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2025-03-31-accounts

Company registration number: 7921757 Charity registration number: 1148679

WONDER Foundation

(A company limited by guarantee)

Annual Report and Financial Statements for the Year Ended Year Ended 31 March 2025

WONDER Foundation

Contents

1. Reference and Administrative Details ................................................................ 4 2. Governance and Management of WONDER Foundation ..................................... 5 Governing Document ............................................................................................ 5 Governing Body ..................................................................................................... 5 Trustees and Officers ............................................................................................ 5 Executive Leadership ............................................................................................ 6 Risk Management .................................................................................................. 6 Commitment to Inclusion ..................................................................................... 7 Public Benefit ........................................................................................................ 7 Environmental Impact ........................................................................................... 7 3. The Change We Want to See .............................................................................. 8 Objects and Aims .................................................................................................. 8 Our Mission ........................................................................................................... 9 Our Vision ............................................................................................................. 9 4. Objectives, Strategies and Activities: How We Achieve Change ......................... 9 About Our Partners ............................................................................................... 9 About Our Approach ............................................................................................ 10 5. Achievements and Performance ...................................................................... 12 Where We Work .................................................................................................. 12 Our Impact in 2025 at a Glance ............................................................................ 12 Strategic Objectives ............................................................................................ 12 Strategic Objective: Empowering Women and Girls ............................................. 13 Project Focus: MOLAMBO: Empowering Women Through Healthcare Training in the Philippines. ................................................................................................ 13 Project Focus: Strengthening Futures, Côte d’Ivoire: Empowering women through Skills, Confidence and Community ..................................................... 15 Strategic Objective: Policy and Advocacy ............................................................ 17 Making Sure Migrant Girls Can Go to School in the UK ...................................... 17

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Contents

Strengthening Youth Work: Engaging Families and Youth Workers ................... 17 Strategic Objective: Strengthening Delivery Partners' Capabilities ...................... 18 Supporting Ukrainian Families Divided by War ................................................. 18 Strengthening Mentoring in Ivory Coast and the Philippines ............................. 18 Keeping Girls Safe ............................................................................................ 18 Strengthening Financial Systems ..................................................................... 19 Key Organisational Learnings .............................................................................. 19 6. Financial Review .............................................................................................. 20 Fundraising and Ethical Giving ............................................................................ 20 Funding Sources ................................................................................................. 21 Policy on Reserves .............................................................................................. 21 Principal Risks and Uncertainties ........................................................................ 21 Aims and Key Objectives for the Future Period .................................................... 23 Statement of Responsibilities ............................................................................. 23 Independent Auditor’s Report………………………………………………………………………………..25 Statement of Financial Activities…………………………………………………………………………….30 Balance Sheet……………………………………………………………………………………………………..31 Statement of Cash Flows………………………………………………………………………………………32 Notes to the Financial Statements………………………………………………………………………….33

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1. Reference and Administrative Details

Chair Raphaella Gabrasadig (16th April 2024)

Trustees

Alejandra Fabrega

Modupe Da-Silva (Treasurer)

Uzoma Igboaka Ekene Ngwuocha Kirtana Raj Julie Hudtohan (16th April 2024)

Charity Registration Number 1148679 Company Registration Number 7921757 Registered Office

300-302 Brixton Road, London, SW9 6AE.

Auditor

Goldwins, 75 Maygrove Road, West Hampstead, London, NW6 2EG.

Bankers

HSBC Bank PLC, Lion House, 25 Islington High Street, London, N1 9LI.

CCLA Investment Management, 1 Angel Lane, London, EC4R 3AB.

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2. Governance and Management of WONDER Foundation

Governing Document

WONDER Foundation is a company limited by guarantee incorporated on 24 January 2012 (Company No. 7921757) and registered charity (Charity No. 1148679). The charity is governed by its Memorandum and Articles of Association, most recently updated on 21 March 2023. WONDER has no share capital, and the liability of each member in the event of winding-up is limited to £1.

Governing Body

The charity is overseen by the Board of Trustees , which holds legal responsibility for the charity’s activities and compliance. The Board meets quarterly and as needed in response to strategic or operational developments. Trustees serve on a voluntary basis.

The Board appoints new Trustees based on skills and experience needed to strengthen our mission and ensure representation of the communities we serve. The onboarding process includes meetings with the Chair and senior team, and an induction covering our strategy, governance, financial statements, safeguarding policies, and responsibilities.

WONDER is committed to high standards of governance. We regularly review our governance practices against the Charity Governance Code, and recent updates to our governing documents reflect our intention to strengthen oversight and effectiveness.

Trustees and Officers

The Trustees who served during the financial year and up to the date of this report were:

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WONDER Foundation recognises the importance of an engaged, diverse, and skilled Board to fulfil our mission effectively. In line with best practice, the Board reviews its composition annually to ensure it reflects the lived experience, professional expertise and geographic representation relevant to the communities we serve.

We continue to prioritise diversity in trustee recruitment and are proud to have a majorityfemale Board with a range of cultural backgrounds and experience in education, migration, social development, and finance. We remain committed to ensuring that our governance structures reflect the voices of the communities we support.

Trustee attendance at Board meetings in 2024–2025 was 80%, and there was no turnover of Trustees during the reporting period. All Trustees actively contributed to strategic discussions and oversight through quarterly Board meetings and participation in working groups.

As a small charity, WONDER Foundation does not operate standing board committees. Instead, the full Board maintains oversight across all areas of governance and strategy. Ad hoc working groups may be established to support specific strategic initiatives, such as safeguarding evaluations or system reviews.

Executive Leadership

The Senior Management Team (SMT) , under delegated authority from the Board, is responsible for the day-to-day management of WONDER Foundation. The SMT includes a Chief Executive and key departmental leads in programmes, fundraising, and advocacy.

The SMT is supported by a wider team of programme and operational staff, and by over 60 volunteers. WONDER prioritises staff wellbeing, flexible working, and professional development through training and mentoring.

Risk Management

The Trustees recognise their duty to manage and mitigate risk and have robust systems in place, including:

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In 2025, WONDER dedicated over 100 hours to strengthening safeguarding systems with partners.

Commitment to Safeguarding

Safeguarding is central to WONDER’s mission. We work with vulnerable women and girls, including those affected by conflict, displacement, and poverty. Our safeguarding framework is embedded in all levels of the organisation and aligned with the standards of the Charity Commission and our donors.

We support local partners in developing their own safeguarding policies and reporting mechanisms, and we facilitate ongoing training for staff and mentors. This year, we introduced a new peer-learning forum to help partners respond to complex safeguarding challenges collaboratively.

Commitment to Inclusion

WONDER believes that diverse leadership and inclusive practices lead to better outcomes for the women and girls we serve. Our Board and SMT reflect a range of lived experiences, professional backgrounds, and cultures. Staff engage in regular learning on inclusive practice, trauma-informed approaches, and ethical leadership. We seek feedback from stakeholders and communities to keep ourselves accountable.

Public Benefit

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

Environmental Impact

At WONDER Foundation, caring for people means caring for the planet too. While our core mission is to empower women and girls, we’re also committed to working in a way that’s sustainable and responsible.

We’re based at the Baytree Centre, where we rent a single office and share facilities. In 2024, Baytree reported total direct emissions of 3,561 kg CO₂e—well below the average for

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similar-sized organisations. Given our small footprint, our share of this is minimal. But that doesn’t stop us from playing our part.

Here’s how we keep our impact low:

Looking ahead, we’re exploring options like using renewable energy in future premises and encouraging sustainability across our partner network.

Empowering women to lead means leading by example—locally and globally.

3. The Change We Want to See

We work across Africa, Asia, Latin America and Europe to support women and girls who are more likely to remain trapped in poverty, face violence, and lack choices without access to education. Through trusted, long-term partnerships with local, women-led organisations, we deliver tailored education, skills training and mentoring – helping thousands of women and girls thrive.

The 2025 Annual Report for WONDER Foundation highlights a year of meaningful progress and expanded impact. This year, we reached over 20,000 women and girls in 20 countries. Over 5,000 have completed accredited training programmes. Because we instill a deep sense of significance and self-worth, the women we work with go on to share their skills and knowledge, reaching a further 16,000 people through grassroots outreach. And we know the ripple effects go even further. Of those who completed skills training, 75% increased their income within six months, often by as much as 90–100%.

Objects and Aims

As set out in our governing document, the charity’s objects ( Objects ) are specifically restricted to the following:

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Our Mission

WONDER stands for the Women’s Network for Development and Educational Resources. For over a decade we have worked to develop a network of women-led charities all focused on the same goal: to give women and girls across the world the knowledge, skills, opportunities and networks they need to exit poverty for good and bring others with them.

Our Vision

A world where each woman and girl recognises her significance and reaches her potential.

4. Objectives, Strategies and Activities: How We Achieve Change

About Our Partners

We currently work with NGOs in 20 countries across Africa, Asia, Europe and Latin America, focusing on local educational projects that have meaningful, long-term impact on the lives of women and girls. Together our aim is to give women and girls the tools they need to thrive in whatever space is important to them, whether work, family, business, community or friendship. This is made possible through quality education, mentoring and skills-based training within empowering and nurturing spaces in the community. Our partners are:

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About Our Approach

WONDER's approach revolves around six core pillars that form the basis of our projects. We partner with local organisations that align with these principles to steer our efforts and bring about meaningful change.

Quality Education: Through both vocational programmes and educational settings, we help women and girls strengthen and develop technical skills as well as a sense of agency by building their confidence and ability to set goals.

Accompaniment and Mentoring : By pairing quality education with mentoring, women and girls realise their dignity and value. This allows them to become leaders in their own lives and role models to others in their families and communities.

Investing in Local, Women-Led Partners: We work with carefully chosen local woman-led partners who share our values and mission of empowering women and girls through education. We listen to and amplify their expertise and invest in their capacity to respond to local needs.

Empowering Spaces: Our partners deliver projects in nurturing spaces that make women and girls feel comfortable and safe, so that they can feel valued, focus on their studies and develop a sense of community.

Access to Good Work: Our partners ensure that they set women up for success. We work to raise employment standards and ensure that women and girls recognise and claim their rights in the workplace.

Family Engagement: Families have the potential to be the strongest supporters of women and girls, but they can also place significant responsibilities and expectations on them. We encourage family engagement to build support for women and girls and empower them to lift up those around them in sustainable ways.

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WONDER Foundation

Trustees' Report

5. Achievements and Performance

Where We Work

Our Impact in 2025 at a Glance

Strategic Objectives

This year we focused on three strategic objectives:

We have detailed below with examples how each of these objectives was achieved.

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Strategic Objective: Empowering Women and Girls

WONDER supports women and girls to build brighter futures through quality education and one-to-one support. We help them grow into leaders in their own lives, families and communities.

We do this by providing scholarships for vocational training, along with life, business, and employability skills. Mentoring is a key part of our approach, helping women to grow in confidence over time. As they build their skills and income, they also build belief in themselves.

When a woman feels valued, she begins to see the value she brings to others. Her confidence grows not just from her own progress, but also those around her, often our students support their families (children, siblings, parents). We want women and girls to know they matter, take pride in their achievements, and to find purpose and dignity in their work and lives.

Project Focus: MOLAMBO: Empowering Women Through Healthcare Training in the Philippines.

This project is funded by the Merck Family Foundation.

In rural Cebu, many women face life without suitable education, stable jobs, or access to healthcare. Single mothers, out-of-school girls, and indigenous Badjao women are especially vulnerable, excluded from mainstream opportunities and caught in cycles of poverty.

Cebu's Badjao community, sometimes known as "sea nomads" face extreme marginalisation. Moving to the city to escape conflict, their way of life and lack of formal education did not prepare them for urban living. MOLAMBO offers them a rare chance to change their trajectory.

MOLAMBO, which means “to bloom” in Cebuano, is giving 100 women the chance to rebuild their futures through TESDA-accredited healthcare training, emotional support, and practical placements in hospitals and community settings. It is delivered by WONDER in partnership with the Banilad Center for Professional Development (BCPD).

Who We Support

100 women in Cebu over 2 years of whom:

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What We Do

What We’ve Achieved So Far

Our Students and Local Leaders Say

“ Before this course, I sold bags to survive, and I didn't survive but seemed to have no other choice. I come from a rural area and never finished school; all my friends were in similar situations. I’ve watched my community suffer without healthcare. Now I know what I want to be, and how I can help. I am excited that my studies will also allow me to have a dignified life, to look after my family, and through my job to look after my people. Thank you for this opportunity ” Caryl, 22, Badjao student

“ I’ve always dreamed of working in a hospital. This programme gave me a chance to fulfil my dream and improve my family’s life. ” Angela, 28, student

“ This programme is helping to address the shortage of healthcare workers while training a group of skilled, caring professionals who are committed to their communities. These partnerships are essential for improving healthcare in the Philippines. They strengthen local health services and give women from disadvantaged backgrounds the chance to build better futures. ” Beth Lopez, Director of BCPD.

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Outcomes We’re Working Towards

What’s Next

Project Focus: Strengthening Futures, Côte d’Ivoire: Empowering women through

Skills, Confidence and Community

This project is with the support of Baillie Gifford

In Abidjan, Côte d’Ivoire, hundreds of women and girls face high barriers to education and employment. Many come from low-income backgrounds, with limited access to further training or jobs. This project, funded by Baillie Gifford, is changing that.

Through Strengthening Futures , 200 women are gaining the skills, confidence and support they need to take control of their future. They’re training in hospitality, learning how to start and grow businesses, and receiving one-to-one mentoring to boost self-belief and resilience.

What’s the challenge?

Many young women in Abidjan struggle to access quality training or jobs. Without support, they face long-term unemployment and limited prospects. But with the right tools, they can thrive, and help others to thrive too.

What are we doing?

We’re helping 200 women build their futures through:

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Vocational training in hospitality

Business and digital skills English and communication support

One-to-one mentoring

With personalised guidance and strong role models, these women are gaining the confidence to lead, in their homes, workplaces and communities.

What have we achieved so far?

131 young women in hospitality training

New partnerships with leading hotels

English and digital support introduced

Mentors trained and active

More women are speaking up, applying for jobs, and even launching small businesses.

What difference will it make?

180 women increase their income

Stronger local partner (Yarani) ready to reach more women in future projects.

Why it matters

A success story from Yarani School, Côte d’Ivoire

My name is Madame Belekissa. I’m a mother of three, and like many women I know, I’ve worked hard to provide for my family. I trained as a cashier but couldn’t find steady work. I always loved cooking, but I didn’t know how to turn that into something more. When I heard about Yarani School, I saw a chance to change things. I enrolled in their business skills training programme, not quite sure what to expect—but determined to make it count. Early in the course, I had an idea: what if I started preparing meals at home and taking orders online? Each morning before class, I would cook and deliver meals to local workers and families. It was tough, but I believed in what I was doing. As the weeks went on, the support I received from my teachers gave me the confidence to grow. They helped me shape my idea into a real business. I learned how to cost my products, manage orders, and market myself online. Bit by bit, things started to change. Today, I’m running a small online restaurant from

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home. I’ve gone from selling 15 meals a day to more than 100, and my income has grown eightfold. Most importantly, I can now look after my three children the way I’ve always wanted—with stability, love and pride. Yarani didn’t only give me skills. It gave me belief in myself. And that changed everything.

Strategic Objective: Policy and Advocacy

Making Sure Migrant Girls Can Go to School in the UK

In 2023, WONDER published research on migrant girls missing out on education in the UK. Building on that, with support from ROSA charity, we listened closely to the voices of 19 girls and mothers from Eritrea, Egypt, Colombia, the Dominican Republic, Nicaragua and Ecuador.

They told us how hard it is to get into school: confusing systems, no one to explain the rules, and language and digital barriers. We turned their stories into three short films to help others understand what they are facing. Then, we launched a campaign. At its heart was a simple ask: that every local authority should have a Family Liaison Officer who can stand with families, guide them through the school admissions process, and ensure children don’t lose out on their right to an education.

This campaign has reached national audiences and is ongoing. We’ve been invited to share our learning at the 2025 NATECLA Conference, which brings together ESOL teachers across the UK.

Strengthening Youth Work: Engaging Families and Youth Workers

WONDER has worked with young people and youth workers for over a decade. But again and again, we saw something missing: many youth projects weren’t involving the people who matter most in a young person’s life, their family. Or if they were, there wouldn’t be enough time or training to do it well.

With support from the Sir Halley Stewart Trust, we’re in year two of a research project to change this. Over 120 youth workers, parents, young people, and other stakeholders have taken part in interviews, focus groups, and surveys. We’ve also reviewed global research on what works. This summer, we’ll publish guidance for youth workers, followed by a report and short films based on what we found. Insights from both these projects have fed into government consultations on the National Youth Strategy, Children’s Wellbeing and Education Bill, and the Child Poverty Strategy.

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Strategic Objective: Strengthening Delivery Partners' Capabilities

Supporting Ukrainian Families Divided by War

Three years into the war, many Ukrainian women in our PONTES project in Poland are still raising children alone while their husbands remain in Ukraine. This long separation puts huge strain on families affecting relationships, parenting, and children’s wellbeing.

We carried out research to understand how best it is to support couples separated by war or migration. Children do better when both parents are involved, even from a distance, and couples need support to stay connected, manage stress, and prepare for reunification.

We’re now piloting a new project, led by Ukrainian professionals in Poland and Ukraine, offering psychosocial support to help couples co-parent well across borders and keep their families strong.

Strengthening Mentoring in Ivory Coast and the Philippines

We’ve continued to strengthen mentoring in schools through our global partnerships, because we know how vital it is for girls’ success, both in school and beyond. This year, schools in the Philippines have taken their mentoring to the next level, and our partner Yarani in Côte d’Ivoire has introduced the approach for the first time.

Mentoring helps girls grow in confidence, build goals for their future, and feel seen and supported. But it also opens the door to difficult conversations. As trust builds, many students begin to share serious challenges they face at home, including neglect, poverty, and violence.

That’s why we’re working closely with schools to strengthen safeguarding and put clear support systems in place for both students and mentors.

In 2025, we launched a peer-learning forum where mentoring leads meet regularly to share real-life cases, learn from one another, and improve their practice together.

We’re also creating new training focused on mental health, to help mentors manage stress and avoid burning out, so they can keep showing up and consistently for the girls who need them most.

Keeping Girls Safe

Safeguarding protects girls from harm at home, at work, in school, and in their communities. Without it, even the best education or mentoring can’t succeed. That’s why we’ve continued working with partners to strengthen safeguarding across all our projects.

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In Nigeria, we helped improve coordination between careers teams, safeguarding leads, and mentors, so that risks are identified early and no girl slips through the cracks.

In Cameroon, Guatemala, Nigeria, and the Philippines, we’re supporting teams to develop safeguarding policies that reflect real local risks and challenges. In Poland and Côte d’Ivoire, partners have finalized strong new policies that meet both national laws and international good practice.

Effective safeguarding isn’t just a policy; it’s what allows girls to feel safe, build trust, and stay focused on their future.

Strengthening Financial Systems

Our partner TEWA in Kilifi, Kenya has continued to receive tailored support to improve its financial systems, ensuring transparency, accountability, and readiness for future growth.

Strong financial systems matter because they protect the organisation and the people it serves. They reduce the risk of errors or misuse, give donors confidence, and make it easier to plan, report, and grow sustainably. For a grassroots organisation like TEWA, this means being able to manage more funding, support more women and girls, and build long-term impact with confidence.

Key Organisational Learnings

WONDER is proud to have engaged in collaborative initiatives with global practitioners and experts. These partnerships provide invaluable opportunities for us and our partners to leverage diverse experiences and insights for mutual benefit.

Over the past year, WONDER has deepened its understanding of what it takes to support women and girls to thrive, not just survive. Here’s what we’ve learnt:

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6. Financial Review

We are happy to report that our total revenue in the year ending March 2025 was £1,446,709 resulting in a net income of £15,379 at year-end.

Fundraising and Ethical Giving

WONDER Foundation is committed to raising funds ethically, transparently, and in line with the values of dignity and empowerment that underpin our mission. We rely on a diverse range of income sources — including individual donors, corporate partners, and charitable trusts — and continue to prioritise building long-term relationships rooted in shared purpose.

We do not employ third-party professional fundraisers or commercial participators. All our fundraising activities are carried out by our in-house team, supported by volunteers and trustees where appropriate.

We are registered with the Fundraising Regulator and adhere to the Code of Fundraising Practice. We take our duty of care to supporters seriously and aim to ensure that all communications are clear, respectful and free from undue pressure. We also monitor supporter feedback carefully.

In the financial year ending March 2025:

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We remain committed to stewarding our donors with care and using every pound raised effectively to support women and girls to thrive.

Funding Sources

2024-2025 was an effective fundraising year for WONDER. This was primarily due to generous direct donations from Corporates and Individuals, Trusts & Foundations. We have minimised the number of events we have run, as they demand a lot of work from a very small team and distract us from our mission. We have improved our fundraising tools on the website, made our user journey simple and thus successfully increased the number of individual donors supporting us.

We continue to be supported by several corporates. Collaborations like this enable us to both raise vital funds for our cause and raise awareness of our work.

Policy on Reserves

The trustees would like to ensure the reserves remain between 8 and 12 months of average operating costs, including financial commitments such as salaries and rent, and disbursements from unrestricted funds to beneficiaries and projects. A typical funding cycle is 8-12 months so maintaining reserves in line with this permits WONDER to ensure continuation of operations if there is an external funding delay or shortfall. The reserves are fully expendable and used for the benefit of our beneficiaries. Our reserves policy and the approach to reserves management are regularly reviewed and monitored. The trustees will keep the Financial Reserves Policy under review. As of 31 March 2025, our reserves were £574,371, which represents 10 months of expenditure.

Principal Risks and Uncertainties

The trustees are responsible for ensuring that WONDER Foundation has an appropriate system of financial and other controls designed to safeguard the assets of the charity and maintain the integrity of the accounting records. While internal controls provide reasonable, but not absolute, assurance against errors or fraud, day- to-day controls, including accounting procedures, are delegated by the trustees to the senior management team (SMT). The trustees are committed to maximising the proportion of income used for charitable purposes while balancing the need to attract and retain high-calibre staff to maintain and grow income, ensuring all funds are safeguarded.

Processes to manage risk include:

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The Finance working group monitors the steps taken by SMT to manage and mitigate risks and reports to the Board. Key risks managed by WONDER Foundation include:

  1. Economic and Political Environments : The global and UK economies have faced severe shocks, including the pandemic, the war in Ukraine, and Brexit. These events have impacted on our funding. We are focusing on diversifying our income sources to support and scale our work with a particular focus next year on broadening individual donor base. Our agile fundraising team have strong relationships with donors, including large foundations and corporates, and have been crucial in raising vital funds during these times.

  2. Safeguarding: Protecting individuals who come into contact with our organisation, including staff, programme participants, volunteers, and supporters, is paramount. We meet the expectations of the Charity Commission and key donors and are mindful of the significant risk of reputational damage. Compliance with safeguarding standards is a top priority. We have spent 700 hours working with specific partners to ensure they are well resourced in this area and we are looking to expand our focus on this next year.

  3. Management & Leadership Diversity: A lack of diversity can result in poor decisionmaking and lower staff engagement. We have structured our SMT and Board to include diverse perspectives which reflect the needs of the local communities that we serve.

  4. Staff Capacity, Turnover, and Well-being: As a values-driven organisation, we prioritise our staff's well-being. We offer flexible working arrangements and have implemented a comprehensive benefits programme focusing on development and well-being. Our hybrid working model supports a healthy work-life balance.

  5. Operating in High-Risk Areas: Our mission involves supporting marginalised women in conflict- affected countries. Local partners with extensive experience manage safety and security, and staff travel only when deemed reasonably safe. Detailed risk assessments and crisis management plans are in place.

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The trustees are satisfied with the measures taken to mitigate these risks.

Aims and Key Objectives for the Future Period

During the 2024-2025 year, WONDER has experienced significant growth in operations, projects, and team capacity. We remain dedicated to empowering more women and girls by scaling our projects sustainably and strengthening support for our local partners. To achieve this, we are focusing on the following initiatives in the next 3 years:

Disclosure of Information to Auditor

Each trustee has taken steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the charity’s auditor is aware of that information. The trustees confirm that there is no relevant information that they know of and of which they know the auditor is unaware.

Statement of Responsibilities

The trustees (who are also the directors of WONDER Foundation for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland". The report and accounts

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have been prepared in accordance with the provisions in the Companies Act 2006 relating to small companies.

Company law requires the trustees to prepare financial statements for each financial year. 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 charitable company and of the incoming resources and application of resources, including its income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

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

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The annual report was approved by the trustees of the charity on ......................... and 29/07/2025 signed on its behalf by:

………………………….....

Raphaella Gabrasadig (Chair)

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Independent Auditor’s Report to the members of Wonder Foundation

Opinion

We have audited the financial statements of Wonder Foundation (the ‘Charity’) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, statement of cash flows and the related notes. 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).

Opinion on financial statements

In our opinion the financial statements:

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 ʼ s responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC ʼ s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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Independent Auditor’s Report to the members of Wonder Foundation

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 charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the directors 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 other than the financial statements and our auditor ʼ s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

We have nothing to report in this regard.

Opinion on other matter prescribed by the Companies Act 2006

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

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Independent Auditor’s Report to the members of Wonder Foundation

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

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

Responsibilities of the trustees

As explained more fully in the Trustees’ Responsibilities Statement, 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 they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the Charity’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 Charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor ʼ 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

27

WONDER Foundation

Independent Auditor’s Report to the members of Wonder Foundation

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.

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

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

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Independent Auditor’s Report to the members of Wonder Foundation

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council ʼ s website at:

[www.frc.org.uk/auditorsresponsibilities]. 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. Our audit work has been undertaken so that we might state to the charity’s members 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 charity and the charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

8 August 2025

……………………………….

Anthony Epton (Senior Statutory Auditor)

for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants

75 Maygrove Road West Hampstead London NW6 2EG

29

WONDER Follndation Statement of financial activities (incorporating an income and expenditure account) For the year ended 31 March 2025 2025 2024 Unrestricted funds Restricted funds Total funds Tolal funds Note Income from: Donations and legacies Charitablc activitlC5 Inv¢stm¢nts 435,975 148,214 756,756 584,189 82Y,687 32,833 628.665 766,905 13,994 Total income 541,739 904,970 1,446,709 1,409,564 Expenditure on: Raising funds Charitable activities 75,418 371,551 75,418 lJ53,413 67,048 1,335,280 981,862 Total expenditure 446,969 981,862 1,428,831 1,402,328 Net ineome l (expenditure) before net giiins I (losses) on ini'estments 94,769 {76,891) 17,878 7,236 Net gains / (losses) on investmettts (2,499) (2,499) (5.679) Net income l (expenditure) for tbe year 92,270 {76,891) 15,379 1,557 Transfers between funds (4,987) 4,987 Net ineome l (expenditure) before other re¢ognised gains and losses 87,?83 (71,904) 15,379 1,557 Net movetllent in funds 87,283 (71.904) 15,379 1.557 Reeonciliation of funds: Total funds brought forward 487,088 422,550 909,638 908,081 Total funds carried foriyard 574J71 350,646 925,017 909,638 All of th¢ above results are derived froin ¢onlinuing aclivili¢s. There w¢r¢ no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Notes to the financial statements. Page 30

WONDER Foundation Balance sheet Company no. 7921757 As at 31 March 2025 2025 2024 Note Current assets: Debtors Cash at bank and in hand 12 2,244 930,935 30,000 897,045 933,179 927,045 Liabilities: Crcditors.. amounts falling due within onc ycar (8,162) (17,407) Net current assets 925,017 909,638 Totsl net assets less current liabilities 925,017 909.638 The funds of the charity: Restricted income funds Unrestricted income funds: Gerteral funds 16 350,646 422,550 574,371 487,088 Total unrestricted funds 574,371 487.088 Total ¢harity fund$ 925,017 909,638 The financial statements have been prepared in accordance with the special provisions for small companies under Partl 5 of the Companies Act 2006. Approl'ed by the triistees on 2910712025 and signed on their behalf by Rapha¢lla Gabrasadig Chair Page 31

WONDF.R Foundation Statement of casb flows For tbe ear ended 31 March 2025 Note 2025 2024 Casb flows from operating activities 17 1,057 -172,071 P4et cash provided by l {used in} operating actiTr'ities Cgsb flows from investing activities: Dividends, intcrest and rents from investments 32,833 13,994 Net cash proi'ided by l (used in} investing aetivities 32,833 13,994 Change in eash and cash equivalents in tbe year 33,890 (158,077) Cash and cash equivalents at the beginning of the year 897,045 1,055,122 Cash and casb equii'aleDts at the end of the year 18 930.935 897.045 Page 32

WONDER Foundation Notcs to the financial statements For th¢ year end¢d 31 March 2025 l Accounting policies a) Basis of preparation The financial statements haiwe been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Pracli¢e applicabl¢ to Charities preparing their a¢counls in ac¢ordanc¢ ￿'1th the Financial Rcporting Standard applicablc in th¢ UK and R¢publiL of Ir¢land (FRS 102 - cffeLtive l January 2015} - (Charities SORP FRS 102) aiid thc Cotnpanies Act 2006. The charitable company meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially r¢¢ognis¢d at historical ¢ost or transaction value unless oth¢Nis¢ sLqt¢d in the relevant a¢¢ounting poli¢y or note. b) Going concern The financial slatetllents have been prepared on a going concern basis. Th¢ trust¢es consider that there ar¢ no material un¢¢rtainties about the ¢haritable ¢ompany's ability to ¢ontinue as a going con¢¢rii. Key .judgeiiients that the charitable companv has made ￿hleh have a significant effect on the accounts. The trustccs do not Collsidcr that there arc any sourccs of estimation unccrtainty at thc rcporting datc that have a significant risk of causing a material adjusttllent to the carrying atnounts of assets and liabilities within the next reporting period. c} Income and endowments Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised ivhen the charity has entitlement to the income, it is probable that the income will be received and the ainount can be ni¢asur¢d wilh suffi¢ient reliability. Duna/ion3 aiid le¥acies Dc)nations are recognised when the charity has been notified in writing of both the amount and settlement date. In th¢ cvcnt that a donation is subjcct to conditions that rcquirc a Icvcl of pcrformancc by thc charity bcforc thc charity is entitled to the funds, the incoine is deferred and not recognised until either those conditions are full)w met, or the fultilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period. Grunts. receivable Grants ar¢ r¢¢ognis¢d wh¢n the ¢harity has an entitl¢m¢nt lo the funds and any ¢onditions linked to the grants have been ii)et. Where performance Vonditioiis are attached to the grartt and are vet to be me( the income is recognised as a liability and included on thc balancc shcct as dcfcrrcd incoinc to bc rclcascd. Deferred income Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when.. The donor specifies that the grant or donation must only be used in future accounting periods; or The donor has imposed conditions which musl be met before the charity has unconditional entitlement. d) Donations of gifts, services and facilities Donatcd profcs5ional scrviccs and donatcd facilities arc recogniscd as incotne whcn the charity has control ovcr thc item or received the service, any conditions associated w'ith the donation have been me( the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees, annual r¢port for more information about iheir contribution. On receipt, donated gitls, protessional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. Page 33

WONDER Foundation Notcs to the financial statements For th¢ year end¢d 31 March 2025 l Accounting policies (coDtillued) e} Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charit)'- this is nom)ally upon notification of the interest paid or payable by the bank. Fund accounting Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. Unr¢strict¢d funds are donations and othcr incoming rcsourccs reLeiv¢d ur gcn¢ratcd for the charitable putTK)ses. Design<lted funds are unresiricted funds eam)arked by the trustees for particular purposes. g} Expenditllre and irreeoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third paty, it is probable that s¢ltl¢m¢nt will be r¢quir¢d and the amount of the obligation ¢an be m¢asur¢d reliably. Exp¢ndilur¢ is classified under the following activity headings.. Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of an}, activities ￿'1th a fundraising purpose. Expenditure on charitable activities includes the costs of delivering services, undertaken to further the purposes of the ¢hari¢y and their associated support ¢osls. Other expenditure represents those items not falling into any other heading. Irre¢oi'erabl¢ V A T is charged as a cost against ihe activity for which the expenditure was incurred. h) Allocation of support costs Resources expended are allocated to the particular activity where the cost relates directly to that activity- Hom'ever, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportion¢d on Ihe basis which are an estimate. based on sLqff time, of Ihe amount attributable to each activity. i) Operating leases Rental charges are charged on a straight line basis over the term of the lease. j) Tangible fixed assets Items of equipmcnt arc capitalised where thc purchas¢ price cxcecds £1,000. Depreciation costs arc allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for in)pairment if circuiiistances indicate their carrying value may exceed their net realisable value and value in use. Depreciation is provid¢d al rates calculated lo write down the ¢ost of each ass¢1 to its esliiiialed residual value over its ¢xpcLted useful life. k) Debtors Tradc and other debtors are recognised at the settlctn¢nt amount duc after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. l) Cash at bank and ill hand Cash at bank aiid cash in hand iiicludcs cash and short tertll highly liquid investtllciits with a sliort Inaturitv of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalt of service users. m) Foreign exchange Transactions in foreign ciirrencies are recorded al the rate of ex¢haiige at the date of the traiisa¢lion. Mc)netary assets and liabilitics dcnotllinat¢d in forcign cUr￿￿cl¢S at the balancc shcct datc arc rcport¢d at thc rates of exchaiige prevailiiig at that date. The results of overseas operations are translated at the average rates of exchange during the period and their balan¢e sh¢¢ls at the raies ruling at th¢ balance sheet dare. Exchange differences arising on translation of the opening net assets and results of overseas operatioiis are reported in other comprehensive income and accumulated in cquity lattribut¢d to non-controlling intercsts a5 appropriatc). Other exchange differences are recognised in the Statement of Financial Activities in the period in which they arise. Page 34

WONDER Foundation Notcs to the financial statements For th¢ year end¢d 31 March 2025 l Accounting policie$ (continued) n) Creditors and provisions Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trad¢ dis¢ounls du¢. o) Financial instruments The charit)w only has tinancial assets and tinancial liabilities ot a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their s¢tilem¢ni value with the ¢x¢¢plion of bank loans which are subsequently measured at ainortis¢d cost using the effcctiv¢ interesi method. l) Pensions Th¢ ¢harity operates a defined contribution pension s¢hem¢ which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or construLtii'e obligation to pay further contributions even if the fund doe5 Ilot hold sufficient assets to pay all etnployees the benefits relating to employee service in the current and prior periods. 2 Detailed comparatives for the statement of financial activities (prior year- 2024) Unrestricted funds Restrieted funds 2024 Total funds Note Income from: Donations and legacies Charitable activities Investments 471.323 157,342 766,905 628,665 766,905 13,994 13.994 Total income 485,317 924,247 1,409,564 Expenditllre on: Raising funds Charitablc activitlCS 67,048 300.753 67,048 1.335 •80 1,034.527 Total expenditure Net income l (expenditure) before nel gains I (105ses) investments Net gains / (losscs) on invcsttncnts Net income l (expenditure) for the year 367,801 1,034,527 1,402,328 117,516 (110,?80) 7,236 {5,679) 111,837 (5,679) 1,557 (110,280) Transfcrs bctwccn funds (179.5J2) (67,695) 179,532 Net movement in funds R￿0￿Cl]latIOn of funds: Total funds brought forward Total funds carried fornvard 69,252 1,557 554.783 487.088 353.298 908,081 909,638 4?2,550 Page 35

WONDER Foundation Notcs to the financial statements For th¢ year end¢d 31 March 2025 3 Income from donations and legacies 2025 Total 2024 Total Unrestricted Restricted Donations frotll Lompanics and trusts Donations froiii indii'iduals Donations - Other Gift aid reclaimed Grants from other charities Donation in kind 96,276 164,880 132 22,745 149,349 2,593 107,315 40,899 203,591 205,779 132 22,745 149,349 180.107 202,634 719 20,140 225,065 Total income from donations •025 435,975 148,214 584,189 628,665 Total in¢ome from donations 9024 471,323 157,34? 628.665 4 1n¢ome from charitable activities 2025 Total 2024 Total Unrestriet¢d R¢slricied Grants & donations 72,931 756,756 829,687 766,905 Total incoine from charitable activities 2025 72,931 756,756 829,687 766,905 Total income from charitable activities 2024 766.905 766.905 5 Ineome from investments 2025 Total 2024 Total Unrestricted Restricted Interest receivable on bank deposits Total income from investments 2025 32.833 32,833 13,994 32,833 32,833 13,994 Total income froni investments 2024 13,994 13,994 Page 36

WONDER Follndation Notes to the financi#l statements For the ear ended 31 March 2025 a. Analysis of expenditure Charitable 8ctivitl¢S Strei)ghihenin g Delivery PartneTns capability Cost of raising Policy and fund5 advocacy Empow'er wtsmtn and ¥ir15 2025 Total 2024 Total Staff costs (Note 8) Direet eost Charithble expenses Support eo$t Rent & rates Office costs 72,958 94.435 90.464 191,355 449,212 372,152 1,177 12.128 26,293 912,296 951,894 994,494 480 26 47 28 19 64 319 300 1,440 77 140 144 57 342 956 900 3.240 77 140 84 57 192 956 900 6,240 335 605 440 247 832 4,141 3,900 11,400 4,800 85 901 752 2,791 5,180 932 696 380 1,430 6,372 6,000 Bai)k charges Legal & professional Dues & substriptions IT costs Audit & accountancy fees 6,000 Total expenditure 2025 75,418 110,619 122,403 ,120,391 1,428,831 1.402,328 Total expenditure 2024 67.048 0 127,618 141.530 1,066,132 Of the total eXpendI￿re, £506,861 wa5 unrestricted12024.. £367,801) and £921,970 was restricted (2024.. £1,034,527}. b. ANalysi5 of expenditure from previou5 reporting period Charitable activities Cost L)f Instigating raising social Sharing good funds change practice Empower women and girls 2024 Total Staff costs (Note 8) Direct cost Charitable expenses Support cost Rent Office costs 59.829 99,444 112,179 100.700 372.152 6.185 20,847 20,456 947.006 994.494 200 200 200 20 4,200 65 490 523 388 1,174 9,186 2,400 4.800 85 901 752 2.791 5.180 15.173 6.000 Bank charges Legal & professional Dues & subscriptions IT costs Audit fees 163 54 3,907 1,092 1,500 66 2,293 108 4,708 1,500 56 187 600 Total expenditure 2024 67,048 127,618 141.530 1,066.132 1,402,328 Page 37

WONDER Foundation Notes to the financial statements For the ear ended 31 March 2025 et illcome/ (expenditure) for the year This is stated after charging I crediting.. 2025 2024 Auditors, remuneration (excluding V AT).. Audit Other services 4,000 1,000 4.000 1.000 Analysis of staff eosts, trustee remuneration and expenses, and the eost of key management personnel Staff ¢osls were as follows.. 2025 2024 Salaries and wages Social security costs Einployer's ¢c)rttribulion to defined contribution pension schemes 398,607 35,778 14,827 332.130 28,725 11,297 449,212 37? 152 No employee earned more than £60,000 during the year {2024= nil). The total ¢mploy¢¢ benefits in¢luding national insuran¢e and pension contributions of the key management personnel were £27,38J {2024.. £25,899). The charity trust¢¢s were not paid or r¢¢¢iv¢d any other benefits from ¢inploym¢ni with th¢ charilv in the y¢ar {20?4: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024.. £nil). No trustees have received any reimbursed expenses or any other benefits from the charity during the year or in the previous year. Staff numbers The average number of employees (head count based on number of staff employed) during the year was as follows: 2025 2024 No. Raising funds c.haritable activities Support li io 10 Related party transactions There were no related party transactions in the year or in the previous year. 11 Taxation The charitable company is exempt from corporation tax as all ils income is charitabl¢ and is applied for ¢haritabl¢ purposes. Page 38

WONDER Foundation Notes to the financial statements For the ear ended 31 March 2025 12 Debtors 2024 Other debtors Prepaytll¢nts 2,244 30,000 2,244 30,000 13 Creditors: amounts falling due within one year 2025 2024 Taxation and social security Other creditors Accruals 9,623 1,784 6,000 2,162 6,000 8,162 17.407 14 Pension scheme The charity opcratcs workplacc pcnsion schcmc. As at thc year cnd, it has a pcnsion liability £2.162 which is paid in April 20?5. IS Analysis of net #ssets between funds General unr¢stri¢t¢d Designated Restricted Total funds Current assets Current liabilitics 58?,533 (8.16?) 350,646 933,179 {8,162) Iyet a5set5 al the end of the year 574,371 350,646 925,017 Analysis of net assets between funds (prior year) General uiirestri¢ted Designated Restricted Total funds Current assets Current liabilities 504,495 {17.407) 422,550 927,045 (17,407) Net assets at the end of the year 487,088 422,550 909,638 Page 39

WONDER Foundation Notes to the financial statements For the ear ended 31 March 2025 16 Movements in funds In¢oming At the start resources & of thc y¢ar gains Outgoing resourLes & losscs At the end of tbe year Tran5fcrs Restrieted funds: BCPD-Philippines Baytree Centre - UK Etsosang- South Africa Fluerir Yarani Cayat FPTI - Philippines Fundacion Sirama- El Salvador ISSI - DR Congo Jiinkabal - Guatemala Kamalini - India KFCSED- Ka￿kIstan Kisumu- Kenya Kuinulisa - Uganda Lantana- Nigeria Mairin Honduras M￿,ang8z￿II- K¢nya MiiJangaza- Kenva National Lottery- UK Pearlcrest- Uganda Pirineos- Venezuela Pontes- Poland Prodc5-Lcbaiion Voic¢s froni the Frontline fftosa- UK Sendas-Bolivia Sir Halley ste￿,art Trust - UK Sorawell - Cameroun Turing- Congo Wavecrest- Nigeria Yarani - Ivory Coast 84,062 94,500 (84,299) (17,100) (6,000) (63,763) 12) 169,474) (47,647) {123,389) (10,800) (17,115) {3,487) (66,558) 237 77,400 6,000 55,850 140 66,689 45,974 69.474 17,577 126,772 6,395 58,776 22,902 30.095 734 7,969 17,500 1.250 1,275 4,117 3,564 385 7,771 56,830 2,414 7,758 96,993 2.400 3,500 26.395 14 5,000 20.234 32,588 (5.000) (19.888) (32,553) (9,747) (i? 100) (15,000) (129,213) {J,767) (6.8J4) (i 0,000) (23,546) (9,057) (8,296) (54,675) (109,343) 346 35 10,003 19,750 12,100 15,000 132,507 28,887 4.549 32,181 782 166 7,000 i 0.000 25,186 97 6,7?6 22,797 718 27,775 9,060 1,664 5?,776 129,816 29,415 loo 94 20,898 21,191 Total restricted funds 422,550 904,971 (981,862) 4,987 350,646 Unrestricted funds: General funds Other reLognised gaiiis/(losses) Total unrestricted funds 487,088 541,7J9 (446,970) (7,486) ?,499 (4,987) 574J71 487,088 541,739 (449,469) 574J71 Total funds 909,638 1,446,709 (1,431,330) 925,017 Purposes of restricted funds The specific purposes for which the funds are to be applied are as follows= All the restricted funds are projects to support women and girls in the specific country or area as per the fund lilles. The ￿'ork in each area is as described in the Irust¢es annual r¢port. The transfer frotn the (ieneral fund to the restricted funds is to support the ongoing project activities. Page 40

WONDER Foundation Notes to the financial statements For the ear ended 31 March 2025 Movements in funds (prior year- 2024) Incoming At the start resources & of the year gains Outgoing resources & losses At the end of the year Transfers Restricted funds.. ADEC- Brazil Bavtree Cen(re PIMCO -UK Baytree - UK c.are- Sweden CECFOR Condoray- Peru Etsosang- South Africa Fatima IV- Slovenia Fluerir Yarani Cayat FPTI - Philippines Fundacion Sirama- El Salvador ISSI - DR Congo Junkabal - Guatemala Kainalini - India KFCSED- Kazakistan Kianda - Kei)ya Kumulisa- Uganda Lantana- Nigeri Mairin - Honduras M￿angaza 11- Kenya MThangaza- Kenya National Lottcry- UK Nawa- Nigcria Piriiieos- Venezueltl Pont¢s- Poland Prodes-Lebanon Rosa- UK Fund for Women and Girls Senara - Spain Sendas-Bolivia Sir Hcllcy Stewart Sorawcll - Catll¢roun Turing- Congo Wai'ecrest- Nig¢ria Yarani - Ivory Coast 1.454 (1,454) (98,500) (22,161) (11,615) (6,914) (5,000) { i 0.000) (11,373) (20,475) (49,764) (100,471) (15,000) (36,506) (13,631) (57,409) (4,791) (93,578) (5,000) (7,000) (16,575) (151,2?8) ( i o,uoo) (10,020) ( i 0,000) (113,82?) (4,995) 98,500 22,161 11,615 6,914 5,000 16,000 6,000 11.373 76,325 45,611 100,471 7,924 37,240 8.600 55,850 140 1,939 2,354 37,171 30.095 734 7,969 17,500 6,000 9,000 7,000 65.909 4,791 14.968 200 3,000 742 46,624 105,005 4,814 26,395 14 5,000 20.234 32,588 9,000 36,067 137,192 i 0,000 10,020 15.000 i 0,000 227,576 4,995 15,000 132,507 18.753 7,000 17,887 7,000 (17,887) i 0,000 i 0,000 25,186 97 6,726 22,797 718 27.775 14.674 6,726 69,048 60,859 {2,589) (14.577) 5.800 (52,051) (60,141) Total restricted funds 353,298 9•4 •47 (1,034,527) 179,539 42? 550 Unrestricted funds: General funds Other recognised gainsl(losses) 554,783 485,317 {367,801) (185,211) {5.679) 5.679 (37J,480) (179,532) 487,088 Total unrestri¢ted funds 554,783 485,317 487,088 Total funds 908,081 1.409,564 (1,408,007) 909.638 Page 41

WONDER Foundation Notes to the financial statements For the ear ended 31 March 2025 17 Reconeiliation of net income l (expenditllre) to net Cash flow from operating aetivities 2025 2024 Net income l (expenditure) for the reporting period (as per the statement of financial activities) Dividends, interest and rent from investments {Increase)/decrease in debtors Increase/(decrease) in creditors 15,379 1,557 (32,833) (13,994) (30,000) (129,634) (9245) Net eash provided by l (used in) operating activities 1,057 {172,071) 18 Analysis of cash and Cash equivalents At l April 2024 Other At 31 March changes 2025 Cash flows Cash in hand 897,045 33,890 930,935 Tot21 eash and eash equivalents 897,045 33,890 930,935 Analysis of cash #nd Cash equivalents (prior year) At l April 2023 Other At 31 March changes 2024 Cash flows Cash in hand 1,055,122 (158,077) 897,045 Total cash and cash equivalents 1.055,1?2 (158,077) 897.045 19 Operating lease commitments The charity has no future minimum lease payments under non-cancellable operating leases. 20 Legal status ofthe cbarity The charity is a coii)pan)' limited by guarantee and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 toivards the assets of the charit). in the e￿.ent of liquidation. The address of its ￿gIst¢red office is.. CIO Baytrcc Ccntrc 300 - JO? Brixton Road London SW9 6AE Page 42