2025-03-31-accounts

HOPE worldwide (a company limited by guarantee) ANNUAL REPORT for the Year ended 31 March 2025

Charity registration number: 1045930 Company registration number: 2659784

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

Contents

Contents
Chairman’s Report	3
Trustees’ report	4-33
Who We Are	4
Objectives and Activities	4-5
Public Benefit	5
Achievements and Performance	7-25
Homeless Services	7
Recovery Services	12
Volunteering	12
International Development	15
Financial Review	26
Structure, Governance and Management	31
Statement of Trustees’ Responsibilities	34
Reference and Administrative Details	35
Independent auditor’s report	36-39
Statement of financial activities	40
Balance sheet	41
Statement of Cash Flows	42
Notes to the financial statements	43-56

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

Chairman’s Report

Two Step helped 180 people find suitable accommodation and helped another 82 people find accommodation after receiving housing advice. A key to your own accommodation is not just a roof over your head, it is a doorway to getting your life back. The stories told in this report bring that to life.

Our International Development team provided financial, volunteer and mentoring support to schools, orphanages, early childhood development, vocational training, disaster relief and more. Over 6,000 people in 9 countries, mostly children and women, received life changing support.

For the third year running, our Homes for Ukraine programme provided housing for Ukrainian refugees escaping conflict, with support from truly amazing volunteers across the United Kingdom.

The Helping Hands Club expanded its school holiday activities for primary school children from disadvantaged backgrounds in East London, building their confidence and resilience. Our trained volunteers supported 52 children and at the time of writing we have opened a second club in Northwest London.

We completed the closure of the ODAAT drug and alcohol recovery program, painful as that was. We sold the two ODAAT residences and recapitalised the charity.

We made progress towards getting back on an even financial keel after the financial shock of closing ODAAT. We reconstituted the board with five new trustees who joined on 1 April 2025 and we set up 6 new committees to support the staff and the board.

None of this would have happened without our staff, donors and volunteers. The sheer length of this report is testament to the breadth and depth of the work you make possible. Thank you. Behind the numbers in this report are human lives that will never be the same because of the time, money and expertise you gave.

Martin Saurma-Jeltsch Chair of Trustees

22/09/2025

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

Trustees’ Report

Who we are

HOPE worldwide was started by members of the London International Church of Christ (now ICC Missions) in 1991 to help people in need and to involve members of the supporting churches in doing this. It is now an independent charity which maintains a close relationship with its founding congregations. Its main charitable objective is the relief of poverty. We are inspired by Christian principles and seek to put them into practice in our work.

HOPE worldwide’s VISION is

A world where everyone has the opportunity to fulfil their God-given potential.

HOPE worldwide’s Mission is

To empower people to overcome poverty and homelessness through our compassionate service.

Our work is rooted in the Christian faith and is inspired by the example and love of Jesus Christ.

Our CORE VALUES are

• Compassion – we strive to show care and demonstrate empathy by treating people with kindness, dignity and respect.

• Integrity – our work is guided by the principles of honesty, excellence and responsibility

• Collaboration – we recognise the strengths, experience and resources of others and so serve alongside many partners

Objectives and Activities

HOPE worldwide works in 3 main areas:

• Homeless Services (Two Step) helps those who are homeless and those at risk of being made homeless to access accommodation – mostly in the private rented sector.

Strategic Objectives for Homeless Services

• Improve and increase partnerships and collaboration

• Empower supporters for effective compassionate service

• Help people reach their potential

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

• Volunteering: HOPE worldwide depends on the effort of volunteers. Our volunteers raise money to support our work and also work within our programmes and those of our partner organisations overseas. We encourage our supporters to volunteer for other charities in the UK too.

Strategic Objectives for Volunteering

• To inspire and equip volunteers for compassionate service

• International Development raises funds for partner charities in other countries, especially in the Global South. These funds may come from individuals, trusts and foundations or corporations and are usually for specific programmes in the recipient countries.

Strategic Objectives for International Activities

• Help all UK supported International HOPE worldwide Partners to be sustainable, accountable and well managed.

• Ensure all UK donors feel appreciated and well informed about the International HOPE worldwide Programme that they support.

• Establish a UK Disaster Response Process.

Public Benefit

In accordance with the Charity Commission's public benefit guidance, our Trustees have complied with their duty under section 17 of the Charities Act 2011. All Trustees contribute their time voluntarily and receive no personal benefits from the Charity.

In the 2024-25 financial year, we helped 180 people find suitable accommodation and helped another 82 people find accommodation after receiving housing advice. We partnered with many other organisations and accepted referrals from six local authorities and 15 nonprofits and charity partners.

For the third year running, our Homes for Ukraine programme provided housing for Ukrainian refugees escaping conflict, with support from volunteers across the United Kingdom. We are very grateful for the generosity of supporting churches in Birmingham, Edinburgh, Greater London, Dorset and towns in the Thames Valley region. During the year, many refugees moved on to their own accommodation. Additionally, we placed, through a partner organisation, several refugees with host families living in Bradford and Northern Ireland.

This year, the Helping Hands Club expanded its school holiday activities for primary school children from disadvantaged backgrounds, building their confidence and resilience. In 2024, trained volunteers supported 52 children - the highest engagement so far—and preparations have begun to open a second club in Northwest London.

Our efforts in 2024-25 extended to supporting those in need in Afghanistan, Bangladesh, Cambodia, India, Lebanon, Nepal, Romania, Zambia, and Zimbabwe. Through funding and

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

partnering with organisations in these countries, we provide support, advice, and organise volunteer trips.

We are sincerely grateful for the enduring and generous support of all our volunteers, supporters and partners.

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

Achievements and Performance

Homeless Services (Two Step)

Description of Programme

The Two Step programme provides a specialised housing service for single people in London who are experiencing or threatened with homelessness.

Two Step works in partnership with local authorities, night shelters, day centres and other charities who refer people for help finding accommodation in the private rented sector or supported housing.

The programme has built excellent relationships with many accommodation providers. The strength of this network, combined with the compassionate work of our housing team, supporters and referral partners, has enabled over 7,800 people to be housed since the programme began in 1993.

Alejandro’s Story: Alejandro (left) became homeless after losing his job and getting into rent arrears. He was referred to HOPE worldwide while accessing a day centre. Despite his engaging personality and proactive approach to finding a place to live, it was challenging to find a landlord willing to take Alejandro because of concerns about historic rent arrears. His extended time on the streets led to serious health challenges and HOPE worldwide funded a short hostel

stay so that he could get his strength back while waiting for landlord willing to give him a chance.

The strength of relationships that HOPE worldwide have with landlords was pivotal in finding a landlord willing to take him despite his previous rent arrears. Two Step staff assured the prospective landlord that Alejandro had learned his lesson and that he would be supported to make sure that the rent was paid. Once he was housed, Alejandro was able to get back in touch with his son and find work. He was so grateful for the compassionate help that he received that he was glad to be able to come back and share his story with the team.

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

Naseem’s Story: Naseem became homeless after a relationship breakdown with his family when he converted to Christianity. Before being referred to HOPE worldwide , he was homeless for 2 years and sofa-surfing with friends. During this difficult time, he also lost his job due to his mental health, which had been aggravated by his housing situation.

Within 2 months of being referred to us, he was housed with one of our supported housing partners. When expressing his gratitude, he wrote:

“I cannot express my gratitude for your amazing service, it's literally been life-changing. A chance at finally having a place to call home. Finally, please keep up your mission as it's working, with the ultra-caring, supportive and professional manner, answering all questions and going far and beyond to provide essential housing. Thank you for everything, I cannot fault a single thing about your service and organisation.”

Highlights of 2024-25

Finalist in Smiley Charity Film Awards

Our short film “5 Steps to Help Those Experiencing homelessness This Winter” was a finalist in the Smiley Charity Film Awards.

The film explained how to have constructive conversations with people on the street by using the acronym ALERT (Ask, Listen, 5 Empathise, Respond, Take Action) it can be viewed at: https://hopeworldwide.org.uk/homeless-services

Delivering a session at the Homeless Link National Rough Sleeping Conference

Two members of the Two Step Programme delivered a session, “How to successfully house rough sleepers in the Private Rented Sector” at the Homeless Link National Rough Sleeping Conference alongside a representative from Glass Door Homeless Charity - one of our main referral partners.

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

The presentation explained how our service helps prepare people mentally, emotionally and practically so that they can access suitable properties in the private rented sector. We also outlined how we appeal to the hearts, minds and wallets of different kinds of landlord by assisting them to find and keep good tenants, deal with issues and get their rent paid.

In partnership with 6 local authorities and 15 charities and non-profits, we helped 180 people secure permanent housing and a further 82 to find accommodation after receiving housing advice.

What we planned to do in 2024-25 Improve and increase partnerships and collaboration

• Recruit staff and volunteers with the skills necessary to improve our service for refugees.

• Begin new partnerships with charities that wish to refer to our service.

• Play an active role as a member of the steering group for the Homeless Link PRS Forum.

• Apply for further grant funding for our Charity Housing Service.

What we did in 2024-25

• Recruited a housing and refugee support worker who speaks English and Tigrinya.

• Successfully established two new referral partnerships with other charities and visited the majority of supported housing partners.

• Director of Homeless Services was co-host at first in-person meeting of London PRS Forum at Lambeth Assembly Hall.

• Awarded £13k continuation funding with Benefact Trust and £7k of funding from the Albert Hunt Trust.

Empower supporters for effective compassionate service

• Promote a video to help prepare supporters and the general public to have helpful conversations with people on the streets during Autumn/Winter.

• Our short film “5 Steps to Help Those Experiencing homelessness This Winter” was promoted on social media and with our supporters - the high number of supporting votes meant that the film was shortlisted for the Smiley Charity Film Awards 2025.

• Continue to educate our supporters on • Alejandro’s story (above) was used

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

the causes and responses to homelessness by using social media to tell stories of people we have helped.

• Pilot Stopover service so that volunteers can provide short-term relief from the streets for clients who are sleeping rough.

to educate supporters as part of a presentation for supporters during a London-wide church service.

Despite an extensive search, it was not possible to find an insurer willing to insure a pilot of the stopover service at a reasonable rate.

Help people reach their potential.

• We will continue to build partnerships with organisations such as Social Bite that can support people into work and monitor how many of those housed by our Charity Housing Service access or sustain Education Training and Employment (ETE).

• 75% (9 out of 12*) of people housed by our Charity Housing Service who were ‘jobseekers’ when housed in tenancies, were in Education, Training or Employment when contacted after 12 months.

*figures for those housed in tenancies between April 2023March 2024 who could be contacted after 12 months

How volunteers were involved in our work

Due to the specialised nature of the work, there are limited opportunities for volunteers. Volunteer HOPE Ambassadors helped to spread awareness of the work – for example by encouraging the church congregations they are part of to watch and vote for our entry in the Smiley Charity Film Awards.

A student volunteer helped translate some of our documents into Arabic for the benefit of clients.

Risks

• The funding landscape may change after the publication of the National homelessness strategy – it is possible that this may reduce the government grant for our work with North London Housing Partnership.

• Supported Housing providers may not be able to continue to operate if local authorities cannot afford to pay towards the cost of housing benefit.

To help mitigate these risks, we will continue to build relationships and partnerships with organisations who can contribute towards the cost of our service. We will also

HHope worldwide Annual Report 2024/25 CContents and Chairman’s Report

continue collaborate closely with other organisations in the sector regarding how to support the people we work with.

What we plan to do next year (2025-26)

Improve and increase partnerships and collaboration

• Present our service to housing options staff in each NLHP borough to help build connection.

• Pilot supported housing ‘move-on’ service and pitch to potential funders.

Empower supporters for effective compassionate service

• Continue to promote our shortlisted film to help prepare supporters and the general public to have helpful conversations with people on the streets during Autumn/Winter.

• Continue to educate our supporters on the causes and responses to homelessness by using social media to tell stories of people we have helped

• Offer to connect churches with a local homelessness project where they can volunteer

Help people reach their potential

• Continue to build partnerships with organisations such as Social Bite that can support people into work and monitor how many of those housed by our Charity Housing Service access or sustain Education Training and Employment (ETE).

• Discuss potential ‘follow-up’ approaches with under 35s who have been housed (with interested staff and trustees) and feedback to board

• Explore providing housing guidance at community hubs as part of HOPE worldwide Volunteering strategy

Hope worldwide Annual Report 2024/25 Trustees Report

Recovery Services (One Day at a Time - ODAAT)

Alumni Network at ODAAT: Fostering Lifelong Connections

The One Day at a Time (ODAAT) programme, which for nearly 30 years provided a men-only, abstinence-based rehabilitation service in south London, closed in May 2024 after financial challenges brought by the pandemic, changing referral patterns, damage to two residences by fire, and other challenges.

Over its lifetime, ODAAT supported around 750 men in their recovery journeys, with more than half successfully graduating. Its legacy lives on through the ODAAT Alumni programme, which brings former clients together for monthly, peer-led support meetings facilitated by a former Therapy Manager. This initiative will continue to provide a supportive network for all former clients — whether sustaining their recovery or seeking a fresh start – until March 2026.

Volunteering

Homes for Ukraine

We have continued to support Ukrainian refugees and their hosts in a variety of ways and it has been encouraging to see the progress made.

Of the 49 families and individuals who have remained in the UK since the start of the invasion, 7 continue to be hosted indefinitely, 40 have moved on to their own accommodation or found new hosts, 1 is currently in temporary accommodation, and 1 is newly arrived in January 2025.

Many have now settled in the UK, living and working independently. Most have studied or are continuing to study English. A few have even managed to resume their professional careers from Ukraine—among them musicians, artists, photographers, physical therapists, and economists. Most Ukrainians who have been in the UK for three years are now applying for the Ukraine Permission Extension Scheme, enabling them to extend their stay for a further 18 months.

Though many Ukrainians come from the same region, each carries a unique and deeply personal story. Some have been fortunate enough to reunite with their spouses here in the UK, while others face heartbreaking uncertainty. One woman’s husband, serving on the front lines, has been missing for months.

Through it all, HOPE worldwide has strived to embody the love of Christ—serving with compassion, offering support, showing empathy, and providing practical help where it's most needed. None of this would be possible without the generosity of our supporters, whose kindness and commitment enable us to respond with love and action.

One remarkable example of this is a generous host family who initially sponsored a young

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person with additional needs and disabilities for six months and continues to provide them with ongoing support. Demonstrating extraordinary kindness once again, they opened their home to a mother and her 10-year-old daughter. The mother and her daughter registered with us on 24 September 2024, but it wasn't until 24 December that we were able to match them with their host family. They then undertook a perilous journey from Kyiv to Vilnius. HOPE worldwide arranged and paid for their flights to Edinburgh, where they received a warm and loving welcome from their hosts.

Their story is one of courage, faith, and the power of hospitality in the face of adversity—a powerful reminder that, together, we can make a real difference.

A total of 104 Ukrainian refugees—comprising those who remained in the UK from the original group matched with sponsors and several new arrivals—received ongoing assistance (April 2024 - March 2025). This included emotional and well-being support, practical help such as property searches and legal advice, and, for some, specialised psychological care in the form of trauma counselling with a Ukrainian therapist.

Helping Hands Club (HHC)

Helping Hands Club (HHC) is a volunteer-led initiative dedicated to fostering resilience in primary school children, particularly those from vulnerable and at-risk backgrounds. Many of the children we support face significant challenges, such as socio-economic hardship, domestic violence, and substance misuse within their homes.

Our mission is to empower these children by providing a safe, nurturing, and inclusive environment where they engage in enriching activities that build their confidence during school holidays.

The Helping Hands Club was born out of a collaboration between a local church and a primary school in East London. The church brought a strong commitment to supporting disadvantaged children, while a key member with a background in psychology

introduced Rossouw’s Six Domains of Resilience (Vision, Composure, Reasoning, Tenacity, Collaboration, and Health) — a framework that now forms the foundation of all HHC activities. This partnership laid the groundwork for a programme that is not only impactful but also scalable to other school communities.

A vital element of HHC’s success lies in its committed team of volunteers. Each volunteer is fully vetted, including enhanced DBS checks, character references, and mandatory safeguarding training. Their dedication and compassion are central to the Club’s impact.

In 2024, HOPE worldwide UK took over the leadership of the Helping Hands Club, building on the strong foundations already in place. Under our guidance, HHC achieved its highest engagement to date: 20 trained volunteers supported 52 children through the existing programme. We are excited to launch a second Helping Hands Club in Northwest London during the 2025 summer holidays.

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At Helping Hands Club, we are committed to supporting both the children who attend and their families. Our approach includes:

• Embed Rossouw’s Six Domains of Resilience into all activities to equip children with tools to face life’s challenges with confidence.

• Harness the power of play as a catalyst for cognitive, emotional, and social development.

• Deliver creative, interactive, and play-based programming that nurtures essential life skills such as confidence, curiosity, independence, and emotional regulation.

• Create a safe and stimulating environment where every child has the opportunity to flourish.

• Provide respite for parents and guardians by offering free childcare for four hours on a Saturday during school holidays.

Helping Hands Club is a powerful example of what can be achieved when dedicated volunteers, local communities, and professional expertise come together to support the next generation. We look forward to growing the programme further in the years ahead.

Looking Ahead: Volunteering Plans for 2025-26

In 2025–26, HOPE worldwide UK will continue to advance its strategic objective to inspire and equip UK volunteers for compassionate service opportunities that create sustainable impact. Our focus will be to strengthen and expand our volunteer programmes, with a particular emphasis on the Helping Hands Club (HHC) and our network of HOPE Ambassadors.

Key priorities for the year ahead include:

• Strengthen and support our HOPE Ambassadors through new training resources, one-toone support, and targeted tools, including welcome packs, toolkits, media assets, and small project ideas.

• Expand the Helping Hands Club (HHC ) by developing a programme log frame, exploring new location opportunities, and designing the model to be primarily locally managed.

• Introduce a volunteer stewardship approach to ensure volunteers feel supported, recognised, and encouraged in their roles.

• Lay the foundation for a UK-branded HOPE volunteer programme to create a model that can be replicated in multiple communities.

Through these efforts, we aim to build a scalable, high-impact volunteering model that empowers individuals and communities across the UK.

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International Development

Description of Programme

We are part of the HOPE worldwide Global Network, which includes around 60 organisations like ours. These groups share similar goals and work to help people in different countries.

We worked with eight international HOPE partners in six key areas:

• Governance

• Financial management

• Safeguarding

• Measuring impact

• Communications

• Raising funds

We supported them through online meetings and visits to Bangladesh and Romania. We raised money from companies, individuals, and charities for specific projects. We also gave safeguarding training to all our international partners and helped them with leadership and monitoring.

Volunteers from the UK shared their skills, including four footcare specialists who worked at the Village of HOPE in New Delhi. Together, we helped our partners become stronger leaders and improve the services they offer to their communities.

What we planned to do in 2024-25	What we did in 2024-25
Afghanistan
Provide financial support to the HOPE Community Centre in Kabul, which provides training courses in graphic design and mobile phone repairs. Funding was allocated towards solar panel installation and staff costs	With our support: • Solar panels were successfully installed at the HOPE Community Centre in September 2024. As a result, classes are no longer cancelled due to power outages or generator breakdowns; electricity and fuel costs have decreased; and the use of solar energy has eliminated the noise and fumes associated with the generator, addressing both health concerns and noise pollution. • A mobile repair training course was launched in July 2024, and by January 2025 a total of 50 students had graduated. To help them begin their entrepreneurial journeys, each student received a mobile repair start-up kit after graduating.

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What we planned to do in 2024-25	What we did in 2024-25
	• In total, 193 youths graduated from the Centre (in graphic design and mobile phone repair courses). • 54 youths found jobs after graduating.
Beyond what we planned (Afghanistan)	Due to a drop in market prices, the cost of the solar panel installation was significantly less than the budgeted amount. It was agreed that the remaining funds could be reallocated towards setting up an Online Training Room (to purchase projectors and cameras). The Online Training Room is expected to be fully operational by the end of July 2025.
Bangladesh
Through partnerships with 3 corporate funders, fully fund 3 schools and Vocational Training Centres (VTC): • Industrial Centre of HOPE (Jamgara School and Vocational Training Centre), Ashulia. • Pepco School of HOPE and Vocational Training Centre, Dhaka. • Soham for All Centre of HOPE School and Vocational Training Centre, Savar, Dhaka.	We are grateful for funding from ASDA, Pepco Group and PDS Multinational Holdings Ltd (both from the UK and in- country). With their support, the schools and vocational training centres achieved the following: Industrial Centre of HOPE, Ashulia: • 250 children were educated • 50,961 midday meals were served • 327 students received vocational training Pepco School of HOPE and Vocational Training Centre: • 150 children were educated • 27,766 midday meals were served • 35 children received a Hepatitis B vaccination (Hepa Vax) • 18 girls received a cervical cancer vaccination (HPV) • 49 children received blood grouping • 281 students received vocational training Soham for All Centre of HOPE School and Vocational Training Centre: • 151 children were educated • 25,713 middaymeals were served

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What we planned to do in 2024-25	What we did in 2024-25
	• 270 students received vocational training
India
Provide funding to the Village of HOPE for: • Partial operating costs at 2 Bandaging Centres, where leprosy patients receive free treatment for their wounds • Partial operating costs at the Vocational Training Centre	With our support, the Village of HOPE: • Provided regular wound-care and bandaging to 335 leprosy patients • Trained 601 students in nursing, computers and Tally (retail software)
Provide funding for Bhuj School	With our support, 242 children were educated at the School. Redlands Green School in Bristol continued to support Bhuj School through fundraising and online educational activities.
Provide funding for Asharan Orphanage	With our support: • 34 children were cared for at Asharan Orphanage • 5 children were reunited with their families • 9 children were adopted in India or abroad • 18 children were vaccinated
Provide funding for HOPE_foundation_ School, Hyderabad	With our support, 292 children were educated at the School.
Provide funding for HOPE_foundation_ Nursery and Primary School, Pudupattinam	With our support, 215 children were educated at the School.
Provide funding for the Agricutural Project in Erode HOPE_foundation_secured 4 acres of fertile agricultural land in Perundurai Village in Erode District, Tamil Nadu, India, in 2023. The goal was to cultivate fruit and vegetables on the land and use the income generated from the sale of the produce to meet the needs of the HOPE _worldwide_Orphanage, as well as an Old people’s home, in Trichy.	With our support: • Mulberry Cultivation: The mulberry plants that were planted are now thriving. These plants are supplied to nearby sericulture farmers to feed silkworms, thereby supporting the local silk industry. Yield: 2,400kg • Banana Cultivation: Around 2,000 banana plants were planted using organic methods. These have now reached full fruition, resulting in a bountiful harvest. Yield: 900kg

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What we planned to do in 2024-25	What we did in 2024-25
	fruit/600kg leaves • New crops were planted in a separate plot measuring 3,000 sq. ft. The crops are: red chilli (yield 2kg), brinjals (yield 30kg), and tomatoes (yield 10kg). Jasmine plants were also recently planted and are growing well • 192 local women were employed to work on the land • Bananas (4 clusters); chillies (10kg), and brinjals (12kg) that were grown on the land were given to the HOPE worldwide Orphanage in Trichy
Provide funding for the HOPE_foundation_ Matriculation High School in Chennai	With our support: • 434 children were educated at the School • 218 children received a general medical check-up
Provide funding for the HOPE_foundation_ Orphanage (also known as Divya Orphanage) in Trichy	With our support: • 40 children were cared for at Divya Orphanage • 10 children were reunited with their families • 4 children were vaccinated
Beyond what we planned (India)	• We co-ordinated 2 volunteer-visits to the Village of HOPE: one in November 2024 (2 podiatrists) and one in February 2025 (2 podiatrists). The podiatrists assisted staff at the Bandaging Centre, where they helped to treat patients and provided refresher training for staff.
Lebanon
Provide funding for: • The Lebanon Relief Programme, which provides humanitarian aid to families • The Ambassadors of Peace Programme, a life-skills programme, which was delivered at a boarding school for children	With our support: • 22 families (55 people) in Lebanon received monthly parcels containing food, medication and clothing • 60 children attended the Ambassadors of Peace programme involving 15 volunteers over 2 visits. Due to the security risks and uncertaintyassociated with war in

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What we planned to do in 2024-25	What we did in 2024-25
from broken families	the region, no further visits were undertaken.
Beyond what we planned (Lebanon)	• Since 2023, many people in Lebanon and neighbouring countries have been affected by war. With our support, hygiene kits and food parcels were distributed to 150 beneficiaries (i.e. refugees affected by the war).
Nepal
Provide funding for: • Asha Vidhyashram School in Kathmandu • Secondary School Scholarships	With our support: • 116 children were educated at the School (Nursery to Grade 5) • 13,500 midday meals were provided to students at the school • 24 students received scholarships to attend secondary school
Romania
Provide funding for a foster-care programme and the establishment of a HOPE_worldwide_charity in Bucharest.	• With our support, 27 children in foster-care benefitted from social and educational activities supervised by volunteers from the Bucharest Church.
Ukraine Relief Programme (UK)
Provide funding for the Ukraine Relief Programme in the UK, which offers humanitarian aid and support to Ukrainian refugees and helps to rehouse them in the UK.	• With our support, 104 Ukrainian refugees—those who remained in the UK from the original group matched with sponsors, along with several new arrivals—received ongoing support. This included emotional and well-being support, practical assistance such as help with property searches and legal advice, and, for some, specialised psychological support in the form of trauma counselling with a Ukrainian therapist.
Zambia
Fund salaries and central costs at HOPE _worldwide_Zambia	With our support: • The Early Childhood Development (ECD) programme for 125 children aged under 6 • Kids Clubs for 773 orphans and

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What we planned to do in 2024-25	What we did in 2024-25 vulnerable children up to 18 years old • Women’s Economic Empowerment activities for 231 women
Zimbabwe
Fund salaries and central costs at HOPE _worldwide_Zimbabwe	With our support: • 512 children aged under 6 attended the The Early Childhood Development (ECD) programme • 7 children aged under 6 were vaccinated after being referred to clinics through the ECD programme • 297 women participated in Women’s Economic Empowerment activities, including the ECD parenting programme, baking, crocheting, beading, stone carving, gardening, and Internal Savings and Lending Scheme (ISALS)

Summary of outputs linked to Sustainable Development Goals (SDG) (1st April 2024 to 31st March 2025)

The Sustainable Development Goals (https://sdgs.un.org/goals#goals) are a collection of 17 interlinked global goals designed to be a "blueprint to achieve a better and more sustainable future for all". The SDGs were set up in 2015 by the United Nations General Assembly and are intended to be achieved by 2030.

Thematic Area	SDG	HWW programmes supported	No. of beneficiaries
Education	SDG 4: Quality Education SDG 5: Gender Equality SDG 10: Reduced Inequalities	Early Childhood Development(ECD)
		Zambia	125
		Zimbabwe	512
		TOTAL(ECD)	637
		Primary and Secondary Education
		Industrial Centre of HOPE (Jamgara School) (Ashulia, Bangladesh)	250 (136 girls)
		Pepco School of HOPE (Bangladesh)	150 (90 girls)
		Soham for All Centre of HOPE School(Bangladesh)	151 (85 girls)

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			Trustees Report
Thematic Area	SDG	HWW programmes supported	No. of beneficiaries
		BhujSchool(India)	242(86girls)
		HOPE_foundation_School, Hyderabad(India)	292 (139 girls)
		HOPE_foundation_Nursery and Primary School, Pudupattinam(India)	215 (97 girls)
		HOPE_foundation_ Matriculation High School, Chennai(India)	434 (237 girls)
		Asha Vidhyashram School (Nepal)	116 (49 girls)
		Secondary School Scholarships(Nepal)	24 (12 girls)
		TOTAL (Primary and Secondary Education)	1,874 (931 girls)
		Vocational Training
		HOPE Community Centre, Kabul(Afghanistan)	193 (males only)
		Industrial Centre for HOPE (Ashulia,Bangladesh)	327 (248 females)
		Pepco Group School of HOPE(Bangladesh)	281 (246 females)
		Soham for All Centre of HOPE(Bangladesh)	270 (183 females)
		Village of HOPE(India)	601(520 females)
		TOTAL (Vocational Training)	1,672 (1,197 females)
		GRAND TOTAL (Education)	4,183 (2,128 females)
Nutrition	SDG 2: Zero Hunger	Industrial Centre of HOPE, Asulia(Bangladesh)	250
		Pepco School of HOPE (Bangladesh)	150
		Soham for All Centre of HOPE School(Bangladesh)	151
		Asha Vidhyashram School (Nepal)	116
		HOPE_worldwide_ Orphanage(Trichy)	40
		GRAND TOTAL (Nutrition)	707

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			Trustees Report
Thematic Area	SDG	HWW programmes supported	No. of beneficiaries
Orphans and Vulnerable Children	SDG 1: No poverty SDG 3: Good Health and Well -Being SDG 4: Quality Education SDG 5: Gender Equality SDG 10: Reduced Inequalities	Asharan Orphanage (India)	34
		Divya Orphanage (Trichy)	40
		Foster-care (Romania)	27
		Ambassadors of Peace (Lebanon)	60
		Kids Clubs (Zambia)	773
		GRAND TOTAL (Orphans and Vulnerable Children)	934
Humanitarian Aid	SDG 1: No poverty SDG 2: Zero Hunger SDG 3: Good Health and Well -Being SDG 10: Reduced Inequalities	Lebanon Relief Programme (Beirut)	205
		Ukriane Relief Programme (UK)	104
		GRAND TOTAL (Humanitarian Aid)	309
Health	SDG 3: Good Health and Well -Being	Vaccinations
		Pepco School of HOPE, Bangladesh	53
		Asharan Orphanage, India	18
		Divya Orphanage (Trichy)	4
		ECD programme (Zimbabwe)	7
		TOTAL (Vaccinations)	82
		Other Health Interventions (including one or more of the following: Health check-up, eye check-up, blood grouping, worm control medicine, clinic visits, or psychological support)
		Pepco School of HOPE, Bangladesh	49
		Village of HOPE Bandaging Unit,India	335
		HOPE_foundation_ Matriculation High School (Chennai)	218

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Thematic Area	SDG	HWW programmes supported	No. of beneficiaries
		TOTAL (Other Health Interventions)	602
		GRAND TOTAL (Health)	684
Women’s Economic Empowerment	SDG 1: No poverty SDG 5: Gender Equality SDG 8: Decent Work and Economic Growth SDG 10: Reduced Inequalities	Agricutural Project in Erode,India	192
		Women’s Economic Empowerment Progamme, Zambia	231
		Women’s Economic Empowerment Progamme, Zimbabwe	297
		GRAND TOTAL (Women’s Economic Empowerment)	720
TOTAL NUMBER OF INTERNATIONAL BENEFICIARIES Note: Beneficiaries who received support in more than one thematic area have onlybeen counted once			6,146

What we plan to do in 2025-26

During 2025-26 through capacity building and ongoing support we will continue to implement our strategy to:

1. Help all UK supported International HOPE worldwide Partners to be sustainable, accountable and well managed.

2. Ensure all UK donors feel appreciated and well informed about the International HOPE worldwide programme that they support.

3. Establish a Disaster Response Process.

Looking ahead - Plans with International Partners:

• Afghanistan : The skill development program aims to train 240 youth in graphic design, web development, and mobile repairing. Approximately 60% of the trainees are expected to secure jobs, earn higher wages, start their own businesses, or engage in group business ventures. In the area of community health, 20 women in Shena district, North Kabul, will be trained and equipped as community health workers to provide first aid, counselling for pregnant women and newborns, and conduct home visits.

• Bangladesh:

Industrial Centre of HOPE, Ashulia (ASDA-George School): The school is planning a move to a larger campus to better accommodate its growing student body and activity range. PEPCO Group School of HOPE : A key future initiative includes providing scholarships to

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students completing primary education, enabling them to pursue higher studies at other institutions.

Soham for All Centre of HOPE (PDS/Design Arc): Is set to deepen its community engagement through impactful social awareness programs addressing issues like early marriage, child labour, gender equality, and environmental sustainability, fostering a more socially conscious student body.

• Cambodia: The Sonja Kill Memorial Hospital will continue to provide paediatric consultations at subsidised rates or free of charge to patients in need.

• India: The focus is on maintaining and sustaining the Asharan orphanage, the food farm at the Divya orphanage, and the silk and banana farm at Erode. Plans include increasing the number of students at the Puddupattinam school (from 207 to 220) and adding components (clinical waste collection, and potentially a steriliser, chairs, and tables) to enhance the quality of care for leprosy patients at the bandaging unit in the Village of HOPE.

• Lebanon :

What About Me? The emotional well-being program, developed with a clinical psychologist and supported by training for Christian mental health coaches and social workers, was launched in late 2024 in a disadvantaged Beirut suburb and a local church ministry, currently engaging over 90 students. The program will resume in early September 2025 with capacity-building workshops for school staff and awareness sessions for church and school parents.

STITCHED : Preparation is underway for the Autumn 2025 collection, alongside plans to promote products through an online store. Workshops will be conducted for teenage girls to develop stitching and crocheting skills.

• Nepal : A small health station will be established at the school, and services will be expanded for both children and parents to promote holistic community well-being. To strengthen livelihoods, partnerships with additional companies will be pursued so that the youth being trained can secure sustainable employment and apply their training effectively.

• Romania: HOPE worldwide Romania is currently supporting 35 children, with plans to increase this number to 50 by March 2026. The aims to increase the number of weekend family visits from one to two or three and provide parenting training to foster parents.

• Zambia : Aims to reach over 850 children (from 650 at present) in the Kids Clubs , scale up Women Economic Empowerment initiatives to at least 300 women, and deepen the impact of PSGs by ensuring caregivers are also prioritizing immunization and obtaining birth certificates for their children. They are in the process of scaling up the ECD parenting (PSGs) in the other three sites, where the team anticipates reaching 315 women and over 315 children through the ECD parenting grant.

• Zimbabwe : The Early Childhood Development (ECD) Parenting Training initiative is projected to reach approximately 650 caregivers and 500 children, broadening its impact

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on early childhood growth. The expansion of Kids Clubs is expected to benefit around 1,000 children aged 6 to 17, offering educational activities, meals, and opportunities for leadership development. The Women Economic Empowerment Program aims to support about 650 women, fostering financial independence and promoting community savings activities. The SHIELD program is anticipated to directly assist over 1,000 children and 400 families living in distress by providing targeted support to vulnerable children and their families.

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Hope worldwide Annual Report 2024/25 Trustees Report

Financial Review

Sources of Funds

During 2024-25 we received financial support from diverse sources, including public bodies such as local government grants, central government funded programmes, and other charitable organisations. These funds constituted 31% of our total income, slightly above the 29% of the previous financial year. These funds primarily supported our Homeless Services (Two Step) programme and our Recovery Services (ODAAT) programme which closed in May 2024.

We express our deep appreciation and gratitude to the many individuals, churches and participants in sponsored events whose combined contributions made up 35% of our total income, mirroring the previous year’s support level. Much of this funding was unrestricted, providing us with the agility to address the unique needs of our beneficiaries.

Corporate donations and funding accounted for 27% of total income which was a small rise from 26% in 2023-24. We would like to extend a special acknowledgement to the companies and organisations that generously backed our International Programmes. For instance, George, the clothing division of ASDA , kindly supported the largest HOPE worldwide school in Bangladesh through a three-year partnership. Similarly, Pepco funds the Ashulia Primary School in Bangladesh, also under a three-year arrangement, while PDS Multinational Holding has been a steadfast supporter of the Soham for All Centre of Hope school in Dhaka, Bangladesh. Sevenhill has played a pivotal role in supporting the Village of Hope in India.

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Uses of funds

We spent 87% of our income to serve beneficiaries, down from 91% last year.

Homeless Services rose to 28% of spending (from 20%).

Recovery Services and Supported Housing (ODAAT) closed in May 2024, accounting for 5% (down from 30%).

International support rose to 51% (from 42%), mainly due to prior-year income being spent this year. Most of this funded grants to overseas partners.

The remaining 11% (up from 9%) covered fundraising and essential support costs, including charity management and operations.

Reserves

The Charity’s Reserves Policy balances two priorities: to protect the continuity of our charitable activities and ensure the funds we raise make the greatest possible difference to our beneficiaries. Because we operate three distinct streams of activity, our reserves are set at levels that reflect the specific risks and needs of each area:

• Two Step works with clients for up to 6 months. Once a client is accepted onto the programme and begun the process of looking for housing, having to restart with another provider would cause serious disruption and could significantly extend the period of homelessness. We therefore set a reserve equivalent to six months of the full operational cost (£173,596).

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• International Programmes – Support Costs are operated through partnerships in other countries. We provide development and quality assurance to ensure programmes meet both beneficiary needs and the standards of our corporate and individual funders. Corporate funding agreements can last up to three years, requiring us to sustain this support for the full term. The reserve for this is set at the cost of providing support for all active programmes for one year (£59,000), tapering over three years in the event of orderly closure.

• International Programmes – Delivery Costs are funded from restricted donations for specific purposes. Many deliver long-term services, such as education, where sudden closure would be highly disruptive to beneficiaries. We therefore believe it prudent to hold an unrestricted reserve equal to one-third of the annual grant for long-term programmes, allowing them to continue while replacement funding is sought or an orderly closure is arranged by the partner organisation. For programmes funded by individual donations, the reserve is set at six months’ of the overall grant value. The total amount set aside for this is £220,395.

• Volunteer Programmes: Our new volunteering programme, delivered with partner organisations, requires a reserve equal to three months of full operational cost (£13,620) to enable an orderly handover of support activities if needed.

• Management and Administrative Support: an orderly closure would also require that we continue to provide management and administrative support to these programmes as well as wind down the organisation. Our reserve level is set at 9 months of the cost of this support which is £98,276. The prior year comparator (2023–24) was based on 12 months of costs.

In addition to the costs of winding down these streams of activity we also need reserves to cover the redundancy cost for staff and the cost of any unexpired leases. The amount for this £78,983.

The Trustees have therefore concluded the overall reserve within our unrestricted funds should be:

should be:
	2024-25	2023-24
Two Step	173,596	150,611
International Support Cost	59,000	60,988
International Reserve	220,395	234,966
Volunteer Programmes	13,620	13,150
Management Support(9 mths 2024-25,12 mths 2023-24)	98,276	93,351
RedundancyCost	70,412	70,088
Lease Cost	8,571	8,571
Total	643,870	631,725

For the 2024-25 financial year, unrestricted funds exceed the target level outlined in the table above, with our free reserves covering seven months of expenditure. The seven

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month free reserves figure is calculated based on the highest annual expenditure within the last three years.

This strategic approach will ensure a prudent and accountable use of resources across our evolving range of charitable activities.

Sale of ODAAT Properties and Use of Proceeds

During the year, following the closure of our ODAAT programme, the charity completed the sale of the two associated properties, generating net proceeds of £1 million. The Board intends to use these funds to strengthen our reserves policy and to support future strategic initiatives, including the expansion of our services for beneficiaries. Plans for the use of these proceeds will be developed in consultation with stakeholders and will be detailed in future reports.

Fundraising Practices

The charity is dedicated to fundraising with integrity and accountability, engaging supporters through personalised email appeals and presentations at supporting churches. We seek to maintain the highest ethical standards which reflect our core values in our fundraising activities. By actively seeking and valuing feedback from donors, we seek to foster a culture of trust and empowerment, with their suggestions shaping our practices and deepening their connection to our mission. The charity benefits from events organised by both staff and supporters.

HOPE worldwide is registered with the Fundraising Regulator and adheres to the standards of the Fundraising Code. As far as the Trustees are aware, the Code has been complied with during the year. There is a complaints policy to deal with any issues that may arise. No complaints have been received about fundraising activity in the year.

Following the publication of the updated Fundraising Code of Practice by the Fundraising Regulator (effective 1 November 2025) and recent Charity Commission guidance on fundraising governance, we will be reviewing our policies and training to ensure full compliance. The new Code strengthens rules on fundraiser payments, safeguarding, online activities, and trustee oversight. We will continue to maintain transparent, ethical fundraising, robust complaints procedures, and clear accountability in all our supporter engagement.

We did not employ third-party fundraising organisations.

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Risk Management

The charity conducts a review of its risk register on a quarterly, bi-annual, or annual basis, tailored to the risk profile of each operational area. This systematic approach enables us to establish and maintain effective systems, policies, and procedures designed to mitigate risks. The principal risks identified encompass the sustainability of income, cybersecurity, and the safety of staff, volunteers, and beneficiaries. Below is a summary of these risks alongside our key mitigations:

Sustainability of Income

A significant portion of our funding is derived from local authority financing, which remains subject to external decisions beyond our control. To enhance our financial resilience, the Senior Management team is proactively pursuing diverse funding sources and refining strategic funding initiatives within their respective areas. Additionally, a part-time fundraiser assists this work.

In light of macroeconomic factors such as supporter demographics and inflation continuing to affect household incomes, we closely monitor the potential impact on donor income. We are profoundly grateful to our supporters and have invested more resources in donor relations in communicating the impact and outcomes of all HOPE programmes.

Cyber Security

In our increasingly digital landscape, we recognise the critical importance of cybersecurity in protecting sensitive data and ensuring operational integrity. We have implemented robust measures, including ongoing staff training and the engagement of an IT support firm to mitigate threats. We are also attentive to legislative changes and emerging requirements related to artificial intelligence, ensuring our compliance while leveraging AI advancements to strengthen our security posture.

Safety of Staff, Volunteers and Beneficiaries

All staff and volunteers who work with beneficiaries are screened, which includes a Disclosure Barring Service (DBS) check, and they are provided with training for their roles. The Charity has designated Health & Safety officers and a Designated Safeguarding Lead for our UK operations and international activities respectively.

The Trustees are conscious that the programmes we fund overseas, constitute an area of risk for the Charity, even though we are not running these programmes directly. We collaborate closely with our partner charities to ensure their safeguarding and whistleblowing policies are suitable and robust. We are currently working with our partners and other members of the HOPE worldwide Global Network to improve these policies further. This work takes into account the “Safeguarding for External Partners” Standards produced by DFID when it was stand alone. This effort reflects our commitment to the highest standards of safety for all involved in our international initiatives.

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Structure, Governance and Management

Governing document

The name of the Charity is HOPE worldwide , a company limited by guarantee. It was formed on 22 October 1991. On 26 November 2020 the Memorandum and Articles of Association was amended to reflect current charity best practices. The Trustees are also directors and members of the company with liability limited by guarantee to £1. There are no other members. None of the Directors had any other interest in the Charity. The Directors are also Trustees for the purposes of charity law and in this report they are referred to as Trustees.

Appointment of Trustees

Throughout 2024-24, the average number of Trustees stood at seven. Skills gaps on the board are reviewed and the Board seeks volunteers with appropriate competencies to fill these. The power to appoint Trustees rests with the existing Board. It is expected that all Trustees have demonstrated their interest through acting as volunteers with the Charity before being considered for appointment.

The Trustees’ skills and experience are broad and include business, public service, voluntary sector and international development. Before joining the Board, all prospective new Trustees are interviewed by the existing Board. New Trustees are provided with an induction.

Organisation

The Board met six times between April 2024 and March 2025 to review reports from the Management Team and to discuss the direction and policies of the Charity. Additionally, the full Board met two times to decide on the future of our Drug & Recovery Programme (ODAAT) with the decision to close ODAAT made in December 2024.

Different trustees visited the programmes throughout the year. Day to day operational decisions were delegated to the Chief Executive who reported to the Board at board meetings and regularly met with the Chair.

Staff Remuneration Policy and Performance Management

HOPE worldwide is committed to offering fair and appropriate salaries which will enable us to attract and retain skilled staff, therefore maximising our impact and delivering our objectives.

To facilitate this, HOPE worldwide assesses roles using the National Joint Council (NJC) process and utilizes NJC pay scales to determine a pay point for each role. The Charity then pays the employee within a range of +/- 10% of this pay point, contingent on their

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performance and development within the role. The responsibility for this process lies with the Board of Trustees, in collaboration with the Chief Executive. In the case of setting the Chief Executive's salary, the same process is applied to establish a pay point. However, the ultimate decision rests entirely with the Board.

Staff and Volunteers

During the year, the Charity employed an average of 12.2 full-time equivalent (FTE) staff. Of these, 6.3 FTEs were engaged in Homeless Services, 0.2 FTEs in Recovery Services, 2.6 FTEs in International Development, and 0.9 FTEs in the Helping Hands Club and Homes4Ukraine programme. The remaining staff provided essential support services.

In addition, around 183 volunteers generously contributed an estimated 5,336 hours of their time. Their roles spanned governance as Trustees, external representation as HOPE worldwide Ambassadors, Helping Hands Club volunteers, Homes4Ukraine hosts, fundraising, mentoring, and supporting international partners. The impact of their commitment, and goodwill is central to the Charity accomplishing its objectives, and we are deeply grateful for their service.

The Charity is a supporter of and pays at least the Living Wage.

Related parties and cooperation with other organisations - UK

HOPE worldwide works operationally with many agencies including the North London Housing Partnership, Glass Door Homelessness Charity , Manna Centre, NEWway Project and London City Mission. The Charity is a member of the Homeless Link and Housing Justice.

HOPE worldwide maintains close links with church groups linked to the International Churches of Christ, which originally founded HOPE worldwide . These are ICC Missions, Thames Valley Churches of Christ and Avon Valley Churches of Christ. These churches regularly collect donations from their congregations on behalf of HOPE worldwide . They also sometimes make restricted donations for the benefit of various HOPE worldwide programmes.

Related parties and co-operation with other organisations – Overseas

The Charity is a member of the HOPE worldwide Global Network, a coalition of organisations which are members of this network all have their roots in the charitable work of the International Churches of Christ (ICOC). All of the members, like HOPE worldwide , are independent charities that maintain close links with their local ICOC congregations. The HOPE worldwide Global Network follows a membership structure and all members share a common set of values, agree to meet a set of standards and have the objective of helping the poor or disadvantaged.

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HOPE worldwide both contributes and receives grants of funds from other members of the network for specific programmes and unrestricted charitable purposes. The Charity also receives financial support from donors based in the UK to fund programmes undertaken by other network members. Where grants are received by the Charity they are reported as restricted or unrestricted income. Where grants are made to HOPE worldwide network members they are reported under grant making or overseas support. These relationships do not have any other impact on the policies of the Charity.

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Statement of Trustees’ Responsibilities

Company law requires the trustees to prepare financial statements that give a true and fair view of the state of affairs of the Charity at the end of the financial year and of its surplus or deficit for the financial year.

In doing so the trustees are required to:

• Select suitable accounting policies and then apply them consistently;

• Make sound judgements and estimates that are reasonable and prudent; and

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.

The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enables them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In accordance with company law, as the company’s directors, we certify that:

• so far as we are aware, there is no relevant audit information of which the company’s auditors are unaware; and

• as directors of the company we have taken all the steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the Charity’s auditors are aware of that information.

The financial statements have been prepared in accordance with the provisions of the Companies Act 2006 applicable to companies subject to the small companies’ regime.

By order of the trustees

RCorson

Martin Saurma-Jeltsch Arnoldine Rachael Corson Chair of Trustees Trustee

Date: 22[nd] September 2025

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HOPE worldwide

Reference & Administrative Details

Charity registration number 1045930 Company registration number: 02659784 Website www.hopeworldwide.org.uk Registered address 360 City Road London EC1V 2PY Trustees (Directors) Nicola Brady (appointed 1 April 2025) Alexander Cameron Arnoldine Corson (appointed 1 April 2025) Simon Evans (appointed 1 April 2025) Dennis Francis Muriel Gutu (resigned 24 March 2025) David Kaner (appointed 1 April 2025) Ama Mathurin (appointed 1 April 2025) Chidinma Obi (resigned 3 December 2024) Martin Saurma-Jeltsch (Chair) Samantha Sokoya Senior Management Michael Farrell Chief Executive Bruce Miller Director of Recovery Services Rob Payne Director of Homeless Services Jane Whitworth Director of Development Auditors HaysMac LLP 10 Queen Street Place London EC4R 1AG Bankers Lloyds Bank plc Victoria House Southampton Row London WC1B 5HR Solicitors Bates Wells 10 Queen Street Place London EC4R 1BE

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HOPE worldwide

Independent auditor’s report to the members of HOPE worldwide Opinion

We have audited the financial statements of HOPE worldwide for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s 's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Chairman’s Report and the Trustees’ Annual Report. Our opinion on the financial statements does not cover the other information and, except to the

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HOPE worldwide

Independent auditor’s report to the members of HOPE worldwide extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the Trustees’ Annual Report (which includes the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the Trustees’ Annual Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (which incorporates the directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept by the charitable company; or

• the charitable company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 34, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is

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HOPE worldwide

Independent auditor’s report to the members of HOPE worldwide necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to

liquidate the charitable company or to cease operations or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the sector in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to regulatory requirements of company and charity law applicable in England and Wales and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011, Companies Act 2006 and payroll taxes.

We evaluated management’s opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries and management bias in certain accounting estimates and judgements such as the income recognition policy applied to grant income. Audit procedures performed by the engagement team included:

• Inspecting correspondence with appropriate regulators and tax authorities;

• Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud;

• Evaluating management’s controls designed to prevent and detect irregularities;

• Review of minutes of meetings to identify expected material amounts of voluntary income; and

• Identifying and testing journals.

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HOPE worldwide

Independent auditor’s report to the members of HOPE worldwide

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Ie

Lee Stokes (Senior Statutory Auditor) For and on behalf of HaysMac LLP, Statutory Auditors

10 Queen Street Place London EC4R 1AG

Date: 17/10/2025

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Report & Accounts , 31[st] March 2025

HOPE worldwide

Statement of Financial Activities

(incorporating an income and expenditure account for the year ended 31[st] March 2025)

Notes Income from: Donations 2 Charitable activities 2 Investments Other Total income Expenditure on: Raising funds 3 Charitable activities 3 Total expenditure Revaluation gain Net income/(expenditure) 7 Transfers 13 Net movement in funds Balances brought forward at 1stApril 12 Balances carried forward at 31st March 12	Unrestricted Restricted Total Funds funds Funds 2025 2025 2025 £ £ £ 165,859 483,831 649,690 40,414 330,477 370,891 9,104 - 9,104 - 5 5 215,377 814,313 1,029,690 28,084 - 28,084 131,034 1,075,556 1,206,590 159,118 1,075,556 1,234,674 - - - 56,259 (261,243) (204,984) (186,208) 186,208 - (129,949) (75,035) (204,984) 996,928 146,260 1,143,188 866,979 71,225 938,204	Total Funds 2024 £ 682,148 503,205 4,677 -
		1,190,030
		45,468 1,487,823
		1,533,291
		707,549 364,288 -
		364,288 778,900
		1,143,188

All amounts derive from continuing activities.

The Charity has no gains or losses other than those shown above.

Page 40 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Balance Sheet as at 31 March

Company number 2659784

Notes Fixed Assets Tangible assets 9 Current Assets Non-Current Assets Held for Sale 9 Debtors 10 Short term deposits Cash at bank and in hand Creditors - amounts falling due within one year 11 Net current assets Total assets less current liabilities Creditors – amounts falling due after more than one year 12 Net assets Represented b_y: Unrestricted funds _13 Restricted funds 14	2025 £ £ 3,478 - 329,211 800,000 295,062 1,424,273 (489,547) 934,726 938,204 - 938,204 866,979 71,225 938,204	2024 £ £ 1,001 1,431,360 181,712 - 323,339 1,936,411 (379,549) 1,556,862 1,557,863 (414,675) 1,143,188 996,928 146,260 1,143,188	2024 £ £ 1,001 1,431,360 181,712 - 323,339 1,936,411 (379,549) 1,556,862 1,557,863 (414,675) 1,143,188 996,928 146,260 1,143,188
	1,424,273 (489,547)	1,936,411 (379,549)
			1,557,863 (414,675)
			1,143,188
			996,928 146,260
			1,143,188

These financial statements have been prepared in accordance with the special provisions of the Companies Act 2006 relating to small companies.

Approved and authorised for issue by the Trustees on 22[nd] September 2025 and signed on their behalf by:

RCorson

Martin Saurma-Jeltsch Arnoldine Rachael Corson Chair of Trustees Trustee

The notes on pages 43 to 56 form part of these financial statements. HOPE worldwide company registration number 2659784

Page 41 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Statement of Cash Flows

For the year ended 31[st] March 2025

Net income/(expenditure) Adjustments for non-cash items: Depreciation Revaluation gain Increase in short term deposits Increase in debtors Increase in creditors Adjustments for non-operational items: Interest income Interest expense Net cash outflow from operating activities Cash flows from investment activities Interest received Disposal of assets held for sale Purchase of property plant and equipment Net cash inflow from Investment activities Cash flows from financing activities Interest paid Mortgage repayments Net cash outflow from financing activities Decrease in cash and equivalents Cash balance at 1stApril Cash balance at 31st March	2025 £ £ (204,984) 1,473 - (800,000) (147,499) 138,094 (807,932) (9,104) 13,066 3,962 (803,970) 9,104 1,431,360 (3,950) 1,436,514 (13,066) (442,771) (455,837) (28,277) 323,339 295,062	2024 £ £ 364,288 12,378 (707,549) - (16,086) 41,422 (669,835) (4,677) 25,162 20,485 (649,350) 4,677 - (1,229) 3,448 (25,156) (29,088) (54,244) (335,858) 659,197 323,339	2024 £ £ 364,288 12,378 (707,549) - (16,086) 41,422 (669,835) (4,677) 25,162 20,485 (649,350) 4,677 - (1,229) 3,448 (25,156) (29,088) (54,244) (335,858) 659,197 323,339
	(807,932) (9,104) 13,066	(669,835) (4,677) 25,162
	3,962 9,104 1,431,360 (3,950)	20,485 4,677 - (1,229)
	(13,066) (442,771)	(25,156) (29,088)
			(335,858) 659,197
			323,339

Page 42 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

1 Accounting policies

1.1 Basis of preparation

The financial statements of the Charity are prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. They are drawn up on the historical cost accounting basis. The Charity meets the definition of a public benefit entity under FRS 102. The financial statements are prepared in Pounds Sterling rounded to the nearest Pound.

1.2 Going Concern

The financial statements have been prepared on a going concern basis as the trustees are satisfied that there are no material uncertainties and the preparation of accounts on the going concern basis is supported by financial plans. In particular, a detailed cashflow forecast has been prepared on reasonable assumptions of income and expenditure such as key funding contracts, housing benefit and funded client income, and staff levels.

1.3 Fund accounting

The Charity maintained a number of funds during the reporting period. The unrestricted fund is expendable at the discretion of the Trustees in furtherance of the objectives of the Charity. Such funds may be held in order to finance both working capital and capital investment. The restricted funds are held to sustain HOPE worldwide programmes both in the UK and overseas. Details of the restricted funds are set out in Note 14.

1.4 Income

All income is recognised in the statement of financial activities when the conditions of receipt have been met and receipt is probable. The following accounting policies are applied to income:

Donations

Donations and all other receipts from fundraising are reported gross and related fundraising costs are reported in costs of raising funds where appropriate.

Tax reclaimed on money donated under the Gift Aid scheme

Income under this category is recognised in the financial statements on the date that the underlying donation is received by the Charity.

Income from Charitable Activities

We receive funding from public bodies such as Local Government grants and Housing Benefit, and programmes funded by Central Government and other Charities. These funds go towards our Homeless Services (Two Step) and Recovery Services (ODAAT) programmes.

1.5 Costs of raising funds

Costs of raising funds are those incurred in seeking voluntary income.

Page 43 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

1 Accounting policies (continued)

1.6 Costs of charitable activities

Costs of charitable activities includes all expenditure directly related to the objectives of the Charity and comprises the following:

Grants payable

Grants payable are accounted for when the Trustees have accepted a legal or moral obligation to make the grant. This will usually be when the commitment is communicated to the recipient.

Other expenditure on charitable activities

Other expenditure on charitable activities comprises the costs of staff salaries, travel and subsistence, facility costs, communication and programme costs.

Support Costs

Support costs have been allocated to the costs of raising funds and charitable activities on the basis of staff time. Prior year figures have been restated to show governance costs as a component of support costs.

1.7 Governance costs

Governance costs include costs of governance arrangements which relate to the general running of the Charity. These activities provide the governance infrastructure which allows the Charity to operate and to generate the information required for public accountability.

1.8 Tangible fixed assets

Depreciation is provided on cost in equal annual instalments over the estimated useful lives of the assets – or, in the case of leasehold improvements, over the life of the lease. The rates of depreciation for non-lease related assets are as follows:

Fixtures & Fittings: 10-25% per annum Office Equipment: 20-33% per annum

Items held by the Charity are recognised as assets where they have a useful life (likely to bring future economic benefit) of more than one financial year and where the initial cost is over £300, or at the discretion of management, any single pieces of equipment costing less, such as computers.

1.9 Foreign currency translation

Transactions denominated in foreign currencies are recorded in the local currency at actual exchange rates at the date of the transaction. Monetary assets or liabilities denominated in foreign currencies at the balance sheet date are reported at the rates of exchange prevailing at the date. Any gain or loss arising from a change in the exchange rates subsequent to the date of the transaction is included as an exchange gain or loss in the statement of financial activities.

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Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

1.10 Pension costs

The Charity operates a defined contribution pension scheme. The Charity’s liability under this plan is limited to the on-going contributions.

1.11 Operating leases

Rental costs under operating leases are charged to the statement of financial activities in equal amounts over the period of the lease.

1.12 Entity Details

HOPE worldwide is a company limited by guarantee registered in England and Wales (Company number 2659784). It is a charity registered with the Charity Commission (Charity number 1045930). Its registered address is shown on page 35.

1.13 Estimates and Judgements

In preparing the financial statements the trustees are required to make judgements and use estimates. In preparing these accounts the trustees have not identified any areas which they consider to be subject to significant estimation uncertainty.

Page 45 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

2 Analysis of Income raised 2025 Individuals’ donations (incl. Gift Aid) Collections at supporting churches Sponsored & special events Corporate & Trust donations & grants Public body & charitable funding Housing benefit Other income Total 2024 Individuals’ donations (incl. Gift Aid) Collections at supporting churches Sponsored & special events Corporate & Trust donations & grants Public body & charitable funding Housing benefit Other income Total	across distinct areas of activity	across distinct areas of activity	across distinct areas of activity	across distinct areas of activity	across distinct areas of activity
		Homeless -ness £ 4,339 830 664 - 318,660 - 6,905	Recovery £ 610 - - - - - 55	Supported housing £ - - - - - 3,279 -		Voluntee ring £ 50 - - - - - -	Internat- ional support £ 194,593 4,212 1,513 277,020 - - 1,584	General £ 159,422 1,002 2,934 2,500 - - 49,518	2025 total £ 359,014 6,044 5,111 279,520 318,660 3,279 58,062
		331,398	665		3,279	50	478,922	215,376	1,029,690
		Homeless -ness £ 6,064 - - - 302,480 - 3,900	Recovery £ 3,232 (8,000) 2,092 - 42,545 138 2,258	Supported housing £ - - - - - 112,627 -		Voluntee rin - - - 2,000 - - -	Internat- ional support £ 132,786 43,901 9,471 297,294 - - -	General £ 183,119 - 4,494 5,696 - - 43,934	2024 total £ 325,200 35,901 16,057 304,990 345,025 112,765 50,092
		312,444	42,265		112,627	2,000	483,452	237,242	1,190,030

Page 46 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

3 Analysis of Expenditure across distinct areas of activity

2025 Programme grants Salaries and wages Office & housing, incl. mortgage Counselling/activities, training/events Travel & subsistence Volunteer costs Legal & professional Other direct expenses Other indirect expenses Subtotal Support (see Note 6) Total 2024 Programme grants Salaries and wages Office & housing, incl. mortgage Counselling/activities, training/events Travel & subsistence Volunteer costs Legal & professional Other direct expenses Other indirect expenses Subtotal Support (see Note 6) Total	2025 Programme grants Salaries and wages Office & housing, incl. mortgage Counselling/activities, training/events Travel & subsistence Volunteer costs Legal & professional Other direct expenses Other indirect expenses Subtotal Support (see Note 6) Total 2024 Programme grants Salaries and wages Office & housing, incl. mortgage Counselling/activities, training/events Travel & subsistence Volunteer costs Legal & professional Other direct expenses Other indirect expenses Subtotal Support (see Note 6) Total			Homeless Services £ - 246,123 87,130 4,175 1,222 91 - (246) 8,698	Homeless Services £ - 246,123 87,130 4,175 1,222 91 - (246) 8,698	Homeless Services £ - 246,123 87,130 4,175 1,222 91 - (246) 8,698	Recovery £ - 13,827 1,351 12 20 - - 2,120 63	Recovery £ - 13,827 1,351 12 20 - - 2,120 63	Recovery £ - 13,827 1,351 12 20 - - 2,120 63	Supported housing £ - 24,405 26,484 - - - - - -	Supported housing £ - 24,405 26,484 - - - - - -	Supported housing £ - 24,405 26,484 - - - - - -	Voluntee ring - 29,724 189 - - 331 - - 653	Voluntee ring - 29,724 189 - - 331 - - 653	Internat-		Raising Funds £ - 19,134 - - - - 2,223 106 6,623	Raising Funds £ - 19,134 - - - - 2,223 106 6,623	2025 total £ 513,461 442,109 115,276 4,383 2,924 2,686 4,723 1,980 16,098
															ional support £ 513,461 108,896 122 196 1,682 2,264 2,500 - 61
					347,193 24,401		17,393 67,180				50,889 2,554		30,897 772		629,182 7,247		28,086 28,880		1,103,640 131,034
					371,594		84,573				53,443		31,669		636,429		56,966		1,234,674
		Homeless Services £ - 205,931 75,703 1,872 1,129 142 - (170) 5,893				Recovery £ - 244,552 10,188 19,404 4,540 12,918 - 5,387 2,042		Supported housing £ - 18,876 133,908 281 4 - - 1,284 1,046				Voluntee ring 4,000 5,975 - - - - - - 747		Internat- ional support £ 536,268 98,703 86 - 3,462 25 - - 277		Raising Funds £ - 36,629 - - - - 2,197 450 6,191		2024 total £ 540,268 610,666 219,884 21,557 9,135 13,085 2,197 6,951 16,196
			290,500 7,930			299,031 39,149			155,398 9,212			10,722 210		638,820 21,025		45,468 15,825		1,439,940 93,351
			298,430			338,180			164,611			10,932		659,845		61,293		1,533,291

Page 47 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

4 Financial performance by Programme

2025 Income Costs of charitable activities before support costs Less Increase in restricted funds Financial performance before support & fundraising Fundraising cost by programme Financial performance before support costs Support costs Financial performance after fundraising & support costs		Homeless- ness £ 331,398 (347,192) -	Recovery £ 665 (17,393) -	Supported housing £ 3,279 (50,889) -	Supported housing £ 3,279 (50,889) -	Volunteri ng 50 (30,897) -	Internatio nal support £ 478,922 (629,182) 72,920	Internatio nal support £ 478,922 (629,182) 72,920	General £ 215,376 - -	2025 total £ 1,029,690 (1,075,553) 72,920
		(15,794) -	(16,728) -		(47,610) -	(30,847) -		(77,340) -	215,377 (28,085)	27,058 (28,085)
		(15,794) (24,401)	(16,728) (67,180)		(47,610) (2,554)	(30,847) (772)		(77,340) (7,247)	187,292 (28,880)	(1,027) (131,034)
		(40,195)	(83,908)		(50,164)	(31,619)		(84,587)	158,412	(132,061)

2024 Income Costs of charitable activities before support costs Less increase in restricted funds Financial performance before support & fundraising Fundraising cost by programme Financial performance before support costs Support costs Financial performance after fundraising & support costs		Homeless- ness £ 312,444 (290,498) -	Recovery £ 42,265 (299,031) -	Supported housing £ 112,627 (155,398) -	Volunteri ng 2,000 (10,722) -	Internatio nal support £ 483,452 (638,821) (41,401)	General £ 237,243 - -	2024 total £ 1,190,031 (1,394,470) (41,401)
		21,946 (256,766) - -		(42,771) -	(8,722) -	(196,770) 237,243 - (45,469)		(245,840) (45,469)
		21,946 (256,766) (7,930) (39,149)		(42,771) (9,212)	(8,722) (210)	(196,770) 191,774 (21,025) (15,825)		(291,309) (93,351)
		14,016 (295,915)		(51,983)	(8,932)	(217,795) 175,949		(384,660)

Page 48 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

5 Grant making for overseas work

Country 2025 2024 Organisation Programme Total Total £ £ Afghanistan 7,364 11,175 HOPEww Afghanistan General development	2025 2024 Amount Amount £ £ 7,364 11,175
Australia 1,000 - HOPEww Australia Life for a Child	1,000 -
Bangladesh 239,756 259,871 HOPEww Bangladesh General Support Ashulia school Dhaka school Jamgara school	1,269 66,978 1,640 80,722
	54,572 70,479
	116,937 107,030
Cambodia 7,300 1,400 HOPEww Cambodia General development	7,300 1,400
India 151,024 137,669 HOPE_foundation_ General development Asharan orphanage Borewell Palghar fund Bhuj school Chennai School Divya Orphanage Hyderabad School Village of Hope Leprosy bandaging unit Tamil Nadu Fruit Forests Tigri School Puduppattinam School	6,376 1,284
	20,005 12,253
	1,000 -
	20,005 11,501
	6,200 -
	5,000 -
	30,005 24,136
	30,246 39,118
	5,177 2,491
	7,005 6,485
	- 6,001
	20,005 34,400
Lebanon 25,732 22,099 Lebanon Disaster Fund General fund Turkey/Syria Fund Emergency Fund	1,972 17,050 750 5,049 23,010 -
Nepal 24,150 31,434 HOPEww Nepal General development Kathmandu school Chhaimale village	3,951 327 20,199 29,107 - 2,000
Romania 17,413 7,999 Foster Care	17,413 7,999
Ukraine 9,066 38,314 Ukraine Project Fund Ukraine Refugee Crisis	9,066 38,314
Zambia 13,862 40056 HOPEww Zambia General development Kupasa Banja Chikondi Widows Voices	13,862 22,315 - 17,541 - 200
Zimbabwe 24,030 6,354 HOPEww Zimbabwe General Fund Action for Zimbabwe	- 24,030 659 5,695
Total grants made Funds raised but not yet passed on as grants Total
	520,697 556,371 71,224 146,260
	591,921 702,631

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Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

6	Analysis of Support & Governance Costs 2025 2024 £ £ Staff pay & human resources 60,995 27,084 Training & conferences 3,798 2,722 Travel and subsistence 921 4,371 Property costs (incl. rent & maintenance) 100 - Communications 845 675 Postage, printing, office supplies & utilities 182 291 Software & equipment 5,924 7,044 Marketing, events, subscriptions & website 9,655 5,275 Finance & insurance 3,668 3,704 Depreciation 1,473 10,701 Governance 43,473 31,482 131,034 93,349 Support costs are allocated on the basis of staff time spent on each non-support area of activity (see Note 3). Governance Costs breakdown Audit 21,840 20,280 CEO time 17,629 8,418 Other 4,004 2,784 43,473 31,482	2024 £ 27,084 2,722 4,371 - 675 291 7,044 5,275 3,704 10,701 31,482
		93,349
		31,482

7 Net income/(expenditure)

Net income/(expenditure) for the year is stated after charging:

Auditor’s remuneration Depreciation of tangible fixed assets Operating lease rentals on buildings	2025 £ 21,840 1,473 37,266	2024 £ 20,280 12,378
		88,187

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Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

8 Staff costs

Salaries Social security costs Defined contribution pension scheme Average headcount	2025 £ 462,191 28,928 29,278 520,397 16	2024 £ 569,155 39,070 34,180
		642,405
		18

One employee received annual remuneration between £60,001 - £70,000 in the year (2024: one).

Nothing was reimbursed to trustees during the year (2024: one) for travel expenses to attend Board Meetings. No trustee received any remuneration from the Charity in the current or prior year.

Management personnel considered key in serving the Charity during the period were the Chief Executive, the Director of Homeless Services, the Director of Recovery Services, the Director of Development and members of the Board of Trustees, all of whom are active in planning, directing and controlling the activities of the Charity. The total remuneration of key management (including all National Insurance and pension payments) amounted to £203,861 during the period (2024: £156,433).

9 Tangible fixed assets

Cost As at 1 April 2024 Additions Disposals At 31 March 2025 Depreciation As at 1 April 2024 Charge for the period Disposals At 31 March 2025 Net book value At 31 March 2025 At 31 March 2024	Leasehold improve- ments Fixtures & fittings Equipment & chattels £ £ £ 31,205 3,503 17,362 - - 3,950 (1,192) (3,158) (4,036) 30,013 345 17,277 31,205 3,503 16,362 - - 1,473 (1,192) (3,158) (4,036) 30,013 345 13,799 - - 3,478 - - 1,001	Total £ 52,071 3,950 (8,386)
		47,635
		51,070 1,473 (8,386)
		44,157
		3,478 1,001

Page 51 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

10 Debtors 2025 £ Trade debtors 140,810 Prepaid expenses 16,929 Accrued Income 171,472 Lease deposits - 329,211 11 Creditors: amounts falling due within one year 2025 £ Mortgage loan - Trade creditors and accrued expenses 297,437 Foreign grant creditors 313 Deferred income 188,423 Other creditors 3,374 489,547 Deferred income reconciliation: Opening deferred income 203,015 Released during the year (203,015) Income deferred during the year 188,423 Closing deferred income 188,423 12 Creditors: amounts falling due after more than one year 2025 £ Mortgage loan -	2024 £ 147,057 13,758 19,597 1,300
	181,712
	2024 £ 28,096 145,722 2,716 203,015 -
	379,549
	140,022 (140,022) 203,015
	203,015
	2024 £ 414,675

The mortgage was repaid in full during the year and the fixed charge on the freehold property was satisfied in full.

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Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

12 Creditors: amounts falling due after more than one year (continued)

Analysis of debt maturity

In one year or less Between 1 and 2 years Between 3 and 5 years More than 5 years Unrestricted funds Balance brought forward at 1 April Net income Transfers during the year Balance carried forward at 31 March	2025 £ - - - - - 2025 £ 996,928 56,259 (186,208) 866,979	2024 £ 28,096 54,162 86,721 273,792
		442,771
		2024 £ 599,630 918,599 (521,301)
		996,928

13 Unrestricted funds

Transfers represent an excess of restricted expenditure over restricted income funded by unrestricted funds.

14 Restricted funds

2025	Balance at				Balance at
	31/03/2024	Income	Expenditure	Transfers	31/03/2025
	£	£	£	£	£
Homeless services	-	331,397	(347,194)	15,797	-
ODAAT programme	-	665	(17,394)	16,730	1
Supported housing	-	3,279	(50,889)	47,611	1
Volunteering	-	50	(30,898)	(30,848)	-
International support	146,260	478,922	(629,181)	75,222	71,223
Total	146,260	814,313	(1,075,556)	186,208	71,225

The Homeless Services fund is used to assist homeless people in securing long term accommodation.

The ODAAT fund is part of our Recovery Services and is used to assist beneficiaries seeking to overcome drug or alcohol addiction.

Page 53 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

14 Restricted Funds (continued)

The Supported housing fund is also part of our Recovery Services and is used to assist those in supported housing and afterwards with their move-on to sustainable housing.

International Support funds represent donations received to fund overseas work.

2024	Balance at				Balance at
	31/03/2023	Income	Expenditure	Transfers	31/03/2024
	£	£	£	£	£
Homeless services	-	314,444	(301,222)	(13,222)	-
ODAAT programme	-	42,265	(299,032)	256,767	-
Supported housing	-	-	(155,398)	155,398	-
International support	179,270	483,452	(638,820)	122,358	146,260
Total	179,270	840,161	(1,394,471)	521,301	146,260

International support funds with balances to carry forward in 2025:

Afghanistan Cambodia COVID-19 relief International Relief India- general fund India, Asharan Orphanage India, Bhuj School fund India, Hyderabad School India, funds for other work India, Village of Hope India, Puduppattinam primary school Lebanon, General Lebanon, Earthquake Relief-Turkey/Syria fund Malaysia, general Nepal, General Nepal, Kathmandu School Romania general fund Ukraine, relief fund Zambia general fund Zambia, Kupasa Mwana Zimbabwe, Action for Zimbabwe Total

2025 2024 156 650 600 200 900 650 666 37,093 2,301 23,289 4,395 10,107 2,975 - - 155 3,598 14,911 25,773 23,493 12,606 6,235 35 - 13,205 11,899 85 81 11 41 1,315 1,145 (4,999) 7,001 6,225 8,002 1,250 342 - 785 126 180

71,224 146,260

Page 54 of 56

Report & Accounts , 31[st] March 2025

HOPE worldwide

Notes to the Financial Statements

15 Related party transactions

There were no related party transactions in 2025 that require disclosure (2024: none).

16 Operating lease commitments

At 31 March, the Charity is committed to making the following minimum payments under noncancellable operating leases:

Land and buildings Amounts payable: Within 1 year Within 2 to 5 years	2025 £ 8,548 - 8,548	2024 £ 30,000 8,548
		38,548

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HOPE worldwide

Notes to the Financial Statements

17 Statement of Financial Activities for the prior year (ended 31[st] March 2024), showing the split between unrestricted and restricted funds in the prior year

Notes Income from: Donations 2 Charitable activities 2 Investments Other Total income Expenditure on: Raising funds 3 Charitable activities 3 Total expenditure Revaluation gain 9 Net income/(expenditure) 7 Transfers Net movement in funds Balances brought forward at 1stApril Balances carried forward at 31st March	Unrestricted Restricted Total Funds funds Funds 2024 2024 2024 £ £ £ 193,308 488,840 682,148 151,902 351,303 503,205 4,659 18 4,677 - - - 349,869 840,161 1,190,030 45,468 - 45,468 93,351 1,394,472 1,487,823 138,819 1,394,472 1,533,291 707,549 - 707,549 918,599 (554,311) 364,288 (521,301) 521,301 - 397,298 (33,010) 364,288 599,630 179,270 778,900 996,928 146,260 1,143,188	Total Funds 2023 £ 753,805 598,816 1,461 11,166
		1,365,248
		52,295 1,289,326
		1,341,620
		- 23,627 -
		23,627 755,273
		778,900

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