AND UNAUDITED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 TABLE OF CONTENTS Legal and administrative information Introduction Statement of the Chair Objeclives and Activities Structure, Management and Governance Statement of Trustees Responsibilities 14 Financial review Independent Examiners Report 17 Financial Statements 18
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 LEGAL AND ADMINISTRATIVE INFORMATION Charlty name Amala Education Company number 10671722 Charity registration number 1181373 Charity's principal address Garden Cottage Walters Green, Penshurst TN11 8HD Tonbridge Trustees and Corporate Directors (up to and including date of signing) Keith Clark (Chair) Colin Habgood {Treasurer) Sara Heinrich (resigned Sept 25) Caroline McLaughlin Jessica Oddy Stela Barcelos Polly Akhurst Mia Eskelund Pedersen (Company Secretary) Co - Executive Directors Polly Akhurst Mia Eskelund Pedersen Bankers Santander UK PIC Bridle Road, Bootle Merseyside L30 4GB Independent Examiners Warner Wilde Chartered, Certified Accountants 4 Marigold Drive, Woking Surrey GU24 9SF Website www.amalaeducation.org
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 INTRODUCTION Thetrustees, who are alsodirectors of the company forthe purpose of the CompaniesAct 2006, st present Iheir report with Ihe financial statements of the charity for the year ending 31 March 2025. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charitable company's memorandum and articles of association, the Companies Act 2006 and Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the Uniled Kingdom and Republic of Ireland (FRS 102) (Effective l January 2019). STATEMENT OF THE CHAIR This was another hugely significant year for Amala. In a range of ways, this was the year in which we moved decisively away from life as a still-young organisation and became fully- fledged. with a robust core team and structure, funding that enables us to plan more securely, and - most important- ever-increasing impact. The Trustees are incredibly grateful to those individuals, organisations and foundations who committed such transformational, in some cases multi-year, funding during 2024-25. Some of that has enabled us to grow our existing programmes or embark on bold new ways of reaching more refugee youth,. in other cases, it has helped with our all-important core funding. We must be conscious of the great pressure on funding in our sector, not least the consequences of the withdrawal of USAID funding. However,we areencouraged that donors and supporters continue to see the vital importance of Amala's work. The Board appreciates every organisation and individual who contributes to our funding or supports us in other ways. Yourcommitment inspires us and makes so much possible. Tothose of you considering a funding or other commitment. we invite you lo look more closely at what we do, to see our work in action, and to understand just how far your money will go in making an impact. We put in place our second strategic plan during this year. This will compel us to move signif icantly beyond Ihe 5,000 young people from refugee communilies that we have reached to date. We are confident now that we are ready for scale. We have ample evidence of the transformational nature of an Amala education both on individuals and families but also on communities. Not to grow significantly is not an option.
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Our new slralegic plan also recognises the potential for much wider impact. It is a matter of great satisfaction to the Board that Amala has been able to change some of the discourse on refugee education, and our leaders, facilitators and alumni are all helping other organisations to understand its importance. This is critical when the challenges are only growing.. the global population of refugees and displaced people continues to increase, and the need for secondary education in their communities is ever more urgenl if lives and communities are to be transformed for the better. Amala is one of the few answers that the global community has. There were many specific achievements in the year.. a f irst partner agreement to deliver the Global Secondary Diploma, a form of growth that is key to scaling., signif icant strengthening of our global leam, especially in programme development and with plans for finance and fundraising,. enhanced quality assurance systems, which are crucial in an education programme without external assessment,. and many others. The biggest achievement of all, though, is witnessing the transformed lives of those who come into contact with Amala. I greatly appreciate the contributions made by my fellow Trustees to Amala's development. Many important decisions were made in the year and every Board meeting marked further tangible progress. In turn, we express our gratitude to our Founders and Co-Executive Directors, Polly Akhurst and Mia Eskelund Pedersen, for their vision, inspiration, and commilment. They identified a need and Amala is now taking major steps towards addressing that need.. but there is so very much more to do. Keilh Clark Chair of the Board of Trustees
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 oBJEIVEs AND ACTIVITIES Introduction By the end of 2024, displacement reached its highest level in history.. 122 million, or one in every 67 people worldwide, forced from their homes due lo persecution and violence. For young people, this often means a sudden end to education, and with it, opportunities for their future. Education like Amala's changes that. Mission and vision Amala was established in 2017 with a bold mission to use the power of education to transform the lives of refugees, their communities, and the world. Amala designs and delivers transformative education programmes with a focus on the development of young people who are refugees or in other ways affected by conflict. Our long-term impact goals are to- 1) Enable young refugees to turn their hopes into reality 2) Ensure that refugees play key roles in solving local and global challenges 3) Contribute to achieving inclusive and quality education for all through Amala's unique model of education. Amala's main objective, as set out in our governing document, the Articles of Association, is.. The advancement of education, in particular but not limited to facilitating access to education for refugees or those who have been affected by conflict, including through the provision of course material, learning support and delivery of teaching through technology and distance learning. Our Programmes Our programmes are tailored to the needs of refugee adolescents and young adults and consist of both formal and non-formal learning. Programmes are designed to be adaptable to a wide variety of different contexts and have been run in twelve counlries, across four continents. 1. Global Secondary Diploma - the first internationally accrediled upper secondary programme enabling out-of-school refugee and conflict-affected youth to complete their secondary education. 2. Changemaker Courses - non-formal programmes that enable youth lo cultivate agency in critical areas such as peacebuilding, ethical leadership, social entrepreneurship, digital literacy, and artistic expression.
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Strategic Plan - Expanding Hope This year marked the launch of Amala's second strategic plan. Expanding Hope. The strategy sets out our ambitious goal to enable millions of refugee youth to access transformative education by 2040. Expanding Hope follows our inaugural strategy, Launchpad to Scale, a period where we accelerated Amala's development and set the groundwork for our next phase of growth. We are now expanding our transformative learning model and scaling to meet the urgent need for inclusive, life-changing education for refugee youth. Our strategic goals within the stralegy are.. 1. Grow the impact of Amala's transformative educalion programmes - at least tripling ihe reach of our programmes and increasing their accessibility and their value for students and partners. 2. Extend our model of transformative education to influence systemic change - start the journey to influence the education in emergencies sector to mainstream transformative education. 3. Sustaln impact through a strong funding model power our growlh and impact through a mixed economy of repeatable funding, diversified income, and trialling income generation models. Report of Activities 1. Grow the impact of Amala's transformative education programmes This year. Amala reached 1.447 students. bringing our total student numbers since 2017 10 4,977. While our student reach was on par with the previous year, it was below our target for the year of 2,175 students. The shortfall was largely due to limited funding for Changemaker Courses earlier in the year due to the focus of the previous year being on accredilation. Successful fundraising efforts at the end of the year meant that we have confirmed funding for 1,550 students to start Amala programmes in the coming year - continuing the trajectory of growth. Growing our impact is not only aboul reach but aboul sustaining and improving the quality of our programmes. This year, we introduced our new quality assurance framework, which defines what quality looks like for Amala across both educational and operational areas. The quality assurance framework is proving to be a valuable tool for continuous improvement of programmes run by Amala as well as those run by partners.
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Global Secondary Dlploma The growth of the Global Secondary Diploma (GSD) during this period was significant, with a total of 306 students participating, more than any other year of the programme. A major milestone was reached when we collaborated with Kalobeyei Initiative for Better Life (Ki4Bli) to pilot a partner-operated GSD for the first time, with the first students starting in March 2025. Ki4Bli first partnered with Amala to run Changemaker Courses in 2021 and was in a strong position to start working with us to expand our reach to the underserved Kalobeyei Settlement area of Kakuma Camp. With funding from CSR partner Renaissance Re, we constructed a new purpose-built classroom for the programme. In Jordan, we partnered with Grieg Foundation to expand access to the GSD. Grieg Foundation, along with partners Kahane Foundation and Horizon Foundation, is supporting Amala to offer the programme to twice as many students as we have previously, and a new cohort of 50 students will be starting the programme in April 2025. Alongside welcoming new sludents, we also sawthe programme's strong impacton ouralumni, strengthened further by the CIS and NEASC accreditalion which was granled in January 2024. Notable achievements include.. An alumnus from Jordan being accepted to Royal Holloway, Universiiy of London to study Business Administration through distance learning whilst continuing his work as Programme Coordinator at Amala. An alumna from Kenya starting as Programme Coordinator for the pilot Ki4Bli-run GSD. Alumni from Jordan becoming educators for the programme, as well as Refugee Guidance Counsellors for World University Service of Canada (WUSC) and UNHCR Advisors on Resettlement and Complementary Pathways. Two alumni from Kakuma being accepted to the Amahoro Fellowship, a highly selective opportunity for enlrepreneurs and social entrepreneurs from refugee backgrounds. Changemaker Courses Through our Changemaker Courses, we reached 1283 students. As in previous years, the main area of growth with Changemaker Courses has been in Kakuma Camp, where twenty five courses were run by longstanding partners URISE Faulu Productions, Kakuma Refugee Secondary School, Ki4BLi, YEDA and KVC. We also started to work for the first time with an organisation in Nairobi, Umoja Refugee Creative, which serves urban refugees. An educator from Umoja commented on the Social Entrepreneurship course- "its not a system of teaching, it's a system of helping the students to discover. to know how to be social entrepreneurs, someone who can know how to connect and look for information.. We also grew our work in Uganda, parlnering with Lamuka Innovation Centre in Nakivale Settlement and United South Sudan Urban Refugee Community (USSURC).
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Additionally. with funding from Education Cannot Wait and in partnership with UWC Inlernational, we developed and ran an online learning programme, "Learning Bridge" Programme for a group of 100 Afghan girls around the world. In addition to these partners, we supported UWC Thailand to run our Ethical Leadership course for their summer school which brings together refugee and non-refuge youth. We also developed a programme for Ihe Institute of International Educalion's Odyssey Refugee Scholarship programme which combined content from our ethical leadership and social entrepreneurship courses. Transformative Educator Programme Now in its second year, Amala's Transformative Educator Programme evolved significantly this year. This programme supports Amala educators to design and deliver transformative learning which sees significant shifts in learners, changemaking skills and mindsets. 2. Extend our M¢e1 of transformative education to influence systemic change Our long-term goal forthis area is to'mainstream, ourlransformative education approach within the refugee education sector. Our short-term aim is to start to explore how we can do Ihis through advocating for our education model and developing evidence for its success. Instances of thought leadership using transformative education model We have promoled Amala's education model at eighteen external engagement opportunities this year, both wilhin international education and refugee education. A highlight of Ihe year was in November, when Amala was awarded the 1885 Prize for Exceptional Service to Education by NEASC, one of our accrediting bodies. Amala was invited to speak in plenary about our education model at their conference and Board meeting. We also received our first feature in a major news outlet.. the Financial Times ran an article about Amala, our education model and impact both online and in print. Increasing evidence to supportAmala's transformative education approach Amala is currently collaborating with several researchers to deepen understanding of our transformalive education approach. This will help us to produce convincing evidence Ihat our model works and to discover what can be adopted by other systems. Current research collaborations include Georgina Philips, who is researching accreditation for non-formal refugee education in Jordan and Lebanon and Anne Marie Chow (Sealtle Pacific University) who is studying leadership behaviours that foster collective teacher efficacy (CTE) in refugee education. 3. Sustain impact through a strong funding model At this stage of our development, f inancial sustainabilily is now the greatest barrier to scaling our impact. With ambitious plans for growth and scale, it is necessary for Amala lo develop a strong funding model. Key priorities are to diversify our funding sources so we are not overly
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 dependent on one source of income. develop long-term partnerships that can contribute to Amala's growth over time and to build our fundraising and finance functions. Dedicated efforts from the Co-Executive Directors on partnership development and fundraising towards the strategic plan have been successful, wilh re-commitments from existing partners and commitments from several new trusts and foundations enabling Amala to have 50% of funds in place to deliver on our strategic plan. At the same time. the external fundraising environment remains very challenging. with USAID, the largest funder of refugee education closing its doors and many governments decreasing their foreign assistance budgets. This has led to increased competilion among philanthropic funders. Our leadership aeknowledges that these changes may affect Amala's ambitious plans over the coming years while remaining optimistic about Amala's trajectory of growth. Another key component of this work has been lo further develop both our funding and finance functions in order to enable greater sustainability. In June 2025 we welcomed a new Head of Finance to work strategically to shape Amala's financial future and in Sept 25 we appointed a Head of Transformative Partnerships and Funding who will work closely with the Co-Executive Directors to shape the slrategic direction in fundraising. We also increased our efforts in community partnerships this year. A key area offocus has been the development of the Amala Changemaker Schools Community, a network and toolkit for schools around the world to learn, advocate and fundraise for refugee education. St Joseph's Inslitution International (SJII) and International School of the Hague (ISH), as committed partner schools. are already part of the network and planning advocacy and fundraising activities for Amala. It is expected that we will grow the network in 2025-26 with more schools due to join in the coming year. The Big Give campaign, now Amala's second year taking part, hit its largel, raising £20,000 and establishing itself as a regular fixture in Amala's fundraising calendar. The trustees express sincere gratitude to Amala's donors for generously supporting the work of the organisation over the past year. Particular thanks are to= Angus Lawson Memorial Trust, Careduca Foundation, Dell, Education Cannot Wail, Educational Opportunity Foundation, Grieg Foundalion, Horizon Foundation. International School of the Hague, Kahane Foundation, KM Harbinson Charitable Trust, fvAalala Fund, Partners in Equity, Renaissance Re, Stitching Sub3, The AITajir Trust, The Asfari Foundation, The Coles Medlock Foundation, The Waterloo Foundation, UWC International, St Joseph's International Institution, and the individuals and anonymous donors who have also made generous contributions that have led to the continuation of Amala's work and impact. We also express our thanks to our accreditors CIS and NEASC for their continued belief in Amala's mission. The trustees are graleful to our network of dedicated partners and volunteers whose commitment ensures Ihat young refugees can transform their lives and communities through education. 10
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 STRUCTURE, GOVERNANCEAND MANAGEMENT Identity and constitution Amala was founded in 2017 and is a registered charity in England and Wales, Charity Registration Number 1181373 and a Company Limited by Guarantee, Company Registration Number 10671722. Amala's constitution is its Articles of Association, the current version of which is dated 7 September 2023. Governance and management Amala's Board of Trustees is made up of eight members. The Board has two sub-committees. the Personnel and Remuneration Committee, which comprises three trustees, and the Finance Commitlee, led by Amala's Treasurer and made up of two further members, as well as the Committee Secretary. The six non-executive trustees give their time freely and receive no remuneration. Trustees are required to disclose and register all relevant interests at Board meetings. Trustees share a deep commitmentto Amala's mission and purpose. They are drawn from different backgrounds, bringing diverse experiences and skills that help manage the organisation responsibly and enable it to fulfil its objectives. New trustees with relevant expertise are elected to the Board by existing trustees. Upon election, new trustees are inducted and briefed on their governance role, the organisation's guiding principles, objectives, policies, work, and strategy. In 202412025, the Board of Trustees met fourtimes.. one meeting was held in person and three meetings virtually. The Board met in person in Folkestone, UK in September 2024. Key issues discussed included.. strategy, organisalional development, fundraising and financial sustainability, finance and budget, safeguarding, performance and risk managemenl. Appointment and election of trustees Amala's governing document (Articles of Association) stipulates that there must be a minimum of five trustees. New trustees are appointed by the existing trustees, and serve for terms of three years. Trustees can serve for a maximum oftwo consecLrtive terms, unless exceptional circumstances pertain. Trustees who are also employees of the charity may remain in off ice for the duration of their employment. At present, the majority of trustees are founding trustees and have been given active consideration to the addition of further trustees. In doing so, the trustees have been taking into account the expertise, skills and experience required to administer the charity responsibly and effectively at this slage of its development and to enable it to grow. New trustees will be thoroughly briefed on the organisation's work, history, policies, future plans and managemenl
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 and given access to annual reports. statement of accounts and board papers. None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and guarantee to contribute £1 in the event of a winding up. Day to day management The day-to-day management of the charity is delegated to the two Co-Executive Directors who are also trustees. The two Co Executive Directors are only remunerated for their work as members of staff, and their continued trusteeship is reviewed on an annual basis. Risk management The Amala Board of Trustees regularly reviews the risks that Amala is exposed to, considers how to mitigate them and puts adequate controls in place. Amala has identified three principal risk areas.. 1. Income I funding: Amala's ability to achieve its ambitious impact goals depends on successful fundraising. Without sufficient funding, the organisation may not meet its strategic objectives. Currently, Amala has a Fundraising Manager and plans lo hire a Head of Transformative Partnership and Funding irb 2025 to expand the team, helping to secure new funds and diversify income sources for the fLrture. 2. Safeguarding: Amala serves young people who have been affected by conflict or crisis. Many have experienced trauma and may be vulnerable to exploitation, abuse, or neglect. Amala has a comprehensive Safeguarding & Welfare Policy and set of procedures in place to ensure the safety of our students and staff. Further details of safeguarding mitigations are provided below. 3. Unstsble operating environments.. Government regulations and priorities related to displaced populations in countries where Amala operates may change quickly. Shifts in attitudes toward refugees or conflict in relevant regions can affect Amala's programmes. Amala monitors developments and has established response plans to support continued student learning if local circumstances change. Public Benefit Statement The trustees confirm that they have referred to the Charily Commission's guidance on public benef it when reviewing the charity's vision, mission, and objectives and in setting its objectives and policies and planning activities for the year. Amala's activities are of public benefit because the organisation provides educational programmes free-of-chargetoyoung people who are displaced oraffected by conflictwho have no or limited access to high quality education. 12
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Our educational programmes enable participants to develop their sense of agency. have an increased sense of wellbeing and purpose and improved access to further opportunities. Furthermore, as the number of refugees continues to rise year on year, Amala is working towards creating a scalable model to provide increasing numbers of conflict affected youth with high quality education at upper secondary level. Fundraising Statement TheAmalateam and Board have strong relationships with the charity's donors. The Amala team develops an annual fundraising strategy, detailing where attention is needed in fostering fundraising relationships, and Ihe communications needed to best share the impact and needs of projects. Amala raises funds through individuals, events, trust and foundations, companies, and schools. Differenl members of the team take responsibility for different areas of fundraising but report to each other on activities and progress. Amala does not use professional fundraisers or involve commercial participators. There have been no complaints about fundraising activity this year. Amala is signed up to the Fundraising Regulatorfs Code of Practice and works in a way thal is compliant with the Code of Fundraising Practice. No direct marketing took place in 2024-2025. Amala adheres closely to its privacy policy and ensures Ihe recipients of mailings are carefully selected according to Iheir specific inleresls. The Amala donor database is kept up to date to accurately record the contact preferences of donors. Any contact changes requested by donors are implemented immediately. Safeguarding Amala is committed to the protection of children and young people and has developed a comprehensive Safeguarding and Welfare Policy and Team Code of Conduct that is implemented across the organisation to ensure that children and young people are protecled from harm. The Policy sets out how all members of Amala's team (employee, consultant, volunteer or representalive} and all Amala students should conduct themselves in Iheir interactions with children and young people. All concerns are tracked and monitored using the Child Protection Online Management System (CPOMS) -a confidential and secure online platform. The trustees receive a safeguarding updale at each board meeling and monitor effeclive continuous implementation of the Safeguarding and Welfare Policy and strengthening of Amala's safeguarding practices. The Amala Safeguarding and Welfare Policy is reviewed annually and approved by the Board of Trustees and is published on our website alongside other key safeguarding procedures and Documentation. 13
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 Remuneration The Personnel and Remuneration Committee is responsible for setting the salaries of the Co- Executive Directors and for reviewing the salaries of other team members. STATEMENT OF TRUSTEES RESPONSIBILITIES The Trustees are responsible for preparing the Trustees Report and the Annual Accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales, the Charities Act 2011, Charity (Accounts and Reports) Regulations 2008 and the provisions of the Conslitution requires the Trustees to prepare financial stalements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources, including ihe income and expendilure, of the Charity for that period. In preparing those financial statements, the Trustees are required to.. select suitable accounting policies and then apply ihem consistently; observe the methods and principles in the Charity SORP-, make judgements and estimales that are reasonable and prudent- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements., prepare the financial stalements on the going concern basis unless il is inappropriate to presume that the Charity will continue in business. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that ihe financial statemenls comply with the Charities Acl 2011, the Charily (Accounts and Reports) Regulations 2008 and the provisions of the Constitution. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevenlion and detection of fraud and other irregularities. In so far as the Trustees are aware.. there is no relevant information of which the Charity's examiner is unaware- they have taken all steps required to ensure that they are aware of any relevant information and to establish that the examiner is aware of that information. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitls websile. Legislalion in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 14
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 FINANCIAL REVIEW Activities and results The financial results for the year are sel out in the Financial Report. In the year, the charity's total income was £742,830 compared with £861.359 last year. Unrestricted income forthe year was £247,752 (2024.. £49,577). Total expenditure for the year was £736,147 of which £727,659 was restricted, compared with £681,898 last year, of which restricted was £657,890. The majority of expenditure was for programme implementation, educational and organisational development. The net surplus for Ihe year totalled £6,683 (2024.. £179,461), constituling a restricted deficit of £232,581 and an unrestricted surplus of £239,264. The deficit on restricted funds is due to a restricted grant from Partners in Equity being received in the prior year for continued use this financial year. Reserves Policy As of 31 March 2025, total reserves at year end were £730,451 split as follows.. Reslricted Reserves £333,435 {2024'. £566,016) Unrestricled reserves £397,016 (2024- £157,752), split between General Funds of £178,645 and designated funds of £218,371 It is the policy of the charity that unrestricted reserves should be maintained at a level of six months of unrestricted budgeted expenditure. However, due to a grant being received from Stichting Sub 3 towards the end of the year for £207,449, unrestricted reserves have risen above the six monlh level. At the end of the year, £198,371 of the Sub 3 grant is carried forward, along with an amount of £20,000 from a separate funder. These funds are designated as follows: Designations Amount Kenya Global Secondary Diploma £125,521 Changemaker Courses £64,000 Global Secondary Manager and Programme Support £15,100 Jordan Global Secondary Diploma £13,750 Total £218,371 15
TRUSTEES, REPORT (INCLUDING DIRECTORS REPORT) For the year ended 31 March 2025 The trustees are dedicated to safeguarding the continuity of Amala's educational programmes. ensuring that all students can complete their studies regardless of potential income shortfalls. In light of the current funding landscape and economic conditions, the Irustees have carefully evaluated and determined that the current reserve levels are sufficient. Going concern The Irustees have assessed the major risks to which the charity is exposed and are satisfied that systems are in place to mitigate exposure to the major risks. The truslees have a reasonable expectation that Amala has adequate resources to continue lo operate the next year. For this reason, they continue to adopt the going concern basis in preparing ihe financial statemenls. The Trustees, report was approved by the Board of Trustees Keilh Clark Trustee 16th December 2025 16
AMALA EDUCATION INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF AMALA EDUCATION I report to the Iruslees on my examination of the finanaal slalements of Amala Education {the charityl for the year ended 31 March 2025. Responsibilities and basis of report As the trustees of the charity land also ils directors for the purposes of company lawl, you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006. Having satisfied myself that the financial slalements of the charity are not required lo be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination. I report in respect of my examination of the charity's financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 1451511bl of the CharitiesAct 2011. Independent examln&rfs statement Since the charity's gross income exeded £250,000, the independent examiner musl be a member of a body listed in section 145 of the Charities Act 2011. 1 confirm that l am qualified lo undertake the examinats.on because l am a member of Accocialion of Chartered Certified Accountants, which Is one of the listed bodies. I have completed my examination. I confirm that no matters have come lo my attention in connection with the examination giving me cause lo believe that In any material respect.. accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006. the financial slalements do not accord with those records., or the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the finanryal slalements give a true and fair view, which is not a matter considered as part of an independent examination.. or the financial slalements have not been prepared in accordance wth the methods and principles of the Statement of Recommended Practi for accounting and reporting by charities applicable lo charities preparing their financial slalements In accordan wth the Financial Reporting Standard applicable In the UK and Republic of Ireland IFRS 1021. I have no concems and have come across no other matters in connection with the examination lo which attention should be drawn in this port in order lo enable a proper understanding of the financial slalements lo bè reached. Frances Wllde FCCA DChA Vvarner Wilde Limited Chartered Certified Accountants 4 Marigold Drive Bisley Surrey GU24 9SF Date". 17-
AMALA EDUCATION STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 Current flnanclal year Unrestrlcted funds 2025 Restrlcted fund$ 2025 Total Total 2025 2024 Notes Income from: Donations and legacies 247,752 495,078 742,830 861,359 Total Income 247,752 495,078 742,830 861,359 Expenditure on- Raising funds Charitable activities 7,957 719,702 7,957 728,190 5,915 675,983 8,488 Total expenditure 8,488 727,859 736,147 681,898 Net Incomellexpendlturel and movement In funds 239,264 1232,5811 6,683 179,461 Re¢onciliation of funds- Fund balances at 1 April 2024 157,752 566,016 723,768 544,307 Fund balances at 31 March 2025 397,016 333,435 730,451 723,768 The statement of financial activities includes all gains and losses recognised in the year. Al income and expenditure derive from continuing activities. Prior financial year Unrestricted funds 2024 Restricted funds 2024 Total 2024 Notes Income from: Donations and legacies 49,577 811,782 861,359 Total income 49,577 811,782 861,359 Expendlture on: Raising funds Charitable activities 342 23,666 5,573 652,317 5,915 675,983 Totsl expenditure 24,008 657,890 681,898 Net income and movement in funds 25,569 153,892 179,461 Reconciliation of funds: Fund balances al 1 April 2023 132,183 412,124 544,307 Fund balances at 31 March 2024 157,752 566,016 723,768 18-
AMALA EDUCATION BALANCE SHEET ASAT31 MARCH 2025 2025 2024 Notes Fixed assets Tangible assets 10 7,211 19,695 Current assets Debtors Cash at bank and in hand 11 4,590 738,997 44,140 680,853 743,587 724,993 CreditoTr: amounts falling due within one year 12 120,3471 120,9201 Net current assets 723,240 704,073 Total assets less current liabilitios 730,451 723,768 The funds of the charity Restricted income funds Unrestricted funds 14 1S 333,435 397,016 566,016 157,752 730,451 723,768 The company is entiued to the exemption from the audit requirement wntsined in secb'on 477 of the Companies Act 2006, for the year ended 31 March 2025. The director acknowledges her responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of finanaal statements. The members have not required the company to obtain an aLJdit of its financial statements for the year in qLJestion in accordance with section 476. These financial ststemenls have been prepared in accordan with the provisions applicable to companies subject to the small companies regime. The tinan 121 state enls were approved by the Iruslees on . 16th December2025 C Habgood (Treasurer) Trustee Company registration number 10671722 (England and Wales) 19-
AMALA EDUCATION STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Notes Cash flows from operatlng actlvltles Cash generated fromllabsorbed byl operations 19 58,144 185,4241 Invg$tlng a1¥111$ Purchase of tangible fixed assets 15131 Net cash used in investing activities 15131 Net cash ganerat8d from financing activities Net increasellde¢reasel In cash and cash equivalonts 58,144 185,9371 Cash and cash equivalents at beginning of year 680,853 766,790 Cash and cash equivalents at end of year 738,997 680,853 -20-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accounting policies Charity inforniation Amala Education is a private company limited by guarantee incorporated in England and Wales. The registered office is Garden Cottage, Walters Green Road, Penshursl, Tonbridge, Kent, TN11 8HD. Amala Eductaion is also a registered charity. 1.1 Accountlng conventlon The financial statements have been prepared in accordance with the charity's governing document. the Companies Act 2006 and 'Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in accordan wth the Financial Reporting Standard applicable In the UK and Republic of Ireland IFRS 1021 leffective 1 January 20191" The charity is a Public Benefit Entity as defined by FRS 102. The financial statements are prepared In slerfing, which is the functional currency of the charity. Monetary amounts in these financial stslemenls are rounded lo the nearest £. The financial slalements have been prepared under the historical cost convention. The principal accounting policies adopted are sel out below. 1.2 Going concern Al the lime of approving the financial stalemenls, the trustees have a reasonable expectation that the charity has adequate resour$ lo continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of aontIng in preparing the financial stslemenls. 1.3 Charitable funds Unrestricted funds are available for use al the discretion of the trustees in furtherance of their charitable objectives. Restricted fijnds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial slalements. Endowment funds are subject to specific conditions by donors that the capital musl be maintained by the charity. 1.4 Incomo Income is recognised when the charity is legally entitled to il after any performance conditions have been met, the amounts can be measured reliably, and il is probable that Income will be received. Cash donations are generally recognised on receipt. Other donations are generally recognised once the charity has been notified. Where the donation has performance conditions which are unmel or requires that the related expenditure is deferred, then the income is deferred. Income tax recoverable in relation to donats'ons received under Gift Aid or deeds of covenant is recognised at the ts'me of the donation. Legacies are recognised on rèceipt or otherwise rf the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a conlingenl asset. Turnover is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods and services provided in the normal course of business, nel of discounts. 21
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles Icontlnuedl 1.5 Expendltu Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Irrecoverable VAT Is charged as a cost against the activity for which the expendf(ure was incurred. 1.6 Tanglble flxed assets Tangible fixed assets are initially measured al cost and subsequently measured at cost or valuation, net of depreciation and any impaimient losses. Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases.. Computers 3 years straight line The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the slalement of financial activib"es. There is a de minimus value for capilalisalion of £250. 1.7 Impairment of fixed assets Al each reporting end date, the charity reviews the carrying amounts of ils tangible assets to deterrnine whether there is any indication that those assets have suffered an impaimenl loss. If any such indication exists, the recoverable amount of the asset is eslimaled in order lo determine the exlenl of the impaimienl loss lif any). 1.8 Cash and cash equivalents Cash and cash equivalen15 indude cash in hand, deposits held al call wth banks, other short-lerm liquid investments with original malurilies of the months or less, and bank overdrafts. Bank overdrafis are shown wthin borrowings in Current liabilities. 1.9 Flnan¢ial instruments The charity has elected to apply the provisions of Section 11 'Basic Financial Instruments, and Section 12 'other Financial Instruments Issues, of FRS 102 to all of its finanaal instrLJments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party lo the contractual provisions of the inslrumenl. Financial assets and liabilities are offset, wfth the net amounts presented in the financial slatemenls, when there is a legally enforceable right to sel off the recognised amounts and there is an intention to sellle on a nel basis or lo realise the asset and setue the liability simultaneously. Basic financial assets Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement conslilules a financing transaction, where the transaction is measured at the present value of the future receipts discounted al a market rale of interest. Financial assets classified as receivable within one year are not amortised. -22-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Accountlng pollcles Icontlnuedl Basic financial liabilities Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constilules a financing transaction, where the debt instrument is measured al the present value of the future payments discounted at a market rate of Interest. Financial Iiabililies classified as payable thin one year are not amortised. Debt instruments are subsequently carried al amortised cost, using the effective interest rale method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as CLJrrent liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequenuy measured al amortised cost using the effective interest method. Derecognition of financial liabilities Financial liabilities are derècognised when the charity's eonlractual oblig8tions expire or are discharged or cancelled. 1.10 Employee benefits The cost of any unused holiday enlillement is recognised in the period in which the employee's services are received. Temiination benefits are recognised immediately as an expense when the charity is demonstrably committed lo lerminale the employment of an employee or to provide termination benefits. 1.11 Retirement benefits Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. Critical accounting estimates and judgements In the application of the charity's accounting Policies, the Iruslees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other source5. The eslimales and associated assumptions are based on historical experience and other factors that are considered lo be relevant. Actual results may differ from these eslimales. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting eslimales are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. Income from donatlon$ and 19ga¢19$ Unrestrlcted Restrlcted funds funds 2025 2025 Total Unrestrlcted Restrlcted funds funds 2024 2024 Totsl 2025 2024 Donations and grfts Grants 20,151 227,601 25,319 469,759 45.470 697,360 49.577 86,298 725,484 135,875 725,484 247,752 495,078 742.830 49.577 811,782 861.359 -23-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Income from donatlons and legacles Icontlnuedl Unrestricted RtrICted funds funds 2025 2025 Total Unrestricted Rostricted tunds funds 2024 2024 Totsl 202S 2024 Donations and gifts C Habgood & J Longson Mr and Mrs Miyakoshi The Waterloo Foundation Griffsome Trust C and l McLaughlin Sl Joseph's Institution International Ltd The Big Give M Schoningh Other 10,220 10,220 4,980 57,500 4,980 57,500 5,000 5,000 20,000 20,000 5,000 5,000 2,229 14,957 2,229 14,957 10,349 4,970 10.349 4,970 9,931 9,931 29.577 6,632 36,209 20,151 25,319 45,470 49,577 86,298 135,875 Grants Partners in Equity Kahane Foundation stichting Sub3 Education Cannot Vllail Grieg Foundation Educational Opportunity Foundation UWC RISE- Schmidl Futures Horizon Foundation The Waleiloo Foundation Malala Fund Careduca Foundation The AITajir Trust Angus Lawson Memorial Trust Partner Schools RenaissanceRe The Asfari Foundation The Coles Medlock Foundation KM Harbinson Charitable Trust Dell Other 130,000 51,478 130,000 51,476 207.449 29,947 71,354 497,500 40,758 497,500 40,758 207,449 29,947 71,354 27,825 27,825 108,279 16,000 10,000 108,279 16,000 10,000 36,000 36,000 32,214 24,393 10,000 32.214 10,000 13,325 4,9 20,000 7,000 13,325 6,349 20.000 7,000 1,393 9,260 9,260 1,250 759 1,250 759 18,759 18,759 52,947 52,947 227,601 469,759 672.967 725,484 725.484 -24-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Expenditure on raising funds Unrestricted Restricted funds funds 202S 2025 Total Unrestricted Restricted funds funds 2024 2024 Total 2025 2024 Fundral$lng and publlclty Advertising Other fundraising costs 940 7,017 32 310 50 5,523 82 5,833 7,017 7,957 7,957 342 5,573 5,915 Expendlture on charltable actlvltles Charitable activities 2025 Charitable activities 2024 Dlrect costs Staff costs Depreciation and impairment Programme delivery Printing, postage and stationery IT subscriptions and learning software Other staff costs Course costs Repairs, renewals and small equipment Rent Insurance Overseas Programme Consultants 282,096 12,485 258,451 68 13,645 14,860 3,080 4,092 3,902 1,505 129,905 251,850 12,538 263,251 29,216 4.512 7,762 650 1,024 1,257 94.935 724,089 666,995 Share of support and governance costs (see note 61 Support Governance 145 3,956 1,800 7,188 728,190 675,983 Analys1$ by fund Unreslricled funds- general Restricted funds 8,488 719,702 23,666 652,317 728,190 675,983 -25-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Support costs allocated to activities 2025 2024 General expenses Governance costs 145 3,956 1,800 7,188 4,101 8,988 Analysed between: Charitable activities 4,101 8,988 2025 2024 Governan¢g costs comprlsg.. Legal and professional Independent Examiner Board and governance 406 1,440 2,110 1,491 5,697 3,956 7,188 Trustees Two Iru5tee512024." Two) received remuneration as disclosed in note 8. Two trustees received £11257 reimbursed expenses for travel, accommodation and conferences. 2 trustees donated a totsl of £15,22012024.. £20,917) wf(hout conditions. Employees The average monthly number of ernployees during the year was.. 2025 Number 2024 Number Employment costs 2025 2024 INages and salaries Social security costs Other pension costs 256,152 22,189 3,755 229,500 19,138 3,212 282,096 251,850 There were no employees whose annual remuneration was more than £60,000. -26-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Employees Icontlnuedl Remuneratlon of key management personnel The remuneration of key management personnel was as follows.. 2025 2024 Aggregate compensation 114,608 103,371 Key management personnel is defined as the senior management team. Total remuneration includes employerfs pension and national Insuran contributions before allocation of employer's allowance. Two Irustees12022.' Two) re1ve remuneration from the charity as disclosed above. This is permitted by the Articles of Association and is not in respect of trustee duties. Taxation The charity is exempt from taxation on its activities because all its income is applied for charitable purposes. 10 Tangible fixed assets Computer8 Cost Al 1 April 2024 38,473 Al 31 March 2025 38,473 Depreciation and impairment Al 1 April 2024 Depreciation charged in the year 18,777 12,485 Al 31 March 2025 31,262 Carrying amount Al 31 March 2025 7,211 Al 31 March 2024 19,695 11 Debtors 2025 2024 Amounts falling due within one year: Other debtors Prepayments and accrued income 4,000 590 43,383 757 4,590 44,140 -27-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 12 Creditors: amounts falling due within one year 2025 2024 Other tsxation and social security Trade creditors Other creditors Accruals and deferred income 7,652 6,114 7,249 6,102 1,455 11,240 1,455 20,347 20.920 13 Retirement benefit schemes 2025 2024 Dgfln9d ¢ontrlbutlon $chgmgs Charge to profit or loss in respect of defined contribution schemes 3,755 3,212 The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charty in an independently administered fund. 14 Rgstrlcled fund$ The restrided funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as lo how they may be used. At 1 Aprll 2024 Incomlng resources Resources At31 March expended 2025 Amala Global Secondary Diploma Kenya Changemaker Courses in Jordan Changemaker courses, Kenya Amala Global Secondary Diploma Jordan Partner operated Global Secondary Diploma, Kenya Rise.. All locations Organisalional Development & Capacilly Building Infrastructure Development Kakuma Camp, Kenya Other restricted funds 36,771 5,331 24,608 24,910 24,393 759 35,815 173,801 153,0331 11,1201 135.1341 1125,0161 8,131 4,970 25.289 73,695 41,150 129,8191 14,9681 11,331 8,624 13,592 460,804 137,000 1457,4191 140,385 20,000 62,160 20,000 41,010 121,1501 568,016 495,078 1727,6591 333,435 -28-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 14 Restrfcted funds Icontlnuedl Prevlous year: At 1 Aprll 2023 Incomlng resources Resources At31 March expended 2024 Amala High School Diploma Kenya High School Diploma British Courses in Gree Changemaker Courses in Jordan Changemaker coursè in Kakuma Camp, Kenya Amala High School Diploma Jordan Rise." All locations Organisalional Development Fundraising coordinator Infrastiuclure Development Kakuma Camp, Kenya Horizon Scholar Grant 47,533 4,119 1,970 30,551 141.3131 14,1191 11,9701 36,771 5,331 40,506 60,890 108,279 497,500 57,500 5,331 24,608 24,910 13,592 435,921 24,883 66,889 11,744 787 270,374 8,708 182,7871 147,7241 195,4741 1331,9531 141,3251 10,000 1.225 110,0001 11,2251 412,124 811,782 1657,8901 566,016 h School Di loma Ken To run Amala's transformative High School Diploma for out of school refijgee youth in Kakuma Refvgee Camp, Kenya. Chan emaker Courses in Jordan To enable access lo transformative educational programmes for refugee youth in Jordan Chan emaker courses Ken For running Amala courses in Kakuma Camp, Kenya. Amala Global Seconda loma Jordan To run Amala's transformative High School Diploma for out of school refugee youth in Amman, Jordan. Partner o eraled Global Seconda loma Ken A Global Secondary Diploma course run by a partner in Kenya on behalf ofAmala. Rise.. All locations Funding for a changemaker course in Kenya. Or anisalional Develo ment & Ca aci Buildin For the ongoing development and capacity building in Amala lo ensure delivery of the Strategic Plan. Infr8stiuclure Develo ment Kakuma Cam Ken For future building and infrastructure of the Kakuma Learning Cenlre. Other reslrirted ftjnds Other funds restricted for the provision of education. -29-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 15 Unrestricted funds The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as lo how they may be used. These Indude designated funds which have been sel aside out of unreslricled funds by the trustees for specific purposes. At 1 April 2024 Incoming resources Resources At 31 March expended 2025 Designated - Kenya Global Secondary Diploma Designated - Changemaker courses Designated - Kenya office and support costs Designated - Jordan Global Secondary Diploma General funds 20,000 105,521 64,000 15,100 125,521 64,000 15,100 13,750 49,381 13,750 178,645 137,752 18,4881 157,752 247,752 18.4881 397,016 Previous year- At 1 April 2023 Incoming resources Resources At 31 March expended 2024 Designated- Kakuma Global School Diploma General funds 20,000 29,577 20,000 137,752 132,183 124,0081 132,183 49,577 124,0081 157,752 Unrestricted reserves have increased significantly due lo a grant being received from Stitching Sub 3 towards the end of the year for £207,449. At the end of the year, £198,371 of this grant is Carried fotward, along with an amount of £20.000 from a separate funder. Designations are shown above. 16 Analysls of net assets between funds Unrestricted funds 2025 Restricted funds 2025 Total 2026 At 31 March 2026: Tangible assets Current assetsllliabililiesl 171 396,845 7,040 326,395 7,211 723,240 397,016 333,435 730,451 30-
AMALA EDUCATION NOTES TO THE FINANCIAL STATEMENTS {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 16 Analysls of net assets between funds Icontlnuedl Unrestrlcted funds 2024 Restrlcted funds 2024 Total 2024 At 31 March 2024: Tangible assets Current assetsllliabililiesl 341 157,411 19,354 546,662 19,695 704,073 157,752 566,016 723,768 17 Related party transactions There have been no transactions with related p8rties apart from those disclosed at note 7. 18 Future Fundlng One of the members of the trustee board, C Habgood, has pledged a donation of £50,000 with the following aims.. 1. To demonslrale in¢reased Board support for Amala. 2. To increase restricted reserves. 3. To be matched one-for-one by other unrestricted donations. £4,980 of this pledge was received during the 2023124 year. £10,220 of this pledge was received during the 2024125 year. 19 Cash generated fromllabsorbed by) operations 2025 2024 Surplus for the year 6,683 179,461 Adjustments for: Depreryation and impairment of tangible fixed assets 12,485 12,538 Movements in working capitsl- Decreasellincreasel in debtors IDecreasellincrease in creditors IDecreasel in deferred income 39,550 15741 123,4921 6,069 1260,0001 Cash generated fromllabsorbed by) operations 58,144 185,4241 31