## **Annual Report**
## **& Financial Accounts**
_Inspiring Change_
www.mentorwise.org.uk
## **Table Of Content**
**3 Vision and Mission Our Team Structure 4 5-8 Director/Trustee’s Annual Report 9 Organisational Chart Risk Management Procedure 10-12 13-21 Mentor Wise in 2025 Case Study 22 23 Testimonials 24 Thanks To 25-34 Financial Accounts 35 Contact Us** Mentor Wise Annual Report 2025 2
Mentor Wise Annual Report 2025
## **Vision and Mission**
## **Vision**
Mentor Wise envisions a society where every young person has the opportunity, support, and confidence to reach their full potential. We aspire to see children and young people grow into resilient, compassionate, and responsible individuals who are equipped to make positive contributions to their communities and wider society. Through strong relationships, meaningful opportunities, and positive role models, we aim to help young people develop academically, socially, spiritually, and emotionally, enabling them to lead fulfilling and purposeful lives.
## **Mission**
At Mentor Wise, our mission is to support the holistic development of children and young people through mentoring, education, personal development programmes, and positive community engagement. We provide safe and supportive environments where young people can build confidence, develop essential life skills, strengthen their character, and realise their potential. Through one-to-one mentoring, educational workshops, residential retreats, and social activities, we empower young people to overcome challenges, make informed choices, and become active, responsible members of society.
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## **Trustees**
**Yusuf Kar** Chair of Trustees Safeguarding Lead
**Yusuf Demir** Communication/PR
**Tugba Atilgan Saglam** Fundraising Lead Treasurer
**Tugba Candemir** HR/People Diversity and Inclusion
## **CEO**
**Kazim Misirlioglu**
## **COO**
**Feyza Ustundag**
## **ADDRESS**
**286a Chase Road, Block E, N14 6HF**
Company Registration Number 10398783 Charity Registration Number 1190815
## **ACCOUNTANTS**
AA ACCOUNTANCY SERVICES 244 Chase Road London N14 6HH
## **BANK**
Barclays
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## **Director/Trustees’ Annual Report**
The trustees, who are also directors of the charitable company for the purposes of the Companies Act 2006, present their Annual Report together with the financial statements of Mentor Wise for the year ended 30 September 2025.
The financial statements have been prepared in accordance with the Companies Act 2006, the Charities Act 2011, the Statement of Recommended Practice: Accounting and Reporting by Charities (Charities SORP FRS 102), and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).
The Trustees' Annual Report aims to provide stakeholders with a clear understanding of the charity's objectives, activities, achievements, financial performance and future plans during the year.
During the year, Mentor Wise continued its mission of supporting the personal, educational, social and spiritual development of children and young people through mentoring, educational programmes, residential retreats and community-based activities. The trustees remain committed to ensuring that all activities deliver meaningful benefits for beneficiaries and contribute positively to the wider community.
## **Objectives and Activities**
The company's principal activity during the year continued to be providing mentoring services. This is a limited by guarantee company which is non-profit making company and also a charity.
## **Charitable objects**
- 1.To promote for the public benefit and by all charitable means the mental, spiritual, moral and physical development and improvement of young people and to provide opportunities for them to develop their full capacities and enable them to become responsible members of society so that their conditions of life may be improved.
- 2.For the public benefit to promote the education of people under the age of 25 years in such ways as the charity trustees think fit, including by developing their mental, physical, spiritual and moral capabilities through leisure time activities.
- 3.To advance the Islamic faith for the benefit of the public, mainly but not exclusively, by the provision of Islamic study courses to enlighten others about the Islamic faith.
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## **Public benefit**
The trustees have had due regard to the Charity Commission's guidance on public benefit when planning and carrying out the charity's activities.
Mentor Wise exists to advance the education and personal development of children and young people. Through mentoring, educational workshops, residential retreats, social activities and community engagement programmes, the charity provides opportunities for young people to develop confidence, resilience, life skills and positive aspirations.
The trustees are satisfied that the charity's activities are carried out for the public benefit and contribute positively to the wellbeing of beneficiaries, their families and the wider community.
## **Reserves Policy**
The trustees recognise the importance of maintaining adequate reserves to ensure that the charity can continue to operate effectively and meet its commitments in the event of unforeseen circumstances or fluctuations in income.
The charity's reserves policy is to maintain sufficient free reserves to cover approximately three to six months of core operating expenditure. This level of reserves is considered appropriate to provide financial stability, manage cash flow, respond to unexpected expenditure and ensure the continuity of services for children and young people.
At 30 September 2025, the charity held free reserves of £44,113. The trustees consider this level of reserves to be appropriate given the charity's reliance on grant funding, donations and contributions, together with the need to maintain continuity of services and meet ongoing operational commitments.
The trustees review the level of reserves on a regular basis and are satisfied that the current level of free reserves is appropriate for the charity's size, activities and future plans.
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## **Organisational Structure, Governance and Management**
The charity is constituted as a company limited by guarantee, registered under the Companies Act, and its governing documents is a Memorandum and Articles of Association under company legislation. The governing document is dated 28 September 2016, and was amended by special resolution at Companies House on 29 April 2020. By operation of law, all trustees are directors under the Companies Act 2006 and all directors are trustees under Charities legislation and have responsibility as such under both company and charity legislation. The trustees are all individuals.
## **Trustees’ appointments, induction, and training**
The charity is managed by Board of Trustees, who are also directors of the charitable company for the purposes of company law. Trustees are appointed in line with the charity's governing document and are selected based on the skills, experience and knowledge they can bring to the organisation.
When a new trustee joins the Board, they are provided with an induction to help them understand the charity's work, values and objectives, as well as their roles and responsibilities as trustees. This includes access to key documents such as the governing document, policies and recent financial information, together with meetings with senior staff and existing trustees.
The charity is committed to ensuring that trustees have the knowledge and skills required to carry out their duties effectively. Trustees are encouraged to keep their knowledge up to date through ongoing learning and development. To support this, the charity organises both internal and external training opportunities for trustees on areas such as charity governance, safeguarding, financial oversight and legal responsibilities. Trustees also make use of guidance and resources provided by the Charity Commission and other relevant organisations to ensure they remain informed of current best practice.
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## **Organisational Structure and Decision Making**
The charity is governed by a Board of Trustees, which is responsible for the overall governance, strategic direction and financial oversight of the organisation. The trustees meet regularly to review the charity's performance, approve policies, monitor risks and ensure that the charity operates in accordance with its charitable purposes, governing document and legal obligations.
The Board of Trustees has delegated the day-to-day management of the charity to the Chief Executive Officer (CEO) and the Chief Operating Officer (COO), both of whom report directly to the Board.
The CEO provides strategic leadership and has responsibility for the charity's administration, financial oversight and organisational development. The CEO directly oversees the Administration and Finance Officer and the Male Area Managers, ensuring that programmes and support services are delivered effectively and in line with the charity's objectives.
The COO is responsible for the operational delivery and coordination of the charity's activities and directly oversees the Female Area Managers. Area Managers are responsible for coordinating mentoring activities within their respective areas and are supported by Supervisors, who provide guidance, monitoring and support to mentors. Mentors work directly with children and young people, delivering mentoring sessions and activities in line with the charity's aims and objectives.
Major strategic decisions, financial commitments and significant policy matters are reserved for the Board of Trustees. Responsibility for operational and programme-related decisions is delegated to the CEO and COO, ensuring the effective and efficient delivery of the charity's services while maintaining appropriate oversight and accountability
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## **Organisational Chart**
**----- Start of picture text -----**
BOARD OF TRUSTEES
CHAIR OF TRUSTEES:
YUSUF KAR
YUSUF DEMIR
TUGBA ATILGAN
TUGBA CANDEMIR
**----- End of picture text -----**
**CHIEF EXECUTIVE OFFICER (CEO)** KAZIM KORHAN MISIRLIOGLU
**CHIEF OPERATING OFFICER (COO)** FEYZA USTUNDAG
**----- Start of picture text -----**
Area Managers
Area Managers ADMIN AND FINANCE
Female
Male OFFICER
Supervisors
Supervisors
Female
Male
Mentors
Mentors
Female
Male
**----- End of picture text -----**
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## **Risk Management Procedure**
## **1. Purpose**
The purpose of this procedure is to ensure that Mentor Wise identifies, assesses and manages risks that may affect the achievement of its charitable objectives, beneficiaries, staff, volunteers, assets, reputation and operations.
The Board of Trustees recognises that effective risk management is an essential part of good governance and is committed to maintaining systems and controls that minimise risks whilst enabling the charity to achieve its aims.
## **2. Responsibility**
Overall responsibility for risk management rests with the Board of Trustees. The trustees are responsible for:
- Identifying and reviewing the principal risks facing the charity.
- Ensuring appropriate systems and controls are in place to manage those risks.
- Reviewing the charity's Risk Register at least annually.
- Monitoring significant risks and ensuring appropriate mitigation measures are implemented.
The Chief Executive Officer (CEO) and Chief Operating Officer (COO) are responsible
for the day-to-day management of risks and for reporting significant risks or incidents to the Board of Trustees.
All employees and volunteers are responsible for identifying and reporting risks relevant to their activities.
## **3. Risk Identification**
Risks may arise from a variety of sources, including:
- Safeguarding of children and young people.
- Financial sustainability and funding.
- Health and safety.
- Governance and regulatory compliance.
- Data protection and cyber security.
- Human resources, including recruitment and retention of volunteers and staff.
- Operational delivery and programme quality.
- Reputational issues.
- External events and emergencies.
## **Risks will be identified through:**
- Trustee meetings.
- Staff meetings and supervision sessions.
- Incident and safeguarding reports.
- Internal reviews and audits.
- Feedback from beneficiaries, volunteers and stakeholders.
- External changes in legislation or guidance.
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## **4. Risk Assessment**
Each identified risk will be recorded in the charity's Risk Register and assessed according to:
## **Likelihood**
- Low (1)
- Medium (2)
- High (3)
## **Impact**
- Low (1)
- Medium (2)
- High (3)
The overall risk score will be calculated by multiplying likelihood by impact.
Risks assessed as medium or high will require appropriate control measures and ongoing monitoring.
## **5. Risk Control Measures**
- For each significant risk, the charity will identify:
- Existing controls.
- Additional actions required.
- Responsible person(s).
- Target completion dates.
- Review dates.
## **Control measures may include:**
- Policies and procedures.
- Staff and volunteer training.
- Financial controls and segregation of duties.
- Appropriate insurance cover.
- Safeguarding measures.
- DBS checks.
- Health and safety procedures.
- Regular supervision and monitoring.
- Data security measures.
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## **6. Monitoring and Review**
The Risk Register will be reviewed by senior management on an ongoing basis and formally reviewed by the Board of Trustees at least annually, or more frequently where significant risks arise.
Any serious incidents, safeguarding concerns or emerging risks will be reported to the trustees promptly.
The effectiveness of risk management arrangements will be reviewed regularly to
ensure that they remain appropriate to the size and activities of the charity.
## **7. Principal Risks**
The trustees have identified the following principal risks:
- Safeguarding incidents involving children and young people.
- Failure to secure sufficient funding to sustain activities.
- Loss of key staff or volunteers.
- Failure to comply with legal or regulatory requirements.
- Reputational damage arising from adverse incidents.
- Health and safety incidents.
- Data protection breaches and cyber security risks.
The trustees are satisfied that systems and procedures are in place to mitigate these risks and that these systems are reviewed regularly.
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## **Mentor Wise in 2025**
## **Activities undertaken to achieve the charity’s objectives**
During the year, Mentor Wise delivered a wide range of activities in furtherance of its charitable objectives to support the mental, spiritual, moral and physical development of children and young people.
The charity provided regular one-to-one and group mentoring sessions, personalised support, encouragement and positive role models to help them develop confidence, resilience, leadership skills and a strong sense of personal responsibility. Through these mentoring relationships, young people were supported to realise their full potential and become active and responsible members of society.
To promote education, Mentor Wise delivered a programme of educational workshops and learning opportunities throughout the year. These included workshops on personal development, wellbeing, skills, leadership, education, norms and values. The charity also organised a range of activities, social events, residential retreats and outdoor activities, enabling young people to develop their mental, physical, spiritual and moral capabilities in a safe and supportive environment.
To advance the Islamic faith for the public benefit, the charity delivered Islamic study sessions, programmes and faith-based educational activities for children and young people. These sessions aimed to increase understanding of the Islamic faith and promote values such as respect, compassion, service, integrity and social responsibility.
In addition, Mentor Wise encouraged young people and volunteers to engage in community activities, environmental projects and volunteering opportunities, helping them to become advantageous members of society.
The trustees are satisfied that these activities contributed directly to the achievement of the charity's objectives and provided clear public benefit in accordance with the Charity Commission's guidance.
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## **Mentor Wise in 2025**
## **Achievements and Performance**
In 2025, Mentor Wise delivered the following events and activities:
|**Category**|**Activities**|
|---|---|
|**Sports and**
**Physical Activities**|Football, Basketball, Volleyball, Badminton, Tennis, Table Tennis,
Swimming, Bowling, Ice Skating, Roller Skating, Mini Golf, Golf, Go-
Karting, Paintball, Laser Tag, Trampoline Parks, Indoor Climbing, Go
Ape Zipline, Hiking and Forest Walks|
|**Educational and**
**Academic**
**Activities**|Study Support, Homework Study Sessions, Library Sessions, GCSE
Information Seminars, University Application Seminars, English-
focused Sessions, CV Writing Workshops, Buddy Scheme for Year 11
and Year 12 Students, Half-term Study retreats, Online - Exam Support,
Mind Games, and Anatolian Culture Lessons|
|**Arts and Creative**
**Activities**|Art Lessons, Painting, Ceramic Painting, Bracelet Making, Knitting and
Crafts, Project-based Activities|
|**Leisure and**
**Entertainment**
**Activities**|Cinema, Escape Rooms, Theme Park, Funfair, Winter Wonderland,
Christmas Market, Bubble Planet, Arcade, PlayStation Tournaments,
Watching Football Matches|
|**Social and**
**Community**
**Activities**|Picnics, Coffee and Dessert, Group Meals and Traditional Food Nights,
Reading and Coffee Sessions, Outdoor Book Reading Activities,
Experience-sharing Sessions, Fundraising Events|
|**Trips and**
**Excursions**|Educational and Cultural Visits to London, Oxford, Leicester and
Cardiff, International Visit to Rome, Museum Visits, Seaside Visits and
Other Outdoor Excursions|
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## **Mentor Wise in 2025**
**----- Start of picture text -----**
NUMBER OF MENTEES 1417
NUMBER OF MENTORS 245
NUMBER OF NEW MENTORS 85
WEEKLY MENTORING SESSIONS IN
15444
HOURS
ACTIVITY SESSIONS IN HOURS 4762
FAMILY ACTIVITY SESSIONS 560
NUMBER OF RETREAT IN DAYS 976
NUMBER OF ACADEMIC MENTORING
1224
SESSIONS
NUMBER OF TRIPS 87
SPORTS ACTIVITIES 421
MENTOR TRAINING SESSIONS 913
NUMBER OF MENTOR RETREAT IN
279
DAYS
**----- End of picture text -----**
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## **The Outcomes and Impact of our services**
Throughout the year, Mentor Wise continued to make a positive difference in the lives of children and young people from BAME and disadvantaged backgrounds, through its unique four-dimensional mentoring scheme; academic, spiritual, skill, and value based mentoring.
Many young people grew in confidence and self-esteem because of regular mentoring services, positive role models and participation in group activities. They became more confident in expressing themselves, taking on responsibilities and engaging with others. Our mentees also developed important employability and life skills, such as communication, teamwork, leadership, problem-solving and time management. These skills will support them in their career and social life.
The charity's girls-only activities enabled more female participants to take part in physical activities in a comfortable and supportive settings. As a result, many girls became more physically active and adopted healthier lifestyles.
Regular mentoring sessions, social activities and community events helped to reduce feelings of isolation and encouraged young people to become more involved in their local communities. Many participants formed new friendships, strengthened existing relationships and developed a greater sense of belonging.
The trustees believe that participation in Mentor Wise's programmes has also had a positive impact on the mental wellbeing of young people. Through supportive mentoring relationships and a safe, nurturing environment, participants felt more connected, valued and supported, contributing to improved emotional wellbeing.
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## **Contribution of Volunteers**
Volunteers continued to play a vital role in thwork of Mentor Wise throughout the year. The charity relies significantly on the commitment, skills and dedication of its volunteers to deliver many of its services and activities.
During the year, Mentor Wise was supported by 245 volunteer mentors, including 85 new mentors who joined the organisation. These volunteers provided regular one-to-one and group mentoring sessions, acting as positive role models and offering guidance, encouragement and support to children and young people.
Volunteers also assisted with the planning and delivery of educational workshops, residential retreats, social activities, community events and faith-based programmes. In addition, they supported the charity through administration, event organisation, fundraising activities and the coordination of mentoring programmes.
The contribution of volunteers enabled the charity to reach a greater number of beneficiaries and provide a diverse range of educational, recreational and personal development opportunities for children and young people.
The trustees would like to express their sincere gratitude to all volunteers for their invaluable contribution. Without their continued commitment, enthusiasm and generosity, many of the charity's activities and services would not have been possible.
## **Activities for Mentors**
- Weekly mentor meetings to review progress, discuss mentee needs and share good practice.
- Mandatory training sessions, including Safeguarding, Child Protection, Health and Safety and Online Safety.
- Outreach and social activities to recognise volunteers' contributions, promote wellbeing and strengthen team relationships.
- Regular short- and long-term residential retreats in the UK and Germany, focusing on personal development, reflection and team building.
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## **Listening to the Voices of Children and Young People**
At Mentor Wise, the views and experiences of children and young people are central to the planning, delivery and evaluation of our services. We ensure that young people have regular opportunities to share their opinions and influence the development of our programmes.
- We gather feedback and involve young people in a variety of ways, including:
- Receiving both verbal and non-verbal feedback during mentoring sessions and activities.
- Holding one-to-one meetings to provide a safe and comfortable environment for mentees to express their views.
- Discussing mentee feedback during weekly mentor meetings, where mentors bring forward suggestions, concerns and ideas raised by mentees.
- Conducting surveys and feedback questionnaires following activities, events and residential retreats.
- Involving young people in deciding the types of activities, trips and workshops they would like to take part in.
- Encouraging mentees to suggest new ideas and improvements for existing programmes. Providing opportunities for young people to take on leadership roles and support the planning and delivery of activities.
- Reviewing feedback regularly and using it to improve and shape future services.
Feedback received from children and young people is regularly reviewed by staff, volunteers and trustees and is used to ensure that our services remain relevant, responsive and tailored to their needs.
For example, following feedback from mentees, Mentor Wise increased the number of girlsonly sports activities, enabling more female participants to engage in physical activity in a comfortable and supportive environment. In response to requests from young people for additional educational support, the charity also introduced weekly study groups, GCSE support sessions and half-term study camps to help young people achieve their academic goals.
This approach ensures that children and young people play an active role in shaping the services they receive and that their voices remain at the heart of the charity's work.
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## **Plans for Future Periods**
Over the coming year, Mentor Wise aims to:
- Continue to strengthen and expand its mentoring, educational and personal development programmes for children and young people.
- Recruit at least two young trustees under the age of 25 with lived experience of the charity's services, ensuring that the voices and experiences of young people are represented at Board level and contribute to strategic decision-making.
- Expand the volunteer mentor network in order to increase the number of children and young people supported.
- Diversify income streams and secure additional funding to ensure the long-term sustainability of the charity.
- Further strengthen youth voice and participation by involving children and young people in the planning, development and evaluation of services.
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## **Main Funding Sources**
The charity's principal sources of funding during the year included grants, donations and contributions towards the cost of services provided.
During the year, Mentor Wise received a grant of £20,000 from the National Lottery Community Fund's Awards for All programme. This funding primarily supported the development and delivery of the charity's mentoring services in England by contributing towards staff wages, training and the purchase of devices and equipment.
The charity also received a grant of £1,000 from the Asda Foundation, which supported arts and crafts, football and basketball sessions delivered in North London. The grant enabled the charity to purchase arts and crafts materials, footballs and basketballs, enhancing the range of activities available to young people.
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In addition, the charity benefited from significant support from individual donors, local businesses and the wider community through donations and fundraising activities. The charity also received over £50,000 in contributions from parents and guardians towards the costs of residential retreats and weekly youth centre mentoring services delivered in North London.
The trustees are extremely grateful to all funders, donors, parents, volunteers and supporters whose generosity has enabled the charity to continue delivering high-quality mentoring, educational and personal development opportunities to children and young people.
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## **Case Study: Aysha**
When Aysha joined Mentor Wise, she had recently moved from Türkiye to the United Kingdom. Although she was excited about the opportunities that lay ahead, she was also facing many of the challenges that come with settling into a new country. Adapting to a different culture, understanding the UK job market, and building a professional network felt overwhelming at times. Despite her strong academic and professional potential, Aysha was uncertain about her next steps and lacked the support and guidance needed to confidently navigate this new chapter of her life.
Through Mentor Wise, Aysha was matched with a mentor and began attending regular mentoring sessions. These sessions provided a supportive and encouraging environment where she could openly discuss her goals, aspirations, and concerns. Together, they explored topics such as career planning, networking, personal branding, job applications, and workplace expectations in the UK. The mentoring relationship also offered valuable emotional support, helping Aysha adjust to life in a new country and maintain her motivation during periods of uncertainty.
Over time, Aysha experienced significant personal and professional growth. She became increasingly confident in her abilities and more proactive in seeking out opportunities. As her confidence grew, she began to build meaningful professional connections and engage more actively in her career development. Importantly, she came to view her international background as a strength, recognising the unique perspectives and experiences it brings rather than seeing it as a challenge.
Today, Aysha approaches both her career and personal development with a much stronger sense of purpose and self-belief. The support she received through Mentor Wise has equipped her with valuable knowledge and skills to navigate life and work in the UK successfully. Beyond immediate career outcomes, the mentoring experience has helped her develop resilience, self-awareness, and a growth mindset that continue to shape her ambitions and future aspirations.
Reflecting on her journey, Aysha said:
"Having a mentor who understood both my background and my ambitions helped me see opportunities where I once saw uncertainty. Mentor Wise gave me the confidence to take ownership of my future."
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## **Testimonials**
"I really enjoy taking part in the mentoring sessions and arts and crafts activities. By the end of each session, I feel relaxed and happy. I have lots of fun working with my friends, and the activities help us develop our teamwork skills. I love drawing and painting, so these sessions give me a great opportunity to improve my creative skills and express myself. It is an amazing experience, and I really enjoy spending time with my friends and mentor while learning something new."
“Mentor Wise has helped me both academically and emotionally. My mentor always encourages me to do my best and motivates me to keep going, even when I find things difficult. Through our weekly mentoring sessions, I have become more confident in my studies and feel more positive about my future. Knowing that there is someone who listens, supports, and believes in me has made a big difference to my wellbeing. My mentor inspires me to set goals, work hard, and believe in my abilities."
"Being part of Mentor Wise keeps me engaged in positive activities and gives me something to look forward to every week. The mentoring sessions help me make good choices and stay focused on my goals. Taking part in regular sports activities, such as swimming and football, keeps me active, improves my wellbeing, and teaches me important skills like teamwork, discipline, and respect. These activities help keep young people away from negative influences and provide a safe environment where we can build friendships, develop confidence, and enjoy ourselves."
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Mentor Wise Annual Report 2025
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## **Financial Accounts**
MENTOR WISE Registered number: 10398783 Director/Trustees' Report
## Small company provisions
This report has been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime.
This report was approved by the board on 17 June 2026 and signed on its behalf.
Tugba SAGLAM Director
25
Mentor Wise Annual Report 2025
## MENTOR WISE
Report to the directors on the preparation of the unaudited statutory accounts of MENTOR WISE for the year ended 30 September 2025
In order to assist you to fulfil your duties under the Companies Act 2006, we have prepared for your approval the accounts of MENTOR WISE for the year ended 30 September 2025 which comprise of the Profit and Loss Account, the Balance Sheet, the Statement of Changes in Equity and the related notes from the company’s accounting records and from information and explanations you have given us. As a practising member firm of the Association of Chartered Certified Accountants, we are subject to its ethical and other professional requirements which are detailed at http://rulebook.accaglobal.com/
Our work has been undertaken in accordance with the requirements of the Association of Chartered Certified Accountants as detailed at http://www.accaglobal.com/factsheet163.
AA ACCOUNTANCY SERVICES Chartered Certified Accountants 244 Chase Road London N14 6HH
17 June 2026
26
Mentor Wise Annual Report 2025
## MENTOR WISE
STATEMENT OF FINANCIAL ACTIVITIES for the year ended 30 September 2025
||2025|2024|
|---|---|---|
||£|£|
|Income|325,237|295,798|
|Direct Charitable expenditure|||
|Gross Surplus|(28,892)|(31,953)|
|Administrative expenses|||
|Other operating income|296,345|263,845|
|Operating Surplus|||
||(281,559)|(270,979)|
||41|14,176|
||14,827|7,042|
|Surplus before taxation|14,827|7,042|
|Tax on Surplus|||
||-|-|
|Surplus for the financial year|14,827|7,042|
27
Mentor Wise Annual Report 2025
MENTOR WISE Registered number: 10398783 Balance Sheet as at 30 September 2025
||Notes||2025||2024|
|---|---|---|---|---|---|
||||£||£|
|Fixed assets||||||
|Tangibleassets|3||3,397||1,099|
|Current assets||||||
|Stocks||-||13,600||
|Debtors|4|380||35||
|Cash at bank and in hand||66,545||29,192||
|||66,925||42,827||
|Creditors: amounts falling|due|||||
|within one year|5|(26,209)||(14,640)||
|Net current assets|||40,716||28,187|
|Net assets|||44,113||29,286|
|Capital and reserves||||||
|Profitand loss account|||44,113||29,286|
|Shareholder's funds|||44,113||29,286|
The directors are satisfied that the companyis entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006.
The member has not required the company to obtain an audit in accordance with section 476 of the Act.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts. The accounts have been prepared and delivered in accordance with the special provisions applicable to companies subject to the small companies regime. The profit and loss account has not been delivered to the Registrar of Companies.
Tugba SAGLAM Director Approved by the board on 17 June 2026
28
Mentor Wise Annual Report 2025
## MENTOR WISE
Statement of Movement in Funds for the year ended 30 September 2025
||Restricted|Unrestricted|Total|
|---|---|---|---|
||Funds|Funds|Funds|
||£|£|£|
|At 1 October 2023|-|22,244|22,244|
|Surplus for the financial year||||
|||7,042|7,042|
|At 30 September 2024|-|29,286|29,286|
|At 1 October 2024|-|29,286|29,286|
|Surplus for the financial year||||
|||14,827|14,827|
|At 30 September 2025|-|44,113|44,113|
29
Mentor Wise Annual Report 2025
MENTOR WISE Notes to the Accounts for the year ended 30 September 2025
- 1 Accounting policies
## Basis of preparation
The accounts have been prepared under the historical cost convention and in accordance with FRS 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (as applied to small entities by section 1A of the standard).
## Turnover
Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of services. Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have transferred to the buyer. Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs.
## Intangible fixed assets
Intangible fixed assets are measured at cost less accumulative amortisation and any accumulative impairment losses.
## Tangible fixed assets
Tangible fixed assets are measured at cost less accumulative depreciation and anyaccumulative impairment losses. Depreciation is provided on all tangible fixed assets, other than freehold land, at rates calculated to write off the cost, less estimated residual value, of each asset evenly over its expected useful life, as follows:
Freehold buildings over 50 years Leasehold land and buildings over the lease term Plant and machinery over 5 years Fixtures, fittings, tools and equipment over 5 years
## Investments
Investments in subsidiaries, associates and joint ventures are measured at cost less any accumulated impairment losses. Listed investments are measured at fair value. Unlisted investments are measured at fair value unless the value cannot be measured reliably, in which case they are measured at cost less any accumulated impairment losses. Changes in fair value are included in the profit and loss account.
## Stocks
Stocks are measured at the lower of cost and estimated selling price less costs to complete and sell. Cost is determined using the first in first out method. The carrying amount of stock sold is recognised as an expense in the period in which the related revenue is recognised.
## Debtors
Shortterm debtors are measured attransactionprice(whichis usuallythe invoiceprice), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price including any transaction costs and subsequently measured at amortised cost determined using the effective interest method, less any impairment losses for bad and doubtful debts.
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Mentor Wise Annual Report 2025
## MENTOR WISE Notes to the Accounts for the year ended 30 September 2025
## Creditors
Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest m ethod .
## Taxation
A current taxliabilityis recognised for the taxpayable on the taxable profit of the current and past periods. A current tax asset is recognised in respect of a tax loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences between the recognition of income and expenses in the financial statements andtheir inclusion in taxassessments. Unrelieved taxlosses and other deferred taxassets are recognised onlyto theextentthat itis probablethat theywill be recovered againstthe reversal of deferred tax liabilities or other future taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference, except for revalued land and investment property where the tax rate that applies to the sale of the asset is used. Current and deferred tax assets and liabilities are not discounted.
## Provisions
Provisions (ie liabilities of uncertain timing or amount) are recognised when there is an obligation at the reporting date as a result of a past event, it is probable that economic benefit will be transferred to settle the obligation and the amount of the obligation can be estimated reliably.
## Foreign currency translation
Transactions in foreign currencies are initially recognised at the rate of exchange ruling at the date of the transaction. At the end of each reporting period foreign currency monetary items are translated at the closing rate of exchange. Non-monetary items that are measured at historical cost are translated at the rate ruling at the date of the transaction. All differences are charged to profit or loss.
## Leased assets
A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. All other leases are classified as operating leases. The rights of use and obligations under finance leases are initiallyrecognised as assets and liabilities at amounts equal to the fair value of the leased assets or, if lower, the present value of the minimum lease payments. Minimum lease payments are apportioned between the finance charge and the reduction in the outstanding liability using the effective interest rate method. The finance charge is allocated to each period during the lease so as to produce a constant periodic rate of interest on the remaining balance of the liability. Leased assets are depreciated in accordance with the company's policy for tangible fixed assets. If there is no reasonable certainty that ownership will be obtained atthe endof thelease term,theassetis depreciatedover the lower of the leaseterm and its useful life. Operating lease payments are recognised as an expense on a straight line basis over the lease term.
## Pensions
Contributions to defined contribution plans are expensed in the period to which they relate.
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Mentor Wise Annual Report 2025
## MENTOR WISE
## Notes to the Accounts
for the year ended 30 September 2025
|2|Employees|2025|2024|
|---|---|---|---|
|||Number|Number|
||Average number of persons employed by the company|26|26|
|3|Tangible fixed assets|||
||||Plant and|
||||machinery|
||||etc|
||||£|
||Cost|||
||At 1 October 2024||1,403|
||Additions||2,298|
||At 30 September 2025||3,701|
||Depreciation|||
||At 1 October2024||304|
||At 30 September 2025||304|
||Net book value|||
||||3,397|
||At 30 September 2025|||
||||1,099|
||At 30 September 2024|||
|4|Debtors|2025|2024|
|||£|£|
||Other debtors|380|35|
|5|Creditors: amounts falling due within one year|2025|2024|
|||£|£|
||Trade creditors|5,830|4,253|
||Taxation and social security costs|13,638|3,181|
||Other creditors|6,741|7,206|
|||26,209|14 ,640|
## 6 Other information
MENTOR WISE is a private company limited by guarantee and incorporated in England. Its registered office is: 286-A, Block E Chase Road London N14 6HF
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Mentor Wise Annual Report 2025
## MENTOR WISE
## DETAILED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 30 September 2025
This scheduledoes notformpartofthe statutory accounts
||2025|2024|
|---|---|---|
||£|£|
|Income|325,237|295,798|
|Direct Charitable expenditure|||
|Gross Surplus|(28,892)|(31,953)|
|Administrative expenses|||
|Other operating income|296,345|263,845|
|Operating Surplus|||
||(281,559)|(270,979)|
||41|14,176|
||14,827|7,042|
|Surplus before tax|14,827|7,042|
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Mentor Wise Annual Report 2025
## MENTOR WISE
## DETAILED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 30 September 2025
This scheduledoes notformpartofthe statutory accounts
||2025|2024|
|---|---|---|
||£|£|
|INCOME AND ENDOWMENTS|||
|Donation|130,599|71,040|
|Fees|-|157,244|
|Grants Unrestricted|86,694|67,514|
|Sales|107,944|-|
||325,237|295,798|
|Direct Charitable expenditure|||
|Purchases|15,292|20,103|
|Decrease/increase in stocks|13,600|11,850|
||28,892|31,953|
|Administrative expenses|||
|Employee costs:|||
|Wages and salaries|198,453|180,506|
|Directors' salaries|6,000|6,375|
|Employer's NI|12,306|4,912|
|Staff training and welfare|1,090|700|
|Training|5,045|9,109|
|Travel and subsistence|7,009|12,509|
|Motor expenses|589|-|
||230,492|214,111|
|Premises costs:|||
|Rent|37,602|49,338|
||37,602|49,338|
|General administrative expenses:|||
|Telephone and fax|899|732|
|Stationery and printing|686|205|
|Donation|5,140|-|
|Sub sc r iptions|48|-|
|Insurance|2,273|1,561|
|Equipment expensed|273|301|
|Software|860|220|
|Depreciation|-|250|
|Sundry expenses|35|35|
||10,214|3,304|
|Legal and professional costs:|||
|Accountancy fees|750|750|
|Advertising and PR|1,632|2,790|
|Other legal and professional|869|686|
||3,251|4,226|
||281,559|270,979|
|Other operating income|||
|Otheroperating income|41|14,176|
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Mentor Wise Annual Report 2025
## **Contact Us**
@mentorwiseuk
@MentorWiseUk
mentorwise.org.uk
admin@mentorwise.org.uk
286A Chase Road, Block E, N14 6HF, London
Mentor Wise Annual Report 2025
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