Charity number: 1068313 UNITED AID FOR AZERBAIJAN TRUSTEES, ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 UNITED AID FOR AZERBAIJAN CONTENTS Pages Reference and administrative details Trustees, annual report 2-11 Independent examinerfs report 12 Statement of financial artivities 13 Balance sheet 14 Notes to the f inancial statements 15-18 UNITED AID FOR AZERBAIJAN YEAR ENDED 31 DECEMBER 2025 REFERENCE AND ADMINISTRATIVE DEfAILS Trustees Amanda Hopper Rachel Harrison Arthur John Loftus Patterson Reglstered Charity Number 1068313 Principal Office 30 St Mary's Road Leatherhead Surrey KT22 8EY Local Office 520 Huseyn Javid Prospect House 2 Baku Azerbaijan Independent examlner Jason Foxwell FCCA FCIE 12 Hillbourne Road Poole BH17 7JB UNITED AID FOR AZERBAIJAN YEAR ENDED 31 DECEMBER 2025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 The Trustees present their annual report together with the financial statements of the charity for the year ended 31 December2025. The financial statements comply with the Charities Act 2011, the Memorandum and Articles of Association, and Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their atcounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021. Strurture The Trust was formed on 16 January 1998 by a declaration of trust. The trustees who served during the year were.. Amanda Hopper Rachel Harrison Arthurjohn Loftus Patter50n There were no changes in the make-up of the Board this year. We recruit new Board members on the basi5 of the needs of the Board and in particular to ensure that the Board tontains a good range of skills, experience. perspertives and expertise. Recruitment is by a mix of personal recommendation and advertisin& specifying the particular skills required. Personal recommendation comes from other Board members, Staff, advisors and users of United Aid For Azerbaijan services. A candidate meets first with both the Chair and Executive Director before being invited to meet other Board members, which is followed by a formal interview by existing Board members. Election to the Board is by a vote of existing Board member5. The United Aid for Azerbaijan maintains a right to have two of its appointees on the Board at any one time and appointees need to be approved by a vote of the entire Board. The Board is currently considering fixed terms for its members and roles. Induction and Training of Board Member5 New Board members are provided with background materials on the activities and history of the charity and spend time with members of staff learnin8 about the various operations of the charity. Those trustees with particular interests in legal and financial matters (Treasurer, for example) are briefed in detail on processes, systems. and reporting procedure5. and are given appropriate dirert access to information systems. Trustees are also invited to meet users of Unlted Aid For Azerbaijan services. Running the Charity The charity's governing body, its Board, meets 2-3 time5 a year, according to the Governing Document. With the use of modern communication methods which suit international organisations, the Board and Director are able to have regular online meetings. The Board sets strategit direction and oversees the proper operations of the charity but doe5 not generally involve itself in detailed operational matters and decisions. UNITED AID FOR AZERBAIJAN YEAR ENDED 31 DECEM8ER 2025 TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 (Continued) Responsible to the Board is the Chief Executive Offlcer, Ms Gwendolyn Burchell MBE. who is invited to attend and report to Board meetings. Ms. Gwendolyn Burchell manages all operational matters, including manaEement of other staff, and may also recommend policy to the Board for it5 discussion. The Chief Executive Officer 15 not authorised to commit the charity to any single new expenditure over £2,000 without prior Board approval. All expenditure requires at least two signatures, one of which must be from a Trustee. Risk management The trustees have assessed the major risks to which the charity is exposed and are satisfied that systems are in place to mitl8ate exposure to the major risks. There is a register of r55ks and contingency plans for significant disasters. UAFA con515tently maintains Fts direction with regards to its mission and objectives in Azerbaijan, working towards a child welfare system that emphasises family care, inclusion an¢J ed¥Jcation for all. 2025 Summary Introduction Key priorities for 2025= Finding 5UStainable solutions to grant registration barriers affertin8 NGOS. Scaling the Mektebim program through expanding the social franchising model. Lauftching the LMS platform with content and training modules. Continuing to build strategic partnerships to diversify fvnding and ensure sustainability. Review and redesign UAFA'S website to communicate our organisational development. Detalled Report on Actlvltles- 2025 Key Program Areas l. Mektebim Program Development By the end of 2025, a total of 32 Mektebim Early Childhood Development IECD) centres were operatlonal across Azerbaijan. These centres are located in Baku. Khirdalan, Sumgayi( Guba, Khachmaz. Ganja, Saatli, Hajigabul. Shirvan, Samukh, and Siyazan. providing locally accessible early learning opportunities within their communities. During the reporting period, the programme continued to expand through a structured recruitment and selection process designed to identify women entrepreneurs with the potential to establish and manage Mektebim centres. A total of 250 applications were received and reviewed. Following the inltlal screening process. 200 candldates participated in structured telephone Intervlews, and approximately 100 candidates were invited to individual in-per50n interviews. Based on predefined selection criteria. 22 women entrepreneurs were ultimately selected to join the Mektebim network. UNITED AID FOR AZERBAIJA14 YEAR ENDED 31 DECEMBER Z025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 (Continued) KPI- 2025 Target: Recruitment of 25 women entrepreneur5 Result: 22 women entrepreneurs were successfully recruited. The slight variance from the target was due to Increased asset procurement C051s, which affected purchasing capacity within the available budget. As a result, 22 complete sets of assets Itoys and educational equlpment) were procured and distributed to newly established centres. Beneficiary Impact The newly established Mektebim centres are currently supporting approximately 300 chlldren. providing access to quality early childhood development servlces within their local communities. Where applicable, participating children include those from diverse socio*conomic backgrounds, with an emphasis on Incluslve, child-centred early learnlng environments that support cognitive, social, and emotional development during the critical early years of life. These centres also serye as community learning hubs, strengthening access to early childhood education in areas where formal services are often limited. Contribution to Sustainable Development Goals ISDGsl The Mektebim initiative directly contributes to the following United Nations Sustainable Development Goals: SDG 4- Quallty Education Expanding access to inclusive and hIgh￿uality early childhood education. SDG 5- Gender Equality Supporting women's entrepreneurship, leadership, and economic participation. SDG 8- Decent Work and Economic Growth Enabling 5U5tainable livelihoods through small business development and community-ba5ed employment. Training and Capacity Buildin8 Alongside the recruitment and establishment of centres, UAFA continued to provide structured training and professional development opportunities for pro8ramme participants. During 2025, the UAFA team delivered 150 hours of tralnlng, with approximately 60 women participating in capacity-building activities aimed at Strengthening both entrepreneurial skills and early childhood development competen¢ies. As part of this training programme.. Three online 5ernlnar5 were delivered One lTrperson leadership workshop was organised UNITED AID FOR AZERBAIJAN YEAR ENDED 31 DECEMBER 2025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 (Continued) In addition to group-ba5ed trainin81 the UAFA team provided 30 hours of individual mentorship to Mektebim centre owners. These mentoring sessions were delivered upon request and tailored to address specific operational, mana8erlal, and strategic needs, ensuring that centre owners received practical support during the early stages of programme implementation. Programme Implementation All stages of programme implementation includinE Outreach, candidate selertion, training delivery. and network coordination were planned and carried out by a dedicated UAFA team of flve professlonals. This team included specialists in child development, busine55 developrnent, finance, and programme management, working collaboratively to ensure the quality and sustainability of the Mektebim netsv0￿. The successful implementation of the programme was made possible throu8h the continued sUPPOrt and valuable contributions of UAFA'S partners. Without thi5 SUPPOrt, the scale and impact achieved during the reporting period would not have been possible. Impact Narrative- Community Perspective Beyond the quantitative results, the Mektebim programme continues to generate meaningful change at the community level. By supporting women to establish and manage early childhood development centres, the initiative strengthens local education ec05Y5tems while empowering women as entrepreneurs, educators, and communlty leaders. For many families. Mektebim centre5 represent the first opportunity for their children to access structured, inclusive. and developmentslly appropriate early learning environments. These earty experiences play a Crucial role in supporting children's long-term educational readiness and social development. At the same time, the programme contributes to local economic resilience by enabling women to establish sustainable small businesses that provide valuable seniices withln their communities. Partnerships Supporting the Programme The continued growth and sustainability of the Mektebim programme is made p055ible through the 5UPPQrt of several key partners. Azer5un Holding Now in its fourth year of sUPPOrt, Azersun Holding provide5 core funding that enables UAFA to maintain its programme delivery team. This funding 5upport5 the work ofr. two Child Development Specialist5 one Business Development Manager one Finance and Contracts Manager This partnership provide5 essential operational stability for the programme. UNITED AID FOR AZERBAIJAN YEAR ENDED 31 DECEMBER 2025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 (Continued) Church of Jesus Christ of Latter-day Saints A new partnership established in 2025, this collaboration sUPPOrted the programme through.. the provision of 25 sets of educational assets (toys and equipment) valued at approxlmately £2,000 per set funding for the editing and refinement of the Mektebim Pedagogical Programme, a 49-weekcustom designed teaching pack, and the accompanying Methodological Guidano. This partnership is purely soclal support and carries no religious conditions. Worley Foundation The Worley Foundation has committed to a t￿Year fvnding partnership, providing £5,OIXI per year to support the programme. Thi5 funding will contribute to the purchase of approximately six sets of educational assets, enabling the continued expansion of the Mektebim network. Additional note.. All programme partners also tontribute through voluntary engagement. including staff participation in events, opportunities to promote the Mektebim initiative, and regular visits to Mektebim centres and network activities. 2. Learning Management System ILMSI Development The development of UAFA'S Learnlng Management System {LMS) represents a key component of the organisation's long-term sustainability and irnpact strateyi. The platform has been designed to extend UAFA'S training expertise beyond in-person programme5 by delivering high-quality educational contentthrough digital channels. By digitising it5 training resources, UAFA aims to make its knowledge and methodologies accessible to a wlder audience of educator5, social sector professionals, and communlty leaders across ￿erbalIan, whiSe also strengthening the sustainability of its pro8ramme model. During 2025, with the support of partners, UAFA successfully filmed four professional training courses. producing more than SO hours of online educational content. These courses are designed to support professional development in areas related to early childhood developmenl leadership. and bu5ine5S management. In preparation for the launch of the platforni, UAFA has developed the full educational structure for the courses, including: detailed course outline5 and curricula supporting learning materia15 and handouts structured traininE modules designed for online delivery These materials will form the foundation of UAFA'S digital training offer and will be available to future students through the LMS platform. UNITED AID FOR AZERBAIJAN YEAR ENDED 310ECEMBER 2025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 310ECEMBER 2025 (Continued) The LMS initiative also plays an important role in promoting UAFA'S broader Human Capital Development approach, of which the Mektebim programme and the LMS platform represent two interconnected components. Together, these initiatives aim to strengthen the capacity of individuals and institutions working in education, health, and the social sector. Alongside the online training courses, UAFA has developed a range of complementary workshops and consultancy Services that provide deeper engagement and practical application of the training materials. These seNices are designed to support organisations seeking tailored capacity-building support. In addition, the platform will host downloadable educatlonal products, including: the Mekteblm Pedagogicol Programme, a 49-week structured teaching framework the Methodological Guidance, which provides practical support for Implementing the pedagogical approach These resources have been developed through UAFA'S years of practical programme experience and represent valuable tools for professionals working in early childhood development and community education. The LMS will offer a combination of free and paid courses. workshops. and dlgltal products, ensuring that the platform remains both accessible and financially sustainable. Thè pricing strategy has been designed with affordability in mind, targeting professionals working in.. the education 5ertor the health sector the soclal ser¥lces sector private sector professionals with limited access to international-level training opportunities. A key distinguishing feature of the platform is that all training Courses, workshops, and resources are delivered In the Azerballanl language. As a result, the LMS will provide access to speclallsed, locally relevant tralnlng materials that are ¢urRntly unavailable through other channels. The platForm therefore fills an important gap in the local professional development landscape by providing high-quality, culturally relevant training tsilored to the needs of Azerbaijani professionals. UAFA experts the official launch of the LMS platform in early 2026. marking an important milestone in the organisation's efforts tQ Scale it5 impact and expand acce55 to professional training. The income-generating aspects of UAFA'S work are undertaken under the legal framework of a registered company, which assumes liability for taxation. A contract between UAFA and the registered company defines the respective roles and responsibilities of the two parties. UNITEO AID FOR AZERBAIJAN YEAR ENDED 31 DECEMBER Z025 TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 (Continued) Pro¥hl•s gart4JpAuofs-_______ Donors -Ctr4•rs Op•radon Costs ouaf LMS Usaqlara Dastak iOkA2N ..Wotth tsfTrnihlr