The Aandaal Project – 5-Year Business Plan Overview

A tourism-led, heritage-driven cultural campus and ecosystem built under a UK Community Interest Company (CIC) with a strong asset-lock and charitable purpose.

This is a working summary for founders, advisors and aligned investors. All figures are high-level and indicative only. Detailed financial models and legal documents will be shared directly with serious partners under appropriate agreements.

Public Business Plan Link: https://andal.io/BUSPLAN.html

HeritageTourismArtistsClimateCommunity

Explore Aandaal.io (Internal Links)

This public business plan overview explains the UK CIC + asset-lock structure and how the project can become a sustainable Tamil heritage tourism destination near Chennai. Use these internal links to explore the pillars and participation routes.

Home — Booking ID benefits + portal overview
Visitor Guide — what to see, how to participate
Heritage Pillar — temples, archaeology, living traditions
Artist Pillar — artists, teachers, festivals, listings
Invest / Support — aligned partners + investor form
Founder — vision, governance intent, credibility
Join Newsletter — updates + milestones
Book ANDAL Coins — optional support route

1. Vision and Concept

The Aandaal Project is conceived as a “heritage campus plus ecosystem” inspired by Kothai / Aandaal and the wider Tamil spiritual and artistic tradition. The aim is to create a flagship destination near Chennai that:

Honours India’s civilisational ideas through architecture, music, dance, literature and lived experience.
Provides sustainable livelihoods and social security for artists, temple workers, Gurus and Acharyas.
Acts as a tourism and learning hub for global visitors, Tamil diaspora and younger Indian generations.
Invests in water security, green infrastructure and climate resilience for the wider region.

The project is structured as a UK Community Interest Company (CIC) with an asset-lock and named Asset-Locked Bodies (ALBs), ensuring that long-term control and benefit remain with charitable and public-interest entities rather than private extraction.

Clarification (for UK charity ALB review): We intend to approach leading UK culture-oriented charities to request written consent to be referenced as Asset-Locked Bodies (ALBs) for Aandaal Foundation CIC (UK) (a sister CIC that provides the UK asset-lock safeguard and UK-facing public benefit). We are not proposing charities as ALBs for the India operating entity. The on-ground campus delivery will be executed by an Indian Section 8 company / trust / society under Indian non-profit law.

2. Structure, Governance and Asset Lock

Community Interest Company (CIC):

The Aandaal Project CIC will be registered in the UK with:

An asset-lock restricting the transfer of key assets to approved charities / ALBs.
A clear published Community Interest Statement and annual reporting obligations.
A board structure that balances founder vision, professional governance and charitable oversight.

Indian operating entities (e.g. a Section 8 company / trust / society) will manage on-ground project execution and regulatory compliance, with appropriate agreements between the UK CIC(s) and the Indian entity. For clarity, we seek UK-based ALBs only (primarily established UK charities) as part of UK CIC compliance, and we will request consent to reference them as ALBs for Aandaal Foundation CIC (UK) (the UK-facing asset-lock safeguard), not as ALBs for the Indian operating entity.

Compliance note: The ALB consent is a safeguarding mechanism under UK CIC regulations and creates no financial obligation or partnership commitment for the charity. Cross-border transfers (where any occur) will be executed through regulated banking channels and documented agreements tied to defined deliverables and reporting.

Founder and early-stage investors participate through defined share classes or quasi-equity arrangements that respect the asset-lock while providing fair recognition, influence and potential economic participation from operating surpluses (after community obligations).

2A. CIC–CIC–India Structure: Legal & Functional Overview

To protect the long-term community mission of The Aandaal Project while enabling phased fundraising and on-ground delivery in India, we propose a three-entity structure that keeps Aandaal Project CIC at the centre of control, with an Indian non-profit operating arm beneath it and a sister UK CIC, Aandaal Foundation CIC, alongside it.

Summary (ALB clarity): Aandaal Project CIC (UK) remains the primary custodian of liquid assets, Indian project control and revenue through its relationship with an Indian Section 8 company (or equivalent NGO). Aandaal Foundation CIC (UK) operates alongside it as an asset-locked UK-facing promotion / tourism and public-benefit entity. We will request written permission from leading UK culture-oriented charities to be referenced as Asset-Locked Bodies (ALBs) for Aandaal Foundation CIC (UK), satisfying UK CIC asset-lock safeguards. This does not create any financial obligation or partnership commitment for the charity.

Revised Structure & Flow of Purpose, Control and Funds

Aandaal Project CIC (UK)

Main Impact & Asset Custodian

Holds the core project mandate, is responsible for the overall community-interest purpose and acts as custodian of liquid assets and project-related rights. It establishes and oversees the Indian Section 8 company / NGO and enters into funding and service arrangements with it.

Direct control of Indian project, assets and INR revenue

Indian Section 8 Company / Trust / Society

On-Ground Operating Entity (India)

Functions much like an on-ground PLC for the Indian context, but in non-profit form: acquires or leases land, builds and operates the campus, runs heritage tourism, artist programmes and palliative care facilities, and manages day-to-day INR revenue and costs in compliance with Indian law.

Aandaal Foundation CIC (UK)

Asset-Locked Body & UK-Facing Promotion Wing

A sister CIC created primarily as an asset-locked body under UK CIC regulations. It does not sit “above” the Indian entity, but alongside Aandaal Project CIC.

ALB positioning: Aandaal Foundation CIC (UK) will seek written consent from established UK culture-oriented charities to be referenced as its Asset-Locked Bodies (ALBs) for any winding-up / residual asset transfer scenario, satisfying UK CIC asset-lock safeguards.

In addition, it can run UK and international-facing activities such as heritage and medical tourism promotion, chartered trips, educational tours and cultural outreach, generating foreign-exchange revenue for the project and demonstrating real, ongoing public benefit in the UK.

Funding & Contracting Flow (High Level)
Aandaal Project CIC raises funds (including any ANDAL Coin-related proceeds) and remains the principal decision-maker for capital allocation and Indian project development. It may make grants or enter into service contracts with the Indian Section 8 company to deliver specific infrastructure, programmes and services, in line with UK and Indian regulations. Aandaal Foundation CIC may also raise funds or earn mission-aligned income in the UK and internationally (e.g. from chartered heritage / medical tourism and educational programmes) and can co-fund or co-contract agreed activities with the Indian entity.

Note: Aandaal Foundation CIC is envisaged as an active UK-facing promotion and footfall-generation arm, supporting tourism, medical tourism and educational initiatives, while also serving as an asset-locked body for long-term safeguarding. UK charity ALB consent is sought for Aandaal Foundation CIC (UK) only and creates no financial obligation for the charity.

Roles & Responsibilities by Layer

1. Aandaal Project CIC (Primary UK CIC)

Holds the core mandate, brand and long-term community-interest vision.
Acts as custodian of liquid assets and oversees Indian project assets via the Section 8 company.
Sets strategy, approves Indian capital projects and monitors impact.
Reports to the UK CIC Regulator on community benefit and use of surpluses.

2. Aandaal Foundation CIC (UK ALB & Promotion Arm)

Operates alongside Aandaal Project CIC as a UK-facing public-benefit and promotion wing.
Seeks permission from leading UK culture-oriented charities to be referenced as ALBs for the Foundation (UK CIC compliance safeguard).
Runs outward-facing activities: heritage tourism, educational tours, cultural programmes and outreach.
Supports foreign-exchange fundraising and awareness while maintaining transparent, documented fund flows and agreements.

3. Indian Section 8 Company / NGO

Implements all on-ground activities in India under written agreements.
Handles land, construction, operations, staffing and local compliance.
Manages INR revenues from tourism, hospitality, programmes and services.
Reports financials and impact data back to Aandaal Project CIC (and, where relevant, to Aandaal Foundation CIC).

Asset-Locked Bodies (ALBs): UK-only and for Aandaal Foundation CIC (UK)

The UK CIC “Asset-Locked Body” (ALB) mechanism is a UK regulatory safeguard for ensuring assets remain dedicated to public benefit. Therefore, we seek UK-based, legally asset-locked bodies (primarily established UK charities) and request written consent to reference them as ALBs for Aandaal Foundation CIC (UK). We do not propose Indian ALBs, because the ALB designation is intended to operate within the UK CIC regulatory framework.

Indian Operating Entities

Indian operating entities (e.g. a Section 8 company, public charitable trust or registered society) will manage on-ground project execution and regulatory compliance, with appropriate agreements between Aandaal Project CIC (as principal), Aandaal Foundation CIC (as ALB and promotion arm where applicable) and Indian partners. Over time, this structure allows the Project to blend UK-based fundraising and governance with deeply rooted Indian execution and stewardship of heritage-linked assets and revenues.

3. Project Phasing (First 5 Years)

Phase 0 – Groundwork (Months 0–12)

Complete CIC registration, ALB nominations and legal documentation.
Secure initial founder capital and seed donations (target: low 6-figure GBP equivalent).
Formalise partnerships with 1–3 anchor charities and spiritual institutions.
Advance site identification, preliminary master-planning and statutory reviews.
Grow digital community via Aandaal.io, Artist Pillar, ContentBox and newsletter.

Phase 1 – Land, Core Design and Pilot Operations (Years 1–2)

Secure land / long-term lease (preferably near Chennai with heritage and connectivity advantages).
Complete master plan and architectural concept for the campus (lake, promenades, pavilions, arenas, artist housing, palliative care block).
Strengthen digital products (ContentBox, Artist Pillar, supporter tools) to build brand and early revenue.
Launch limited-scale events, retreats and artist collaborations in rented / partner venues as pilots.

Phase 2 – Core Campus Build-Out (Years 2–4)

Begin construction of key public-facing components: visitor centre, heritage walk, performance spaces, core water features.
Build initial accommodation, F&B and retail capacity to host paying visitors.
Operationalise palliative care wing and artist welfare support programmes in partnership with ALBs.
Onboard a curated roster of artists, scholars and guides as resident / visiting faculty.

Phase 3 – Consolidation and Scaling (Years 4–5)

Increase visitor capacity, refine ticketing and pricing, and package experience days, festivals and residencies.
Expand digital reach with hybrid offerings (online courses, virtual tours, donor interactions).
Stabilise operating margins, create reserves and grow the endowment / long-term funds.
Prepare for possible Phase 4 expansion (new thematic zones, satellite sites, or replicated models).

4. Revenue Model and Impact Flows

The project aims to balance financial sustainability with a strong commitment to charitable outcomes. Revenue streams will include:

Visitor and Tourism Revenue: campus entry, guided experiences, festivals, curated itineraries.
Hospitality: stays, retreats, dining, prasad and thematic culinary experiences.
Learning and Programmes: short and long courses, youth camps, online satsangs and heritage education.
Retail and Media: crafts, books, music, apparel, digital collectibles and publishing.
Donations and Sponsorship: named structures, endowed chairs, scholarships, event sponsorship.
Palliative and Elder Care: ethically priced care services, donor-sponsored beds, and long-term funds for Gurus / Acharyas.

5. Indicative 5-Year Financial Snapshot

The table below summarises a high-level, illustrative view of capital needs and operating trajectory. These figures are not promises or forecasts; they are planning anchors to frame discussions with investors, banks and grant-makers.

Year	Focus & Milestones	Approx. Capital Spend (GBP, cumulative)	Operating Revenue (Annual, GBP)	Operating Result (Approx.)
Year 1	CIC / legal setup, land negotiations, master planning, digital platform growth, initial pilots in partner venues.	£300k–£500k	< £50k	Planned deficit; funded by founders, early investors and seed donors.
Year 2	Land secured, detailed design, early campus works (infrastructure, water features), stronger digital monetisation and brand partnerships.	£1.0m–£1.5m (cumulative)	£100k–£200k	Deficit reducing as pilots and digital revenue scale.
Year 3	Phase-1 campus elements open to visitors, accommodation and F&B operational, artist residencies and regular events scheduled.	£2.5m–£3.5m (cumulative)	£350k–£600k	Close to operating break-even in a normal year; upside from festivals / peak seasons.
Year 4	Campus and programming matured; strong repeat visitation; international marketing; additional thematic zones and learning offerings.	£3.5m–£4.5m (cumulative)	£700k–£1.0m	Target: consistent operating surplus after maintenance and staff costs.
Year 5	Consolidation and optimisation; stable footfall; deeper donor and grant relationships; preparation for further expansion and endowment building.	£4.0m–£5.0m (cumulative)	£1.0m–£1.4m	Healthy operating surplus; growing reserves and charitable deployment for artists, healthcare and environment.

Important: These figures are order-of-magnitude ranges and may change materially based on land terms, design choices, financing costs, regulatory environment, exchange rates and broader economic conditions. They should not be treated as guaranteed outcomes.

6. Investor Participation and Roles

The project invites a small circle of early, values-aligned investors willing to take a long-horizon view and to work within a regulated, asset-locked framework. The main participation routes under discussion include:

Founding Investors: limited slots, providing risk capital and strategic guidance in the first 3–5 years.
Project-Specific Sponsors: funding specific components (e.g., artist housing, palliative care block, water systems).
Impact-oriented Lenders: concessional loans for infrastructure with partial de-risking from grants and guarantees.
Philanthropic Partners: endowments and grants routed via ALBs and Indian charitable entities.

For UK charities reviewing ALB requests: any ALB consent sought is for Aandaal Foundation CIC (UK) only, and does not make the charity responsible for funding, operations, or oversight.

Any financial participation will be formalised through detailed agreements, shareholder or membership structures, and CIC-compliant profit-distribution policies, ensuring that mission and integrity remain central.

7. Next Steps for Interested Partners

Schedule a conversation with the founder to understand intent, background and current status.
Review a detailed investor / partner deck and updated financial model (5-year base case, sensitivities and scenarios).
Visit Chennai and key heritage locations for on-ground context (optional but recommended for principal investors).
Agree participation route, quantum and expected role (governance, advisory, or purely financial).
Formalise the relationship through CIC and Indian entity documentation.

UK charity ALB requests (if applicable) will be made specifically for Aandaal Foundation CIC (UK) to satisfy UK CIC asset-lock safeguards, not for the India operating entity.

To explore a serious partnership, please use the contact routes below or the investor form on the Fund page.

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THE AANDAAL PROJECT