Project Orbis International Inc

“The 990 is prepared by the controller and reviewed by the cfo prior to presenting to the audit committee and sending to the board of directors prior to filing. Schedule b is redacted for anonymous contributions.”

“The board of directors & committee members, officers and key employees must complete the conflict of interest form annually. Any newly appointed individual during the year will complete the form upon hire or joining the board of directors. The general counsel monitors and enforces compliance of the conflict of interest policy. The general counsel (in case of employees) and the audit committee (in the case of the board) will evaluate conflict disclosures and make other necessary inquiries to determine the extent and nature of any actual or potential conflict of interest and if appropriate investigate alternatives to the proposed transaction or arrangement.”

“Compensation for the president/ceo is reviewed and approved by the board of directors. Documentation of discussions in relation to compensation is recorded in the board minutes and is also documented with the human resources department. This process involves gathering and analyzing comparable data by the human resources department and presented to the board of directors for their deliberation and determination. Compensation for senior management is discussed and approved by the ceo. Documentation of discussions in relation to compensation is documented with the human resources department. This process involves gathering and analyzing comparable data, deliberation and determination that is conducted by the human resources department.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“In 2024, orbis international's global programs were defined by three interconnected forces: empowerment, opportunity, and transformation. Across 11 countries: bangladesh, bolivia, china, ethiopia, ghana, india, mongolia, peru, south africa, vietnam, and zambia. Orbis continued to implement comprehensive eye care initiatives in collaboration with hundreds of strategic partners. With a total of 54 active projects, our work spanned eye screenings, examinations, treatment, training of healthcare professionals, and awareness campaigns supported by 352 partners. By the end of 2024, orbis supported over 2.1 million eye screenings, supported over 35,000 eye surgeries, conducted more than 38,000 trainings, prescribed over 72,000 eyeglasses, and enabled over half a million patient visits to health facilities. In ethiopia, 8,678,494 doses of azithromycin and tetracycline eye ointment were distributed and 17,768 trachomatous trichiasis (tt) surgeries performed toward the national goal of trachoma elimination. Empowerment took root in local communities, where individuals were trained and trusted to lead. Locally led community based outreach, in bangladesh's tea gardens, helped orbis screen 199,190 patients. With support from the community, several eye care workers, including a visually impaired female community eye care worker were trained continuing outreach beyond project timelines. In india, government optometrists were trained to become key providers in pediatric eye care, creating school-based referral systems that led 85% of children to a vision center within four days. The increase in screenings and referrals led to an increase in surgical volume of 164% over the prior year. Orbis' community-led efforts in ghana supporting community curses as well as school health coordinators to incorporate vision screening into routine health checks, reached over 30,000 individuals. Transformation was evident across regions. In zambia, a nationwide cataract surgical rate assessment guided long-term human resource planning, while bicycles enabled frontline workers to reach remote patients. In south africa and vietnam, cybersight ai integration into diabetic retinopathy screening dramatically reduced wait times and empowered newly trained screeners. In ethiop[ia, a safeguarding training of trainers initiative empowered leaders to implement practices across 40 facilities. In mongolia, orbis supported the first ever clinic in a hopital in an infomal housing area (ger district), bringing accessible services to over 166,000 underserved residents. China saw renewed coloboration through the first in person coordination meeting since the pandemic, and wechat based tools made digital training more accesible to clinicians. In peru, a new vision cented became the country's first to operate independently and sustainably. Cybersight remained pivotal in 2024, connecting over 100,000 professionals to education and expert support. The platform expanded ai-based screenings, hosted webinars, and deepened impact across hospitals and clinics globally. The flying eye hospital (feh) continued to drive innovation. The introduction of phaco vr simulation training not only marked an advancement from previous feh programs but also set the stage for improved training standards. The feh team also empowered local instructors to lead ongoing training beyond the plane, through structured training of trainers (tot) and co-led faculty development, ensuring the continuity and scalability of high-quality ophthalmic education.”

“Inventory obsolescence -623,210. F/x gain (loss) -87,756.”