000
£'000
£'000
£'000
87
78
25
190
87
78
25
190
17
68
13
98
150
-
22
172
167
68
35
270

During the 2021/22 financial year £87k (2021: £167k) worth of grants were given to institutions: £42k (2021: £10K) was given in the year to African-Caribbean Leukaemia Trust to recruit BAME donors�

£4k (2021: £4k) was given to Adrian Sudbury School Education Trust�

£20k (2021: Nil) was given to Kokni Muslim Association Birmingham to recruit BAME donors�

£20k (2021: Nil) was given to Green Lane Masjid & Community Centre to recruit BAME donors�

£1k (2021: Nil) was given to CLIC Sargent to improve cancer outcomes� There were no Research grants in 2022 (2021: £150k)�

During the 2021/22 financial year £78k (2021: £68k) worth of grants were given to individuals�

£78k (2021: £66k) was given to 288 (2021: 267) patients to help with the costs of lifestyle changes caused by treatment�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~87~~

Anthony Nolan and Subsidiary Undertaking

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

~~10~~ Analysis of support costs

Analysis of support costs
Group and Charity
2021/22
Expenditure on:
Raising funds
Charitable activities:
Donor Provision
Education and awareness
Research
Total support costs
2020/2021
Expenditure on:
Raising funds
Charitable activities:
Donor Provision
Education and awareness
Research
Total support costs		 Property
Finance and
Management
Human
Resources
Technology
Governance
Total
costs
£’000
£’000
£’000
£'000
£'000
£'000
160
150
90
531
41
972
1,005
1,581
561
3,328
254
6,729
187
147
105
619
47
1,105
128
108
72
426
32
766
1,480
1,986
828
4,904
374
9,572
178
129
134
586
37
1,064
1,064
1,585
801
3,490
219
7,159
184
118
139
603
38
1,082
132
94
100
435
27
788
1,558
1,926
1,174
5,114
321
10,093

Basis of the allocation of expenditure:

Where appropriate, expenditure, including depreciation, is allocated directly to the activity to which that expenditure relates� Expenditure which does not relate directly to an activity but are incurred to enable activities to occur are classified as support costs�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~88~~

Anthony Nolan and Subsidiary Undertaking

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

~~11~~ Staff costs

The charity considers its key management personnel, as defined by FRS 102, to comprise the Trustees, the Chief Executive Officer and the members of its Strategic Leadership Team� All Trustees give their time freely and no one receives remuneration�

The average monthly number of persons employed by the group and charity
during the year (excluding trustees) was:
Charitable activities:
Donor provision
Education and awareness
Research
Raising funds
Staf costs for the above:
Wages and salaries
Social security costs
Pension costs
Staf restructuring costs
Staf costs are allocated in the group’s fnancial statements as follows:
Donor provision
Education and awareness
Research
Raising funds		 Group and
Charity
2022
No�
258
37
26
33
354
£'000
13,696
1,423
765
-
15,884
£'000
11,480
2,084
1,627
1,767		 Group and
Charity
2020
No�
252
33
25
33
343
£'000
12,911
1,341
711
176
15,139
£'000
11,095
1,936
1,605
1,787
16,958 16,423

Included in the allocated staff costs (note 8), in addition to payroll costs are the costs of funding academic positions of £21k (2021: £29k); staff benefit costs of £153k (2021: £151k); NHS secondment and other similar costs of £943k (2021: £935k), other staff costs including training of £77k (2021: £64k)� There was also a decrease of staff holiday provision of £120k (2021: increase £105k)�

During 2021/22 the charity continued development work on the new Customer Relationship System Transform� £228k of project development staff costs was capitalised (2021: £275k), including £195k wages and salaries (2021: £236k), £22k of social security costs (2021: £26k) and £11k pension costs (2021: £13k)�

These salary costs are not included in staff costs figures above�

Remuneration and benefits received in the year by key management personnel, including employer’s National Insurance contributions, were £964k (2021: £896k)�

There were no restructuring staff costs in 2022 (2021: £173k)�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~89~~

Anthony Nolan and Subsidiary Undertaking

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

~~11~~ Staff costs (continued)

Staf costs (continued)
Group and Group and
Charity Charity
The number of employees whose emoluments for the year fell within the following ranges was: 2022 2021
No� No�
£60,001 to £70,000 15 14
£70,001 to £80,000 6 4
£80,001 to £90,000 - 3
£90,001 to £100,000 2 2
£100,001 to £110,000 2 1
£110,001 to £120,000 1 1
£120,001 to £130,000 - 1
£130,001 to £140,000 1 -

The group made contributions to money purchase pension schemes on behalf of all employees whose emoluments exceeded £60,000, and the total contributions payable during the year amounted to £123k (2021: £130k)�

No travel expenses were claimed by Trustees in 2022 (2021: Nil)�

~~12~~ Other costs

Other costs
2022 2021
Net movement in funds is stated after charging: £'000 £'000
Depreciation:
Charge for the year 475 621
Stock: amounts expensed during the year 1,860 1,818
Research and development expenditure 2,112 2,022
Operating lease rentals:
Land and buildings 431 530
Plant and machinery 18 34
Auditor’s remuneration:
Statutory Audit fees payable to
BDO LLP (Charity £45k (2021: £43k)) 49 46
Grant assurance fees payable to
BDO LLP 3 10
Tax compliance services payable to
BDO LLP 5 5

The group and the charity have an insurance policy that provides professional indemnity insurance cover for the trustees� The cost of this insurance for the year was £5k (2021: £4k)�

During the year to 31 March 2022, the group accounted for net foreign exchange gains of £9k (2021: £26k net gains)�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~90~~

Anthony Nolan and Subsidiary Undertaking

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

~~13~~ Tangible assets

Tangible assets
Group and Charity
Cost:
1 April 2021
Additions
Disposals
31 March 2022
Depreciation and disposals
1 April 2021
Charge for the year
Disposals
31 March 2022
Net book value:
31 March 2022
31 March 2021		 Leasehold buildings
Leasehold
improvements,
fxtures
and fttings
Ofce
equipment
Computer
software
costs
Laboratory
equipment
Total
Long
term
Short
term
£’000
£’000
£’000
£'000
£’000
£'000
£’000
1,842
137
1,441
208
3,219
4,405
11,252
-
-
129
-
882
376
1,387
-
-
-
(24)
-
(1,316)
(1,340)
1,842
137
1,570
184
4,101
3,465
11,299
631
88
1,163
168
2,335
3,768
8,153
16
6
94
19
143
197
475
-
-
-
(24)
-
(1,316)
(1,340)
647
94
1,257
163
2,478
2,649
7,288
1,195
43
313
21
1,623
816
4,011
1,211
49
278
40
884
637
3,099

Certain leasehold buildings are used, when surplus to the group’s and the charity’s requirements, are sublet to generate rental income under operating leases�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~91~~

Anthony Nolan and Subsidiary Undertaking

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

~~14~~ Investments

Funds held in managed portfolios
Valuation at 1 April
Acquisition at cost
Sale of investments
Income received
Net gains/(losses) on revaluation
Investment management costs
Valuation at 31 March		 Group
2022
£’000
1
-
(1)
-
-
-
-		 Group
2021
£’000
2,907
-
(3,192)
21
275
(10)
1		 Charity
2022
£'000
1
-
(1)
-
-
-
-		 Charity
2021
£’000
2,907
-
(3,192)
21
275
(10)
1

~~15~~ Stocks

Stocks
Group Group Charity Charity
2022 2021 2022 2021
£’000 £’000 £'000 £’000
Raw materials and consumables 512 424 512 424

~~16~~ Debtors

Amounts falling due within one year:
Trade debtors
Amounts due from group undertakings
Qualifying Charitable donation from group undertakings
Other debtors
Prepayments and accrued income		 Group
2022
£’000
5,994
-
-
20
4,722
10,736		 Group
2021
£’000
6,094
-
-
7
4,086
10,187		 Charity
2022
£'000
5,994
198
9
20
4,706
10,927		 Charity
2021
£’000
6,033
679
47
7
4,055
10,821

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~92~~

Anthony Nolan and Subsidiary Undertaking

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

~~17~~ Cash

Cash
Group Group Charity Charity
2022 2021 2022 2021
£’000 £’000 £'000 £’000
Cash at bank and in hand 9,518 11,241 9,226 10,521

~~18~~ Creditors: amounts falling due within one year

Trade creditors
Other creditors
Other taxation and social security costs
Accruals and deferred income
Grants payable		 Group
2022
£’000
2,567
124
413
5,472
159
8,735		 Group
2021
£’000
3,377
117
419
4,750
786
9,449		 Charity
2022
£'000
2,554
124
413
5,444
159
8,694		 Charity
2021
£’000
3,374
117
419
4,727
786
9,423

The charity is party to a Group VAT registration with its subsidiary undertakings� At 31 March 2022 the amount due under this arrangement in respect of the group companies was £20k (2021: £56k)�

~~19~~ Grants payable

Grants brought forward
Additions
Payments
Grants carried forward
Grants payable to:
IMPACT – University of Birmingham
Blood Cancer UK – COVID Vaccine Research		 Group
2022
£’000
786
165
(792)
159
159
-
159		 Group
2021
£’000
1,019
234
(467)
786
636
150
786		 Charity
2022
£'000
786
165
(792)
159
159
-
159		 Charity
2021
£’000
1,019
234
(467)
786
636
150
786

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~93~~

Anthony Nolan and Subsidiary Undertaking

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

~~20~~ Movements in deferred income

Movements in deferred income
Deferred income at beginning of the year
Income recognised in the year
Income deferred in the current year
Deferred income at the year end		 Group
2022
£’000
594
(593)
326
327		 Group
2021
£’000
565
(564)
593
594		 Charity
2022
£'000
574
(573)
305
306		 Charity
2021
£’000
464
(463)
573
574

Deferred income comprises income received in respect of future fundraising events�

~~21~~ Provisions for liabilities and charges

As at 1 April
New provisions
As at 31 March		 Group
2022
£’000
604
44
648		 Group
2021
£’000
568
36
568		 Charity
2022
£'000
604
44
648		 Charity
2021
£’000
568
36
568

A provision for dilapidations is being carried in the balance sheets of the group and the charity in respect of the estimated costs of unavoidable reinstatement and refurbishment works relating to certain leasehold properties that are currently occupied by the charity for its own use� This provision was created in 2004, added to in 2017 (£200k) and recalculated in 2021 and 2022 following lease negotiations� It is now expected to be utilised at the earliest in 2024�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~94~~

Anthony Nolan and Subsidiary Undertaking

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

~~22~~ The funds of the Group and the Charity

Group
Restricted income funds
Voluntaryincome
Donor Campaign and Processing Fund
Donor Provision Fund
Research Projects Fund
Laboratory Equipment Fund
Patient Experience Fund
Transplant Service Improvement Fund
Scientifc Research Funds
Total restricted funds
Unrestricted income funds
General Fund
Total funds		 Balance
at 1 Apr
2021
£’000
97
221
-
1
85
-
404
447
851
14,048
14,899		 Income
£’000
126
77
44
2
254
373
876
265
1,141
52,398
53,539		 Expenditure
£’000
(97)
(180)
(26)
-
(238)
(57)
(598)
(185)
(783)
(52,261)
(53,044)		 Gross
transfers
between
funds
£’000
-
-
-
(3)
-
-
(3)
-
(3)
3
-		 Net gains/
(losses) on
investments
£'000
-
-
-
-
-
-
-
-
-
-
-		 Balance
at 31 Mar
2022
£’000
126
118
18
-
101
316
679
527
1,206
14,188
15,394

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~95~~

Anthony Nolan and Subsidiary Undertaking

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

~~22~~ The funds of the Group and the Charity (continued)

Group
Restricted income funds
Voluntaryand statutoryincome
Donor Campaign and Processing Fund
Donor Provision Fund
Research Projects Fund
Laboratory Equipment Fund
Patient Experience Fund
Scientifc Research Funds
Statutory grants
Innovation Fund
Total restricted funds
Unrestricted income funds
Designated funds
DHSC COVID-19 grant
General Fund
Total funds		 Balance
at 1 April
2020
£’000
130
301
7
1
71
510
436
-
946
100
13,268
14,314		 Income
£’000
112
85
30
228
341
796
309
315
1,420
-
49,960
51,380		 Expenditure
£’000
(145)
(165)
(30)
-
(327)
(667)
(287)
(315)
(1,269)
-
(49,801)
(51,070)		 Gross
transfers
between
funds
£’000
-
-
(7)
(228)
-
(235)
(11)
-
(246)
(100)
346
-		 Net gains/
(losses) on
investments
£'000
-
-
-
-
-
-
-
-
-
-
275
275		 Balance
at 31
March
2021
£’000
97
221
-
1
85
404
447
-
851
-
14,048
14,899

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~96~~

Anthony Nolan and Subsidiary Undertaking

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

~~22~~ The funds of the Group and the Charity (continued)

Charity
Restricted income funds
Voluntaryand statutoryincome
Donor Campaign and Processing Fund
Donor Provision Fund
Research Projects Fund
Laboratory Equipment Fund
Patient Experience Fund
Transplant Service Improvement Fund
Scientifc Research Funds
Total restricted funds
Unrestricted income funds
General Fund
Total funds		 Balance
at 1 April
2021
£’000
97
221
-
1
85
-
404
447
851
13,988
14,839		 Income
£’000
126
77
44
2
254
373
876
265
1,141
52,337
53,478		 Expenditure
£’000
(97)
(180)
(26)
-
(238)
(57)
(598)
(185)
(783)
(52,200)
(52,983)		 Gross
transfers
between
funds
£’000
-
-
-
(3)
-
-
(3)
-
(3)
3
-		 Net gains/
(losses) on
investments
£'000
-
-
-
-
-
-
-
-
-
-		 Balance
at 31
March
2022
£’000
126
118
18
-
101
316
679
527
1,206
14,128
15,334

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~97~~

Anthony Nolan and Subsidiary Undertaking

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

~~22~~ The funds of the Group and the Charity (continued)

Charity
Restricted income funds
Voluntaryand statutoryincome
Donor Campaign and Processing Fund
Donor Provision Fund
Research Projects Fund
Laboratory Equipment Fund
Patient Experience Fund
Scientifc Research Funds
Statutory grants
DHSC COVID-19 grant
Total restricted funds
Unrestricted income funds
Designated funds
Innovation Fund
General Fund
Total funds		 Balance
at 1 April
2020
£’000
130
301
7
1
71
510
436
-
946
100
13,208
14,254		 Income
£’000
112
85
30
228
341
796
309
315
1,420
-
49,722
51,142		 Expenditure
£’000
(145)
(165)
(30)
-
(327)
(667)
(287)
(315)
(1,269)
-
(49,563)
(50,832)		 Gross
transfers
between
funds
£’000
-
-
(7)
(228)
-
(235)
(11)
-
(246)
(100)
346
-		 Net gains/
(losses) on
investments
£'000
-
-
-
-
-
-
-
-
-
-
275
275		 Balance
at 31
March
2021
£’000
97
221
-
1
85
404
447
-
851
-
13,988
14,839

Restricted funds

Donor Campaign and Processing Fund : in 2021/22 the charity received various grants to cover volunteer courier operations�

Donor Provision Fund: in 2021/22 the charity received various grants to recruit and type to high resolution male donors aged between 16 and 30 years and BAME donors�

Patient Experience Fund was created in 2014/15 for the purposes of supporting post transplant patients� 2021/22 grants were mainly to fund positions of patient nurses in UK Transplant Centres and support patients’ grant scheme�

Transplant Service Improvement Fund was created in 2021/22 to digitise and streamline services to the transplant centres�

The biggest donor to the Transplant Service Improvement Fund was The Fidelity UK Foundation, contributing £323k in 2021/22 (2020/21: Nil) �

Donations and grants received to fund the purchase of specific items of laboratory equipment for either research or histocompatibility laboratories are credited to the Laboratory Equipment Fund � When the specified asset is purchased and there is no on-going restriction over its use, the value of the asset is transferred to the General Fund� £3k was transferred from Laboratory Equipment Fund to General Fund�

The depreciation of the asset is charged to the General Fund over the life of the asset�

The Scientific Research Fund and the Research Projects Fund are set up to recognise income received annually in the form of a number of different grants awarded for specific research projects in immunogenetics and related fields� The cost of undertaking these research projects is allocated to the funds, with unspent monies being carried forward into 2022/2023�

Anthony Nolan Annual Report and Financial Statements 2021/22

~~98~~

Anthony Nolan and Subsidiary Undertaking

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

~~23~~ Analysis of net assets between funds

Fund balances at 31 March 2022
Group
Restricted income funds
Unrestricted income funds: General Fund
Net Assets
Charity
Restricted income funds
Unrestricted income funds: General Funds
Net Assets
Fund balances at 31 March 2021
Group
Restricted income funds
Unrestricted income funds: General Fund
Net Assets
Charity
Restricted income funds
Unrestricted income funds: General Funds
Net Assets		 Fixed assets
Net current
assets
Creditors over
1 year and
provisions for
liabilities and
charges
£’000
£’000
£’000
-
1,206
-
4,011
10,825
(648)
4,011
12,031
(648)
-
1,206
-
4,011
10,765
(648)
4,011
11,971
(648)
-
851
-
3,100
11,552
(604)
3,100
12,403
(604)
-
851
-
3,100
11,492
(604)
3,100
12,343
(604)		 Total
£’000
1,206
14,188
15,394
1,206
14,128
15,334
851
14,048
14,899
851
13,988
14,839

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~99~~

Anthony Nolan and Subsidiary Undertaking

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

~~24~~ Commitments under operating leases

The Charity as a lessee:
The total future minimum lease payments under
non-cancellable operating leases, which are calculated
based on rent notice period, are as follows:
Land and buildings
Amounts due
Within one year
Between one and fve years
Plant and machinery
Amounts due
Within one year
Between one and fve years
The total future minimum service charge payments
are as follows:
Land and buildings
Amounts due
Within one year
Between one and fve years
The Charity as lessor:
At the year end, the Charity had contracted with tenants,
under non-cancellable operating leases, for the following
future minimum lease payments:
Amounts receivable:
Less than one year		 Group 2022
£’000
460
433
15
-
908
125
111
236
75
75		 Group 2021
£’000
348
14
18
4
384
205
136
341
75
75		 Charity 2022
£’000
460
433
15
-
908
125
111
236
75
75		 Charity 2021
£’000
348
14
18
4
384
205
136
341
75
75

The operating leases represent lease of 65% of Research facility to a third party� The lease is negotiated over terms of 74 years (2021: 75 years)�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~100~~

Anthony Nolan and Subsidiary Undertaking

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

~~25~~ Pension commitments

The group and the charity make contributions into defined contribution pension schemes on behalf of certain employees� The assets of the schemes are held separately from those of the group and the charity in independently administered funds� The amount charged to the Statement of Financial Activities in respect of pension costs (as shown in note 11) is the total contributions payable for the period� The amount payable at 31 March 2022 is £121k (2021: £105k)�

~~26~~ Capital commitments

Capital commitments
Group 2022 Group 2021 Charity 2022 Charity 2021
£’000 £’000 £’000 £’000
Capital commitments – contracted for, but not provided - 230 - 230

~~27~~ Related parties transactions

Anthony Nolan Trading Limited (ANTL) is a wholly owned subsidiary of Anthony Nolan�

During 2021/22 Anthony Nolan received income of £28k from ANTL, which is made up of Qualifying Charitable donation £9k and management charge £19k (2020/21 income of £82k: Qualifying Charitable donation £47k and management charge £35k)�

The nature of transfers to/from the subsidiary covers the following areas:

ANTL debtor balance at 31 March 2022 was £207k (31 March 2021: £727k)�

Red Badger, a digital consultancy company, carried out £96k worth of consultancy work for Anthony Nolan in 2021/22�

Two Trustees declared a conflict of interest: Mike Altendorf (Non-Executive Director of Red Badger) and Nicola Horlick (Advisory Board Member of Red Badger)�

Anthony Nolan Annual Report and Financial Statements 2021/22 ~~101~~

Our vision

To save and improve the lives of everyone who needs a stem cell transplant.

Find out more at anthonynolan.org

Anthony Nolan, 2 Heathgate Place, 75–87 Agincourt Road London NW3 2NU • 0303 303 0303

2862ST 08/22

Reg charity no 803716/SC038827