Mera AMAN
Contents 0 20 40 48 Ownership Passion Collaboration Integrity Vision and Mission 2 Values 3 : Making an Impact 4 Ownership 6 Transforming Lives 8 Message from the Chairman 10 Message from the CEO 16 The Aman Management Team 18 Passion 20 Journey of Transformation Timeline 22 Aman Health: Focusing on Emergency and Preventive Healthcare 24 Healthcare Ecosystem 26 Emergency Medical Services (EMS) 27 Aman TeleHealth 28 Aman Community Health Program (ACHP) 29 Sukh Initiative 30 Urban Health Institute (UHI) 31 Aman Ghar 32 Light at the end of the tunnel 33 Aman Tech: An alternate solution to youth unemployment 35 An alternate solution to tackling youth unemployment 36 Blueprint to solving the problem of youth unemployment When opportunity knocks, open the door 38 39 Teaching at Aman Tech at a glance Technical Education Teaching at Aman Tech at a glance - Soft Skills 41 Collaboration Partnerships & Grants Sindh Peoples Ambulance Service 42 44 46 Creating a demand generated workforce through industry alignment Small Grants Ambassador Fund Program (SGAFP) Launch of IBA Aman Tower Integrity 47 48 49 50 USAID Review Karachi Youth Workforce Development Project Audited Financial Statements 52 56
Values The work we do at Aman is led by four guiding principles we live by. Vision To foster social and economic equality Ownership We take initiative and personal responsibility to deliver change. Passion We are driven to innovate, improve, and inspire others to transform lives. Mission To create systemic change and exponential social impact by catalyzing innovative and scalable solutions in health and education, transforming lives and empowering the people of Pakistan. Collaboration We build trust and establish meaningful partnerships to exponentially multiply our impact. Integrity We are honest, ethical, dependable and fair in everything we do. 2 3
The : Making an Impact Aman Health Aman Health has created a holistic healthcare eco system from the last mile community health interventions to large scale emergency medical services, by utilizing international medical standards to deliver best-in-class healthcare services. Aman Tech Aman Tech aims to economically and socially empower the youth of Pakistan by providing avenues to enhance their skills and prospects of employability. This enables positive impact on the livelihoods of the youth of Pakistan and their families and communities. * 4 5
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, brimming with progress, positive social impact, and important partnerships. this year through our health and vocational training programs and built strong alliances with like-minded organizations and individuals to further our vision of fostering social and economic equity for all. As Pakistan s development challenges persist, it is critical that we continue to seek out high quality, innovative and collaborative solutions to support the integration of marginalized communities into the mainstream socio-economic fabric. To this end, Aman has undertaken several key initiatives and developed strategic partnerships to engender systemic change and exponential social impact in health and education. Our Emergency Medical Services (EMS) program has made over 750,000 interventions in Pakistan, providing timely, life-saving emergency medical assistance to those in need. Aman has also entered into a partnership with the Government of Sindh (GoS) to scale EMS in other districts of Sindh. This collaboration leverages the unique and best-in-class healthcare delivery capabilities of our Aman Ambulance systems to provide critical care to underserved citizens in the golden hour. We also continue to work on the ground in underserved communities. Our Aman Community Health Program (ACHP) has visited 384,856 households to date. Sukh, our family planning program in partnership with the Bill and Melinda Gates Foundation and David and Lucile Packard Foundation, has led to an increase in the Modern Contraceptive Prevalence Rate (MCPR) to 41.3% and advocated for the use of Family Planning (FP) services in a targeted population of 1 million people. We are thankful for the dedication of our partners who have helped us be a presence in the lives of millions of underserved youth, women, and families in Pakistan. Your support helps us play an active role in the lives of individuals who are vulnerable to social injustices and poverty. While we are immensely proud of the progress and all that we Our impact is a testament to what is achievable through hardwork and collaboration. We hope to continue to build on our success and our ability to convene organizations on a global scale and advocate on behalf of marginalized communities. have achieved together we remain cognizant of the challenges that lie ahead. In the coming years, our focus will remain on building the long-term resilience of our communities and transforming the lives of thousands more. With your continued Message from the Chairman Fayeeza Naqvi Aman Tech, our vocational training institute, has year 2016. Aman Tech graduates have skills ranging from auto repairs, and refrigeration, to stitching. The most important thing is to align their skill sets with labour market needs, to support employability. This is why we have soft skills training (e.g., etiquettes, personal hygiene, teamwork and communication skills) and a placement program, which increases the graduate's prospects of employment, both locally & overseas. 10 11
Founders and Trustees Fayeeza Naqvi Arif Masood Naqvi Fayeeza Naqvi is Co-founder and Chairman of the. She is a passionate humanitarian who, for the last two decades, has dedicated herself to improving the socio-economic lives of the underserved in Pakistan. Fayeeza is a Trustee of the British Asian Trust and a Founding Member of the Advisory Board of the London School of Economics-South Asia Center. Fayeeza has been recognized globally for her humanitarian work. In 2015, Fayeeza received the BNP Paribas Grand Prix award for Individual Philanthropy. In 2016, she received the Global Humanitarian Award for Women s & Children s Health, presented by the Bill & Melinda Gates Institute for Population & Reproductive Health at the John Hopkins Bloomberg School of Public Health for this work. In 2016, she also received the Power of Purpose award from Devex, an annual award presented in partnership with McKinsey & Company, honoring the top women leaders in global development. She is a strong supporter of art across the MENASA regions. She is a member of the Selection Committee for the Abraaj Group Art Prize and a member of the Tate Modern International Council. Fayeeza is a graduate of the London School of Economics and Political Science. Arif Naqvi established The Abraaj Group in 2002 and has served as its Group Chief Executive since inception, Committee at the Firm. regional hubs in Dubai, Istanbul, Mexico City, Nairobi and Singapore. Mr. Naqvi has over three decades of experience of investing in public and private companies and has led the Group s investment strategy, resulting in some of the most notable private equity transactions across growth markets over the last decade. Mr. Naqvi is a Trustee of the Interpol Foundation, Board Member of the United Nations Global Compact, B Team Global Business Leader and Founding Commissioner at the Business and Sustainable Development Commission. He is a member of the International Advisory Board of Allianz SE, Columbia Global Leadership Council, and an Honorary Fellow of the Royal College of Art in London. Mr. Naqvi has been the recipient of numerous awards, including the Oslo Business for Peace Award, the highest form of recognition given to individual private sector leaders for fostering peace and stability through business, and the Sitara-i-Imtiaz, a prominent civilian honor awarded by the Government of Pakistan. In equity industry. In 2008, Mr. Naqvi and his family established the, the largest private social sector enterprise in Pakistan, which supports sustainable development in healthcare, nutrition and education. Mr. Naqvi is a graduate of the London School of Economics and Political Science. 12 13
Ahsan Naqvi Ahsan Naqvi is an Analyst at The Abraaj Group, and has been a Trustee of the since 2010, representing the Aman Trust. Ahsan is a strong advocate of vocational education as a means of alleviating widespread poverty across the country and as a mechanism for correcting the imbalances prevalent throughout today s society. Ahsan is a graduate of the London School of Economics, with a BSc (Hons) in International Relations and History. Dr. Saadia Quraishy With over 30 years of clinical experience in medicine and specialization in psychiatry in Pakistan and UK, Dr Saadia Quraishy has been on the Board of Aman Health since 2012. In April 2014 she introduced Mental Health First Aid (MHFA) to Pakistan in collaboration with MHFA Australia which is present in 23 countries in the world. She also led the founding of a mental health alliance Dr Quraishy is a graduate of Dow Medical College, Karachi and has been educated and worked in premier institutions in Karachi as well as in the UK, including 17 years at Guys and St Thomas, Ealing and Charing Cross hospitals in London. She has been trained in medical management at the Kings Fund in London Evidence-based medicine and research at Merton College Oxford and has been a tutor and lecturer for psychiatry, medical ethics and problem based learning to undergraduate medical students at Imperial College. Between 2006 and 2013 she led multidisciplinary hospital and community-based psychiatric teams as consultant in West London, prior to returning to Pakistan. Faaris Naqvi is a graduate of Columbia University, New York, with a B.A. in History and Political Science, prior to which he grew up in Dubai. Faaris is currently working on building an early stage ecosystem platform across growth markets to help grow the impact of technology enablement and urban city consumer growth. He also worked at the Abraaj Group as an Investment Professional in both Dubai and Istanbul. Faaris is a strong advocate of equal opportunity and access to transparent information which has spurred his drive to build out the impact of technology which he sees as an equalization tool. He is also a keen sportsman and avid traveler. Waqar Siddique is Managing Partner, Risk and Internal Audit, at The Abraaj Group. Mr. Siddique serves as a member of the Board of Directors of The Abraaj Group. In the course of his career, Mr. Siddique has specialized in strategic business development, operations, governance and risk management within leading Mr. Siddique serves as a member of the Board of Governors of the Institute of Business Administration in Karachi, and is on the Board of Directors of INJAZ Pakistan. He is also a member of IMD Executive Education Advisory Council. of the Cupola Group. In 1999, he was one of a team of senior directors who concluded a landmark private equity deal of acquiring Inchcape Plc s interests in the Middle East. Faaris Naqvi Waqar Siddique Falak Naqvi has a BA (Hons) in Fashion Management from the University of the Arts in London, and is currently pursuing a post-graduate program in Contemporary Art at Sotheby s Institute in London. Her early education was in Dubai. She has a strong focus on community outreach programs with a particular emphasis on youth empowerment as an agent of change, is a trustee of the, and a member of the YPO and Giving Pledge Next Generation organisations. Falak spent four years working at Al Tayer Group as a Retail Management Specialist, being a part of the buying team that sourced inventory for Harvey Nichols and Bloomingdales, in Dubai. Falak Naqvi 14 15
Message from the CEO Malik Ahmad Jalal The real wealth of a nation is its people. We at Aman, have made it our mission to actively utilize Pakistan s own resources and talent to solve our greatest social challenges. social sector management trainee program called the Aman Leaders is an investment in the youth of Pakistan that gives them hard core operational experience coupled with cultivating a passion for solving our country s social problems and improving the lives of others. This is an example of our talent centric approach to development. Education have allowed it to develop the essential operational blueprint that the underserved.our focus is on the systemic, scalable and sustainable development of Aman s programs to catalyze exponential social impact. Aman Tech, the largest single-standing vocational training institute of Pakistan, provides subsidized technical education to the underserved youth. We believe in a combination of theoretical instruction and practical implementation, with an emphasis on hands-on experience. The curriculum of every trade has been designed in partnership with the industry to encourage practical utilization of learnings at the work place. Moreover, we believe in helping our students become better citizens in society by teaching them life skills, such as discipline and etiquettes, that they can use to progress as they embark on their individual and professional journeys. Our objective is to achieve maximum impact in the shortest amount of time and the least possible cost. create impact sustainable across all of Pakistan and not just Karachi. Within the 4 core values of the Aman Family; Ownership, Passion, Integrity and Collaboration, there is one that remains unsaid, the courage to dream. It is a belief that drives every initiative, cause of transforming lives in Pakistan is one that we cannot complete on our own as the landscape of need and deprivation is far too wide. Therefore, we have formed valuable alliances over the years with leading organizations in Pakistan and internationally, to further our common mission. The motivation of the Aman team is derived from the fact that the work we do is more than just a job or a career, it is an opportunity to change lives. We know that in order to truly achieve Aman s vision, we must innovate, create solutions to problems and execute values intact. achieved as an institution, we are charting strategies for expansion in future through partnerships with likeminded organizations, on our journey of transforming Pakistan. 16 17
Aman Management Team Arshad Saeed Husain CEO, Aman Healthcare Services Mujahid Khan Head of Strategic Business Development Malik Ahmad Jalal CEO, The Sajida Bandukwala Marcomms & Partnerships Zaheer Chand Head of Measurement, Learning and Evaluation Aamir Nawaz Chief Internal Auditor 18 19
Journey of Transformation The has come a long way in its journey of transforming lives. Year after year, we expand the reach of our programs and collaborate with like-minded institutions and individuals. 08 Fayeeza and Arif Naqvi commit $100m to establish the Aman Foundation. 10 Review by McKinsey and trustees concludes on strategic and institutional philanthropy. Gates & Packard Foundation partners with Aman to transform family health. 12 United States Agency for International Development (USAID) partners with Aman on vocational training. 09 11 14 16 15 Launch of Aman Ambulance with 10 ambulances, rises to 80 by the end of 2010. Launch of Aman Tech to promote access to quality vocational training. Aman Health eco-system completed with clinics added to TeleHealth and Aman Community Health program (ACHP). Launch of Aman Tower at City Campus of the Institute of Business Administration (IBA). 22 23
Aman Health: Healthcare Ecosystem Emergency Medical Services (EMS) Aman TeleHealth Aman Community Health Program (ACHP) Sukh Initiative Urban Health Institute (UHI) Aman Ghar Light at the end of the tunnel 24
Healthcare Ecosystem Emergency Medical Services (EMS) Aman s emergency medical interventions begin inside a large room equipped with technologically advanced vehicle mapping and triage systems that designate a code-type to emergencies according to the gravity and time-sensitivity of the incident. This Medical Priority Dispatch System (MPDS) replicates the world s most i.e., the New York Ambulance system. Aman, through its various health initiatives, has developed a healthcare eco system that interlinks: Acute emergency healthcare Preventive healthcare Acute Emergency healthcare system comprises of our emergency medical services, the Aman Ambulance. Our Aman Community Health Program (ACHP) links to our Aman Clinic and TeleHealth services comprise the preventive healthcare initiative. Combination of all our services has allowed us to build an eco system where our database keeps growing through the services we provide and a health consciousness is seen in the underserved community through our free and economical healthcare initiatives. After an emergency call is received at the Command & Control Centre (C&C), an ambulance is dispatched to the location within 3 minutes of receiving the call on 1021. A triage system has been put in place at the C&C to determine which of the 11 ACLS, 19 ALS, and 35 BLS ambulances, is best suited to deal with the particular emergency at hand. The s EMS ensures that the to maximize the number of interventions every day. Aman Ambulances are dispatched with advanced equipment including oxygen cylinders, cardiac monitors, nebulizers and integrated communications system. The Aman EMS department has more than 200 Emergency Medical Technicians / Paramedics ground vehicles are radioed right after the operator at the C&C receives a location and the conditions of emergency. Aman Ambulance has conducted over 750,000 lifesaving interventions in Pakistan, including dayto-day operations as well as assisting in disaster management as and when required. The ambulance on the road at any given time. Valuable partnerships and generous donations over the years have helped us to keep the service at optimum performance. Consistent support from the local communities and businesses is required to enable us to expand the response time to reach critical patients. 26 27
Aman TeleHealth Aman s Health Ecosystem is bridged by the TeleHealth system, a 24-hour call centre. This program provides health information and medical advice over the phone. The service is free and increases accessibility of basic medical assistance for underprivileged individuals across the country. Aman Community Health Program (ACHP) A single call in the TeleHealth call centre follows a system of on-call medical screening that helps provide appropriate care to patients. Initially, Telehealth operators ask standard questions regarding symptoms, visible conditions and other relevant details about the patient. If the medical further professional advice, then the call is transferred to a skilled medical practitioner available in the TeleHealth call centre. A patient may also be directed to one of over 13,000 doctors mapped within the TeleHealth network, so that the problem can be treated in a more in-depth manner. TeleHealth has catered to over 403,000 individuals by June 2016. In addition to doctors and initial response operators, TeleHealth also has psychiatrists and clinical consultants for mental health counselling. Anyone across Pakistan can contact TeleHealth by simply calling 9123 from their mobiles and get immediate medical support. Aman Health takes medical assistance a step further through its Aman Community Health Program (ACHP). When on-call assistance is not workers provide direct medical services. This program has been running since 2012 in the medical needs of 100,000 underserved people by taking healthcare directly to their homes. to initiate inquiries and follow-ups on health issues that are common in their area. This service has helped disseminate information on basic preventive healthcare and treatment options for various ailments to the most underserved members of the community. In addition to providing medical assistance, ACHP has also played the dual role of empowering several local women by training and hiring them as Aman Community Health Workers. 28 29
Sukh Initiative Urban Health Institute (UHI) To address the urgent need for mother and child health services in Pakistan, the partnered with the Bill and Melinda Gates Foundation and the David and Lucile Packard Foundation to launch the Sukh Initiative in 2013. UHI was initially set up as an internal training unit to cater to the medical training demands of various Aman Health programs (including paramedics, trained health advisors, and community health workers). The Sukh Initiative has been able to serve a mapped local population of 1 million, in Malir, Korangi, Landhi and Bin Qasim. The programme successfully disseminated information and consultation about maternal health and family planning. The program focuses on improving the Modern Contraceptive Prevalence Rate (MCPR) in Karachi and is being implemented by the Aman Community Health Program (ACHP) as one of its partners. Sukh s key focus is to improve and expand programs available for family planning as well as to improve maternal and child health in Pakistan through door-to-door services in underserved communities of Karachi. Sukh project was able to increase the MCPR coverage rate from a baseline of 32.3% to 41.3% by June 2016, increasing the coverage rate by 9.0 percentage points. After recognizing the gap in specialized healthcare training, UHI was expanded for the purpose of spreading healthcare knowledge and providing quality training to other Non-Government Organizations (NGOs), emergency services providers, healthcare facilities, schools, colleges and the corporate sector. Aman Ambulance health workers and conducted for over 25,300 individuals. 30 31
Aman Ghar Light at the end of the tunnel Aman Ghar is a school-based meal program which started in 2008, in Khuda Ki Basti, one of Karachi s largest informal settlements. The main objectives of the program are to improve nutrition amongst school going kids and simultaneously incentivize school attendance. A kitchen was set up by Aman which has been providing free of cost, nutritious meals to over 3,500 children per day, on average. The Aman Ghar School Meal program has also children by giving parents a reason to send their children to school. While Aman has established collaborative relationships with schools and local NGOs, it is cultivating similar partnerships with corporate social responsibility (CSR) departments of multinational corporations to increase the school s meal program. Aman Ghar has served over 3 million free-of-cost meals to young, school-going children. Syed Imran Shah I was placed on a ventilator seven times. But I came back every time, and that s nothing short of a miracle. However, I could not have been prepared for what I was about to face. I went up to the roof to turn on the generator. The power goes out at the oddest of hours, but that s nothing new. While pulling the rope on the generator, I felt weak all of a sudden; as if the strength in my arms had just vanished. I felt a strange numbness creeping in, and before it could take over completely, I ran downstairs to my wife. After that, almost everything was a blur. I don t remember what I said to my wife; I don t remember what she said. I only recall she started making a call right after I stumbled into the room. Soon afterwards I was lying down on an orange stretcher, surrounded by two carers in green uniforms. To be very honest, I don t know how they handled the whole situation; I just felt safe in that vehicle, that is all I know. to lose me that night. She says she had lost all hope but did not have time to prepare for the worst because the Aman Ambulance reached us within 8 minutes after the call. I am grateful to the Aman Ambulance and its trained paramedics. Those minutes could have been my last, but they were not. 32 33
Aman Tech: An alternate solution to tackling youth Blueprint to solving the problem of youth unemployment When opportunity knocks, open the door Teaching at Aman Tech at a glance Technical Education Trades offered Teaching at Aman Tech at a glance Soft Skills 35
Aman Tech: An alternate solution to tackling youth The provision of a skilled workforce to meet the growing industrial needs of a nation is critical for the economic development and growth of Pakistan. To meet this demand, there has been a global recognition of Technical Vocational Education and Training (TVET) by the government and the corporate sectors. Education at Aman Tech has one primary goal gainful employment. Therefore, trades are constantly aligned with the most persisting demands of the industry. The alignment between the Industry and the City & Guilds UK accredited winning feature of the institute, so that its graduates enter the workforce soon after the program ends. The performance of Aman Tech graduates is gauged by the institute through regular feedback from organizations where they have been placed. This allows for the evolution of curriculum and high standard of instruction across all trades. Aman Tech This requires collaborative liaison with the industry and ensures that the institute can meet the industry need for skilled labour with quality and consistency. 37
Blueprint to solving the problem of youth unemployment When opportunity knocks, open the door The world of work is changing; characterized by rapid technological and systematic advancements and disruption of industries. To solve the skills-gap, social enterprises, private and donor sectors need to explore synergies and create linkages that enable youth engagement, market-aligned training, placement, and funding that covers the entire cycle of youth training and employment. This is the blueprint that Aman Tech is creating; one graduate at a time. The focus of Aman Tech is for the youth to have access to an educational cycle that includes theoretical and practical training as well as life skills training. While technical skills are required proportion of workplace satisfaction and success depend on the ability to communicate and engage with people. In this regard, life skills training classes Aman Tech. Students are taught basic ethics and etiquettes to utilize in their daily activities. Emphasis is put on time management, overall personal presentation, interview skills and ethics. These sessions are designed to provide the students with a structured platform to practically implement what they learn. Aman Tech ensures that capable graduating companies and have opportunities to grow in their professions. The institute has made over 2500 international placements. Naimetullah Mahar I was two years old when I contracted Polio. This hindered my lifestyle and choices. My brother works as a paramedic with the Aman Ambulance, and so talk about Aman Tech was not new in the household. He felt that this institute would be a good place for me to start my career, so I decided to enrol. I wanted to take charge of my life and do something productive. That is the promise I made to myself when students with their heads bent, working with their tools. It felt like every workshop, class, and lecture and every initiative at Aman Tech was working towards progress and change of the youth. I had to be a part of that change. I studied hard and met every challenge with a smile. After I graduated, I missed Aman Tech, a place where I had belonged. So, I applied for a teaching position, I have a platform now. I have a better understanding of the world. I have grown, both in knowledge and in hope, and I could not have chosen a better place to gain both. 38 39
Teaching at Aman Tech at a glance Teaching at Aman Tech at a glance Mechanical Refrigeration & Air Conditioning Electrical Electronics Automobile Fabrication elding & Pipework CAD CAM CAD Civil Auto Body Mechatronics Stitching Machinist (For Females) Soft Skills Basic communication, English language and presentation skills Basic computer literacy Personality and character building, with career counselling Mind mapping, stress management and time management Basic etiquettes, personal hygiene and grooming 40 41
Partnerships & Grants: Sindh Peoples Ambulance Service (SPAS) Creating a demand generated workforce through industry alignment Small Grants Ambassador Fund Program (SGAFP) Launch of IBA Aman Tower 45
Sindh Peoples Ambulance Service (SPAS) Creating a demand generated workforce through industry alignment The province of Sindh is a densely populated region of Pakistan, that requires an adequate healthcare eco system and emergency medical care services. The purpose of emergency medical care is to stabilize patients who have life-threatening illnesses through the provision of immediate or urgent medical care. In Pakistan, few victims receive treatment at the scene, and fewer still can hope to be transported to the hospital in an appropriately equipped ambulance. Patients are instead brought to the Casualties/Emergency Departments by relatives or bystanders in private cars, taxis or any other readily available mode of transportation. Patients commuting to major cities from remote areas are the most vulnerable. They often do not have any means of transportation and have to travel on foot To address this dire situation, the Government of Sindh and The signed a Memorandum of Understanding (MOU) to implement Aman s Emergency Medical Services (EMS) model in other districts of Sindh. The Aman Ambulance is already successfully running in the city This collaboration of with the Government of Sindh will ensure the expansion of life-saving ambulatory care with the same districts to launch the Sindh People s Ambulance new ambulances. The industrial sector of Pakistan is constantly growing, creating demand for an increasing number of skilled technicians to join the labour force. The proportion of Pakistan s labour force employed by the transport, manufacturing, and service and repair sectors is approximately 21% and increasing. The industry is currently functioning on a shortage of technicians who are skilled in particular trades and have practical experience, before joining the labour force. To meet this need, The Aman Tech workshops have been built to provide students with hands-on experience in many trades such as Automobile, Refrigeration and Air Conditioning (RAC), Mechanical, and Electrical & Electronics. For the economic progress of Pakistan, it is critical for the workforce to be practically skilled, and for the skill sets to be aligned with industry requirements. To create this alignment, Aman Tech conducted focus groups with 20 industry partners in 5 trades to assess the correct approach and curriculum for the under City & Guilds, UK. To review and keep the program up-to-date with industry trends and requirements, a strategic committee comprising of three industry partners called The Industry Advisory Board was formed. This close association with industry leaders allows Aman Tech to revise the curriculum in alignment with the changing needs of the industry and meet the demand for a skilled workforce. 46 47
Small Grants and Ambassadors Fund Program Launch of IBA Aman Tower In collaboration with the United States Agency for International Development (USAID), under their Small Grants and Ambassador s Fund Program (SGAFP), Aman Tech will launch a vocational program focused on training adolescent, out-of-school girls. The Training for Adolescents in Need (TRAIN) project will be structured to provide three months technical training in a Stitching Machinist course, V to uneducated girls between the ages of 14 to 19 years. The program will help these girls to learn secure. Other than basic primary education, the girls will also be matched with mentors from within Aman, who will counsel them in life skills, building exercises will also be conducted through the carefully designed mentorship program. The program will end in 2017 with a focus on training over 100 girls throughout the grant period. A notable addition was made to the skyline of Karachi in March 2016 when the 14-story Aman Tower was built at the City Campus of the Institute of Business Administration (IBA). The building, funded by the, is a testament to Aman s commitment to education in Pakistan. It hosts a library, visiting faculty residences, 8 classrooms, 2 lecture theatres, 4 seminar halls and also accommodates IBA s Centre for Executive Education, Centre for Excellence in Journalism, Centre for Excellence in Islamic Finance and the Centre for Business & Economics Research. The completion of the Aman Tower is a cornerstone achievement for Karachi to progress as a cultural as well as an economic hub. This building and its hosting of advanced centres of excellence will reinforce IBA s history of being the educational business leadership of Pakistan. 48 49
United States Agency for International Development (USAID) Assessment Karachi Youth Workforce Development A key feature of operations at Aman Tech is strict compliance to approved processes and procedures across the board, in alignment with requirements of USAID. At Aman Tech, compliance audits are carried out to ensure that procedures and processes are followed on a timely basis. This includes all processes, from student admissions to job placements. This is to ensure that criteria being set by USAID are met. the program is meeting or exceeding the set KPIs and more than 1100 students have graduated from Aman Tech as USAID sponsored students between 2014 and 2016. 53
The Pakistan Center for Philanthropy (PCP) is a leading not- philanthropy in the country. ISO 9001 is used by organizations globally to demonstrate their ability to consistently provide quality products and services to their customers while meeting regulatory standards. three functional areas: business, civil society, and has allowed to improve internal processes and strengthen the bond it has with the PCP recognized s contributions to civil society and granted accreditation to Aman. According to the accreditation, Aman s working structures and processes are functioning well, creating a lasting impact and driving positive change in society. Aman s education and healthrelated programs have touched the lives of millions in Karachi and improved them for the better. This Foundation. Over the years, Aman Ambulance, Aman Tech and other programs of the Foundation have received recognition for their work. It is important for Aman to be a trusted organization for improving the socio-economic conditions of the underserved in Pakistan. Our commitment to transparency and due processes is exhibited through engaging global have sought and achieved. Client Manager reviewed Aman s readiness for assessment by checking if the necessary ISO 9001 procedures and controls have been developed within the organization. Once all requisites of the review were complete, the implementation of the procedures and controls were reviewed to make four months. A proper understanding of the 2015 version along with continuous training is mandatory to make sure that Aman could adapt to the new version just in time. The purpose of acquiring the latest standard so that it can bring about increased impact with the successful completion of this project, Aman compliance. 54 55
Financial STATEMENTS 2016 Independent Auditors Report to the Trustees of the 57 Balance Sheet 58 Income and Expenditure Account 59 Statement of Comprehensive Income 60 Statement of Changes in Fund Account 61 Cash Flow Statement 62 Notes to the Financial Statements 63
Balance Sheet As At June 30, 2016 Income And Expenditure Account Assets Non-current assets Note (Restated) Property, plant and equipment 4 398,091,876 427,852,601 Intangibles 5 4,857,545 2,348,228 Long term deposits 6 12,045,700 12,062,966 Long term investment 7 - - 414,995,121 442,263,795 Current assets Stock of consumables 2,598,491 1,301,389 Loans to employees 8 1,150,702 1,923,743 Advances, prepayments and other receivables 9 22,626,402 44,086,830 Short term investments 10 20,458,628 20,878,398 Cash and bank balances 11 37,106,037 25,941,449 83,940,260 94,131,809 Total assets 498,935,381 536,395,604 Funds and liabilities Funds General fund 12 8,328,633,061 6,891,551,237 (7,902,303,477) (6,488,923,989) 426,329,584 402,627,248 Liabilities Non-current liabilities Provision for gratuity 13 29,291,200 46,046,537 Zakat fund 14 8,195,012 3,341,618 37,486,212 49,388,155 Current liabilities Trade and other payables 15 35,119,585 81,742,155 Deferred income 16-2,638,046 35,119,585 84,380,201 Commitments 17 Total funds and liabilities 498,935,381 536,395,604 Income Note (Restated) Donations 18 4,977,764 14,193,705 Grant income 1,765,666 3,600,159 Income on investments 19 1,065,890 1,681,276 2,032,086 4,519,395 Amortisation of deferred income 16 5,220,090 8,772,595 Other income 20 5,382,856 17,165,089 20,444,352 49,932,219 Expenditure 117,872,724 150,632,388 Travelling and accomodation charges 21-185,730,000 Gratuity expense 16,566,114 20,597,141 Provision for impairment / loss adjusted against long term investment in joint venture 7 20,405,890 - Rent, rates and taxes 7,802,792 8,625,889 Fuel expense 4,670,856 4,962,541 Entertainment 3,127,143 1,417,874 Travelling and conveyance 19,663,341 18,884,875 Utilities 6,201,933 7,677,815 Printing and stationery 361,278 1,218,901 Supplies 2,357,084 2,128,299 Legal and professional charges 22 15,366,338 6,473,841 Hiring and training 23 13,429,648 7,668,690 Donations 24 793,398,119 758,124,376 Grants 25 383,856,237 477,092,467 Depreciation 16,988,927 17,406,264 Amortisation 763,761 1,543,317 Auditors remuneration 26 567,325 537,550 Insurance 2,427,781 2,832,081 Communication 3,856,177 5,168,103 Repairs and maintenance 6,343,097 6,795,570 Marketing and sponsorship 15,204,906 10,446,742 Food expense 2,054,722 1,151,110 Others 3,845,834 1,675,867 Total expenditure 1,457,132,027 (1,698,791,701) (1,436,687,675) (1,648,,859,482) Share of income (loss) of joint venture 7 (15,599,078) (25,775,184) (1,421,088,597) (1,674,634,666) Chairman / Trustee Chairman / Trustee 58 59
Statement of Comprehensive Income Statement of Changes in Fund Account Note (Restated) (1,421,088,597) (1,674,634,666) Other comprehensive income: and expenditure account: - Remeasurement of post employment 7,709,109 6,258,453 Total comprehensive loss for the year (1,413,379,488) (1,668,376,213) General fund Accumulated Total (Note 12) ------------------------------ Balance as at July 1, 2014 - as previously reported 5,436,387,021 (4,798,920,315) 637,466,706 - (21,627,461) (21,627,461) Balance as at July 1, 2014 - restated 5,436,387,021 (4,820,547,776) 615,839,245 Net assets of Aman Ghar transferred to Aman Health Care Services (629,598) - (629,598) - (1,674,634,666) (1,674,634,666) Other comprehensive income for the year - 6,258,453 6,258,453 Transactions with Trustees Contributions received from Trustees 1,455,793,814-1,455,793,814 Balance as at June 30, 2015 - restated 6,891,551,237 (6,488,923,989) 402,627,248 Net assets of MASHAL transferred to (2,128,676) - (2,128,676) - (1,421,088,597) (1,421,088,597) Other comprehensive income for the year - 7,709,109 7,709,109 Transactions with Trustees Contributions received from Trustees 1,439,210,500-1,439,210,500 Balance as at June 30, 2016 8,328,633,061 (7,902,303,477) 426,329,584 Chairman / Trustee Chairman / Trustee 60 61
Cash Flow Statement Note (Restated) CASH FLOWS FROM OPERATING ACTIVITIES (1,421,088,597) (1,674,634,666) Adjustment for non-cash changes and other items: Depreciation 16,988,927 17,406,264 Amortisation 763,761 1,543,317 Allocation of depreciation and amortisation 23,225,168 24,183,200 Provision for gratuity 16,566,114 20,597,141 Provision for gratuity transferred to related parties - (3,417,995) Transfer of assets from associated companies - (1,057,588) Provision for impairment against long term investment in joint venture 20,405,890 - Provision for leave encashment 830,161 960,782 (195,147) (49,732) Income on investments (1,065,890) (1,681,276) Share of income / (loss) in joint venture (15,599,078) 25,775,184 (2,032,086) (4,519,395) Amortisation of deferred income (5,220,090) (8,772,595) (1,366,420,867) (1,603,667,359) Working capital changes: (Increase) / Decrease in current assets Stock of consumables (1,297,102) (1,033,733) Loans to employees 773,041 (262,052) Advances, prepayments and other receivables 19,711,428 (7,188,458) 19,187,367 (8,484,243) Increase / (Decrease) in current liabilities Trade and other payable (40,153,324) 43,291,138 (20,965,957) 34,806,895 Long term deposits - net 17,266 (5,114,691) Gratuity paid (25,612,342) (8,358,427) Deferred income 2,582,044 11,410,641 Zakat fund - net 4,853,394 (854,804) Leave encashment paid (4,668,103) (833,393) Net cash utilised in operating activities (1,410,214,565) (1,572,611,138) CASH FLOWS FROM INVESTING ACTIVITIES 2,032,086 4,519,395 Income received on short term investments - net 1,485,660 1,881,289 Purchase of intangibles (3,851,480) (2,152,983) Purchase of property, plant and equipment (12,985,679) (18,649,377) Advance against purchase of shares (4,806,812) (25,775,184) 312,800 308,916 Net cash utilised in investing activities (17,813,425) (39,867,944) CASH FLOWS FROM FINANCING ACTIVITIES Contributions received from Trustees - General Fund 1,439,210,500 1,455,793,814 Cash transferred to Aman Health Care Services in respect of MASHAL / Aman Ghar (17,922) (83,524) 1,439,192,578 1,455,710,290 Net increase / (decrease) in cash and cash equivalents 11,164,588 (156,768,792) Cash and cash equivalents at beginning of the year 25,941,449 182,710,241 Cash and cash equivalents at end of the year 11 37,106,037 25,941,449 1. LEGAL STATUS AND OPERATIONS The (the Foundation), was registered under the Trust Act, 1882 on September 18, The principal activities of the Foundation are the promotion and well being of society, community welfare or development, promotion and advancement of education, provision of health care and medical facilities which encompass establishing, maintaining, running, operating, managing, administrating and supporting of educational institutions, schools, colleges, medical clinics, mental health, surgical and non-surgical hospitals, sanatoriums, medical camps, medical schools and colleges, libraries and reading rooms, research institutions, laboratories, hospices and retirement 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 2.1 Basis of preparation 2.1.1 Statement of compliance International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Accounting estimates, assumptions and judgements Initial application of standards, amendments or interpretations to existing standard a) - requirements for all forms of interests in other entities, including joint arrangements, - extend the use of fair value accounting but provide guidance on how it should be applied Chairman / Trustee 62 63
- amendment distinguishes between contributions that are linked to service only in the period the amendment is to simplify the accounting for contributions that are independent of the number of years of employee service, for example employee contributions that are calculated - for joint ventures, as well as associates, to be equity accounted following the issue of IFRS The other new standards, amendments to published standards and interpretations that are b) and have not been early adopted by the Foundation - party under conditions which allow the transferor to derecognize the asset, IFRS 7 requires disclosure of all types of continuing involvement that the entity might still have in the transferred - not appropriate because revenue generated by an activity that includes the use of an asset revenue is generally presumed to be an inappropriate basis for measuring the consumption as a measure of revenue; or where it can be demonstrated that revenue and the consumption - Materiality an entity should not aggregate or disaggregate information in a manner that Other Comprehensive Income (OCI) - arising from investments accounted for under the equity method - the share of the OCI arising from equity - accounted investments is There are number of other standards, amendments and interpretations to the published standards 2.2 Property, plant and equipment 2.2.1 measured at fair value and subsequently carried at valuation less accumulated depreciation and 2.2.2 Capital work in progress 2.3 Intangibles Intangibles are initially stated at cost and subsequently carried at cost less accumulated amortisation 2.4 Financial instruments 2.4.1 Financial assets a) 64 65
b) Loans and receivables c) Available-for-sale investment matures or management intends to dispose of the investments within twelve months d) Held to maturity recognised on the trade-date the date on which the Foundation commits to purchase or sell adjustments recognised in equity are included in the income and expenditure account as gains and expenditure account as part of other income when the Foundation s right to receive asset is not active (and for unlisted securities), the Foundation measures the investments at cost 2.4.2 Financial liabilities 2.4.3 the Foundation intends either to settle on a net basis or to realise the asset and settle the liability 2.5 Investment in associates and joint ventures Interests in associates and joint ventures are accounted for using the equity method, after initially Under the equity method of accounting, the investments are initially recognised at cost and adjusted investee in income and expenditure account, and the Foundation s share of movements in other receivable from associates and joint ventures are recognised as a reduction in the carrying amount interest in the joint venture, including any other unsecured long-term receivables, the Foundation does not recognise further losses, unless it has incurred obligations or made payments on behalf of The carrying amount of equity-accounted investment is tested for impairment in accordance with the 2.5.1 Investment in joint venture - Restatement of prior years of equity method of accounting; in accordance with the requirements of IAS 8 Accounting policies, 66 67
Impact on balance sheet Long term Accumulated investment Balance as at July 1, 2014 - as previously reported 21,627,461 4,798,920,315 Correction of error - recognition of losses of joint venture (21,627,461) 21,627,461 Balance as at June 30, 2014 - restated - 4,820,547,776 Balance as at June 30, 2015 as previously reported 47,402,645 6,441,521,344 Correction of error - recognition of losses of joint venture - For the period upto June 30, 2014 (21,627,461) 21,627,461 - For the year ended June 30, 2015 (25,775,184) 25,775,184 Balance as at June 30, 2015 - restated - 6,488,923,989 The retrospective restatement for correction of error does not have a material impact on the 2.6 Stock of consumables These are valued at weighted average cost except for items in transit which are stated at invoice 2.7 Other receivables Other receivables are recognised initially at fair value plus directly attributable cost, if any and is established when there is objective evidence that the Foundation will not be able to collect all 2.8 Cash and cash equivalents Cash and cash equivalents include cash in hand, balance with banks on current, deposit and savings 2.9 Impairment The carrying amount of the Foundation s assets is reviewed at each balance sheet date to determine 2.10 General fund Funds generated by the Foundation through contribution from the trustees and other donors, without generated and expenses incurred with respect to normal operations of the Foundation, which are 2.11 Provision for gratuity 2.12 Trade and other payables Trade and other payables are recognised initially at fair value plus directly attributable cost, if any, and 2.13 Provisions Provisions are recognised when the Foundation has a present legal or constructive obligation as a will be required to settle the obligation and a reliable estimate can be made of the amount of the 2.14 Employees compensated absences The liability for accumulated compensated absences of employees is recognised in the period in 2.15 Grants the purchase of capital items from grants are shown in the balance sheet as deferred income and a portion of the grant is recognised as income in the income and expenditure account to match utilised for operations are credited to income and expenditure account to the extent of related actual 2.16 Income received or receivable and is recognised on the following basis: - deferred income and amortised over the life of the assets from the date the assets are available - Income on investment is recognised on time proportion basis taking into account the implicit - - 2.17 Expenses 68 69
2.18 Taxation management of the Foundation, based on the advice of its tax consultant, is of the view that its 2.19 Borrowing costs Borrowing costs are recognised as an expense in the period in which these are incurred, except to an asset that necessarily takes a substantial period of time to get ready for its intended use or sale) 2.20 Foreign currency transactions and translation settlement of such transactions and translation at year-end exchange rates of monetary assets and 3. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under 3.1 Property, plant and equipment The Foundation reviews the appropriateness of the rate of depreciation, useful life and residual 3.2 Intangibles The Foundation reviews the appropriateness of the rate of amortisation and useful life used in the 3.3 Provision for gratuity The present value of the obligation depends on a number of factors that are determined on an 4. PROPERTY, PLANT AND EQUIPMENT 4.1 Freehold land Leasehold improvements Vehicles Furniture Computer and related accessories Equipment and tools ---------------------------------------------------------------------------------------------------- As at July 1, 2014 Cost 233,593,000 168,292,155 27,626,928 22,498,072 31,405,771 39,360,247 522,776,173 Accumulated depreciation - (23,203,050) (17,735,870) (4,925,528) (14,885,337) (14,280,162) (75,029,947) Net book value 233,593,000 145,089,105 9,891,058 17,572,544 16,520,434 25,080,085 447,746,226 Year ended June 30, 2015 Opening net book value 233,593,000 145,089,105 9,891,058 17,572,544 16,520,434 25,080,085 447,746,226 Additions - 2,010,432 2,167,532 336,200 5,338,191 2,654,610 12,506,965 Disposals Cost - (1,907,126) (2,716,802) (31,200) (218,388) (2,872,771) (7,746,287) Accumulated depreciation - 1,571,081 2,640,251 10,178 145,226 2,353,227 6,719,963 - (336,045) (76,551) (21,022) (73,162) (519,544) (1,026,324) - (16,573,360) (3,893,992) (2,253,302) (9,458,072) (6,395,540) (38,574,266) Closing net book value 233,593,000 130,190,132 8,088,047 15,634,420 12,327,391 20,819,611 420,652,601 As at June 30, 2015 Cost 233,593,000 168,395,461 27,077,658 22,803,072 36,525,574 39,142,086 527,536,851 Accumulated depreciation - (38,205,329) (18,989,611) (7,168,652) (24,198,183) (18,322,475) (106,884,250) Net book value 233,593,000 130,190,132 8,088,047 15,634,420 12,327,391 20,819,611 420,652,601 Year ended June 30, 2016 Opening net book value 233,593,000 130,190,132 8,088,047 15,634,420 12,327,391 20,819,611 420,652,601 Additions including transfers from - 7,353,346 40,000 260,830 12,143,475 388,028 20,185,679 Cost - - (5,340,235) - (684,182) (142,490) (6,166,907) Accumulated depreciation - - 2,706,313-283,857 66,026 3,056,196 - - (2,633,922) - (400,325) (76,464) (3,110,711) - (18,103,959) (2,204,482) (2,297,585) (10,403,839) (6,625,828) (39,635,693) Closing net book value 233,593,000 119,439,519 3,289,643 13,597,665 13,666,702 14,505,347 398,091,876 As at June 30, 2016 Cost 233,593,000 175,748,807 21,777,423 23,063,902 47,984,867 39,387,624 541,555,623 Accumulated depreciation - (56,309,288) (18,487,780) (9,466,237) (34,318,165) (24,882,277) (143,463,747) Net book value 233,593,000 119,439,519 3,289,643 13,597,665 13,666,702 14,505,347 398,091,876 Annual rate of depreciation (%) 10 20 10 33 10-20 Total 398,091,876 420,652,601-7,200,000 398,091,876 427,852,601 70 71