The Mowgli FoundationAnnual Review and AccountsFinancial period June 1 - Dec 31 2010

Mowgli’s many success stories of 2010, profiled in these pages, came about through the dedication of our volunteer mentors. To this special group of individuals, I offer my heartfelt thanks and extend an invitation to carry on working with us in 2011 and beyond. This will be a critical year both for entrepreneurs, and for the practice of mentoring. With your help, 2011 is the year in which Mowgli will really drive our mission forward.

2011 for Mowgli means scaling up our impact to reach many more communities in all the regions we work, while working to make our operations financially sustainable. Moving away from a private philanthropy funding model to working with institutional donors and corporates has been a major focus of our work in 2010. With some important new strategic partnerships in place, I feel confident that we have made significant progress towards this goal. By taking a role in the UK Government’s National Mentoring Initiative - announced in late 2010 - we are confident that we will do the same here in the UK.

The past two years have been extremely difficult for SME business owners, both in the MENA region and in the UK. The entrepreneurs who come on our programmes, and thousands more like them, are facing numerous challenges: gaps in advisory support, obstacles to accessing finance, and skill shortages in the employment market. Entrepreneurs tell us that they feel alone, without impartial advisers to turn to for guidance in decision making and managing risk: this means their businesses fail to reach their full potential. I am proud to say that looking back across all the Mowgli programmes since the economic crisis and Mowgli’s launch, 32% of Mowgli entrepreneurs working with mentors took on new staff and a further 61% maintained their staffing levels - an exceptional achievement, through a period when many businesses folded.

2010 was an important year for Mowgli. In December, we launched Mowgli Jordan as a partnership with the country’s Young Entrepreneurs Association. Mowgli Jordan stands as a model for our vision of locally owned, locally led programmes and mentoring networks, self-sustaining and working directly with business owners who need support. The Young Entrepreneurs Association in Jordan, and partners like them, are central to the success of our work. Before 2010, we had only run Mowgli mentoring programmes in Jordan, so we can also count amongst our achievements the launch of Mowgli programmes in Lebanon, Syria and in the UK (Manchester) - again with the collaboration of some invaluable local partners.

Two other significant events in late 2010 will give particular focus to our development in 2011 and beyond. Firstly, the launch of WAMDA (Arabic for “spark”), a portal for entrepreneurship in MENA. This was announced at the Celebration of Entrepreneurship, an amazing gathering of entrepreneurs and those who support them from all around the region, which took place in Dubai in November. Secondly, the UK Government’s National Mentoring Initiative. Mentoring has taken centre stage in the UK government’s plans for supporting entrepreneurs to create jobs in the face of public sector cuts. Mowgli is a launch partner for this initiative.

Once again, I take the opportunity to thank all our partners and volunteers for their visionary efforts. We look forward to working with you all in the coming year to continue inspiring, supporting and empowering entrepreneurs.

Ian McKayChief Executive OfficerThe Mowgli Foundation

“Mentoring has the power to change lives. Entrepreneurs, and the for-profit SMEs and social enterprises that they lead, are critical to our economies and communities. Yet many of them work alone, trying to grow their businesses without support. With just a little guidance from a supportive, focused mentor, an entrepreneur will grow personally and their business will add value to their community, and create jobs and wealth.“

The Mowgli FoundationInvesting in Mentors and Entrepreneurs who will make a difference.

The Mowgli MissionMowgli provides mentors who inspire, support and empower entrepreneurs in achieving their business and personal potential, encouraging sustainable job creation and social and economic development.

Mowgli is a UK registered charity and our principal motivation is job creation. Unemployed people and their communities in the Middle East and Northern Africa (MENA) region have been our ultimate beneficiaries to date and we now plan a full programme of activities in the UK.

We believe that a highly effective way to create long term sustainable employment opportunities is by supporting those who create jobs. These people are the entrepreneurs who lead new and growing SMEs. Mowgli identify entrepreneurs who will benefit from mentoring, both personally and financially. Our ultimate aim is that they create a long-term positive impact on the communities in which they operate. This is why we work with those who have the potential to create jobs and wealth – business people (‘for-profit’ entrepreneurs) from all backgrounds, ages and sectors whose businesses have the potential to create real change for others.

Mowgli also supports entrepreneurs who are working directly for social or community benefit. If they can make a difference through being successful, we want to work with them. In order to achieve our mission, we work collaboratively with partners in the UK and Middle East.

A message from Ian McKay, CEO Mowgli Foundation.

Cover images: Mowgli mentees, mentors and supporters

The Mowgli Team

Tony Bury: FounderTony is a serial entrepreneur, having established 18 start-ups in his career. He has exited from the majority of these and now maintains private equity shareholdings in a range of businesses; consultancy, energy, trading, engineering and industrial services. Tony founded Mowgli in 2008, based upon a strong conviction that entrepreneurs the world over should have access to the support that he believes helped him to succeed - the mentoring which he received throughout his business and personal life. He continues to play an active role in Mowgli’s development.

Ian McKay: CEOAn experienced senior executive with a record of success in the charity, consulting and commercial sectors, Ian joined Mowgli as CEO in August 2010. His main driver is to make high quality mentoring available to those for whom it will make the most difference. In the coming year, his focus is on achieving sustainability of finance, operations and programme delivery by building on the positive momentum of both the Arab Spring and the UK’s National Mentoring Initiative.

Karl Hakeem Belizaire: Business Development Director Serial social entrepreneur and business development specialist, Karl is dynamic and passionate about all aspects of entrepreneurship, social enterprise and social media. Karl joined Mowgli in 2010 in his business development role. Karl is also an active working group member of the recently established South West LEP Social Enterprise Group. His main task in 2011 is to focus upon relationship development.

Alicja Turner: Operations ManagerAlicja has successfully coordinated 96 mentoring relationships across five countries, including our UK pilot in November 2010. Alicja is responsible for managing alliance partnerships and ensuring that Mowgli’s programmes are effective and meet the needs of the varied groups of entrepreneurs our partners represent. She also manages relationships with Mowgli’s volunteer mentors and entrepreneurs including our new online peer forums and planning networking events

Cordelia Lonsdale: Communications Cordelia completed an MSc in International Relations, writing on foreign aid and trade issues, in 2010 and joined the team as an intern in October. Her main project has been collecting data, building up the Mowgli online Knowledge Centre and writing our policy briefing ‘Critical Phases of Mentoring in the Life of an Entrepreneur’. Now a full time team member, she writes Mowgli policy briefings and other communications material.

Andrew Fischer: Chair of Mowgli Board of TrusteesAndrew is a German national with a degree in Biochemistry from Cambridge University, where he was a Scholar and an MBA in Finance, with Distinction, from the Wharton School. Andrew started his career at Bain and Company and, after a number of years, joined the Buy-in Fund at Apax Partners and then started Rubicon Partners, a specialist Industrial Investment partnership, in 1993.

Partnerships in Jordan

Partnerships in Lebanon

Partnerships in Palestine

Partnerships in Syria

Partnerships in the UK

enterprise development

INKS Green: C:68, M:0, Y:87, K:0Black: C:0, M:0, Y:0, K:100

Khaldoun El Tell, MSc (Mowgli Syria voluntary representative and champion)Khaldoun El-Tell, General Director of CNCP Syria, is a skilled petrochemical engineer with sales and project management experience within a number of UK and MENA organisations and companies. Having been a successful entrepreneur himself in Syria, Khaldoun is now Mowgli Syria’s lead representative and spokesperson. As well as developing our committed pool of mentors and entrepreneurs, he is committed to building our relationships with Syrian partners.

Sandy Radford: TrusteeAppointed to the Board in 2008, Sandy qualified as a chartered physiotherapist in 1963 and worked as such for 25 years. She then left to go to the College of Law, passed all heads of the Law Society Finals in 1988 and was admitted as a solicitor in 1990.

Linda Parkinson Hardman: Social Media StrategistLinda works closely with the Mowgli team on website and social media development. During 2010 Linda was responsible for building up our online profile and driving our recruitment of entrepreneurs via a number of social networks. Her work keeps our volunteers and partners connected with each other, builds up Mowgli community groups to support their experience and increases awareness of our work.

Simon Edwards: Mowgli AssociateHaving been a soldier, an entrepreneur and a social entrepreneur, Simon has been helped along the way by a number of inspirational mentors. Simon is now an authority in mentoring, and was Mowgli’s Founding CEO. Whilst pursuing other developments, particularly supporting returning service men and women, Simon is our most experienced facilitator of Mowgli Mentoring Experiences matching mentors and entrepreneurs.

Key partnerships

Ramzi graduated from the Princess Sumaya University for Technology and the Amman Arab University before launching his business in 2009 - TEKLABZ, which develops and implements GIS systems for businesses. He joined a Mowgli programme in March 2010 and began working with the support of his mentor. With three partners, he has now grown the business to the point where all four have been able to pay their own salaries and start working full time. Over the course of the last year, TELKLABZ has gone from strength to strength, and was recently selected for the Jordan Fast Growth 30 list – honouring the 30 fastest growing start-ups in Jordan.

Ramzi says that being selected for the list was a big achievement for the team. “We all felt really pleased about it, since it’s a good motivation for us to keep working and keep on with our ideas and our vision.” TEKLABZ now plans to expand to a number of other markets, for example Saudi Arabia.

Ramzi is clear that he owes a lot to his Mowgli mentor. “In the Middle East, mentoring is an unfamiliar concept, and I was not used to having someone like Phil to talk to - who is available just for you and wants to help you. He initiates ideas and helps me think through things. He also makes sure that I

plan well, helping with long term strategy.” Ramzi is passionate about the impact Phil has had on his life. “I’m really happy with Phil,” he says; “He was there for me consistently the whole year and really increased my confidence in running the business.” Their relationship is so valuable that Ramzi says Phil has become a friend, not just a business mentor. “I know that if I ever go to London I will be able to catch up with him!”

One of the important things for Ramzi, as with many entrepreneurs, is the voluntary and impartial nature of Phil’s mentoring. He says, “It’s really great to have this relationship with someone who doesn’t expect anything in return. He was really focused on my development, step by step. I think it was also a learning experience for him, since Jordan as a country and our business practices was so new for him. This is one of the things that makes the programme valuable, I think. It’s cultural learning for both the mentor and the mentee.”

When asked about his plans for the future, Ramzi is positive. “Of course, like every company in Jordan, we’re affected because of the current political situation. But we still have positive cash flow and we’re really client focused - and we have some ambitious plans for expansion! So we’re all sure TEKLABZ is going to survive.”

Case Study: Ramzi QaqishMowgli Jordan

Case studies

What our entrepreneurs say...

“You will have somebody to talk to about your business, share thoughts and ideas and take advice that helps you to overcome your challenges and weaknesses.”

“In today’s highly competitive business life the concept of a mentor, and the help of a mentor, is very useful for success.”

“Mentoring helped me on a higher level - with things I used to take for granted and never thought about needing advice on before. I was also lucky to have a very good mentor, very friendly and who knows his business well. We instantly clicked and became close friends.”

“I learned to plan ahead and follow up on my decisions. I learned to listen better to my partner/brother and debate our ideas instead of a one way communication. I learned to make team members accountable.”

“I learned not to waste time waiting for help from others, I have to do the work myself!!”

What our mentors say...

“For me it was great to work with a young person with passion for his idea, but with limited business experience. After we managed to get a structure around the idea, he realised it is not always as easy to sell and manage your cash flow at the same time. For me it was also nice to be forced to rethink some of the things you take for granted during start-ups, why is it like that, and put your own knowledge and skills in perspective.”

“The combination of business, young passionate people and different cultures are a wonderful testing ground for new global leaders.”

“It’s demanding, rewarding and refreshing. I admire the Mowgli values and believe strongly in the work we’re trying to do with mentees.”

“It is a good opportunity to build your coaching and mentoring experience into other cultures. I did recommend two others who have participated.”

Lubna Latif runs atOne Holistic Therapy, providing on-site massage services, health and wellbeing days and massage products to business clients across the North West. Before she was matched with her mentor, Lubna said that she and her business were “stuck in a rut”. She was putting long hours into atOne, travelling to trade shows and pushing her personal life to the back burner and she felt exhausted and was beginning to feel that her business was seeing little improvement despite her efforts.

“I had no social life” Lubna admits, “and no work/life balance!” The turning point came when a friend sent her a link to the Mowgli programme. Initially Lubna was hesitant. “I just felt like I wasn’t really an entrepreneur! I really doubted myself.” However, in the end, she decided to “go for it” just to see what would happen.

The Mowgli matching experience – a weekend of personal development and relationship building – encouraged Lubna to feel more confident, and to be completely open about her own doubts and fears and she was matched with her mentor. “Mustapha was such a good listener,”says Lubna, “that I felt immediately able to open up to him.”

Now, Lubna can’t praise Mustapha highly enough. “Working on my own was very isolating. I felt like I could never quite trust my own decision making, like I was never sure if I was going in the right direction. Mustapha is not just someone to bounce ideas off; he’s given me confidence in myself and my own abilities. I am learning to trust

myself. Every time we connect he boosts me – just by reassuring me that what I’m doing is on track.”

A major accomplishment, which Lubna feels she would not have achieved without Mustapha’s support, was to take on an employee – a big step for any small business. Now Lubna is thinking about further expansion, and plans to talk with Mustapha to get his feedback on her ideas.

Her message to any entrepreneurs who are unsure about taking the plunge onto a Mowgli programme is simply to embrace the experience – “if you feel there is a little bit of you that is apprehensive, just shake off those fears.” She realizes now that it was mainly her self-doubt which was holding her back. The main reward for Lubna from her mentoring relationship was the realisation that most of the things that she worried about would never materialise. Lubna says “It’s a very liberating experience to feel the fear and to do it anyway!”

Case Study: Lubna Latif Mowgli UK

As Chair of the Trustees of the Mowgli Foundation, it is my pleasure to introduce Mowgli’s Annual Report and Accounts, and describe the work which the team has done in 2010 to move us towards a sustainable, diversified funding model - and ensure the stability and impact of current and future programmes in 2011 and beyond.

During the year, the Board decided to change the reporting Year End to December 31 from May 31 in order to conform with international reporting standards. Therefore these accounts cover 7 months from June 1 to December 31 2010.

With my two colleagues on the board of Trustees, Sandy Radford and the Mowgli founder Tony Bury, I have overseen the expenditure of Mowgli’s funds since 2009. Funds are distributed through three channels: charitable activities (running mentoring programmes and other activities that directly impact our beneficiaries) and generating funds (primarily from the UK head office at present). There are also governance and overhead costs which are spent by the Mowgli Foundation head office. This spending on core staff, governance and policy development throughout 2010, while it represents a small portion of our expenditure, was of central importance to ensure that in 2011 Mowgli can achieve its goals: of moving to large scale operation, working with funding partners in two new countries, and scaling up our impact on the UK. Mowgli has identified local advisors throughout 2010 in every country where we work to ensure local input into our operations and strategy.

It is important to recognise that the Mowgli Foundation only exists due to the generosity and vision of a single philanthropic donor, Tony Bury, Founder and Trustee. Without Tony’s support and seed capital, the Mowgli Foundation could not have achieved all it has to date. In the next year a more sustainable funding model will be established that will allow the Foundation to continue its work. To this end, the Board intends that by the end of 2011 there will be partnerships in place with funding bodies who share the vision of the Foundation and who can provide the resources to allow the team both to scale up and to continue their existing work effectively. Our goal for the end of 2011 is to see progress in broadening our funding mix, so that during 2012 each of our operating units is sustainable.

The financial statement over the page is an overview only. Full details of our accounts and expenditure are publicly accessible on our website in the Mowgli Statements of Accounts or easily obtained by contacting the Mowgli head office.

A note on Mowgli’s funding reserves policy: Mowgli’s mentoring activities include a commitment to supporting each mentoring relationship for one year. The Trustees consider that free reserves should be maintained at a level equivalent to three months of on-going operational costs plus one year of mentor relationship related support costs.

Andrew FischerChair of TrusteesMowgli Foundation

A report from the Mowgli Foundation Chair of Trustees, Andrew Fischer.

TrusteesThe Trustees, who are also Directors of the charitable company, who served during the year were:Mr A C BuryMrs S M G RadfordMr A O Fischer

The Trustees are also Members of the charitable company. The charitable company is limited by guarantee and does not have a share capital. In the event that the charity is dissolved while a member remains a member, or within 12 months afterwards, every member has agreed to contribute up to £1 towards the costs of dissolution and the liabilities incurred by the charitable company while the contributor was a member.

Period ended Year ended 31.12.2010 31.05.2010

Unrestricted Funds

General Designated Total Total Fund Fund Funds Funds £ £ £ £

Incoming resources from generated fundsVoluntary income- Donations 387,075 - 387,075 342,418

Activities for generating funds - - - 5,396

Other Incoming Resources 11,655 - 11,655 11,557 _______ _______ _______ _______ Total incoming resources 398,730 - 398,730 359,371 _______ _______ _______ _______ Resources expended:

Cost of generating funds 23,884 - 23,884 23,288

Charitable activities- Mentoring program 200,684 - 200,684 362,678

Governance costs 13,652 - 13,652 24,078 _______ _______ _______ _______

Total resources expended 238,220 - 238,220 410,044 _______ _______ _______ _______

Net incoming / (outgoing) for the period / year before transfers 160,510 - 160,510 (50,673)

Transfers between funds (18,000) 18,000 - - _______ _______ _______ _______ Net movement in funds 142,510 18,000 160,510 (50,673)

Fund balance at 1 June 2010 48,074 - 48,074 98,747 _______ _______ _______ _______

Fund balance at 31 December 2010 £190,584 £18,000 £208,584 £48,074 _______ _______ _______ _______ _______ _______ _______ _______

There were no other recognised gains or losses other than the net incoming / (outgoing) resources above. There were no discontinued activities during the period or the previous year.The above statement, down to the item “Net incoming / (outgoing) resources for the period / year” constitutes an income and expenditure account.

31.12.2010 31.05.2010 £ £ £ £

Current assets

Debtors 38,431 38,164Cash at bank 193,372 71,160 _______ _______ _______ _______

231,803 109,324

Creditors: amounts falling due within one year

Other creditors and accruals (23,219) (61,250) _______ _______ _______ _______

NET CURRENT ASSETS 208,584 48,074 _______ _______ _______ _______

TOTAL ASSETS LESS CURRENT LIABILITES £208,584 £48,074 _______ _______ _______ _______

CAPITAL AND RESERVES

Unrestricted funds £208,584 £48,074 _______ _______ _______ _______

The directors consider that the company is entitled to exemption from the requirement to have an audit under the provisions of s.477 of the Companies Act 2006. Members have not required the company, under s.476 of the Companies Act 2006, to obtain an audit for the period ended 31 December 2010. The directors acknowledge their responsibility for ensuring that the company keeps accounting records to comply with s.386 of the Companies Act 2006, and for preparing accounts which give a true and fair view of the state of affairs of the company as at 31 December 2010 and of its surplus for the period then ended in accordance with the requirements of s.396, and which otherwise comply with the Act relating to the accounts so far as applicable to the company.

The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies and in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008).

Approved by the Board and signed on its behalf by:

A FischerTrustee / Director

Statement of financial activities (Incorporating an income and expenditure account)

For the period of 7 months from 1 June 2010 to 31 December 2010

Balance sheetAs at 31 December 2010

Our mentoring model provides a trusting, one-to-one relationship between a specially trained mentor and the entrepreneur, supported by Mowgli for one year but often continuing for longer.

The Mowgli training and mentoring programme is aimed at long-term relationship building and trust. This is the most effective way to encourage personal learning and development in the entrepreneur; it is not a short-term, low-impact problem solving approach but one that sees long-term results for the entrepreneur and their business. Mowgli mentors are trained to support and enable the entrepreneur to solve their own problems and become more confident in their decision making and leadership capabilities. In the long term, this is more valuable for business owners and helps

to create lasting change; it also encourages a mentoring ‘culture’ and the spread of knowledge throughout the entrepreneur’s networks and community. Statistics on our impact opposite make this clear.

Mowgli mentoring encourages self-learning, confidence, self-awareness, and skills development in the entrepreneur. It is not ‘business coaching’ or consultancy.

Our training events receive exceptionally positive feedback for their inspiring approach, which encourages openness, real bonding and trust between entrepreneurs and mentors. Pairs are then matched at the event and begin a one-to-one relationship, supported for one year by Mowgli resources and expert facilitators, but often continuing independently afterwards.

On completed 2010 programmes, over 70% of relationships were maintained for more than one year and only 7% did not reach the 6 months mark.

Our facilitation and peer support also encourage leadership development which is at the core of our mentoring principles and our training.

How it worksOur MentorsMentors are senior, highly respected professionals with a proven track record of success in a business field. They can come from any business sector if they meet our criteria. All mentors are volunteers and come to us through a personal desire to help another person and make a difference.

Our EntrepreneursEntrepreneurs are identified by partner organisations, or sometimes through direct application, and are rigorously screened and qualified. They must be fully committed to their business, which will be post-start-up, and is usually at growth stage (though we tailor programmes for specific partners such as micro-enterprise agencies). Business sector or type is not a consideration, but entrepreneurs who will have an impact on their community by creating employment or other social change are given priority.

Both mentors and entrepreneurs are rigorously screened and interviewed. They must display full commitment to the year-long mentoring programme and have a clear understanding of Mowgli mentoring principles and goals, before they become part of the Mowgli community.

The costsHistorically, each relationship has required direct costs of approximately £1,500 to facilitate and sustain for one year. In future, we will be looking for ways to reduce these costs (e.g. by gifts in kind), and also find sponsors or grant-makers who share our vision. Mentors are volunteers, and their expenses are either covered by Mowgli, or by voluntary donations. Additionally, many corporations in the countries in which we work choose to put their senior staff forward as mentors as part of their human resources development programmes, and will cover programme costs.

Our Impact

Mowgli launched 10 programmes in Jordan, Lebanon, Palestine, Syria and the UK in 2010.

These 10 programmes supported 58 entrepreneurs in total with individual voluntary mentors.

Entrepreneurs come from a number of cities and towns within the 5 countries, including Beirut, Ramallah, Amman, Jericho, Irbid, Damascus, Aleppo, Aqaba, Karak, and in the UK from the Greater Manchester area.

31 relationships are still current (5 programmes).

Since the first Mowgli programme launched in 2009, at least 108.5 new jobs have been created.

98% of entrepreneurs would recommend the programme to others like themselves; and 73% of graduate entrepreneurs intend to become a mentor to someone else in their community.

*Source – Mowgli data (8 completed programmes).

2010 was an exciting and inspirational year for the Mowgli Foundation; I am pleased to say that we have formed some very meaningful partnerships and working relationships with a number of extraordinary people and organisations who are driven - in the way that only those with an entrepreneurial and enterprising spirit can be – to overcome the challenges that exist for entrepreneurs. Recent unsettling events across the globe make this particular report, and my personal request for support, even more timely and important. Unemployment and small business failure in the UK and MENA region is a significant challenge that we can no longer ignore.

I have a word to say here on the topic of social entrepreneurship. Social enterprise is a concept which has gained momentum both in the UK and elsewhere – business people for which social goals, not just profit, are what drive them to succeed. It is these entrepreneurs, who I believe are the key to harnessing the power of businesses to really make a difference in society – both in the UK and in the Middle East. The Mowgli team has committed to riding this wave and creating within our events and programmes a productive network of sharing, between those with valuable know-how across the wider private sector and these operating in this newer field of social enterprise. Traditional private business still has an invaluable part to play in creating jobs and social change, and holds a wide breadth of expertise within its ranks. It is vital we all grab the opportunity to learn from each other and collaborate to create a culture of mentoring and learning which will benefit all entrepreneurs.

When I see an entrepreneur like Ramzi Qaqish come through a Mowgli mentoring programme with the tools and confidence both to succeed in business and to become a great mentor to others like him, I am reminded of exactly what can be achieved.

Entrepreneurs are the key to change. One successful business can make a significant impact on their community’s development; providing employment and creating wealth. The person at the helm of that business is even more important, because they can both provide a role model and inspiration to their community, and go on to mentor others; creating a positive circle of achievement and progress. Leadership and inspiration is critically lacking in many of the communities in which our entrepreneurs work, as are jobs and opportunities. With the support of the individuals who generously offer their time and knowledge to others as mentors – and with the passion and drive of entrepreneurs who just need these mentors to reach their full potential – there is no limit to what we can achieve.

Tony BuryFounder and Trustee

Companies: Sponsor a mentoring relationship, or a whole programme….

If you would like to increase leadership development, job satisfaction and communication skills in your senior staff, there are opportunities to become involved with a Mowgli programme and support entrepreneurs in your community. Please contact Karl Belizaire in the UK or Lynn Brucker in MENA.

UK: Karl Belizaire, Mowgli UK Development Director: karl.belizaire@mowgli.org.ukMENA: Lynn Brucker, Mowgli MENA Development Director; lynn.brucker@mowgli.org.uk

Entrepreneurs: If you are an entrepreneur who would like the support of a mentor please visit our website and click on ‘Get involved.’

Mentors: If you would like to apply to become a mentor, please visit our website and click on ‘Get Involved.’

Volunteer your time...Mowgli have a variety of volunteer opportunities; please contact Karl Belizaire at karl.belizaire@mowgli.org.uk

Get connected...Join Mowgli on Linked In, Facebook or Twitter (@mowglitweets) or register for our monthly newsletter through our website www.mowgli.org.uk. Mowgli has a social network for entrepreneurs and mentors to use, which is free to join, and a library of tools and resources for those interested in these topics: register through our homepage.

Make a donation...Visit our website and click on the ‘Donate’ button or contact Ian McKay – CEO, if you would like to discuss contributing to the Mowgli fund. ian.mckay@mowgli.org.uk

Collaborate with us...Mowgli could not carry out our mission without the support of like-minded partner organisations. If your organisation works with entrepreneurs or shares our vision of increasing leadership skills within communities in the Middle East and Northern Africa region and the UK, please get in touch.UK: Karl Belizaire, Mowgli UK Development Director: karl.belizaire@mowgli.org.ukMENA: Lynn Brucker, Mowgli MENA Development Director; lynn.brucker@mowgli.org.uk

Please join usA letter from Tony Bury, Founder of The Mowgli Foundation

“To keep making a difference to communities, we need partners and individual champions and supporters in the private sector who share our vision and our worldview, but more importantly we need funds. I urge you to join Mowgli on our mission to provide mentors who support, inspire and empower entrepreneurs who can make a difference.”

Thanks:We would like to thank all those who have contributed to making the work of Mowgli possible:

Our Mowgli mentors. They are all volunteers, giving their time free. Without them, there would be no programmes.Our partner organisations, particularly the Young Entrepreneurs Association in Jordan, Berytech in Lebanon and the Syrian Enterprise and Business Centre.Our volunteer representatives, particularly Khaldoun El Tell in SyriaOrganisations who have provided free or subsidised services. We are especially grateful to Consolidated Contractors International Company for providing logistical support in Jordan.

Registered address: 1 The Sanctuary, Westminster, London SW1P 3JT. A Company Limited by Guarantee No. 06587752 (Charity Reg. No. 1127087)

The Mowgli Foundation (UK Headquarters)The 3rd Floor, Bush House, 72 Prince Street, Bristol BS1 4QD, UKTelephone: +44 (0)1179 292 540 Email: info@mowgli.org.uk

MENA OfficeC/O Young Entrepreneurs Association Square Anshassi Building, 2nd Floor 28 State Al Hussari Street, Shmeisani P.O. Box 1652, Amman 11821, JordanLynn Brucker, MENA Regional Director of Development Mobile: +962 79 553 6266 Email: lynn.brucker@mowgli.org.uk

BankersRoyal Bank of Scotland, 119/121 Victoria Street, London SW1E 6RA

Accountants and Independent ExaminersLeonard Jones & Co. 1 Printing House Yard, London E2 7PR

SolicitorsLee Bolton Monier-Williams, 1 The Sanctuary, Westminster SW1P 3JT

Company SecretaryMr H J Dellar (solicitor)Lee Bolton Monier-Williams, 1 The Sanctuary, Westminster SW1P 3JT

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