2025-09-17-accounts

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

ANNUAL REPORT S E P T E M B E R 2 0 2 4 - S E P T E M B E R 2 0 2 5

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

03 CHAIRMAN’S NOTE

OUR IMPACT - OUR WORK & PROJECTS

VISION IN ACTION

MONITORING & EVALUATION

PARTNERSHIPS & GROWTH

FINANCIAL REVIEW

GOVERNANCE & LEADERSHIP

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

CHAIRPERSON'S NOTE

It is both an honour and a privilege to write this Annual Report as we mark another year of operations of the Anita Mendiratta Foundation.

every initiative creates meaningful and lasting change for the children and communities we serve.

This milestone is one we do not take for granted.

The successful operation of any Foundation is never a given. It requires unwavering focus, sustainable funding, strong governance and, above all, a clear and enduring sense of purpose. It requires exceptional people who believe deeply in the mission and remain committed, day after day, to transforming vision into meaningful action.

At AMF, we have been fortunate to remain acutely focused on our mission – our Charitable Objects.

Extraordinary Trustees, supported by committed donors and partners, and strengthened by a team whose dedication to delivery never wavers. Together, we share a profound responsibility to all those who place their trust in us - our funders, government and institutional partners, local communities and, most importantly, the children and young people whose lives we seek to improve.

For any Foundation seeking to serve with purpose, growth alone is not enough.

At AMF, we believe true growth is measured not by the scale of our activity, but by the strength of our impact. It requires us to continually learn, evolve and challenge ourselves to ensure that

As stewards of the trust placed in us, we believe good intentions must always be matched by demonstrable outcomes. We must be able to show that our efforts are making a genuine difference, that resources are being applied responsibly, and that impact is both measurable and sustainable. Importantly, we must be able to understand and demonstrate impact at every stage of the journey - where communities were before intervention, what was achieved during delivery, and how lives are improved afterwards. This discipline is critical not only for effective delivery, but also for inspiring confidence among those who choose to support our work.

People invest in impact they can see, understand and trust.

Gratefully, this past year has provided powerful evidence of what can be achieved when purpose, partnership and commitment come together.

Across all of our projects, we have seen our vision increasingly transformed into measurable outcomes and sustainable progress. Through carefully selected partnerships with trusted organisations working at the heart of local communities, AMF has continued its mission of helping children at risk return to education and opportunity.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

CHAIRMAN'S NOTE

Because education is never simply about education. It is about dignity. It is about confidence. It is about resilience. And it is about creating futures where possibility can flourish.

In Andhra Pradesh, India, we proudly marked our third year of partnership with APT Social Service Society, a safe and nurturing home for 45 orphaned girls. This year was especially meaningful as members of the AMF family were able to visit the girls in person for the very first time.

There are moments that statistics can never fully capture. The pride of a child in her school uniform. The joy of feeling safe and supported. The confidence that comes from knowing someone believes in your future.

Supplies, improved accommodation and daily support - all designed to ensure that vulnerable girls remain on a path of education, stability and hope.

This year also marked an important expansion of AMF's work through our partnership with Street Child in Nepal, supporting the construction of a school in a remote Himalayan community where access to formal education has remained beyond reach for far too many children.

What makes this initiative particularly inspiring is its long-term legacy. Beyond the physical structure itself, the project creates access to opportunity for generations to come. Children who once faced extraordinary barriers to education will now be able to learn within their own community, surrounded by their families and supported by a learning environment designed around their needs and aspirations.

Equally significant has been the continued evolution of EmpowerHer in Andhra Pradesh. What began as a vocational sewing initiative has developed into a powerful platform for confidence, capability and independence for young women seeking not only practical skills, but pathways toward self-reliance and economic empowerment.

The programme demonstrates the transformative potential of combining vocational training with dignity, support and belief. With every skill learned and every opportunity created, young women are building stronger futures for themselves, their families and their communities.

I am especially proud of the partnerships that have helped strengthen EmpowerHer during the past year.

The support of Indian Hotels Company Limited has brought valuable momentum and endorsement, reinforcing the programme's potential to create meaningful opportunities and long-term impact.

As India's largest hospitality company and the custodian of iconic brands including Taj Hotels, IHCL carries forward the values of the Tata Group, a legacy built on leadership with purpose, community stewardship, and a deep commitment to nation-building. The Tata ethos of creating value not only for shareholders, but for society as a whole, aligns naturally with the programme's ambition to empower individuals, strengthen communities, and create opportunities that endure well beyond the immediate term.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

CHAIRPERSON'S NOTE

Likewise, our partnership with Rotary International Club of Burlington Lakeshore has become a source of tremendous encouragement and pride. As part of Rotary International, one of the world's most respected service organisations, the Club embodies Rotary's enduring principle of Service Above Self - a belief that lasting progress is achieved when individuals and institutions come together in service of others. Their support reflects not only confidence in the programme itself, but also a shared commitment to fostering opportunity, dignity, and positive change. As a ‘Rotary daughter’ of Indian descent, naturally both of these [projects touch my heart deeply. Together, these partnerships demonstrate the power of values-driven collaboration, where a common sense of purpose can translate vision into meaningful and measurable impact.

It must be said that these partnerships represent far more than financial support. They are affirmations of confidence. They are endorsements of impact. They are evidence that AMF's work is creating outcomes that others recognise, value and wish to help scale.

Not growth for growth's sake. But growth driven by evidence: growth guided by purpose, growth measured through lives changed.

Across every project, every partnership and every community we have had the privilege to support this year, one truth remains constant. At our heart, AMF exists to unlock promise: promise in children whose circumstances have limited opportunity, promise in young women discovering confidence and independence, promise in communities rebuilding through education, and promise in partnerships that bring together people united by compassion, commitment and belief in a better future.

To our Trustees, donors, partners, sponsors, advisors, volunteers and friends around the world, thank you.

Thank you for believing in our mission. Thank you for trusting us with the responsibility of transforming generosity into impact.

And thank you for standing beside the children, young people and communities whose futures are brighter because of your support.

This is particularly important because one of the most significant lessons we have learned over the past five years is that responsible growth comes from investing in what works.

As a Foundation, we remain committed to applying resources where impact is proven, sustainable and capable of creating even greater benefit. Where programmes demonstrate meaningful outcomes, strong local ownership and measurable results, we will seek opportunities to deepen our support and responsibly scale their reach.

As we look ahead to AMF's next chapter, my gratitude is deeper than ever, my determination stronger than ever, and my optimism greater than ever. Because we know that meaningful change is possible. We have seen it. We have measured it. We have learned from it.

And together, we will continue to grow it.

Because every child matters.

And every starfish matters.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

Anita Mendiratta

A N N U A L R E P O R T 2 0 2 5

OUR IMPACT

AMF is a registered charity (registered number 1185358) dedicated to restoring hope, dignity, and opportunity through education. We work in partnership with trusted local organisations in tourismdependent communities affected by crisis, poverty, disaster, or disruption, helping children and young people back onto the path of learning and long-term opportunity.

At AMF, we believe education is far more than access to a classroom. It is a pathway to safety, stability, confidence, and community recovery. Whether supporting orphaned children in India, rebuilding schools in post-earthquake Nepal, or empowering young women through vocational training programmes, our mission is to help communities rebuild from within — sustainably, compassionately, and with dignity.

Through every project we support, we aim to reactivate community ecosystems socially, emotionally, and economically, ensuring families and communities remain safe, strong, and hopeful in the face of adversity. As AMF continues to grow, so too does our commitment to delivering meaningful, measurable, and lasting impact through trusted partnerships and carefully targeted support.

We invite you to read on and learn more about who we are, the lives and communities we have been privileged to support, the partnerships that make this work possible, and how your support helps us continue creating pathways to education, resilience, and hope around the world.

WHAT WE AIM TO DO: OUR OBJECTIVES AND ACTIVITIES

OUR MISSION

By raising new money and careful management of our existing funds, AMF provides a public benefit by making grants to organisations across the globe, our mission is:

“Sustaining the advancement of education in developing communities around the world with the aim of remobilisation of communities when they are in recovery stage following crisis events (i.e., natural disaster, terrorism, social unrest).

Countries of emphasis will be those where the tourism sector contributes significantly to the national economy and identity. This will be done through, inter alia, working in cooperation with on-the ground organisations in the community or region affected by a crisis event to rapidly support reactivation of initiatives that directly impact children and their families in particular, but without limitation.”

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR IMPACT - CONTINUED

WHAT WE AIM TO DO: OUR OBJECTIVES AND ACTIVITIES

Our aim for 2025 has been not only to deepen the reach of The Anita Mendiratta Foundation, but also to sharpen and strengthen and scale up our strategic focus where we know AMF’s work is— supporting impactful, education-led initiatives that create sustainable pathways to resilience, dignity, and opportunity for crisis-affected communities around the world. Guided by our renewed 2025–2030 mandate, AMF has focused on scalable, tangible projects with clear and measurable long-term impact.

As AMF enters its 6th year of operations, we remain deeply committed to supporting carefully selected projects that align with our mission: restoring access to education, strengthening communities, and ensuring that children and families affected by crisis are not left behind.

Specifically over the past year, AMF has focused on two proven areas of impact:

1) directly enabling safe, sustained access to education for children at risk, and

2) providing vocational training for young women to enable them to uplift their lives and those of their loved ones, especially through their ability to earn money through small enterprise development to enable their children to have access to education. Specifically, AMF has continued continued its longstanding support of the APT Social Service Society Children’s Home in Andhra Pradesh, India, helping vulnerable children remain in education through the provision of school fees, uniforms, supplies, and safe transportation.

“Alongside this, AMF expanded its EmpowerHer Sewing School initiative, a vocational training programme delivered in partnership with Adventure Aid, IHCL, Rotary Club of Burlington Lakeshore, and local implementation partners — supporting women and girls from marginalised communities to develop practical sewing skills that unlock economic independence, strengthen family safety and security, create pathways to education for their children, and restore pride in heritage, creativity and craft. More than a course, EmpowerHer offers hope, dignity and the tools to build a more secure future.”

In 2025, AMF EmpowerHer continued to grow significantly, with new cohorts launched in Andhra Pradesh and Pakistan, providing sewing training and equipment to women facing poverty, exclusion, and interrupted education. These programmes are already creating ripple effects across families and communities, enabling women to generate income while supporting their children’s education and future stability.

AMF also continued its partnership engagement with Street Child following the successful completion of the Nepal school rebuilding initiative, maintaining dialogue around future education-focused recovery projects in crisis-affected communities.

With a successful 6th year of AMF operations, the Foundations looks to year 7 with greater conviction and confidence in elevating momentum and scale of impact where purpose, passion and proof of delivery create an alchemy that enables AMF's mission to inspire others to be a part of the #AMFCallToAction.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

IMPACT SNAPSHOT

Behind every number is a story of opportunity restored, education protected, and communities strengthened. Through strategic partnerships across three countries, AMF has continued to translate funding into tangible impact — supporting women through vocational training, helping children remain on the path to education, and investing directly into projects designed to create long-term resilience. Together, these achievements demonstrate the growing reach of AMF and the power of carefully targeted interventions to create meaningful change.

2 360+ 5+ ACTIVE STRATEGIC

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

IMPACT SNAPSHOT

OUR REACH AT A GLANCE

OUR FOCUS

Restoring access to education

Supporting women and girls through skills training
Rebuilding communities affected by crisis
Creating sustainable, locally-led impact
Strengthening long-term global partnerships

360+ Children Supported Through Education

Including continued support for over 60 vulnerable children at APT Social Service Society in Andhra Pradesh, alongside approximately 300 children supported through the earthquakeresilient school rebuilding initiative in Nepal.

60 Women Supported Through Vocational Training

Across multiple EmpowerHer Sewing School cohorts in India and Pakistan, women and girls received tailoring training, certification, and sewing machines to support long-term financial independence.

2 Countries Active

India • Nepal

£20,000+ Direct Project Funding Activated

Including vocational training programmes, continued educational support for vulnerable children, and school rebuilding initiatives.

5+ Active Strategic Partnerships

Working alongside trusted organisations and supporters including APT Social Service Society, Adventure Aid, Street Child, IHCL, and Rotary Club of Burlington Lakeshore.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

SNAPSHOT

THE WHERE: India

THE WHEN:

6 month programmes

THE WHAT:

A vocational training programme

THE WHO:

60 women from across India

Over the past year, the EmpowerHer Sewing Schools initiative has evolved from a single vocational training programme into AMF’s flagship scalable impact model — one that directly connects women’s empowerment, sustainable income generation, and children’s continued access to education.

Rooted initially in Andhra Pradesh, India, through AMF’s trusted long-term partnership with APT Social Service Society and Adventure Aid, the first sewing school cohort provided vocational training and sewing machines to 15 vulnerable women from surrounding rural communities. Many participants were widowed, abandoned, living in extreme poverty, or had been forced to leave school early due to financial hardship.

Following the success of the pilot programme, AMF secured a major partnership with IHCL to significantly expand the initiative under the newly branded EmpowerHer Sewing Schools model. Through this partnership, 30 women received six months of structured tailoring training, practical skills development, and ongoing support designed

to create pathways toward financial independence and long-term stability.

The programme continued to gain momentum internationally through support from the Rotary Club of Burlington Lakeshore, funding an additional cohort of 15 women in Andhra Pradesh.

The enthusiasm shown by Rotary partners following project presentations and interim updates reinforced both the credibility and scalability of the model, with discussions already underway regarding future programme expansion and additional Rotary engagement.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

In 2025, EmpowerHer expanded beyond India for the first time through the launch of a new programme in Lahore, Pakistan in September 2025, delivered alongside Adventure Aid and local implementation partners. The expansion represented an important milestone for AMF, demonstrating the scalability of the model and its ability to respond to local needs while maintaining community-led delivery.

At the heart of EmpowerHer is a simple but transformative principle: when women are equipped with practical skills and sustainable income opportunities, entire families become more stable, resilient, and able to prioritise education for their children. What begins with one sewing machine often creates ripple effects that extend far beyond the individual participant — strengthening households, supporting school attendance, and helping communities rebuild from within.

----- Start of picture text -----
“Adventure Aid welcomed the opportunity to work alongside
AMF on the sewing school initiative in Andhra Pradesh. The
project provided vocational training opportunities for women
within the community, supporting practical skills development
and income-generation potential. Importantly, we have seen
how increased earnings from initiatives such as these are
often reinvested into children’s education, helping families
cover school fees, uniforms, and learning materials. In this
way, vocational training creates a powerful full-circle effect
— empowering women while supporting the next generation to
remain on the path to education.”
Ashley Platen-Mills, Founder
----- End of picture text -----

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

IN THEIR WORDS

At the heart of every EmpowerHer Sewing School are the women whose lives, confidence, and futures are being transformed through opportunity, skills training, and community support.

These reflections offer a glimpse into the personal journeys behind the programme — stories of resilience, determination, hardship, hope, and ambition. While each experience is unique, together they demonstrate the wider impact of EmpowerHer: supporting women to build sustainable livelihoods, strengthen their families, and create brighter futures for themselves and their children.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

SNAPSHOT

THE WHERE: Karnali, Nepal

THE WHEN:

6 months to build

THE WHAT: A Primary School

THE WHO: 150+ children

Importantly, AMF’s engagement with the project has not concluded with construction completion. Continued dialogue with Street Child throughout 2025 has focused on monitoring ongoing impact, maintaining relationships with local communities, and exploring future opportunities for collaboration aligned with AMF’s evolving mandate.

Following the devastating 2023 earthquake in Nepal, AMF partnered with Street Child, an international charity specialising in restoring access to education for children affected by conflict, poverty and natural disasters.

Together, the partnership funded the construction of transitional learning classrooms and WASH facilities at Shiva Shankar Basic School in Nalgad Municipality, helping restore safe access to education for approximately 150+ children each year.

“The school in this academic year ( April 2026- March 2027) continues to support 178 children (Male-97, Female-81) and has a total of 9 teachers (M-5, F-4). All of them benefit from the WASH facilities. The two roomed

TLC constructed with AMF's support is currently being used to conduct classes for students at Grades 2 and 3. Combined these two grades have 44 children. Apart from regular school activities the space is used for other purposes such as conducting meetings, community gatherings etc.”

During this reporting period, the school facilities became fully operational, representing an important transition from immediate emergency response toward longer-term community stability and recovery. The project has provided children with safe, resilient learning spaces while restoring routine, structure, and reassurance following significant trauma and disruption.

Caecilie Lotz - Senior Global Programme Funding Officer

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

SNAPSHOT

THE WHERE: Andhra Pradesh, India

THE WHEN: 12 months

THE WHAT: Access to education

THE WHO: 36 girls

AMF’s partnership with APT Social Service Society in Andhra Pradesh, India, has continued over multiple years as part of the Foundation’s commitment to supporting vulnerable children through access to education and communitybased care initiatives.

Through vocational training and incomegeneration opportunities for women from surrounding communities, the programme seeks to contribute towards longer-term family resilience and support pathways that help sustain children’s education over time.

Throughout this partnership, AMF funding has supported educational access for children through the provision of school fees, uniforms, books, transportation, and other educational essentials designed to help maintain continuity and stability in learning.

During the 2024–2025 reporting period, AMF approved continued grant funding in support of educational provision for children connected to the APT children’s home programme.

This evolution reflects AMF’s wider strategic vision of supporting programmes that combine immediate educational support with longer-term community empowerment and sustainability.

As with all AMF-supported initiatives, the Foundation continues to apply ongoing monitoring, reporting, due diligence, and partner engagement processes to ensure accountability, transparency, and alignment with AMF’s charitable objectives and safeguarding responsibilities.

Importantly, the partnership has also evolved through the delivery of the EmpowerHer Sewing Schools initiative at the APT campus.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

OUR ACTIVE PROJECTS

PIPELINE & FUTURE PROJECTS

As AMF enters a new phase of strategic focus under its 2025–2030 mandate, increasing emphasis has been placed on careful project selection, measurable outcomes, and sustainable scalability. While interest in AMF partnership support continues to grow globally, the Foundation has intentionally strengthened its filtering and due diligence processes to ensure all future projects align closely with our charitable objectives and long-term vision.

During this reporting period, AMF reviewed a number of new applications from organisations across Uganda, Zambia, and India, including projects focused on educational access, vocational training, feeding programmes, healthcare support, and disability inclusion initiatives.

However, under AMF’s renewed mandate, projects are now assessed against stricter strategic criteria, including:

Alignment to AMF’s educational mission
Tangible and visually demonstrable outcomes Scalability and sustainability potential Clear project lifecycle and measurable impact Trusted local partnerships and accountability mechanisms

This strengthened approach reflects AMF’s commitment not simply to funding more projects, but to funding the right projects — initiatives capable of delivering meaningful, long-term impact while also inspiring donor confidence through clear evidence of transformation before, during, and after implementation.

Looking ahead, AMF will continue prioritising projects that directly support educational recovery, vocational empowerment, and sustainable community resilience in crisisaffected tourism-dependent regions.

Through careful partnership development and robust monitoring and evaluation processes, we remain committed to ensuring every grant awarded contributes to lasting, measurable change.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

VISION IN ACTION

AMF EVOLUTION: 2025-2030 MANDATE

At the centre of AMF’s strategic evolution is a simple but important shift: moving from funding projects individually towards building scalable models of impact.

This means prioritising initiatives that:

Deliver clear and measurable outcomes
Have defined project lifecycles and accountability structures
Create strong visual and storytelling opportunities to inspire donor engagement
Can be sustainably expanded through trusted partnerships
Reflect a recognisable AMF identity and mission

The development of the AMF EmpowerHer Sewing Schools initiative reflects this strategic direction clearly — evolving from a single vocational pilot into a multi-location programme with long-term scaling potential across communities and countries.

Importantly, this evolution does not move AMF away from partnership-led delivery. Rather, it strengthens AMF’s role in shaping, guiding, and scaling programmes that directly reflect the Foundation’s mission and values.

STRATEGIC PRIORITIES

Education Access

Supporting children and communities affected by crisis through safe, sustainable pathways back into education.

Vocational Empowerment

Creating opportunities for women and vulnerable groups to generate sustainable income and strengthen long-term family stability.

Partnership Development

Building trusted relationships with NGOs, Rotary networks, institutional supporters, and community-led organisations to maximise impact responsibly.

Sustainable Funding

Developing stronger long-term funding pathways through recurring partnerships, donor engagement, and scalable programme models.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

VISION IN ACTION

LOOKING AHEAD

Looking ahead, AMF’s focus will remain on strengthening the Foundation’s identity as a trusted, impact-led organisation delivering sustainable educational recovery through carefully selected scalable programmes.

Key priorities include:

Scaling the EmpowerHer Sewing Schools initiative including widening geographic reach

Strengthening network of trusted institutional partnerships, especially Rotary International
Expanding sustainable funding opportunities

Continuing to build a recognisable AMF identity rooted in measurable impact, dignity, and longterm community resilience

----- Start of picture text -----
“The EmpowerHer Andhra Pradesh Sewing Project embodies IHCL’s principles
of Paathya of driving CSR impact by fostering long-term socio-economic
growth. As a Tata Group company with its commitment to inclusive growth, we
believe meaningful progress begins when individuals are empowered with
opportunity, dignity and the ability to shape their own future.
EmpowerHer reflects this philosophy. By investing in vocational skills and
livelihood creation for women, the initiative goes beyond training — it builds
confidence, strengthens families and creates ripple effects across entire
communities.
Women are powerful agents of change and when equipped with opportunity
and support, they become catalysts for stronger, more resilient societies. We
are proud to partner with THE ANITA MENDIRATTA Foundation in enabling this
transformation and advancing a shared vision of community empowerment
and sustainable impact.”
Puneet Chhatwal - Managing Director & Chief Executive Officer
----- End of picture text -----

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

MONITORING & EVALUATION

DELIVERING WITH FOCUS AND ACCOUNTABILITY

At The Anita Mendiratta Foundation, monitoring and evaluation are fundamental to ensuring that every project delivers meaningful, measurable, and accountable impact aligned to our charitable mission. As AMF continues to evolve strategically, so too does our commitment to strengthening how impact is tracked, evidenced, and sustained over time.

AMF’s monitoring and evaluation framework is designed not only to assess what has been delivered, but to understand the longer-term effect projects have on individuals, families, and communities. Through regular reporting, partner engagement, site visits, and post-project monitoring, AMF seeks to ensure that every grant awarded contributes to sustainable change and responsible stewardship of donor support.

Directly and Meaningfully Translating Mandate Into Measurable Action

AMF’s operational mandate is reflected in four priority areas:

1.Safe and Accessible Schooling.
a. Funding school reintegration.
b. Covering fees, uniforms, and safe transport to support stable attendance.
2.Community-Centric Learning Initiatives.
a. Supporting learning hubs that also serve as shelters and social infrastructure.
3.Teacher Training and Capacity Building.
a. Enhancing teaching quality, especially in crisis-affected areas.
4.Employable Skills Development for Adults.
a. Providing vocational training to enable families to sustainably support children’s education..

AMF’s Delivery Parameters

To guide strategic focus and resource efficiency, AMF operates to the following measurable parameters:

Metric	Target	Purpose
Projects Initiated	Max. 5 annually	Ensures quality over quantity, safeguarding project depth and donor stewardship
Children Supported	Min. 200 enrolled/year	Focus on access and consistency of education for at- risk children
Partnerships Developed	At least 3 donor partnerships/year	Reinforces long-term funding sustainability

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

MONITORING & EVALUATION

Our Evaluation Framework

AMF continues to evaluate projects across three key areas:

OUTPUTS

What is directly delivered through the project.

Examples include:

Number of children supported into education
Number of classrooms or educational facilities built
Number of women completing vocational training Distribution of uniforms, school supplies, or sewing machines Number of teachers or local facilitators engaged

Recent examples include the completion of multiple EmpowerHer Sewing School cohorts across India and Pakistan, the continued educational support of children at APT Social Service Society, and the successful operation of the Transitional Learning Centre in Nepal.

OUTCOMES

What changes as a result of the project.

Examples include:

Improved school attendance and educational continuity
Increased financial independence for women and families
Safer and more stable learning environments
Greater community resilience following crisis Increased access to local employment opportunities

Within the EmpowerHer programme specifically, AMF has begun tracking not only programme completion, but also the early economic outcomes for graduates — including whether participants are generating independent income through tailoring work and how this increased income contributes towards family wellbeing and children remaining in school.

IMPACT

What endures over the long term.

Examples include:

Generational improvements in educational access
Sustainable livelihood creation
Reduced vulnerability within communities
Stronger local educational infrastructure
Long-term community empowerment and resilience

AMF increasingly recognises that long-term impact often extends beyond the initial project itself. For example, vocational training initiatives may ultimately support educational continuity for participants’ children, while school rebuilding projects restore not only classrooms, but also safety, routine, and community stability following crisis.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

MONITORING & EVALUATION

POST-PROJECT MONITORING & ACCOUNTABILITY

As part of AMF’s evolving strategic framework, greater emphasis is now being placed on post-project monitoring and long-term impact assessment.

Where possible, AMF seeks to maintain structured follow-up timelines with project partners after programme completion. This includes periodic updates, beneficiary feedback, photographic reporting, financial verification, and ongoing communication regarding project sustainability and outcomes.

For EmpowerHer Sewing Schools, AMF intends to monitor graduates over a 6–12 month period following completion in order to better understand:

Income generation and economic stability
Continued use of sewing machines and acquired skills
Impact on family wellbeing
Educational continuity for children within participant households
Opportunities for future scaling and programme refinement

SITE VISITS & PARTNER VERIFICATION

AMF believes that accountability requires more than written reports alone. Wherever possible, site visits and direct partner engagement form an essential part of the Foundation’s due diligence and evaluation processes.

Site visits allow AMF to:

Verify that funding is being used appropriately Assess delivery against agreed objectives
Engage directly with beneficiaries and local
teams
Identify additional community needs and challenges
Strengthen long-term relationships with trusted partners

These visits also provide invaluable insight into the lived realities behind project reporting, ensuring that AMF’s support remains responsive, informed, and grounded in community experience.

Alongside site engagement, AMF continues to rely on trusted implementation partners to provide regular reporting, financial accountability, and project documentation throughout the lifecycle of each initiative.

These partnerships remain central to AMF’s ability to operate responsibly across multiple countries and regions while maintaining transparency and donor confidence.

At every stage, AMF remains committed to ensuring that compassion is matched by accountability, and that every contribution entrusted to the Foundation creates meaningful and measurable impact for the communities we serve.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

PARTNERSHIPS & GROWTH

PARTNERSHIPS

At the heart of The Anita Mendiratta Foundation’s work is a simple belief: lasting impact is only possible through strong, trusted partnerships. As AMF has continued to evolve, so too has the strength, diversity, and strategic importance of the organisations, institutions, and individuals supporting our mission around the world.

Through regular reporting, stakeholder engagement, and programme visibility, the IHCL partnership has helped position EmpowerHer as a scalable and credible model capable of attracting future institutional support.

ROTARY PARTNERSHIPS

During 2025, AMF saw significant growth not only in programme delivery, but also in the depth of collaborative relationships helping drive sustainable impact, funding momentum, and long-term scalability. These partnerships have enabled AMF to move beyond isolated project support towards a more connected ecosystem of educational recovery, vocational empowerment, and community resilience.

STRATEGIC PARTNERSHIPS

Rotary partnerships continued to play an increasingly important role in AMF’s growth throughout 2025, reinforcing the Foundation’s commitment to trusted global collaboration and community-led impact.

The Rotary Club of Burlington Lakeshore formally approved funding for an EmpowerHer Sewing School cohort supporting 15 women in Andhra Pradesh, with strong early engagement and enthusiasm from club leadership regarding future programme expansion.

IHCL – EMPOWERHER PARTNERSHIP

One of AMF’s most significant partnership developments during this reporting period was the continued growth of the EmpowerHer Sewing Schools initiative through collaboration with IHCL (Indian Hotels Company Limited).

Following the signing of a formal Memorandum of Understanding in August 2024, IHCL provided funding support for 30 women to undertake six months of vocational tailoring training through the EmpowerHer programme in Andhra Pradesh, India. This partnership marked an important step forward in aligning AMF’s grassroots community work with larger institutional social impact initiatives.

Beyond funding alone, the partnership demonstrated the power of shared values and long-term collaboration.

Importantly, discussions during the latter part of the year also opened opportunities for wider Rotary engagement through Rotary Kanata and additional club networks, creating the potential for future scaling of the EmpowerHer model through international Rotary collaboration.

These partnerships reflect the growing confidence in AMF’s ability to deliver accountable, measurable, and sustainable impact through locally driven initiatives.

STREET CHILD

AMF’s partnership with Street Child remained a cornerstone of the Foundation’s educational recovery work during this reporting period.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

PARTNERSHIPS & GROWTH

PARTNERSHIPS

STREET CHILD - CONT.

Following the successful completion and operational launch of the Transitional Learning Centre and WASH facilities in Nepal, AMF continued engaging with Street Child regarding future opportunities aligned with the Foundation’s evolving mandate around school rebuilding and crisis recovery. The relationship has demonstrated the value of partnering with experienced, on-the-ground organisations capable of delivering meaningful impact within some of the world’s most vulnerable and hardto-reach communities.

ADVENTURE AID

A particularly significant moment came when AMF was selected as the “Charity of Choice” at a major tourism industry event, where the Foundation was introduced to over 200 senior travel and tourism leaders through a dedicated awareness and fundraising campaign. The event included a specially produced AMF video presentation and live donation engagement, ultimately raising £3,412 in support of the Foundation’s work.

This event represented more than a fundraising success. It reflected growing awareness of AMF’s mission within the global tourism community and demonstrated the increasing resonance of the Foundation’s focus on educational recovery and community resilience in tourism-dependent regions.

Adventure Aid has continued to be an invaluable delivery partner within the EmpowerHer initiative, supporting programme coordination, implementation, and long-term development across India and Pakistan.

Through years of local knowledge and trusted community relationships, Adventure Aid has helped ensure that EmpowerHer remains rooted in dignity, sustainability, and practical long-term opportunity for participants. The partnership has also enabled AMF to expand vocational empowerment programmes internationally while maintaining strong oversight and accountability mechanisms.

As EmpowerHer continues to grow, Adventure Aid remains a key strategic partner in shaping and delivering the programme’s future direction.

GROWING SUPPORT MOMENTUM

Alongside programme and partnership growth, AMF also experienced encouraging momentum in supporter engagement, visibility, and fundraising activity during 2025.

STRENGTHENING AMF’S DIGITAL PRESENCE

During this reporting period, AMF also launched dedicated project pages on the Foundation’s website — an important step forward in

strengthening transparency, storytelling, and donor engagement.

The new project pages provide:

Clear overviews of AMF projects and partnerships Geographic mapping of project locations Dedicated image galleries and storytelling content
Greater visibility of project delivery and impact Opportunities for direct project-specific donations

Importantly, this development allows supporters to engage more directly with specific AMF initiatives and better understand how funding translates into measurable impact on the ground.

As AMF continues to grow, strengthening communication, visibility, and supporter connection will remain a key priority in building a sustainable and recognisable Foundation identity for the future.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

Alongside funding diversification, AMF has continued operating with an intentionally lean cost structure.

The Foundation remains deeply committed to ensuring that the overwhelming majority of funds raised are directed towards programme delivery and charitable impact rather than administrative overheads. This approach continues to be supported through in-kind operational assistance and the commitment of Trustees, advisors, and strategic partners who contribute significant time and expertise voluntarily.

At the same time, AMF recognises that sustainable growth requires continued investment in governance, reporting, monitoring and evaluation, digital visibility, and partnership development. As the Foundation matures, careful consideration continues to be given to balancing operational efficiency with the infrastructure required to responsibly scale impact.

Importantly, the Trustees remain committed to maintaining a prudent and measured approach to growth. AMF’s focus is not simply on increasing the number of projects supported, but on strengthening the quality, sustainability, and measurable impact of the programmes undertaken. This philosophy continues to guide financial decision-making across all areas of the Foundation’s work.

Looking ahead, AMF will continue developing recurring funding pathways, institutional partnerships, and scalable fundraising initiatives capable of supporting the Foundation’s long-term 2025–2030 strategic vision while preserving the integrity, accountability, and compassion at the heart of its mission.

The AMF financial accounts year end is September.

In the financial year end of 2025, the foundation had an income of £12,091.66.00. In addition to this, the foundation had a total expenditure of £10,455.69

RESERVES

On 17 September 2025, AMF had total funds of £60,781.17 (with total free reserves of £1,989.60).

RESERVES POLICY

Purpose - The purpose of this policy is to give confidence to stakeholders that the charity’s finances are being managed and can also provide an indicator of future funding needs. This policy can be found on our website.

PROCEDURES AND IMPLEMENTATION

TOTAL RESERVES

Include restricted reserves, designated funds (including tangible fixed assets) and free reserves (the general fund).

CALCULATION OF FREE RESERVES TARGET

The Anita Mendiratta Foundation aims to keep operating costs to less than 7% of the total annual income of the Foundation, therefore the reserves policy is based on a percentage of total annual income rather than the operating costs.

Free reserves should total 20% of annual income based on the previous budget year. This should be regularly reviewed to ensure that it meets the Foundation’s changing needs and circumstances.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

The 2025 reporting period marked an important year of financial and operational evolution for The Anita Mendiratta Foundation. While AMF has always prioritised careful stewardship of donor funds and lean operational delivery, this year saw the Foundation begin transitioning towards more structured, sustainable, and diversified funding streams designed to support long-term strategic growth.

As AMF’s programmes and partnerships continue to expand, the Foundation remains committed to balancing growth with financial sustainability and responsible resource management. This means ensuring that funding growth is intentional, mission-aligned, and capable of supporting scalable impact without compromising the Foundation’s low-cost operational model.

A key development during this reporting period was the strengthening of what AMF internally refers to as “dripfeed” fundraising streams — smaller but recurring income sources capable of generating sustainable unrestricted funding over time. These initiatives complement larger grants and donations by creating a more resilient and diversified fundraising ecosystem.

EXAMPLES OF OUR DRIPFEEDING DONATION STREAMS

PayPal Giving Fund , which continued generating cumulative micro-donations through third-party platforms and charitable giving integrations. By the latter part of the reporting year, this initiative had raised over £1,230 in support of AMF’s work.

EasyFundraising , enabling supporters to raise donations through everyday online shopping activity at no additional cost to themselves. While modest in scale, this platform reflects AMF’s wider strategy of building sustainable community-supported fundraising channels.

The Call to Leadership (TCTL) fundraising initiative, through which proceeds from book sales and related partnerships continued supporting AMF activities. During this reporting period, the initiative generated over £3,600 in fundraising support while also increasing awareness of AMF within wider leadership and tourism networks.

Matched and event-based fundraising activity , including AMF’s “Charity of Choice” partnership event, which generated £3,412 through live donor engagement and matched fundraising support.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

DEFINITIONS

Free Reserves:

That part of the charity’s unrestricted income funds that is freely available to spend.

Designation of funds:

Funds can be designated for the following items: • Significant capital spend.

Piloting new services.

Undesignated funds:

Unrestricted funds earmarked for essential future spending, for example, to fund a project that could not be met from future income alone.

Capacity building which self-funds after year one.
Capacity building which generates income to fund increases in operating costs.

Restricted funds:

These are monies received from supporters/grant funders for a specific area of expenditure. They are not freely available to spend.

Operating Costs:

Operating costs include bank charges for international transfers, account fees, STRIPE deduction fees (as stated on our website) independent examiners report, website hosting and Data Protection Fee.

Each item should be supported with a costed business case, be scrutinized by the Board of Trustees before approval. This should take place during the budget approval process. Designated funds should be used within two years of their target date, if this does not take place they should either be released back into free reserves or re-approved for designation.

The annual report and accounts should detail the amount and purpose of the designations.

RESPONSIBILITIES AND ACCOUNTABILITY

TRUSTEES

Trustees have overall responsibility for the

governance of the organisation and should be able to justify the holding of income as reserves.
Where the Trustees have a reserves policy, this policy must be set out in the Trustees’ annual report.
Trustees should keep the reserves policy under review to ensure it meets a charity’s changing needs and circumstances. In this way Trustees will be aware of the build-up of excess reserves or of reserves being unexpectedly or rapidly depleted.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

AMF’s financial management remains carefully and consciously aligned to the Foundation’s charitable purpose, ensuring that all expenditure supports strategic focus, responsible growth and meaningful impact.

As a small Foundation, AMF continues to prioritise disciplined spending, with any investment in marketing, communications or donor engagement considered through the lens of mission alignment, public benefit and long-term sustainability. This approach reflects the Trustees’ commitment to appropriate allocation of funds, careful stewardship of donor support, and ongoing alignment with Charity Commission guidance.

----- Start of picture text -----
SEPTEMBER 18TH 2024 – SEPTEMBER 17TH 2025 £
Income Funds
Restricted 6,297.55
Unrestricted income funds: 5,795.11
Designated (earmarked) funds: 0.00
Our Reserve 1,989.60
Grants (8,680.87)
Operating Costs (864.82)
Governance Costs (accountancy) (900.00)
Total Net Assets 60,781.17
----- End of picture text -----

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

ANNUAL REPORT 2025

FINANCIAL REVIEW

The Anita Mendiratta Foundation (AMF) remains unwavering in its commitment to the highest standards of financial stewardship, recognising that every contribution entrusted to the Foundation carries both responsibility and purpose. Financial management is guided by the principles and expectations of the UK Charity Commission, ensuring transparency, accountability, and disciplined governance across every aspect of the Foundation's operations. Equally important is AMF's commitment to maintaining an exceptionally lean operating model. Resources are directed first and foremost to impact, with administrative expenditure carefully managed without compromising governance. This disciplined approach enables the Foundation to maximise the value of every pound received while preserving the resilience needed to respond effectively as opportunities and challenges arise. Looking ahead, AMF is focused on strengthening its long-term financial sustainability by broadening its funding base. Alongside the continued generosity of donors and partners, the Foundation is developing complementary income-generating activities aligned with its mission, expertise, and global network. This balanced approach will help create predictable, diversified revenue streams, reducing reliance on traditional fundraising while enabling AMF to expand its reach, deepen its impact, and invest confidently in programmes that create lasting positive change - one project, one child, one hope at a time

CHART OF EXPENDITURE

----- Start of picture text -----
Governance Costs Grants
8.6%
Governance Costs
(Independent Examination)
Operating Costs
(Bank charges, Social Media Management System, ICO Fee etc.)
Grants
83.1%
SOURCES OF INCOME
The Call to Leadership
14%
AMF Campaigns
5.8%
PayPal Giving Fund
Direct Donors
10.1%
51.5%
Rotary International
18.6%
----- End of picture text -----

THE ANITA MENDIRATTA FOUNDATION, A CHARITABLE INCORPORATED ORGANISATION REGISTERED CHARITY NUMBER 1185358

A N N U A L R E P O R T 2 0 2 5

FINANCIAL REVIEW

REMUNERATION POLICY

The Trustee board and the Global Project Team comprise the key management personnel of the charity as they oversee:

directing and controlling the charity,
running and operating the charity on a day-to-day basis.

None of the AMF Trustees are specifically paid in relation to AMF, they give their time freely. Details of expenses paid to key management personnel are disclosed on page 27 of the annual report.

Members of AMF’s Trustees are required to disclose all relevant interests and withdraw from decisions where a conflict of interest arises. All related party transactions are disclosed on page 27 of the annual report.

GUIDE TO AMF'S FINANCES

GOING CONCERN

Going concern is an accounting term for a company that has the resources needed to continue operating indefinitely until it provides evidence to the contrary. This term also refers to a company's ability to make enough money to stay afloat or to avoid bankruptcy. If a business or organisation is not a going concern, it means it has gone bankrupt and its assets were liquidated.

While respecting the need for Foundation set-up in accordance with UK Charity Commission best practice and resulting legal and other costs for same, it is extremely important to the Trustees Board that there is minimal cost to the Foundation for continued administrative and operating costs. For this reason, CACHET Consulting Ltd., trading as ANITA MENDIRATTA & Associates, has continued to absorbed some of the administrative costs for the Foundation.

AUDITING AMF’S ACCOUNTS

We take transparency very seriously, following all UK guidelines to ensure both our fundraising and accounting practices are operating to the correct level. As such we are registered to the UK Charity commission and are independently audited each year. To review our accounts for the year, see page 34.

AMF's accounts were audited by Shaun Nixon of CI Accounting LTD. For the full independent examination report, please go to page 34.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

GOVERNANCE & LEADERSHIP

TRUSTEES AND COMMITTEE MEMBERS

ANITA MENDIRATTA, CHAIRMAN

A globally recognised and respected Tourism, Aviation and Development practitioner, published author, and diplomat, Anita Mendiratta is the Founder and President of ANITA MENDIRATTA & Associates, a London-based international consulting firm. Working closely with the United Nations and a portfolio of other global entities at the forefront of international development, Anita possesses over two decades working closely with leaders in governments, businesses, and international organisations. A 'Rotary daughter', Anita is admired for having an innate ability to feel the ‘heartbeat’ behind the economic, social, political and environmental dynamics of nations.

At the heart of Anita’s leadership is a steadfast belief that lasting change begins with opportunity. Through AMF, she has championed a peoplecentred approach to recovery, recognising that restoring access to education not only transforms the lives of children, but also strengthens families, communities, and entire local economies. Her vision continues to guide the Foundation’s work, ensuring every project is delivered with compassion, purpose, and long-term impact.

SIMON J WALSH, TRUSTEE

Simon is a Partner at Oury Clark Solicitors. His primary focus is Corporate and Commercial Law, however, he is also across the key aspects of Employment Law and The UK’s Immigration Law landscape. Simon has extensive commercial and corporate experience coupled with first-hand knowledge of operating in a variety of regions (including Australia, Middle East, France and Northern Africa).

As a Trustee of The Anita Mendiratta Foundation, Simon provides valuable oversight in governance, legal compliance, risk management and strategic development. His commercial perspective helps ensure that AMF not only operates with the highest standards of accountability and integrity, but also remains focused on sustainable growth and long-term impact. Simon has played a key role in helping shape AMF’s strategic direction, challenging the Foundation to think bigger, scale proven initiatives, and strengthen its position as a catalyst for educational recovery in crisis-affected communities.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

GOVERNANCE & LEADERSHIP

TRUSTEES AND COMMITTEE MEMBERS - CONTINUED

CHERYL JAMES-WARD, TRUSTEE

Dr. Cheryl James-Ward is an internationally recognized educational leader based in the Southwestern United States, known for transforming school systems through innovation, access, and visionary leadership. A former superintendent, CEO, tenured professor, and NASA software engineer, she brings an unparalleled breadth of expertise to every initiative she leads. Her work has consistently centered on building future-ready schools, empowering leadership teams, and fostering strong, trust-based community partnerships.

As a Trustee of The Anita Mendiratta Foundation, Cheryl brings a lifelong commitment to educational equity and opportunity. Her perspective helps shape AMF’s approach to creating sustainable pathways to learning for children and communities facing adversity. Drawing on decades of leadership experience, she champions the belief that education is one of the most powerful tools for breaking cycles of poverty, unlocking potential, and building stronger, more resilient futures.

ALAN ELLIOTT MERSCHEN, TRUSTEE

Alan Elliott is the founder of SIGMUND– the first of its kind, not-for-profit free open-source platform for global innovators in tourism. SIGMUND promotes the sharing of creative ideas with potential collaborators. While originally starting his career in academia, Merschen started consulting projects for a variety of industries. This is when he discovered it was the travel and tourism industry that captivated his real interest. Merschen created Myriad Travel Marketing, specializing exclusively in the international travel industry with private clients and governments on five continents. Merschen also serves on several non-profit and start-up advisory boards.

As a Trustee of The Anita Mendiratta Foundation, Alan brings extensive global tourism expertise, strategic insight, and a deep belief in the power of partnerships to create lasting impact. His experience in fostering innovation and connecting people across sectors helps AMF identify new opportunities for growth, strengthen its international network, and ensure the Foundation remains focused on delivering meaningful, sustainable change for the communities it serves.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

GOVERNANCE & LEADERSHIP

TRUSTEES AND COMMITTEE MEMBERS - CONTINUED

As a Trustee, I continue to be encouraged by the organization's thoughtful evolution and growing impact over the past year. AMF has demonstrated a clear commitment to delivering practical, education-focused initiatives that create meaningful and measurable outcomes for vulnerable communities. They are achieving this while maintaining a strong ethical benchmark.

From supporting children’s access to education in India and now Nepal, by the expansion of the EmpowerHer Sewing School initiative across multiple regions, the organization has shown an ability to combine compassion with long-term sustainability. I am particularly pleased to see the strengthening of governance, accountability, and strategic direction during this reporting period, which positions AMF for responsible future growth while remaining closely aligned with its charitable mission and values.

ALAN ELLIOTT MERSCHEN

----- Start of picture text -----
“There are moments in your work that stay with you: a
school rebuilt, a woman discovering new possibility through
a sewing needle and thread, a child who remains in
education because someone chose to help.
Being a trustee of The Anita Mendiratta Foundation means
being privileged to witness such moments, and to play a
small part in making them real. In a world that can feel
uncertain, this is proof that purposeful action can change
lives.”
SIMON WALSH
----- End of picture text -----

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

GOVERNANCE & LEADERSHIP

TRUSTEES AND COMMITTEE MEMBERS - CONTINUED

AMF is about creating pathways to success for children in tourism-supported countries who have endured extreme hardship. As a board member, I’ve witnessed the transformative power of our work—from providing transportation to funding sewing machines that empower young women to launch their own businesses. It has been a humbling and life-changing experience to be part of a mission that turns resilience into opportunity.

CHERYL JAMES WARD

The success of a Foundation is never the work of one individual. Quite the opposite - it is the collective strength of people who choose to give not only their expertise, but also their time, wisdom, and care in service of a purpose greater than themselves. At AMF, we are exceptionally fortunate to be guided by a group of carefully chosen Trustees whose professional accomplishments are matched only by the generosity of their hearts. Their stewardship brings rigour, accountability, insight, and vision. Their belief in AMF’s mission is not simply expressed through governance, but through compassion, integrity, and an unwavering desire to create meaningful and lasting impact. For this, AMF is profoundly grateful.

ANITA MENDIRATTA

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

GOVERNANCE & LEADERSHIP

STATEMENT OF TRUSTEE’S RESPONSIBILTIES

The Trustees are responsible for preparing the Trustees’ Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and regulation.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law, the Trustees have prepared the financial statements in accordance with United Kingdom Accounting Standards, comprising FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”, and applicable law (United Kingdom Generally Accepted Accounting Practice). 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 the affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period.

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

select suitable accounting policies and then apply them consistently,
observe the methods and principles in the Statement of Recommended Practice: Accounting and Reporting by Charities (2016),
make judgments and estimates that are reasonable and prudent; state whether applicable UK Accounting Standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements,
and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and the group 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 the group 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 charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of

financial statements may differ from legislation in other jurisdictions. In so far as the Trustees are aware at the time of approving our Trustees’ Annual Report.

In so far as the Trustees are aware at the time of approving our Trustees’ Annual Report: (a) there is no relevant audit information of which the company’s auditors are unaware; and

(b) the Trustees have taken all the steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information.

The Annual Report was approved by the Trustees and signed on their behalf by:

ANITA MENDIRATTA, CHAIRMAN. The Anita Mendiratta Foundation. Charity no. 1185358 19.06.2024

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

TEAM AMF

AMF has two staff seconded from CACHET Consulting Ltd., (trading as ANITA MENDIRATTA & ASSOCIATES), who have been nominated by the board of Trustees to be responsible for the daily running of the foundation, building the community through marketing and communications and conducting project visits and evaluations. The staff work tirelessly to ensure the smooth running of the Foundation; actively seeking projects, vetting project applications, writing official documentation, processing accounts, and communicating with partners and donors.

JESSICA ZIJLSTRA

Acting as CO-LEAD of GLOBAL PROJECTS, Jessica supports the day-to-day operations and delivery of AMF, including partner coordination, communications, and project oversight. A dedicated Rotarian, she also helps strengthen AMF’s relationships with Rotary networks and international partners aligned to the Foundation’s mission. Jessica additionally supports project monitoring and evaluation, including site visits to ensure funding accountability and meaningful on-the-ground impact.

----- Start of picture text -----
“Working with AMF has shown me how
powerful partnership, compassion, and
consistency can be in creating lasting change.
It is incredibly rewarding to help support
projects that not only restore access to
education, but also strengthen hope and
opportunity within communities around the
world.”
----- End of picture text -----

----- Start of picture text -----
“Being part of AMF has shown me that
meaningful impact is rarely created through one
grand gesture, but through consistent
compassion, trusted partnerships, and a shared
belief that education can change the direction
of a life. It is an honour to help support
communities rebuilding hope, dignity, and
opportunity for the future.”
----- End of picture text -----

GRACE TOWLER

As CO-LEAD of GLOBAL PROJECTS, Grace supports the day-to-day operations and strategic administration of AMF, including grant processing, partner communications, governance support, and financial oversight. Grace also leads on due diligence and compliance processes for project applications and partnerships, helping ensure AMF’s work remains accountable, transparent, and aligned to the Foundation’s mission and charitable objectives.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

TEAM AMF

GOVERNANCE STRUCTURE

AMF’s Trustee Committee meets formally four times per calendar year in accordance with the Foundation’s governing documents, with additional meetings and interim decisions convened as required to support project approvals, governance oversight, and strategic development.

Trustees are selected to ensure the Foundation benefits from a broad range of professional expertise and international experience across areas including law, finance, governance, education, tourism, partnerships, communications, and fundraising. This diversity of experience strengthens AMF’s ability to deliver accountable, sustainable, and strategically aligned impact across its global partnerships.

All Trustees are provided with relevant Charity Commission guidance, including The Essential Trustee (CC3) and public benefit guidance, ensuring the Foundation continues to operate in accordance with UK charity law, governance best practice, and its charitable objectives.

Trustees are appointed for an initial term of three years and may be reappointed for up to two further three-year terms, subject to Trustee approval and the ongoing needs of the Foundation. An induction process is in place for all new Trustees to support effective governance, accountability, and understanding of AMF’s operational and strategic framework.

As AMF has continued to grow in scale, partnerships, and international reach, the Foundation has also evolved its governance, due diligence, safeguarding, monitoring, and reporting frameworks to ensure accountability, transparency, and alignment with Charity Commission best practice.

During 2025, AMF further enhanced its project due diligence and accountability processes, including strengthened partner review procedures, reporting requirements, safeguarding oversight, and long-term impact monitoring.

Trustees played an active role throughout the year in shaping AMF’s 2025–2030 strategic direction, including the decision to prioritise fewer, scalable programmes capable of delivering sustainable and measurable long-term impact.

Alongside project delivery, Trustees also continued exploring sustainable funding pathways and recurring partnership models designed to support AMF’s long-term operational resilience and programme scalability.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

INDEPENDENT EXAMINATION REPORT

I report on the accounts of the company for the year ended 17 September 2025, which are set out on pages 25 and 26.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

examine the accounts under section 145 of the 2011 Act;

follow the procedures laid down in the General Directions given by the Charity Commission under section 145 (5) (b) of the 2011 Act; and

state whether particular matters have come to my attention.

Basis of independent examiner's report

The procedures undertaken do not provide all the evidence that would be required in an audit and consequently, no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

INDEPENDENT EXAMINATION REPORT - CONTINUED -

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

(1) which gives me reasonable cause to believe that in any material respect the requirements:

to keep accounting records in accordance with section 386 of the Companies Act 2006; and

to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

.........................................

Shaun Nixon CI Accountancy Ltd

Date:...13.07.2026..... 11-12 The Courtyard, St. Mary's Chare, Hexham, Northumberland. NE46 1NH

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

A N N U A L R E P O R T 2 0 2 5

It made a difference to this one. Thank you for all your support in 2025.

If you would like to support the Anita Mendiratta Foundation or would like more information, please contact us:

10 John Street, London, WC1 2EB, United Kingdom contact@anitamendirattafoundation.org

www.anitamendirattafoundation.org

T H E A N I T A M E N D I R A T T A F O U N D A T I O N , A C H A R I T A B L E I N C O R P O R A T E D O R G A N I S A T I O N R E G I S T E R E D C H A R I T Y N U M B E R 1 1 8 5 3 5 8

Company registration number: CE018870 Charity registration number: 1185358

The Anita Mendiratta Foundation

(A company limited by guarantee) Annual Report and Financial Statements for the Year Ended 17 September 2025

CI Accountancy Ltd 11-12 The Courtyard St. Mary's Chare Hexham Northumberland NE46 1NH

The Anita Mendiratta Foundation

----- Start of picture text -----
Reference and Administrative Details 1
Trustees' Report 2 to 3
Independent examiner's report 4
Statement of financial activities 5
Balance Sheet 6
Notes to the financial statements 7 to 10
----- End of picture text -----

The following page does not form part of the statutory financial statements:

Statement of financial activities per fund 11

The Anita Mendiratta Foundation Reference and Administrative Details

Charity name	The Anita Mendiratta Foundation
Charity registration number	1185358
Company registration number	CE018870
Principal office	10 John Street
	London
	WC1N 2EB
Registered office	10 John Street
	London
	WC1N 2EB
Trustees	Dr Cheryl James-Ward
	Mr Simon John Walsh
	Mr Alan Elliott Merschen
	Ms Anita Mendiratta
Chief executive officer	Ms Anita Mendiratta
Accountant	CI Accountancy Ltd
	11-12 The Courtyard
	St. Mary's Chare
	Hexham
	Northumberland
	NE46 1NH

Page 1

The Anita Mendiratta Foundation

Trustees' Report

Summary of Activities – Reporting Year September 2024 to September 2025

During the 2024–2025 reporting year, The Anita Mendiratta Foundation (AMF) continued to focus on its charitable objective of supporting children at risk back onto the path of education through partnerships with trusted local organisations in tourism-dependent countries recovering from crisis.

Key Activities

APT Social Service Society – India

Continued financial support for the education of vulnerable children at APT Social Service Society in Andhra Pradesh.

Funding contributed towards educational costs including school fees, uniforms, books and transportation.

EmpowerHer Sewing School Programme

The Foundation significantly expanded its vocational training initiative under the EmpowerHer Sewing School programme.

The original Adventure Aid sewing project successfully concluded, with participants completing training and receiving sewing machines to establish sustainable livelihoods.

The first IHCL-funded EmpowerHer cohort also completed during the reporting year, supporting 30 women through vocational training.

Rotary Club of Burlington Lakeshore funded an additional cohort, demonstrating repeat donor confidence in the programme.

AMF also launched its first EmpowerHer programme in Pakistan during September 2025, extending the Foundation’s geographical reach.

Street Child Nepal

AMF received confirmation of the successful completion of the Transitional Learning Centre and WASH facilities funded following the Nepal earthquake.

The completed project now provides safe learning facilities for hundreds of children and represents the successful conclusion of AMF’s first school construction project.

Strategic Development

Throughout the year Trustees refined AMF’s longer-term strategy and agreed a clearer programme focus centred around education recovery through school rebuilding and EmpowerHer vocational training initiatives. This provides a stronger identity for future fundraising and project development.

Governance and Monitoring

The Foundation continued its programme of due diligence, partner engagement and ongoing monitoring of funded projects. Regular reporting was received from implementation partners throughout the year and project updates were provided to Trustees through quarterly meetings.

Fundraising and Income

Alongside individual donations, the Foundation continued developing a broader fundraising base through:

Corporate partnerships.

Rotary partnerships.

Page 2

The Anita Mendiratta Foundation

Trustees' Report

EasyFundraising.

PayPal Giving Fund.

Gift Aid.

Book-related fundraising linked to The Call to Leadership .

Dedicated AMF Campaigns

Continued development of designated project funding opportunities.

Annual Report

The 2024–2025 Annual Report has been expanded to reflect the Foundation’s growing maturity and impact. It includes:

Updated strategic reporting.

Detailed project impact reporting.

Financial review.

Governance updates.

Trustee and partner contributions.

Monitoring and evaluation reporting.

Independent Examination.

Overall, the year reflects continued growth of AMF’s educational impact whilst strengthening governance, strategic focus and long-term sustainability.

Small company provisions

This report has been prepared in accordance with the small companies regime under the Companies Act 2006.

Approved by the Board and signed on its behalf by:

.........................................

Ms Anita Mendiratta Trustee 02 07 2026 Date:................................

Page 3

Independent Examiner's Report to the Trustees of

The Anita Mendiratta Foundation

I report on the accounts of the company for the year ended 17 September 2025, which are set out on pages 5 to 10.

Respective responsibilities of trustees and examiner

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

examine the accounts under section 145 of the 2011 Act;
follow the procedures laid down in the General Directions given by the Charity Commission under section 145 (5) (b) of the 2011 Act; and
state whether particular matters have come to my attention.

Basis of independent examiner's report

My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

(1) which gives me reasonable cause to believe that in any material respect the requirements:
to keep accounting records in accordance with section 386 of the Companies Act 2006; and
to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities

have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

......................................... Shaun Nixon CI Accountancy Ltd Date:................................ 13/07/2026

11-12 The Courtyard St. Mary's Chare Hexham Northumberland NE46 1NH

Page 4

The Anita Mendiratta Foundation

Statement of Financial Activities (including Income and Expenditure Account) for the Year Ended 17 September 2025

Note Incoming resources Incoming resources from generated funds Voluntary income 2 Total incoming resources Resources expended Costs of generating funds Costs of generating voluntary income 3 Governance costs 6 Total resources expended Net movements in funds Reconciliation of funds Total funds brought forward Total funds carried forward	Unrestricted Funds £ 12,092 12,092 9,510 935 10,445 1,647 59,235 60,882	Total Funds 2025 £ 12,092 12,092 9,510 935 10,445 1,647 59,235 60,882	Total Funds 2024 £ 9,948
			9,948
			32,021 935
			32,956
			(23,008) 82,243
			59,235

The notes on pages 7 to 10 form an integral part of these financial statements.

Page 5

The Anita Mendiratta Foundation (Registration number: CE018870)

Balance Sheet as at 17 September 2025


	Note	£	£	£	£
Current assets
Cash at bank and in hand			61,782		60,135
Creditors: Amounts falling
due within one year	9		(900)		(900)
Net current assets			60,882		59,235
Net assets			60,882		59,235
The funds of the charity:
Unrestricted funds
Unrestricted income funds			60,882		59,235
Total charity funds			60,882		59,235

For the financial year ended 17 September 2025, the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the charity to obtain an audit of its accounts for the year in question in accordance with section 476.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime and with the Financial Reporting Standard for Smaller Entities (effective April 2008 January 2015).

Approved by the Board on .11.07.2026...and signed on its behalf by:

.........................................

Ms Anita Mendiratta Trustee

The notes on pages 7 to 10 form an integral part of these financial statements.

Page 6

The Anita Mendiratta Foundation

Notes to the Financial Statements for the Year Ended 17 September 2025

1 Accounting policies

Basis of preparation

The financial statements have been prepared under the historical cost convention and in accordance with the Statement of Recommended Practice 'Accounting and Reporting by Charities (SORP 2005)', issued in March 2005, the Financial Reporting Standard for Smaller Entities (effective January 2015) and the Companies Act 2006.

Fund accounting policy

Unrestricted income funds are general funds that are available for use at the trustees' discretion in furtherance of the objectives of the charity.

Further details of each fund are disclosed in note 12.

Incoming resources

Donations are recognised where there is entitlement, certainty of receipt and the amount can be measured with sufficient reliability.

Resources expended

Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.

Costs of generating funds are the costs associated with attracting voluntary income.

Grants payable are payments made to third parties in the furtherance of the charitable objectives. Where the charity gives a grant with conditions for its payment being a specific level of service or output to be provided, such grants are only recognised in the SoFA once the recipient of the grant has provided the specific service or output.

Grants payable without performance conditions are only recognised in the accounts when a commitment has been made and there are no conditions to be met relating to the grant which remain in the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

Governance costs

Governance costs include costs of the preparation and examination of the statutory accounts, the costs of trustee meetings and the cost of any legal advice to trustees on governance or constitutional matters.

Page 7

The Anita Mendiratta Foundation

Notes to the Financial Statements for the Year Ended 17 September 2025

......... continued

2 Voluntary income

Donations and legacies Appeals and donations Costs of generating voluntary income Donations and legacies Grants payable - institutions Computer software and maintenance costs Advertising Bank charges	Unrestricted Funds £ 12,092 Unrestricted Funds £ 8,681 482 - 347 9,510	Total Funds 2025 £ 12,092 Total Funds 2025 £ 8,681 482 - 347 9,510	Total Funds 2024 £ 9,948
			Total Funds 2024 £ 31,135 425 31 430
			32,021

3 Costs of generating voluntary income

4 Grantmaking

Donations and legacies The support costs associated with grant making are £0. Grants to institutions Name of Institution Activity Grants payable - institutions Donations and legacies	Grants to institutions £ 8,681
	£ 8,681

5 Grants to institutions

Page 8

The Anita Mendiratta Foundation

Notes to the Financial Statements for the Year Ended 17 September 2025

......... continued

6 Governance costs

Accountancy fees Legal and professional costs	Unrestricted Funds £ 900 35 935	Total Funds 2025 £ 900 35 935	Total Funds 2024 £ 900 35
			935

7 Trustees' remuneration and expenses

No trustees received any remuneration during the year.

8 Taxation

The company is a registered charity and is, therefore, exempt from taxation.

9 Creditors: Amounts falling due within one year

Accruals and deferred income	2025 £ 900	2024 £ 900

10 Members' liability

The charity is a private company limited by guarantee and consequently does not have share capital. Each of the members is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation.

Page 9

The Anita Mendiratta Foundation

Notes to the Financial Statements for the Year Ended 17 September 2025

......... continued

11 Related parties

Controlling entity

The charity is controlled by the trustees who are all directors of the company.

12 Analysis of funds

	At 18			At 17
	September	Incoming	Resources	September
	2024	resources	expended	2025
	£	£	£	£
General Funds
Unrestricted income fund	59,235	12,092	(10,445)	60,882

13 Net assets by fund

Current assets Creditors: Amounts falling due within one year Net assets	Unrestricted Funds £ 61,782 (900) 60,882	Total Funds 2025 £ 61,782 (900) 60,882	Total Funds 2024 £ 60,135 (900)
			59,235

Page 10

The Anita Mendiratta Foundation

Statement of financial activities by fund Year Ended 17 September 2025

Incoming resources Incoming resources from generated funds Voluntary income Total incoming resources Resources expended Costs of generating funds Costs of generating voluntary income Governance costs Total resources expended Net movements in funds Reconciliation of funds Total funds brought forward Total funds carried forward	Unrestricted income fund 2025 £ 12,092 12,092 9,510 935 10,445 1,647 59,235 60,882	Unrestricted income fund 2024 £ 9,948
		9,948
		32,021 935
		32,956
		(23,008) 82,243
		59,235

This page does not form part of the statutory financial statements.

Page 11

TABLE OF CONTENTS

FINANCIAL REVIEW

CHAIRPERSON'S NOTE

CHAIRMAN'S NOTE

CHAIRPERSON'S NOTE

OUR IMPACT

WHAT WE AIM TO DO: OUR OBJECTIVES AND ACTIVITIES

OUR MISSION

OUR IMPACT - CONTINUED

WHAT WE AIM TO DO: OUR OBJECTIVES AND ACTIVITIES

IMPACT SNAPSHOT

IMPACT SNAPSHOT

OUR REACH AT A GLANCE

OUR FOCUS

360+ Children Supported Through Education

60 Women Supported Through Vocational Training

2 Countries Active

£20,000+ Direct Project Funding Activated

5+ Active Strategic Partnerships

OUR ACTIVE PROJECTS

SNAPSHOT

THE WHAT:

THE WHO:

OUR ACTIVE PROJECTS

OUR ACTIVE PROJECTS

IN THEIR WORDS

OUR ACTIVE PROJECTS

SNAPSHOT

THE WHEN:

Together, the partnership funded the construction of transitional learning classrooms and WASH facilities at Shiva Shankar Basic School in Nalgad Municipality, helping restore safe access to education for approximately 150+ children each year.

OUR ACTIVE PROJECTS

SNAPSHOT

Throughout this partnership, AMF funding has supported educational access for children through the provision of school fees, uniforms, books, transportation, and other educational essentials designed to help maintain continuity and stability in learning.

OUR ACTIVE PROJECTS

PIPELINE & FUTURE PROJECTS

VISION IN ACTION

AMF EVOLUTION: 2025-2030 MANDATE

At the centre of AMF’s strategic evolution is a simple but important shift: moving from funding projects individually towards building scalable models of impact.

STRATEGIC PRIORITIES

Education Access

Vocational Empowerment

Partnership Development

Sustainable Funding

VISION IN ACTION

LOOKING AHEAD

Key priorities include:

DELIVERING WITH FOCUS AND ACCOUNTABILITY

Directly and Meaningfully Translating Mandate Into Measurable Action

AMF’s Delivery Parameters

Our Evaluation Framework

OUTPUTS

OUTCOMES

IMPACT

POST-PROJECT MONITORING & ACCOUNTABILITY

SITE VISITS & PARTNER VERIFICATION

PARTNERSHIPS & GROWTH

PARTNERSHIPS

ROTARY PARTNERSHIPS

STRATEGIC PARTNERSHIPS

IHCL – EMPOWERHER PARTNERSHIP

STREET CHILD

PARTNERSHIPS & GROWTH

PARTNERSHIPS

STREET CHILD - CONT.

ADVENTURE AID

GROWING SUPPORT MOMENTUM

STRENGTHENING AMF’S DIGITAL PRESENCE

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

RESERVES

RESERVES POLICY

PROCEDURES AND IMPLEMENTATION

TOTAL RESERVES

CALCULATION OF FREE RESERVES TARGET

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025

EXAMPLES OF OUR DRIPFEEDING DONATION STREAMS

FINANCIAL REVIEW

FINANCIAL REVIEW: ACHIEVEMENTS AND PERFORMANCE IN 2025