2023-12-31-accounts

HOPE AND HOMES FOR CHILDREN Registered Company Number: 04193179 Registered Charity Number: 1089490 TRUSTEES, ANNUAI REPORT AND CONSOIIDATED FINANCIAL STATEMENTS For the year ended 31 December 2023 hopeandhomes.org

TABIE OF CONTENTS Legal and Administrative Information Trustees. Annual Report and Strategic Report Independent Auditor's Report Consolidated Statement of Financial Aetivities Balance Sheets Consolidated Statement of Cash Flows Notes to the Financial Staternents

LEGAL AND ADMINISTRATIVE INFORMATION Status Hope ond Homes for Children is o choritoble compony limited by guorontee. It wos incorporoted on 3 April 2001 (Compony number: 041931791 and registered as a charity on 26 November 2001 Icharity number: 1089490). Founder Presidents Mark Cook OBE Caroline Cook OBE Patrons and Ambassadors Kate Adie OBE DL Mortin Bell OBE Mott Bell Rukhiya Budden Moriono Dohon Dome Kristin Scott Thomos DBE The Rt Hon The Lord Selkirk of Douglas PC QC Nick Hewer Alostoir Humphreys The Lady Jopling MBE Jay Jopling Gordon Mclnolly The Rt Hon Sir Donold McKinnon ONZ GCVO Natalie Pinkham Generol The Lord Donnott GCB CBE MC DL Rick Foulshom CMG David Furnish Jomes Whiting Cloire Wright Trustees and Directors Matthew Banks Vicky Bruce Simi Dubb John Good Richord Greenholgh lon Hoslegrove Maria Herczog Girish Menon Chikondi Mpokoso Ruchiro Neotio Romesh Pormor Comillo Otto Anno Segoll Zofia Sochanik Mike Thiedke (resigned 27h July 2023) (resigned 27h July 2023) (oppointed15t July 2023) Choir (oppointed15t July 2023) Treosurer (appointed 24th July 2023) rnember of Finance, Audit and Risk Committee, o - member of Marketing, Communic(rtions and Fundraising Committee, member of Progrommes Advococy ond Reseorch Advisory Commtttee.- member of People Comrnittee Senior Management Team (Key Management Personnel) Mork Woddington Chief Executive Michelo Costo Director of Globol ond EU Advococy(until 31st October 2023) Brenda Kariuki Direct or Global Advocacy lfrom 1￿ February 2024) Pete Gorrott Director of Globol Progrommes Anghorod McKenzie Director of Global Marketing, Communicotions ond Fundroising (until 14th Morch 2023) Toby Bourke Director of Global Marketing, Communications and Fundraising Ifrom 10th July 2023) Mork Shodrock Chief Operoting Officer ond Compony Secretory Reglstered Offlce and Prlnclpal Addr￿ The Guild, King Street Wilton, Wiltshire, ORS Independent Audltor. Crowe U.K. LLP, 55 Ludgote Hill, London, EC4M 7JW Banker& Royal Bank of Scotlond PLC, Porklonds, De Hovilland Woy¢ Bolton, Loncoshire, BL6 4YU Webslte.. more informotion obout the chority con be found ot , andhoni-ocr"

TRUSTEES, ANNUAL REPORT AND STRATEGIC REPORT ABOUT US Since 1994, Hope ond Homes for Children hos been working to stop the instttutionolisotion of children. We work oround the world to close the doors of orphonoges forever. We fightfor every child to enjoy the love ond belonging of o sofe fomily home. As chollenges get tougher, we work horder- with children, for children. Because children should never be deprived of their liberty and suffer the harms of institutionalisation, under the cloak of "care.. Our core reform speciolists set up community-bosed fomily SUPFX)rt services. Our policy experts promote stronger child protection laws. Our skilled social workers work directly with children to keep families together, to reunite them and to nurture new ones. Through notional reform ond internationol odvococyi we inspire global oction. We won't stop until we have consigned orphanages to history. Until every child, everywhere, has the chanceto thrive in a strong, supported fomily. WE ARE HOPE AND HOMES FOR CHILDREN Our mission is to be the catalyst for the global elimination of institutional care for children. Our vision is a world in which children no longer suffer institutional care. Our values are courage, excellence and integrity. Orphonoges confine ond regiment the lives of children in woys thot present egregious threats of obuse ond neglect. Whot is happening inside orphonoges todoy is impocting 5.4 million children with lifelong consequences thot impoct upon the next generotion too. Our work to support fomilies ond preventthe serK]rotion of children from them in the first place, ond when this con't be ochieved, helping to ploce children in olternotive forms of family core ond protection, hos yielded olmost 30 yeors of importont leorning. We hove used this learning to shope locol services, notionol policies ond internotionol commitments with much wider benefits. For example, in pursuing child protection ond care reform, we are seeing improved educational ond heolth outcomes for children, oll of which collectively contributeto improved chonces ond opportunities loter in life. Now is the time to build a consensus across governments, relevant agencies and important influencersthat orphanages ore no longer on occeptoble way of coring for children. We build this consensus by working alongside lik&minded organisations. Our collective efforts and resources will create momentum thot proves chonge con be successful (rt n(rtionol level in very different contexts. We FX)Sition child protection ond core reform os o humon imperotive, not only for those children forwhom it matters so much now, but olso for future generations. And we build partnerships with the private sectorto develop the kind of financing instruments required to secure the interest ond commitments of mony other countries in which we hove no presence. Armed with these financing instruments, wewill secure investors ond donors soth(rt troction for globol reform genuinely begins to bite. We hove been o world-leoding outhority on elimin(rting orphonoges ond reforming child protection ond core systems in mony countries over 30 yeors. Throughout this journeyi we hove scrutinised the evidence. We hove morsholled our front- line experience, ond we hove listened to children ond those who core forthem. Our unique ochievements ond understonding hove deepened our well of hope forthe future of children. It is o stubborn, fierce hope thot connot be exhousted becouse we hove seen what we ore COF)oble of, ond It drives our belief in whot we con still ochieve, no motter how tough the chollenge. Our mission is cleor. Its purpose will not be denied.

WHAT IS THE PROBIEM THAT NEEDS SOLVING AND WHY? Orphonoges ore unnecessory becouse the vost mojority of children confined within them ore not orphons. This is true for oll the countries we hove worked in, ond the mony countries our r)ortner orgonisotions work in. Indeed, numerous studies suggest this is the cose globolly. Mony children ore ploced in orphonoges, not because they ore orphons, but becouse their fomily is poor,- theyfoce discriminotion or becousethey hove o disobility. This confinement punishes them for o second time. Once confined in orphanages, many suffer abuse- including rape and torture- from some staff, adults who poy for occess tothem, ond from some of the children they shore their confinement with. The neglectthot many more children confined in orphonoges suffer con be so significont that it horms the development ond structure of their broins, especially for babies. Stigma against children confined in orphanages is common and a cause of isolation and exclusion. Orphonoges expose children to heightened risks oftroff icking, ond in the worst coses, they ore the octuol opporotus through which children ore exploited for lobour, fundroising, even fortheir body r)orts ond for sex. Current estimotes suggest there ore oround 5.4 million children in orphonoges globolly. Butthis is generolly occepted to be o significont under-estimote. In mony countries, rK)or regulation meons thousands of orphonoges operote with no registration and no oversight. So the sheer scale of children in confinement remains unknown. And millions more children ore vulneroble to being seporoted from their fomilies ond put into core. More thon five million people died os o result of the Covid-19 globol pondemic, most of them odults, mony of them porents coring for children. The Loncet estimotes thot for every two adults who have died, one child has lost a parent or primarycaregiver. Vulnerability is deepening among mony fomilies ond communities which undermines their copobility to core for ond protect children= 120 million F)eoplewere plunged into extreme FX)verty during the course of the pondemic. This is the first timethis figure hos octuolly risen in the lost 27 years, ond it is likely to continue growing. Teenoge pregnoncies increosed dromoticolly during lockdowns in mony countries. Often young people were confined with obusers, with grievous consequences, ond mony more children oreyetto return to the clossroom, giving rise to o new generotion of so<olled 'ghost children,. We are leoning into o globol crisis of core thot is olreody upon us. And it is not only importing the current generotion of children ond young people, but itwill impocttheir cowbility in loter life to core forthe nexL But is doesn't hove to be this woy. Orphonoges ore unnecessory ond there is olwoys o better olternotive for children. OUR MANDATE We know thot children ore hoppier, heolthier ond more successful when they grow up in o coring fomily environment.They tell us all the time. And we can prove it with data too. One of the largest orphanages we have ever closed was in Rwanda. 600 children. We ossessed them otthe time we helF)ed to tronsition them into olternotive fomily core orrongements, ond then re-ossessed them ot six-month intervols. Forthe under sixes, otthe time we transitioned them, they were scoring between 52/0 and 59/0 against where they should have been fortheir age across their language ability, their motor skills, self-help ond cognition. In just 18 monthsthey were scoring between 98°A ond olmost 100/0 of where they should be. We hove doto like this from mony of the countries we work in, demonstroting how loving fomily core con unrovel the horm inflicted by an orphanage and help children to catch up to wherethey need to be. This is proof that we really canchange the world for children. And we reolly should. The UN Convention on The Rights of the Child is the mostrotified convention on the plonet. It doesn't simply recommend thot children should grow up in o fomilyi it obliges usto toke responsibility for moking thot hoppen= Convinced thot the fomilyi OS the fundamental group of society ond the noturol environment for the growth ond well- being of all its members and particularly children, should be afforded the necessary protection and assistance so that it con fvlly ossume its responsibilities within the community Recognizing thot the child, for the fvll ond hormonious develor)ment of his or her personolityi should grow (Jp in o ftjmily environmen¢ in an atmosphere of happiness, love and understanding.

OUR STRATEGY Despite the progress we ore moking, there remoins enormous resistonce to closing orphonoges. Portlythis is because there is o lock of oworeness of the horm inflicted by orphanoges, or of the olternotives to them. Portly this is because of the vested interests ossocioted with them. In all coses, it is the result of o lock of occountobility to children ond young people. This lock of occountobility is the underlying couse thot sits beneoth mony of the reasons why orphonoges exist in the first place. If society were truly accountable to children, we would not deprive them oftheir liberty by confining them in orphonoges. We launched our new strategy in 2022. The time to change is now. We want to invest all our effort in working alongside outhorities to octuolly deliver the chonge thot is needed for children. This requires us to build o consensusthot orphonoges horm children. Such o consensus must hove genuine occountobilityto children ot its very core. This growing consensus needs to include multi-loterol orgonisotions such osthe UN, EU ond Africon Union. It must be octioned by o groundswell of influentiol governments oround the world, committed to implementing reform, locking progress in with legislation and influencing other countries to do the same. Itwill be a growing consensus that will be reflected in the rK)licies of influentiol donors ond funding orgonisations, in woysthot will help more countries to reody themselves for reform. This growing consensus will be recognised os o priority, globolly¢ ocross oll sectors ond sections of society- And it is thi& thot will demonstrote o globol step chonge in occountobility to children. SO OUR AIM IS THAT: by December 2030, worldwide, we will be approaching a consensus that orphanages are an unacceptable way of looking after children. OUR STRATEGIC OBJECTIVES Working as a catalyst, we will identify, convene and develop strategic partnerships that will, by December 2030.. Complete the elimination of orphonoges in four countries, ond moke meoningful progress in delivering notionol child protection ond core reform in this regord in o further five countries, while coordinoting this progress with partners in 11 countries lin which we will have no presence) to build international momentum and proof of concept to demonstrote thot chonge is possible regordless of nationol contexL Establish and horness child protection ond core reform os o humon imperotive in development programming ond human rights monitoring, toward securing significant commitments to implementing that reform across a growing number of countries includingthose in which we, os well os portners, operate ond influence. Put in place international financing mechanisms that will supportthose countries that need itto helpthem prepare for reform and ultimatelycommit to it We will continue to push for legislotion that prohibits support for orphonoges ond redirects ittoword locolly developed, scalable solutions that will drive reform forwa￿￿.

OUR THEORY OF CHANGE- NATIONAI REFORM There is no one-size-fits-oll solution to delivering child protection ond core reform ot notionol level. Thot is why our opprooch is highly odoptoble, demonstrating thot reform is possible ocross o diversity of contexts. This is how we reform on entire country's child protection ond core system- diolling up or down each of our four pillors depending on locol conditions. Political Will Governments don't just need to committo reform, they need o vision for wh(rt thot reform should look like. This brings the clority of purpose needed to shope plons, budgets ond legislotion within the national context. This vision linkswith ond fully integrotes child protection ond core reform ocross relevont systems, including heolth, education, the judicioryond sociol services. Sustoining reform requires leodership ocross governments ond from one odministrotion to the next, to ensure active commitment overthe long term. Political will is especially important in overcoming widespread resistance to ond feor of chonge. For exomple, the lorge workforces ossocioted with orphonoge systems ond orphonoge economies will be concerned obouttheir jobs in the context of reform. Hoving o cleor vision for what reform looks like should help everyone understand thatthere are important new roles they can fulfil in preventing family separation and in supporting children to tronsition out of orphonoges into fomily core. Knowledge and Know-How Not only is every country different, every child is different. Listening tochildren's views ond incorporoting these in the development of the services they will benefit from is criticol in successfully moving from orphonoge to fomily-bosed core systems. Knowing why families break down, which children are most affected and why, and what communities can do to preventthis ore crucial to designing ond implementing prevention ond reunificotion services ot scole. Pilot projects ore needed to show how this con work in eoch context. And the informotion they yield strengthens the cose for reform while providing us with a baseline against which to judge success. Capacity Children ond fomilies foce complex, different chollenges,from food insecurity, through housing problems, to disobility. Orphanages are routinely used by social workers and medical practitioners as a one-size-fits-all solution, regardless of the chollenge. Consequently, the skills ond copobility of key stoff to develop olternotive fomily-bosed solutions ore often obsent. To chonge, countries need to know whot skills ond expertise they hove, which ore most relevontto the reform process, who has them and howthey can be further developed and knowledge shared. Countries also need an accurate view of the copocity of existing systems, especiolly cose monogementsystems, which ore the bosis upon which decisions ore token oboutthe services thot individuol children will benefit from. As olwoys, the voices of children in these decisions are important.And so the development of and training in locally appropriateways of ensuring the participation of children is cruciol. Financing Budgets for reform are too often calcul(rted on the basis of expense ratherthan investment. Consequently, financial considerotions ore skewed toword cost rother thon what isoctuolly being bought- improved heolth, educotion, wellbeing ond whether or not thot represents volue for money. Budgeting for reform must not become detoched from the outcomes it is seeking to deliver- this is the only way we can assess cost-effectiveness. In the initial stages of reform, more money is needed to sustain the existing system while developingthe new one. Butthis generotes o sociol return on investment.As the funds concentr(rted in orphonoges ore groduolly unlockedthrough tronsitioning to the fomily-bosed care system, they can be increasingly allocated to preventing family breakdown and separation, and in support of olternotive fomily services. And that's how odditionol funding con be groduolly reduced. Rather thon oiming solely for cost reduction, moximising ovoiloble funding for fomilies leods to better outcomes for more children,ocross more generotions, which will be more cost-effective for society over the long term.

STRATEGIC REPORT: WHAT WE ACHIEVED IN 2023 The goals we set ourselves for 2023. and our progress against them: Priority 1: We will prioritise our national impact by continued delivery of programmes in Romania, Moldova, Rwanda, and Bulgaria, targeting the closure of institutions, net reductions in the number of children in institutional care, and policy changes. We will also implement child protection and care reform models in South Africa, Ukraine, India, and Nepal which help to secure the political will to drive national change. We worked directly ond indirectly with 2IY) orphanages, leoding to 8 ¢losure$ ond over 660 Chlldren returned to their own fomilie& or tronsitioned tonew loving fomiliesor community-bosed services os well os ot the community-level supporting fomilies to be oble to look oftertheir children who would otherwise hove been token into core. Due to our work supporting fomilies in crisis, morethon 12.000 children ocross ten countries who would otherwise hove foced o strong possibility of being separated from parental care and installed in o residential institution, now are safe in their own loving family. In Romania we closed 3 institutions, prevented the seFX]ration of 804 children from their families, and transitioned 245 children ond young odults from institutions We celebrote Ilfov county being institution-free. In Bulgaria, our persistent advocacy has helped the government in Bulgaria commit to close the last remaining four children's institutions,- we hove been osked to leod the provision of technicol ond procticol supportto this process. While the octuol closure of these institutions wos deloyed, we supported the tronsition of 61 children ond prevented o further 206 children from being separated from their families. In Moldovo, our portner CCF prevented 181 children from fomily seporotion, ond supported 78 children out of institutions Our team in Ukrainecontinue to display incredible fortitude in helping especially vulnerable children and families, deoling with troumo ond keeping fomilies together providing cose monogement support to 7,363 children ond providing counselling, theropy ond moteriol supportto o totol of 24,945 children in the postyeor, finding new homes ond foster families where needed for 119 children who, for mony different reosons, hove found themselves with nowhere else to go. Since the stort of the wor in Februory 2022, 0 totol of 34,646 fomilies with $7,945 children received ossistonce from Hope ond Homes for Children, 0$ we delivered emergency m(rteriols ond psychosociol support ond to provide support to children left without F)orentol core ond families with children ot risk of seporotion. We olso signed on ogreement with the Dewrtment of Educotion of the Bucho city council ond o construction compony forthe refurbishment of premises to create o rehobilwtotion centre for children with disobilities. In Rwonda we prevented the seporotion of more thon 2,200 children from their fomilies ond tronsitioned 20 children ond young odultswith severe disobilities out of institutions ond into loving fomilies. Our teom continues to pioneer care reform for children with disabilities, recently securing multi-year funding from the European Commission to 'tronsform disobility-inclusive child protection ond core for vulneroble ond morginolised children ond youth,. In South Afrieq thanks to our work asthe key knowledge partner of the government the Moratorium on entry of children oged 0-3 into NG(>monoged institutions in Gouteng province led to o shorp reduction in the number of children ogreed 0-3 yeors in government institutions from oround 90 to 20 otthe yeor end. In totol, 211 children were transitioned and a further 503 children prevented from being separated from their families. We are also trialling the integrotion of o street business school opprooch into our inspirotionol 'octive fomily support, model. In India, with our partner CINI, one institution was closed transitioned into an emergency and transit centre,with 19 children moved to sofe fomily core ond more thon 3,000 supported to stoy with their fomilies despite risks of seporotion. A recent review of our Fomilies Firstthree-yeor progromme hos reveoled thotthe number of children in residential institutions in the target districts has decreased by 60/.. This was achieved through the engagement and troining of o large numberof community members on prevention, referrol systems ond community gotekeeping. Our work in Indio hos received o significont seol of opprovol from USAID with o five-yeor funding commitment for us ond our partners to support state government efforts to transform core provision, especially in inclusion for children with disobilities.

In Nepal, supporting our portners Forget Me Not ond The Himoloyon Innovotive Societyi 4 institutions were closed in 2023, including two children's homes which were closed by one ofthe focol municipalities in Kothmondu Volley following troining, sensitisotion ond lobbying by the team overthe lost two yeors. In total, 33 children tronsitioned from institutions and a further 205 children prevented from being separated from their families. The first foster care pilot is now underwoy to further strengthen fomily core olternotives We continue to exF)ond our reoch ond imr)oct ond hove signed on ogreement with o portner in Kenya to provide technicol SUPF)Ort in demonstroting thot chonge is possible in Nokuru county. We shared our know-how ond expertise in promoting quolity interventions ond systems change with over 3.300 professionals thot we troined over the course of the yeor. Priority I We will drive national reform by working to establish the strengthening of child protection systems and child care reform as a turnkey issue within priorities found in the sustainable development goals. We hove built up o respected position in the globol movement odvocoting for child protection ond core reform. We ore recognised for the volue thot we ploce on working colloborotivelyi estoblishing consensus ond our role os o convenor of important conversations. Whilst the wealth of our programmatic experience and expertise is our unique selling point, it is our obility to tronslote thottechnicol knowledge into torgeted opprooches to policymokers thot ensures thot we con exert losting influence ond impoct. Systems reform is the most sustoinoble woy to hove lorge scole impoct ond in 2024, os o result of our direct contribution, we hove seen the South Africon government commtt to hoving o Notionol Deinstitutionolisotion Policy in place by the end of the year. Together with the South African Policy and Development Nexus we have supported the development of, ond consultotion on, the drofts. In Nepol,'deinstitutionolisotion' hos been included in their Five-yeor Periodic IDevelopmentl Plon forthe first time ever. In Moldovo, we hove supported o review of, ond recommendotions for, the regulatory framework for altern(rtive family-type services. The progress mode ot notionol level is omplified through our regionol ond globol odvococy work ensuring that core reform for children becomes a global policy and funding priority. Our Roadmap for Care Reform- 'Fomilies. Not In$tltutions.'continues to provide on involuoble springboord to grow our influence ond impoct and olign our issue to the Sustoinoble Development Gool agendo, demonstrating how globol child-core reform serves humon development thereby creating opportunities for increasing our accessto thought-leadership platforms and access to primary oudiences. In 2023 we used the Roodmop to open doors (rt UN, EU, Africon Union ond donor governments such os the UK ond USA. Building on the Klgall De¢larotlon of the Commonweolth on Children's Core ond Child Protection Reform, we ore in diologue with the Commonweolth Porliomentory Association obout Co-operotion in this regord ond ore working closely with the Commonwealth Children's Interest Group to influence the text of the 2024 Commonwealth Heads of Government Meeting (CHOGM) Communiqué. A key priority is influencing the (￿lon ¢rlteria for EU ¢ondldats ¢cwntrie4 nomely Ukralne and Moldova so thot o commitment to core reform becomes o pre-condition of EU occession. We were delighted to see thot most of our messoges linked to child core reform hove been integroted into the Eu's Enlorgement Pockoge, which wos adopted by the European Commission in November 2023. The Enlorgement Pockoge emphosises the need for integroted sociol services to prevent fomily seporotion ond urges Ukroine to'develop ond odopt o comprehensive de- institutionolisotion reform of childcore ond lounch its implementotion, consideringthe situotion of displaced children, in the upcoming year. In Moldova, the report notes a shift to community-based alternatives for children in need of core, but challenges persist in providing odequote supr)ort for institutionolised children with disobilities due to insufficient resources ond quolified stoff. We worked with the UK Governmen¢ porliomentorions ond NGOS to ensure thot the UK ond internotionol octors prioritised core reform os o pillor of Ukroine's recovery atthe Ukralne Recovery Conference in June- where we co- hosted o high-level side event bringing together oll key stokeholders. The FCDO outlined its commitmentto o bon on oll funding of institutions in Ukroine ond the UK hAinister for Development, Andrew Mitchell, referenced the UK'S commitment to supporting Ukraine's core reform ogendo "working to ensure thot eoch Ukroinion child, including children with disabilities, has the opportunityto live in a nurturing famil￿. The Deputy Head of the President's Off ice of Ukroine highlighted the level of F)oliticol support forthe core reform ogendo by soying 'the President's Izelensky'sl ombition is to eliminote such children's focilities while he is PresidenL" Similor messoging wos echoed ot our side

event by the Europeon Union, UNICEF ond others. This wos the strongest united public internotionol statement on the politicol will for reform in Ukroine, ond come obout os o direct result of our odvococy. Along with eleven other child rights ond disobility rights NGOS ond networks, we suggested omendments to the revised EU Antl-Trafflcklng Dlrectlve, oimed ot strengthening meosures to protect children without porentol core from traff icking. The Parliament's report significantly strengthened the protective and preventive measures for child victims of trofficking. We co-orgonised BICON (the Bienniol Conference forAlternotive Core in Asio) in Kothmondu. It wos hugely successful with over 230 in-person porticiponts and oround 100 online porticiponts ottending from ocross the region ond globolly. Especially motivoting wos the centrol role th(rt core*xperienced young people ployed in shaping the conference ond in brovely ensuring their voice was heord os they colled for chonge. We worked with the Association of British Travel Agentsand the UK Border Force and on a campaign to raise oworeness of the harms otorphanagetouri$ry in oirports ond on sociol medio which took ploce in October. Priority 3: We will work to unlock the financing needed to win government commitments to national reform and progress the meaningful implementation of this. We will work closely with the private sector to tap into its expertise and influence. The Europeon Porlioment odopted omendments prepored by usto the legislotive proposol for o Regulation establishing the Ukraine Facility, a key financing instrumentthat will be used by the EU to support Ukraine in the period 2024-2027. In our poper, which wos endorsed by 13 child ond disobility rights orgonisotions ond networks, we colled on the EU institutionsto ensure thot the Ukraine Focility supports o comprehensive reform of the child protection and core system in Ukroine through the tronsition from institutional to fomily ond community-bosed core, with o view of fully promoting the rights of children without F)orentol core ond persons with disobilities. We gove impoctful input on vorious EU Inltiatlve$, such the Europeon Porlioment's report'children First- Beyond the Child Guorontee, Two Years After Its Adoption" for which we convinced MEPS to toble omendmentsthot highlighted the issues foced by children without porentol core ond emphosising the importonce of using the Child Guorontee to support families. In light of the upcoming mid-term review of the 2021-2027 Neighb¢)urhood, Development and Internationol C operatlon funding Instrument which covers EU funding outside Europe, we contributed to consultations orgonised by DG INTPA IDirectorote Generol for Internotionol Portnerships) ond the EEAS l European Externol Action Services), particularly regarding the geographic programs for Sub-saharan Africa and Asia and the Pacific, and the thematic progrommes for globol chollenges, supportto civil society, ond humon rights ond democrocy. 10

Public outhorities ond other decision-moking ogencies will be octively finding woysto be more occountoble to children The implementation of this strategic plan, and thetiming of key milestones, need to be adapted for changing circumstonces le.g. wor in Ukroine, F)oliticol upheovol in Bulgorio). Our plons for 2024 ore summorised below, ond maintain the full ambition of the strategy but reflect our latest view of timelines and steps required: Strategic Objective 1: National Reform Continued delivery of progrommes in Romania. Moldova. Rwanda & Bulgarlq torgeting criticol poth issues specific to each country, leading to the closure of institutions, net reduction in the number of children in institutional care, and policy & legislotion chonges in line with our roodmop. Leverage our roadmapto implement child protection and care reform models in South Africa, Nepal & India which oddress key issues in eoch country to secure ond sustoin the politicol will to drive notionol chonge Isub-notionol in Ind io). Provide bespoke training and technical support in in the demonstration of care reform and transformation in one county in Kenya Providing psychosocial and material support in Ukraine, while galvanising government action to reform child care systems ond modelling inclusive disobility-focused children's community services Strategic Objective l. Human Imperative Develop o plan ond scope partnerships for o new compoign to consolid(rte ond cotolyse the reform process in oll Eastern European EV member stotes. Influence the reconstruction process for Ukroine through EU occession criterio, co-hosting on Eu-focused event torgeting the link between EU occession ond core reform in Ukraine andmoldova. In Asia, influence policies, laws and action plans sothat related frameworks support and are aligned to care reform, leveroging the Kigoli Declorotion, BICON, the USAID project ond supporting portners. Increase our influence on the African Union and theAfrican Committee of Experts on the Rights and Welfare of thè Child, including through Transform Alllance Africa. Influence UN tre(rty bodies & ag•nciesto deliver clear interpretation of the human rights of alternative care and clear ocknowledgement of the links between globol sustoinoble development priorities ond sociol protection & core reform. Strategic Objective 3: Financing Influence the use in-country of European Union internal and external funding, including NDICI and IPA111 funding so that it SUPFX)rts core reform or ospects of it. Continue to advocate towards major bilateral and multilatsral donorsto ensure that they actively welcome funding for core reform ond prevent funding being used to support institutionol core. Scope the F)Otential opportunities for influence ond portnership with Internqtlonal flnanclal Instltutlons ompl ifying ond building on available financial evidence underpinning care reforNL FUNDRAISING & COMMUNICATIONS Strategy and Approach After securing record income of £16.1m in 2022 driven by the success of our Ukraine appeal, 2023 proved, as anticipated, to be o more chollenging yeor for income generotion. Nonetheless income of ￿l.5M was o good performonce in o historicol context, and our fundroising in 2023 included mony notoble successes, including winning o three-yeor gront from the European Commission for work with partners on disability inclusion in Rwanda, and, as part of a consortium, securing a five-yeor gront from USAID for work in Indio. We continued to investtime ond resource in building the copocity of our teoms in country to fundroise locolly. In the UK, building on our strong bose of relotionship fundroising, we benefitted from the finonciol support of41 unique corporote orgonisotions ond o further64trusts ond foundotions. In oddition, we nurtured relationships with existing philanthropic individuals, whilst investing resource in building our future philanthropy pipeline, and maintained our progromme of individual giving fundraising, focusing on regulor giving. Legocy income within year continued to be impocted by lengthened probote timescoles. 12

Our primary gool remoins to build o more resilient ond sustoinoble income portfolio, ond we hove reshoped our investment in morketing, communicotions ond fundroising sothot we con invest toexpond our funnel of engogement drowing in support from substontiolly more people We hove developed o strong ond simple proposition, bocked by stories and messages which inspire action, and which will enable us to (￿qUIre new supportwhich we can convert into income. Fundraising Standards Our fundroising complied with the fundroising codes os prescribed by the Fundroising Regulator, of which we remoin o registered member. We also continued to prioritise the strengthening of our practices related to data protection laws, porticulorly the UK Generol Doto Protection Regulotion. We received no subject occess requests whilst continuing to promote our Privocy Policy ond offer easy opt-outs from communic(rtions os well os the option to ogree specific communications requests and / or preferences directly with our team. Similarly we continued to pay special attention to treoting SUPF)Orters in vulneroble circumstonces with the utmostcore. We received18 complaints in 2023 (compared with15 in 2022). We continueto work hard to minimise complaints and take exceptionol core to communicote sensitively ond oppropriotely with our supporters. To SUPFX)rtthem in their endeovours, for exomple where individual or groups of supporters ore voluntorily roising funds on our beholf, we offer bespoke help with the use of regulated platforms (e.g. Just Giving), for the collection of funds. RISK MANAGEMENT AND INTERNAI CONTROLS Our strategy sets out our vision, mission, volues ond str(rtegic oim. With the erodicotion of institutionol core of children ot the heort of our activities ond o need for innovative solutions to deliver reform, risk is inherent in our work. Through our governonce fromework, we seek to encourage proactive, well-monoged toking of risk to deliver business objectives ond embedding risk monogement in doy-t(Fdoy operotion Therefore we hove developed o fromework to identify, onolyse ond monoge risks ot o seri of levels within the orgonisotion- strotegic, process ond projecL This fromework olso oddresses residuol risk ond ensures it is set ot occeptoble levels for the orgonisotion. The Board has ultimate responsibility for overseeing risk management forthe organisation as a whole but recognises that oll stoff ond volunteers ore criticol in implementing the risk monogement process. The Senior Monogement Team reviews risks ot its meetings os well os monitoring externol developmentsthot moy impoct on the orgonisotion. It hos systems ond procedures to mitigate the risks identified from operational activity as well as procedures to minimise impact should any of the risks moteriolise. Risk monogement is o stonding item at eoch of the meetings of the Finonce Audit ond Risk Committee, where ony new risks or m(rteriol increase in risk is discussed ond roised ot the Boord of Trustees, if necessory. The strotegic risks identified through this work, ond on outline of the mitigotion plons, ore.. K•y Rl•k Loss of impoct ondlor progress on re Continueto bjild sof andsu ort for child care reform throu pri to ond work with them to convene o wider group of donors. 13

Kèy Risk Outline of Mitigation Plan Strengthen capacity across our country teams to drive national advocacy priorities. Gops in copocity ond copobility leoding to inobility to fully execute the strategy and business plan. Continueto evolve our opprooch to wellbeing, leveroging our internol support network ond continuing to deploy mentol heolth oworeness troining. Review ond where necessory moke oppropriote resourcing adjustments, including roles, development plons ond troining in order to be 'fitfor purpose, to deliver on our plons Develop our approach to leadership, performance and individual mandate so that oll of ourteom members con thrive. Succession plans for key roles reviewed by our People Committee. Inabilityto secure the level and type Significontly overhoul our morketing ond communicotions ond reinvest in donor of income required for usto deliver ond income ocquisition, bosed on on opprooch of (il owing our spoce with o the level of progrommotic strong ond simple proposition,- lil) feeding the funnel through stories ond implementation, research and messages which inspire oction, ocquiring new SUPFX)rL ond lili) converting thot odvococy needed os port of our interest to income. strotegy, including investment in MCF ond orgonisotionol infrostructure. Develop Home Advontoge os o key communicotion compoign ond fundroising proposition. Position ourselves in o more compelling, cleorer woy with corporate, philanthropy and grontslfoundation prospects Short-term ond / or unonticipoted Continueto tAJild our free liquidity towords torget levels to provide greater short- income shortfalls creating the need term resilience. for short-notice expenditure cuts which run counterto our strotegy or create cTrfunding gaps which may in turn leod to issues in implementation ond or meeting grant funding conditions. Maintain and monitor our forecasting processes, improving medium-term visibility and reducing bios to provide high quolity income signols, allowing prompt ond decisive octions to be token in resFX)nse. stoff burn-out Build on our successful UK staff survey and use this approach globally to identify key issues ond OPFX)rtunities for supr)orL Regulor focus on key UK stoff survey octions, including wellbeing support. Prioritise orgonis(rtionol worklood ond moke cleor, choices which ore strotegicolly oligned ond monogeoble within copocity. Where wssible, investselectively in oddttionol resilience ond copocity Deoth or serious injury to o stoff member due to o security issue Continueto oper(rte security protocols in high-risk geogrophies. Embed our cross-orgonis(rtionol security principles ond proctices. Child protection incident directly involving on HHC member of stoff or a partner. Roll-out ond embed updoted sofeguording policy in each country progromme, including cultural aspects and reporting. strengthen independence ond sustoinobility of Our Voices Motter Finonciol froud, corruption or bribery or material f inancial mismonogement Continue to embed ond review policies, procedures, controls and training in key areas, with appropriate management oversight, independent assurance, and governonce from the Finonce, Audit ond Risk Committee". Finonciol processes Deployment ond use of IT, including cybersecurity oction plon (Note.. Our UK operations ochieved Cyber Essentiols occreditotion in Morch 2023) Assess oreos where investment in our people, processes ond systems should be prioritised to enhonce internol copocity ond copobility ond octing on these recommendation& 14

K•y Theft / leakage of personal data or lor supporter Continue to embed Ek)to Protection troinin Conduct ossuronce rocess on oto PUTTING CHIIDREN AT THE HEART OF OUR WORK Children have unique understandings of their own childhoods and of the circumstances in which they are living. We have recognised this from the very beginning ond hove olwoys soughtto listen to them. Over the yeors, they hove been consistent in the views they express to us.. they do notwont to be confined in orphonoges,. they wont to live in o loving, sofe fomily or coring community setting. It is through listening to children thot we hove formuloted our mission ond olso shoped our opprooch to fulfilling it This is imrK)rtont becouse if society were genuinely occountoble to children, it would not be octively depriving them of their liberty by locking them up in orphonoges. Accountability As we implement our strotegyi we will ensure thot the voices of children ore heord, ond thot where we ogree to oct upon whotthey ore telling us, we will be held occountoble for IL One ofthe woys in which we will seek to ochieve this will be through Our Voices Motter. This initi(rtive commits us to regulorly meeting with children, listening tothem, moking decisions with them ond reporting bock tothem on progress. Safeguarding Listening to children generotes obvious dividends by ensuring more oppropriote ond effective core solutions for them, but it olso improves sofeguording. Children know what mokes them feel sofe ond whot frightens them. Not being oble to voice these things is one of the most significant enablers of their exploitation, abuse and neglect. So as a fundamental part of our opprooch to sofeguording, we continue to develop opportuntties to listen to children through informal group sessions, questionnaires ond by ensuring thot children ore consulted on decisions thot will offect them. It is by listening to children that our organisational culture continuesto drive effectivesafeguarding policies and systems. We hove o robust orgonis(rtionol sofeguording structure that hos been developed overthe yeors, ond we continuolly review our policy, practice, and safeguarding culture in orderto ensurethat it is being strengthened and improved. Our opprooch to sofeguording reflects our mission with the well-being of children (rt the heort of our work, so os well os o set of robust policies ond cleor reF)Orting procedures we also ploce greot importonce on our porticipotion work with children ond young adults across the organisation. This ensuresthat the voices and opinions of children and young people on their life, ond the services ond support they receive, ore heard ond thot they con influence the shope of progrommes ond roise issues offecting them. We hove o full-time globol sofeguording leod who works with o network of sofeguording focol people from the countries we operate in, and from our FX]rtners, overseeing training, incident reporting, inductions and benchmorking. Regulor meetings with them ensure thattheir insights, concerns ond recommendotions ore incorporoted into the regulor reviews of our sofeguording systems. Participation The woy in which old is odministered con often run countertothe porticipotion of children ond strengthening of accountability tothem. This is because of the power imbalance that exists in favour of those who determine what that aid should be used for, who should benefit from IL ond how. This results in old being'done, to people. In implementing our strotegy, our opprooch will be to work with our portners, including funders, local outhorities, our own country offices and other NGOS to address those power imbalances sothat children, those who care forthem and those who represent their interests ore emF)owered to do so more effectively. 15

STRUCTURE, GOVERNANCE AND MANAGEMENT Structure Hope ond Homes for Children is o choritoble compony limited by guorontee. The Articles of Associotion, omended inJuly 20% to adjustthe trustees, term of officq set out the objects and powers of the organisation. The Charity is governed by a Boord of Trustees which hos legol, finonciol, ond monogeriol responsibility forthe chority. The trustees constitute directors of the choritoble comF)ony for the purrK)ses of ComF)onies Act 2006 ond trustees of the chority for the purposes of the Charities Act 2 Governance New trustees are appointed at duly convened meetings for a period of three years after which they are eligible for re- election for o further three years. The Boord hos adopted formol procedures forthe recruitment, selection, ond induction of new trustees ond reelection of existing trustees which ore monoged bythe People Committee. The terms of reference for the People Committee include reviewing the size, skills, diversity, structure, and effectiveness of the Board, and making recommendations for any chonges. The People Commwttee reviewstrustee condidoteopplicotions for trustees ond ofter o thorough selection process, puts forword recommend(rtions of suitoble condidotesto the Boord. Following the oppointment of newtrustees, on induction progromme is orronged which oims to give the individuols the informotion and tools they need to fulfil their legol oblig(rtions os well os to ploy on effective role on the Boord. The induction involves reoding moteriol, occess to stoff ond visits to the offices in the UK and obrood. During thgr term of office, trustees ore offered opportunities for ongoing training either through specificolly orronged sessions or recommended reading lists, troining courses ond webinors. The Board of Trustees comprises a minimum of three trustees with no maximum limit The trustees meet five times a year when they consider the progress ond chollenges towords successful strotegic delivery of Hope ond Homes for Childrery os well os governonce motters Formol delegation for certoin oreos of work hos been given to four sub-committeeswhich report back on their proceedings to the full Board= Flnance. Audlt and Rlsk Commlttee (FARC)- which oversees the orgonisotion's finonciol position ond performonce, forecasting, reporting and the external audit process. FARC also acts to ensure that the organisation proactively identifies ond monoges risk ond operotes in occordonce with relevont regulotory ond legol requirements ond in line with best practice regording the governonce of the chority. Pe¢wle Commlttee (PC)- which oversees the Boord structure ond composttion (including sub-committeesl, leods Boord ond CEO succession plonning ond recruitment ond oversees remuneration rK)licy and key controctuol terms for the Senior Management Team. The People Committee also oversees ouropproach to equity, diversity and inclusion to drive on equitoble, diverse ond inclusive culture ocrossthe orgonisotion. programm￿ AdV￿0¢Y and Resear¢hAdvis¢)ry Commlttee (PARAC) - which oversees our sofeguording policy, procedures ond reF)Orting and ossesses progress ogoinst our progromme& odvococy ond reseorch strotegie& discussing issues impacting the delivery of the strotegies ond providing odvice and recommendotions to the Senior Management Team and the Board. Marketlng. Communl¢atlon$ and Fundralslng CommSttee (MCFC)- which provides oversight for the sustoinoble resourcing of the Charity's mission through income and oversees how we externally promote and communicate our work. The Charity Governance Code Hope ond Homes for Children tokes its governonce responsibilities seriously ond oims to hove o governonce fromework thot is fit for purFX)se, complionL ond efficient In 2017the Chority Governonce Code wos lounched, ond we continue to use the Code as a tool to support a review of our governance structures and consider the ways in which the organisation and its Trustees currently opply the Chority Governonce Code's seven principles ond recommended proctice. Following an independent review of our governance arrangements in 2019, we actively addressed the diversity of our Boord in 2020, ond this remoins o focus We olso refresktd our sub-committee terms of reference ond enhonced key Board processes ond informotion flows. The Chority Governonce Code wos refreshed in 2020 with key chonges to the principles of Integrity and Equality, Diversity and Inclusion (previoudy Diversityl. In response to thiswe deVelo[￿d a 16

Diversityi Equity ond Inclusion position stotement ond oction plon, ond we refreshed ond recommunicoted our whistleblowing policy throughout our orgonisation. Management The Boord hos delegoted the doy-to-doy monogement of the orgonisotion to the Senior Monogement Team which comprises the Chief Executive, Director of Global Programmes, Director of Global Advocacy, Director of Global Marketing, Communications ond Fundroising, ond the Chief Operoting Officer. M(rtters such os strategic ond operotionol plons ond key policies ore prepored by the Senior Monogement Team for considerotion ond opprovol by the Boord. Public Benefit The oims ond benefits of Hope ond Homes for Children ore contoined within the moin body of this Report in the sections on Vision, Mission and Strategy, the Strategic Report and our Plans for Future Periods. We have considered the key principles of the Chority Commission's generol guidonce obout public benefit ond hove concluded thot Hope ond Homes for Children meets oll the requirements. Related Parties Hope ond Homes for Children hos subsidiory orgonis(rtions in Romonio, Ukroine, South Africo, Kenyo ond Hong Kong Hope ond Homes ft)r Children Romonio (registrotion number 1123.01200113661594) is established os o non- governmentol orgonisotion with the Ministry of Justice. The mojority of its Board of Directors ore senior monogers of the Chority ond therefore its finonciol results ore consolidoted. Hope ond Homes for Children Ukroine (registr(rtion number 39224734) wos estoblished in 2014 os o choritoble orgonisotion. The mojority of its Boord of Directors ore senior monogers ofthe Chority ond therefore its finonciol results are consolidated. One Child One Fomily HHCSA (registrotion number 20171489514108) wos set up os o non-profit compony in November 2017, ond in 2021 was recognised os o public beneftt orgonisotion. The mojority of its Board of Directors ore senior managers of the Charity and therefore its financial results are consolidated. Hope ond Homes for Children (Kenyo) wos estoblished in July 2023 underthe Non-Governmentol Orgonizotions Co- ordinotion Act Iregistrotion ￿rtifIcate No. OP2181051123-10811316%. The mojority of its Boord of Directors ore senior managers of the Charity and therefore its financial results are consolidated, although it had notransactions in 2022. Hope ond Homes ft)r Children Asio Limited (registr(ytion number 33047081 was incorporoted os limited compony in Hong Kong in August 2023. Home ond Homes for Children is the sole member of the componyi ond therefore its financial results are consolidated, although it had no transactions in 2023. Reloted portytronsoctions ore disclosed in note 9 tothe finonciol stotements. Remuneration Policy Our opprooch to remunerotion is designed to ensurethat we corr Attract and retain the talented and motivated people we need to achieve our mission and deliver our strategic goals Offer solory levels thot ore competitive in the morket ond comporoble with other similar orgonisotions in terms of size ond operotion. Reward based on li) the responsibilities of each role. including any regional or global responsibilities and (ill the local morket where the individuol performing the role is bosed. It is applied consistently across the organisation, including the Senior Management Team, membership of which is set out on poge 3. Specificolly forthe Senior Monogement Teom ond senior roles, we: Benchmork poy ond benefits every three yeors Govern these reward packages through scrutiny from the People Committee Environmental Policy Climate chonge is o threot multiplier for vulneroble fomilies ond children. Our globol futures will see climote change os o main driver of conflict poverty, food insecurity and disease. This will destroy livelihoods, drive displacement and widen inequolities. All of these ore key contributing foctorsto fomily breokdown ond child seporotion. Toking octions to reduce our environmentol impocts ore key for the heolth of the plonet ond olso to delivering our mission. Guided by our internol Environmentol Action Group, we hove therefore estoblished the following principles.. 17

All our stoff ond volunteers ore occountoble for using our resources responsibly ond sustoinobly for purposes thot ore both relevont ond beneficiol to our mission. We will comply with all relevont legol and other environmentol requirements. We will promote environmental responsibility and seek to improve environmental performance in key areas, including: Encouroging the use of trovel options thot minimise environmentol impoct. Minimising our production of waste, recycle materials whenever possible, and dispose of waste in a safe ond environmentolly friendly monner. Promoting energy efficiency ond to reducing our C02 emissions. We will increase oworeness of the imports of environmentol issues with our stoff ond volunteers. We will encouroge our stakeholders to odopt good environmentol proctices. We will undertoke periodic reviews of progress FINANCIAI REVIEW The finonciol review ond consolidoted finonciol statements incorporote the results of Hope ond Homes for Children's UK operotions, its overseas controlled subsidiories ond bronches. After record income of U6.1m in 2022, driven by our exceptional Ukraine appeal, income of £11.5m was achieved in 2023. While the crisis fomilies in the region continues, it hos proven much more chollenging to ottroct income to deliverthe vitol support needed. Expenditure wos broodly mointoined (rt o similor level to lost yeor, os we spent most of the brought forward appeal funds continuing our work supporting families and children impacted by the war. Key Financial Summary Em 2023 2022 Income 16.1 Expenditure 13.4 13.5 Net In¢ome l (expendlture) (2.0) Non-cash items and working capital movements Net ¢osh $upplled by l (used In) operatlng actlvltles (OA) Cash flows from investing & finoncing octivities 11.2) (0.9) Change In eash and eash equlvalents In the year (2.0) 2A Cosh ond cosh equivolents ot the stort of the yeor Cash and ¢o$h equlvalents ot the end of the year Total Closlng Fund$ 7.8 Unrestricted Funds Restricted Funds 4.1 Ineome Totol income in 2023wos en.&n, o drop of 24.6m versus 2022 This reduction wos concentroted in income forour work in Ukroine ond our regionol resFX)nse to the refugee crisis, which fell from £7.2m in 2022 to £2.4m in 2023. The drop in income for our work in Ukroine ond the region wos most noticeoble in income from individuols and from corporotes. Income from individuols decreased by26/¢ to £2.5m, olthough excluding income for Ukroine ond our regionol 18

response, the represented o yeor-on-yeor increase of 70%. Income from corporates fell by 35Yo to £3.Om, olthough the reduction wos only 4/0 excluding the imF)OCt of lopping our Ukroine oppeol. At £O.Sm, income from fundraising eventswas down by £0.9m163Y.) reflecting the hugely successful Boodles Boxing Ball of 2022. Legacy income increosed by16/.. Income from trusts ond foundotionsfell by 7Yo to £3.9m. Income from choritoble octivities dropped from ei.8m to £0.6m os our Europeon Union gronts in Romonio come to on end ond we lopped o lorge gront from UNICEF for work in Ukroine. Expenditure Expenditure of £13.4m wos broodly in line with 2022. Our investment in fundroising increased by £0.2m os we continued to invest in fundraising capabilities directly in our programme countrie4 as well as launching our Home Advantage compoign. Expenditure on charitable activities reduced by £0.3m. Within this, we continued to increase our investment in our work in Ukroine (up £0.7m in 2023) os we SUPF)Orted fomilies ond children through the horrific impocts of the wor. After shorp increoses in expenditure supporting Ukroinion refugees in Romonio ond Moldovo 2022, we groduolly scoled bock thot ospect of our work in 2023 Idown by £1.3m). We mointained or slightly increosed expenditure in South Africo, Rwondo, Indio, Nepol ond Bulgorio. Investment in our vitol glolxjl odvococy work increosed by 20.1m to £0.4ml Operational Result The resulting operotionol deficitof (£2.Om)wo& ofter tronsfers, entirely in restricted fundsos we drew down our Ukroine oppeol funds so thot we could continue to invest in that F)Ort of our work. Including exchange rote impocts, the impoct on unrestricted funds wos on increose of £0.4m Cash Operotionol expenditure included of non-cosh items (principolly depreciotion ond donations of properties to locol authorities). Our in-year cashflow from operating activities was therefore (£0.8m). We invested g.1m in net capitol expenditure, moinlythe construction of newsmoll group homes in RomonK]. We olso continued plonned repoyments on our UBS progromme-reloted investment loon, which is fully repoyable by 2030. Net cosh flow in 2023 wos therefore (£2.(kn), leoding to o closing cosh position of £3.0m. Reserves Poliey Our commitment to our notionol progrommes is long-term, to drive the sustoinoble chonge ond impoct which is ot the heart of our mission. As an organis(rtion relying almost entirely on annual fundraised income, we need to hold adequate funds to enoble usto reoctto ony unexpected odverse impoct on our finonces ond ensure we con cover future liobilities os they orise, whilst ony short or long-term odjustments ore mode to our strotegy. Therefore the finonciol principles underpinning our strotegy ore.. Finonciol resil ience through sufficient free reserves to provide stobility of expenditure in our fundroising, operotionol octivities, odvococy ond core progrommes work despite fluctuotions in our income. Finonciol sustoinobility through fundoble progrommes which yield multi-yeor funding commitments from oll sources, including gronts, corporote portnerships ond other mojor donors. Suff icient unrestricted funding and core cost coverage to enable appropriate investment in our people, capabilities, systems and processto sustain and enhance our income and impact. The trustees hove set the reserves policy in terms of the level of free liquidity (i.e. unrestricted cosh ond morketoble securities, less short-term financial debt). The target range for free liquidity was set based on the need for working capital (given income seosonolity) ond sufficient unrestricted funding to ollow for voriobility in future income versus expenditure commitments. In considerotion of these needs, we hove set o torget ronge forfree liquidity of between £1.6m ond 22.0m. This ronge equotes opproximotely to between 2 ond 2.5 months of totol expenditure or between 4.5 ond 6 months of unrestricted expenditure. Atthe end of 2023, our free reserves stood ot £l.(kn, £0.1m higher thon 2022 Our free liquidity increosed by 20&m to £0.9m, equivolent tojust under 2.5 months of unrestricted expenditure. Our future plans bolonce the need to build our 19

free liquidity while continuing to invest in our mission, ond we continuetotorget the delivery of o modest unrestricted operotionol surplus each yeor until we reoch ourtorget ronge. Going Concern Hope ond Homes for Children's income is secured lorgely from voluntory income sources together with ongoing support from a number of international donors. Having navigated a challenging period in 2018-19, we reduced and restructured our debt ond closed operotions in Lotin Americo, Sudon, Bosnio ond Tronsnistrio. These decisions enobled us to reduce our onnuol deficit ond strengthen our bolonce sheet. Our highly successful Ukroine oppeol generoted significont incrementol income in 2022. The Trustees have considered several factors in concluding that it remains appropriate to adopt the going concern basis in the preporotion of these finonciol stotements. These include-. By the end of 2020, we had significantly strengthened our balance sheeL reducing our debt to £1.4m and restructured this amount so that it is repayable between 2021 and 2030. The fundroising environment remoins highly competitive, ond we hove reshoped our investment in morketing, communications and fundroising so th(rt we con investto exF)ond ourfunnel of engagement, drawing in support from substontiolly more people. We hove loid the foundotions for more sustoinoble income generotion in the coming years, including our new brand proposition'Back to FamilW, our Home Advantage campaign and investment in the ocquisition of new donors. We hove develoF)ed o strong ond simple proposition, bocked by stories ond messoges which inspire oction, ond which will enoble us to ocquire new suprK)rt which we con convert into income. We continue to operate timely cash management and working capital controls to manage the potential risks oround the timing and volue of income ond ensure restricted ond unrestricted ossets ond reserves ore oppropriotely monoged. stress-testing of our forecost model through to the end of 2025 indicotes o sufficient degree of contingency ond odoptobility to chonging circumstonces. Considering oll of the obove, the Trustees believethot Hope ond Homes for Children hos odequote resources to continue operoting successfully for the foreseeoble future ond so should continue to odoptthe going concern bosis in preparing the onnuol reportond the finonciol stotements. Investment Policy Our governing document provides us with the powers to invest monies not immediotely required os we see fit. The policy we hove set oims to invest ftjnds to generate income. Cosh bolonces ore held to ensure funds ore ovoiloble to meet doy to doy commitments with ony funds th(rt ore not instontly required being ploced on term deposits until needed. Grant-making Policy Hope ond Homes for Children works in portnership wtth o number of orgonisations. Gronts r)oyoble ore mode in line with strotegic ond business plons. We monitor gronts operotionolly ond finonciollythroughoutthe term ond porticulorly otthe end of the grant. The annual planning process includes earmarking funding to be made available for grants in the following yeor. 20

STATEMENT OF TRUSTEES, RESPONSIBILITIES The Trustees (who ore olso directors of Hope ond Homes for Children for the purrK)ses of compony lowl ore responsible for preporing the Trustees, Annuol ReFX)¢ Strategic RerK)rt ond the finonciol stotements in occordonce with opplicoble low ond United Kingdom Generolly Accepted Accounting Proctice (United Kingdom Accounting Stondordsl. Compony low requiresthe Trustees to prepore finonciol statements for eoch finonciol year. Under compony low the Trustees must not approve the finar)cial statements unlessthey are satisfied thatthey give a true and fair view ofthe state of affairs of the choritoble compony ond the group ond of the incoming resources ond opplicotion of resources, including the income ond expenditure, of the choritoble group for thot period. In prewring these finonciol stotements, the Trustees ore required to= select suitoble occounting policies ond then opply them consistentlyi observe the methods ond principles in the Chorities SORP,. make judgements and estimates that are reasonable and prudenL' stote whether opplicoble UK occounting stondords hove been followed, subjectto ony moteriol deportures disclosed ond exploined in the finonciol stotements; ond prepore the finonciol stotements on the going concem bosis unless it is inoppropriote to presume thotthe choritoble compony will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficientto show and explain the choritoble company's tronsoctions, disclose with reosonoble occurocy ot ony time the finonciol position of the choritoble compony ond enoble them to ensure thotthe finonciol stotements comply with the Componies Act 2006 ond the provisions of the charity's constitution. They are also responsible for safeguarding the assets of the charity and the group ond hence fortoking reosonoble steps forthe prevention ond detection of froud ond other irregulorities. Disclosure of Information to Auditor Insofor os each of the trustees of the choritoble comrKJny ot the date of opprovol of this report is owore there is no relevant audit inform(rtion (informotion needed by the choritoble comr)ony's ouditor in connertion with preparing the audit report) of which the charitable company's auditor is unaware. Each trustee has taken all of the steps that helshe should hove token os o trustee in order to moke himselflherself owore of ony relevont oudit informotion ond to estoblish thot the choritoble company's ouditor is owore ofthot informotion. The Trustees, Annuol ReF)Ort (including the Strotegic RerK)rtl wos opproved by the Boord of Trustees on 23rd Moy 2024ond signed on their beholf by.. p,Ji Ramesh Parmar Trustee ond Treosurer Rlchord Greenholgh Trustee ond Choir

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF HOPE AND HOMES FOR CHIIDREN Opinion We hove oudited the finonciol statements of Hope ond Homes For Children ('the choritoble compony,) ond its subsidiories ('the group,) for the yeor ended 31 December 2023 which comprise the Consolidoted Stotement of Finonciol Activities, the Group and Company Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including significont occounting policies. The finonciol reFX)rting fromework thot hos been opplied in their preporotion is opplicoble low ond United Kingdom Accounting Stondords, including Finonciol Reporting Stondord 102 The Finonciol Reporting Standard applicable in the UK and Republic of Ireland Iunited Kingdom GenerallyAccepted Accounting Proctice). In our opinion the finonciol st(rtements. give o true ond foir view of the stote of the group's ond the choritoble compony's offoirs os ot 31 December 2022 ond of the group's incoming resources ond opplic(rtion of resources, including its income ond expenditure for the yeor then ended,. hove been properly prer)ored in occordonce with United Kingdom Generolly Accepted Accounting Proctice,. ond hove been prepared in occordonce with the requirements of the Componies Act 2006 Basis for opinion We conducted our audit in occordonce with Internotionol Stondords on Audtting (UK) (ISAS IUKI) ond opplicoble low. Our responsibilities under those stondords ore further described in the Auditorfs responsibilities forthe oudit ofthe finonciol stotements section of our report. We ore independent of the group in occordonce with the ethicol requirements thot ore relevont to our audit of the finonciol stotements in the UK including the FRC'S Ethicol Stondord, and we hove fulfilled our other ethicol responsibilities in occordonce with these requirements. We believe thot the oudit evidence we hove obtoined is suff icient and appropriate to provide a basis for our opinion. Conclusions relating to going Concern In ouditing the finonciol st(rtements, we hove concluded thotthe trustee's use of the going concern bosis of occounting in the preporotion of the finonciol stotements is oppropriote. Bosed on the work we hove performed, we hove not identified ony moteriol uncertointies reloting to events or conditions thoL individuolly or collectivelyt moy cost significont doubt on the choritoble compony's obility to continue os o 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 thetrustees with respectto going concern are described in the relevant sections of this report. Other information The trustees ore responsible forthe other inform(rtion contoined within the onnuol report. The other informotion comprises the informotion included in the onnuol report, otherthon the finonciol stotements ond our ouditor's report thereon. Our opinion on the financial statements d￿S not cover the other information and, except tothe extent otherwise explicitly stated in our reporL we do not express ony form of ossuronce conclusion thereon. Our responsibility is to read the other informotion ond, in doing so, considerwhether the other informotion is moteriolly inconsistent with the finonciol st(rtements or our knowledge obtoined in the oudit or otherwise oppeors to be moteriolly misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to o m(rteriol misstotement in the finonciol stotements themselves. If, based on the work we hove performed, we concludeth(rtthere is o materiol misstatement of this other informotion, we ore required to report thot fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006 In our opinion bosed on the work undertoken in the course of our oudit the informotion given in the trustees, report, which includes the directors, rerK)rt ond the strotegic report prepored for the purposes of compony low, forthe finonciol yeor for which the finonciol stotements ore prepared is consistent with the financial statements,- and the strotegic report ond the directors, report included within the trustees, report hove been prepared in occordonce with opplicoble legol requirements. Matters on which we are required to report by exception In light of the knowledge ond understonding of the choritoble compony ond their environment obtoined in the course of the audit we have not identified material misstatements in the strategic report or the directors, report included within the trustees, report. We hove nothing to reF)Ort in resF)ect of the following motters in relotion to which the Componies Act 2006 requires us to report to you if, in our opinion.. the porent comF)ony hos not kept odequ(rte occounting records,. or the parent company financial statements are not in agreement with the accounting records and returns,. or certoin disclosures of trustees, remunerotion specified by low ore not mode,. or we hove not received oll the informotion ond explonotions we require for our oudit Responsibilities of trustees As explained more fully in the trustees, responsibilities st(rtement set out on r)oge 21, the trustees Iwho ore olso the directors ofthe choritoble compony forthe purrK)ses of company low) ore responsible for the preporotion of the finonciol statements ond for being satisfied that they give o true and foir view, ond for such internol control os the trustees determine is necessory to enoble the preporation of finonciol st(rtements that ore free from materiol misstatement, whether due to froud or error. In preporing the finonciol statements, the trustees ore responsible for ossessing the choritoble compony's obilify to continue as a going concern, disclosing, as applicable. matters related to going concern and using the going concern bosis of occounting unless the trustees either intend to liquid(rte the charitable company or to cease operotions, or hove no reolistic olternotive butto do $0. Auditor's responsibilities for the audit of the financial statements Our objectives ore to obtoin reosonoble ossuronce obout whether the finonciol stotements os o whole ore free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reosonoble ossuronce is o high level of ossuronce, but is not o guorontee thot on oudit conducted in occordonce with ISAS IUKI will olwoys detect o moteriol misstatement when it exists. Misstotements con orise from froud or error ond ore considered material if, individually or in the aggregate, they could reasonably be expected to influencethe economic decisions of users token on the bosis of these finoncial statements. Detoils of the extentto which the oudit was considered copoble of detecting irregulorities, including froud ond non- complionce with lows ond regulotions ore set out below. A further description of our responsibilities forthe oudit of the finonciol st(rtements is located on the Finonciol Reporting Council's website at.. www.frc.org.uklauditorsresponsibilities. This description forms part of our auditorfs report. Extent to which the audit was considered capable of detecting irregularities, including fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of moteriol misstatement of the finonciol st(rtements from irregularities, whether due to fraud or error, ond discussed these between our oudit team members. We then designed ond performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriateto provide a basis for our opinion. We obtoined an understonding of the legol ond regulotory fromeworks within which the choritoble compony and group operotes, focusing on those lows ond regulations that hove o direct effect on the determinotion of moteriol omounts ond disclosures in the firK]nciol stotements. The lows ond regulations we considered in this context were the Componies Act 23

2006, together with the Chorities SORP IFRS102). We ossessed the required complionce with these lows ond regulations os port of our oudit procedures on the reloted finonciol stotement items. In oddition, we considered provisions of other lows ond regulationsthat do not hove o direct effect on the finonciol statements but compliance with which might be necessary tothe group's abilityto operate orto avoid a material penalty. We olso considered the opportunities ond incentives thot moy exist within the group for froud. The lows and regulotions we considered in this context forthe UK oper(rtions were employment legislotion, toxotion legislotion ond Generol Doto Protection Regulations. We also considered compliance with local legislation for the group's overseas operating segments. Auditing stondords limit the required oudit procedures to identify non<omplionce with these lows ond regulations to enquiry of the Trustees ond other monogement ond inspection of regul(rtory ond legol correspondence, if any. We identified the greatest risk of moteriol imF)OCt on the finonciol statements from irregulorities, including froud, to be within the timing of recognition of income, grants poyoble ond override of controls by monogement. Our oudit proceduresto respond to these risks included enquiriesof monogement the Finonce, Audit ond Risk Committee obout their own identification ond ossessment of the risks of irregulorities, designing oudit procedures over the timing of income, somple testing on the F)OSting of journols, reviewing occounting estimotes for bioses, reviewing regulotory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance. Owing to the inherent limitations of an audiL there is an unavoidable risk that we may not have detected some material misstotements in the finonciol st(rtements, even though we hove properly planned ond performed our oudit in occordonce with ouditing storKlords. For example, the further removed non-complionce with lows ond regulotions (irreguloritiesl is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by ouditing stondords would identify it. In addition, 0$ with ony oudit there remoined o higher risk of non- detection of irregulorities, 0$ these moy involve collusion, forgeryt intentionol omissions, misrepresentotions, or the override of internal controls. We are not responsitAe for preventing non-compliance and cannot be expected to detect non-complionce with oll lows ond regulotions. Use of our report This report is mode solely to the choritoble componWs members, os o body¢ in occordonce with Chopter 3 of Port 16 ofthe Companies Act 2006. Our oudit work hos been undertoken sothotwe might stote to the choritoble compony's members those matters we arerequired to state to them in an auditor's report and for no other purpose. Tothe fullest extent permitted by low, we do not accept or ossume resrK)nsibility to onyone otherthon the choritoble compony ond the choritoble compony's members os o body¢ for our oudit work, for this reporL or for the opinions we hove formed. Joyne Rowe Senior Stotutory Auditor For and on beholf of Crowe U.K. LLP stotutory Auditor London Date.. 26 June 2024 24

CONSOIIDATED STATEMENT OF FINANCIAI ACTIVITIES (incorporating an income and expenditure account) for the year ended 31 December 2023 2023 Totol Vnr•rtrictgd £OOO$ £OOOs 2022 Total Notes unrestrict￿ R•stsietod Rortrietod £OOOs £OOO$ £OOOs Income from". Donotions ond legoc Choritoble octivities Trading activities Investment income 3,174 10A79 2,828 11,389 1,806 14.217 1.806 15 568 362 362 15 39 39 22 Other income Total In¢ome 53 13.200 16.068 Expenditure on= Raising funds Choritoble activities T¢)tal axpenditurè 1,593 2,n8 4311 1,206 7F91 9,097 1799 10.609 13A08 1,566 2,494 4060 1,030 8,392 9A22 2,596 10.886 13N82 Net (expenditure) / income Tronsfers Other recognised (losses)I gains Net movement In fvnds (735) 1,192 174) (1,220) 1,192) (110) (w) (1,955) 11,192) 825 3,778 (825) 144 2,586 (184) (1139) 67 211 (300) 3.097 2.797 Reconciliotion of funds.. Total funds brought forward Total fund$ Carrled tO￿ard 16 1,151 6,617 4.095 7,768 5.629 1,451 1.151 3,520 6.617 4,971 7.768 16 he notes on poges28to 41 form port of these finonciol stotements. 25

BALANCE SHEETS as at 31 December 2023 Registered Company Number 04193179 Group Charlty Notes 2023 2022 2023 2022 £OOO$ £OOOs £OOO$ 2000$ Flxed assets Tongible fixed ossets 12 1.957 2,240 28 27 Current ossets: Donoted properties under developmenv stocks Debtors ond prepoyments Short-term bonk deposits ond cosh resources 1,297 169 147 13 666 910 530 672 14 l991 5.190 4,986 7,362 1029 2.567 3,810 4,482 Llobllltle$: Creditors.. omounts folling due within one yeor Net current assets 150 416 608 364 383 4774 6,754 2,203 4,099 Creditors.. amounts falling due after more than one year Net assets 1Sb 1226 7,768 1,082 1.149 1,190 2,936 5.629 Funds: Restricted funds 16117 4.095 6,617 953 2,801 Unrestricted funds 16117 1￿34 1,151 196 135 Total funds 5.629 7,768 1.149 2,936 *Donoted properties under development ore homes forchildren which ore under construction. Once completed, running and management of the activity in the building is the responsibility ofthe local authority. At an appropriate point the chority and locol outhority will sign on ogreement by which the property will be donoted to the locol outhority for the continued provision of the services. The notes on poges 28 to 41 form F)Ort of these finonciol stotements. The porent chority mode o deficit in the yeor of {￿,787k) (2022: surplus of £2,255k). The financial statements on pages 25 to 27were approved and authorised for issue by the Board of Trustees on 23rd Mav 2024. Slgned on behalf ot the Board of Trustee$ by. P,d Ramesh Parmar Trustee and Treosurer Richard Green Igh Trustee ond Choir 26

CONSOIIDATED STATEMENT OF CASH FIOWS for the year ended 31 Deeember 2023 Notes 2023 2022 £OOOs £OOOs Cosh flows from ¢)perrf(Ing a¢tlvltle Net cash (used in) I provided by operating activities 20 1754) 4,311 Cash flows from investing aetiviti￿. Interest received 39 Proceeds from sale of property Proceeds from sole of other fixed ossets 241 111 Purchase of property Purchose of other fixed ossets 135) 1136) (1311 Purchose of ossets under development Net cosh (used inl investing octivity 11.192) 11.079) (825) (817) Cosh flows from flnanclng Xtlvltles: Cosh outflows from loons <108) (72) (17) (891 Interest poid Net cosh (used in) finoncing octivity <108) Change in ea$h and cash èquivalents in the year 11,941) 3,405 Cash and cosh equivolents ot the stort of the yeor 4986 1,555 Chonge in cosh ond cosh equivolents due to exchonge rote movements 154) 26 Cosh and cash equlvalents at the end of the year 1991 4,986 The notes on poges28to 41 form port of these finonciol stotements. 27

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 Deeember 2023 1. ACCOUNTING POLICIES Legal Status of the Charity Hope and Homes for Children is a company limited by guarantee and is registered in England and Wales with the Charity Commission (Reg No.. 10894901 ond with Companies House IReg No.. 041931791. The choritoble compony wos incorporoted in April 2001 ond hos no shore copitol. The members of the compony ore the Trustees nomed on poge 3. In the event ofthe company being wound up, the liability in respect of the guarantee for each member is limited to £10. At the balance sheet dote there were 13 members. Registered and prineipal office The registered ond principol off ice of Hope ond Homes for Children is The Guild, Wiltory Sn ORS. Basis of preparation The finonciol stotements hove been prepored in occordonce with Accounting ond Reporting by Chorities.. Statement of Recommended Proctice opplicoble to chorities preporing their occounts in occordonce with the Finonciol Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) leffective l January 2019) (Charities SORP 20191 and the Finonciol Reporting Stondord opplicable in the UK ond the Republic of Irelond IFRS102), together with the reporting requirements of the Componies Act 2006 ond the Chorities Act 2011. The finonciol statements hove been prepored underthe historicol cost convention. Hope and Homes for Children meets the definition of a Public Benefit Entity under FRS 102. Basis of consolidation The financial statements consolidatethe results of the charity and its subsidiary undertakings (Hope and Homes for Children Romonio,. Hope ond Homes for Children- Ukroine; One Child One Fomily HHC- South Africa," Hope ond Homes for Children Kenyo,. ond Hope ond Homes for Children (Asio)) on o line-by-line bosis. Hope ond Homes for Children- Romania is registered with the Judiciary of Baia Mare in Romania (certified.. 23 September 20011. Hope and Homes for Children Ukroine is registered 0$ o choritoble orgonis(rtion (number 39224734). One Child One Fomily HHC South Africo is registered o non-profit compony INPC) with the ComrKJnies ond Intellectuol Property Commission in South Africo (registered 1 November 2017). Hope and Homes for Children (Kenya) is registered with the Non-Governmental Orgonizotions Boord Inumber OP.2181051123-108113162). Hope ond Homes for Children Asio Limited is registered with the Componies Registry in Hong Kong (number 3304708). The Boords of the subsidiories hove o mojority of directors who ore senior monogers of the chorityi ond the orgonisotions ore monoged on o unified bosis. Much of the operotionol octivity ofthe chority is corried outthrough bronches locoted in the countries of operotion. In line with the requirements of SORP 2019, their results ore included within those of the chority on o line-by-line bosis. The chority hos token odvontoge of the exemption ollowed under section 408 of the Componies Act 2006 ond hos not presented its own Statement of Finonciol Activities in these finonciol statements. The porent chority hos olso token advantage of the exemptiix)s in FRS102 from the requirement to present a charity only Cash Flow Statement. Going Coneern Hope ond Homes for Children's income is secured lorgely from voluntory income sources together with ongoing support from o number of internotionol donors. Having novigated o challenging period in 2018-19, we reduced ond restructured our debt ond closed operotions in Lotin Americo, Sudon, Bosnio ond Tronsnistrio. These decisions enobled us to reduce our annual deficit and strengthen our balance sheet. Our highly successful Ukraine appeal generated significant incremental income in 2022. 28

The Trustees hove considered severol foctors in concluding thot it remoins oppropriote to odopt the going concern bosis in the preporotion of these finonciol stotements. These include-. By the end of 2020, we had significantly strengthened our balance sheeL reducing our debt to £1.4m and restructured this amount so that it is repayable between 2021 and 2030. The fundroising environment remoins highly competitive, and we hove reshoped our investment in morketing, communications and fundroising so thot we con investto expond ourfunnel of engogement, drowing in support from substantially more people. We have laid the foundations for more sustainable income generation in the coming years, including our new brond proposition'Bock to Fomilw, our Home Advontoge compoign ond investment in the ocquisition of new donors. We hove develoF)ed o strong ond simple proposition, bocked by stories ond messoges which inspire oction, ond which will enoble usto ocquire new SUPfK)rt which we con convert into income. We continue to operote timely cosh monogement ond working copitol controls to monoge the potentiol risks oround the timing and volue of income ond ensure restricted ond unrestricted ossets ond reserves ore oppropriotely monoged. stress-testing of our forecost model through to the end of 202S indicates o sufficient degree of contingency ond adaptability to changing circumstances. Considering all of the above, the Trustees believethat Hope and Homes for Children has adequate resources to continue operoting successfully for the foreseeoble future ond so should continue to odoptthe going concern bosis in preparing the onnuol reportond the finonciol stotements. Income Income is recognised in the SOFA when the chority becomes entitled to the income, it is proboble thot the income will be received, ond the omount con be meosured reliobly. Gronts receivable thot do not relote to the performonce of o service orthe production of choritoble goods ore clossified as voluntary income and those that are performance-related are classified as income from charitable activities. Grants ore credited to income in the SOF4 with unspent bolonces being corried forword to subsequent yeors within the relevont fund. Income is deferred only when the chority hosto fulfil conditions before becoming entitled to it or where the donor hos specified thot the income is to be expended in o future period. Legocy income is included when there is sufficient evidence of entitlemenL proboble receipt ond where the omount is meosuroble. Pecuniory and residuory legocies notified before the yeor end, ore occrued where it con be demonstroted that the charity had entitlement atthe year end, the amounts can be quantified with reasonable certainty and where receipt is proboble. Expenditure All expenditure is occounted for on on occruols bosis. Expenditure on roising funds represents expenditure incurred in ottrocting funding ond the costs of disseminoting informotion obout choritoble octivity- Expenditure on choritoble activities includesthe direct costs of operating overseas programmes and grants made tothird parties. It also includes support costs incurred ot the UK office directly in support of the overseos octivities. Allocation of support Costs The mojority of costs ore directly ottributoble to specific octivities. Certoin shored costs, including governonce costs, ore opportioned to octivities bosed on the proportion of stoff time ollocoted to the octivity. Pension scheme The costs of providing defined contribution pensions ore charged tothe SOFA os they foll due. The difference between contributions poyoble in the period ond those actually paid are shown os occruols in the bolonce sheet. The costs of the pension scheme ore ollocated between restricted ond unrestricted funds in proportion to the time ollocoted for work done by members of stoff. 29

Operating leases Instolments poid under operating leose controcts ore chorged tothe SOFA os incurred. Exchange rate gains and losses The results ond finonciol position of subsidiories (none of which hos the currency of o hyper-inflotionory economy) thot conduct business in a foreign currency are translated into sterling atthe rate of exchange ruling at the date of the tronsoction. The offoirs of the subsidiories ore so closely interlinked with those of the porent chority thot it is considered thotthe incoming resources ond opplic(rtion of resources moy be regorded os being more dependent on sterling thon ( its own reporting currency. Atthe balance sheet date, cash and bank balances, amounts receivable and payable and fixed ossets ore tronsloted by using the rote of exchonge ruling ot thot d(rte. Exchonge movements ore recorded in the SOFA. Presentation curreney The functional currency of Hope ond Homes for Children ond its subsidiories is considered to be pounds sterling becouse that is the currency of the primary economic environment in which the charity operates. The consolidated financial stotements ore olso Fxesented in pounds sterling. Tangible fixed assets and depreeiation Tongible fixed ossets obove on appropriote locol minimum threshold ore copitolised ot cost ond written off by equol onnuol instolments overtheir expected useful lives os follows= Lond Property for functionol use Homes and services for beneficiaries Improvements to property Motor vehicles Office and computer equipment nlo 20 to 40 yeors 10 to 20 years 10 yeors 4 to 7yeors 3 to 7 years Ownership of homes ond services for beneficiories rests with the chority, while the running ond monogement of the activity in the building is the responsibility of the local authority. At an appropriate point the charity and local authority will sign on ogreement by which the property will be donoted tothe locol outhority forthe continued provision of the services. Vehicles ond equipment used in overseos bronches ore not copitolised but chorged in full tothe SOFA when purchosed. Assets under development Assets under development ore volued (rt cost less imwirment. When complete, those ossets where ownership rests with the chority ore tronsferred to fixed ossets ond those where ownership is retoined by o project stakeholder ore expensed to the SOFA. Leases Leases are classified as finance leases wheneverthe terms of the lease transfer substantially all the risks and rewards of ownership to the lessees. All other leoses ore clossified os operoting leoses. Assets held under finonce leoses ore recognised os assets at the lower of the foir volue of the ossets (rt the dote of inception ond the present volue of the minimum leose F)oyments. The related liobility is included in the bolonce sheet os o finonce leose obligotion. Leose poyments ore treoted os consisting of copitol ond interest elements. The interest is chorged to net incomel(expenditurel for the year so osto produce o constont periodic r(rte of interest on the remoining bolonce of the liobility. Stock Stock is stoted ot the lower of cost ond net reolisoble volue. Debtors Other debtors ore recognised in the finonciol stotements otthe settlement omount. Prepoyments ore volued otthe amount prepaid at the balance sheet date. 30

Short-term bank deposits and cash Short-term bonk deposits ond cosh includes cosh in hond, deposits held with bonks ond other highly liquid short-term deposits. Creditors Creditors are recognised where the charity has a present obligation resulting from a past eventthat will probably result in the tronsfer of funds to o third porty ond the omount due to settle the obligotion con be measured or reliably estimoted. Fund accounting Restricted funds ore funds thot con only be used in occordonce wrth specific restrictions imposed by donors or thot hove been roised by the chority for porticulor purposes. The costs of odministering the restricted funds ore chorged ogoinstthe specific fund. The detail of each restricted fund is set out in note 16. Designoted funds ore funds thot hove been set oside by the Trustees out of unrestricted generol funds for specific purposes. The oim ond use of eoch designoted fund ore set out in note 16. Generol funds ore unrestricted fundsthot con be used otthe discretion of the Trustees to furtherthe choritoble objectives. Financial instruments Hope and Homes for Children only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Bosic finonciol instruments ore initiolly recognised ot tronsoction volue ond subsequently measured ot their omortised cost. Significant estimates and judgements In the opplicotion of the choritys occounting policies, which ore described in note 1, Trustees ore required to moke judgements, estimates, assumptions aboutthe carrying values of assets and liabilities that are not readily apparent from other sources. The estimates ond underlying ossumptions ore bosed on historicol experience ond other foctors thot ore considered to be relevant. Actual results moy differ from these estimates. The estimotes ond underlying ossumptions ore reviewed on on ongoing bosis. Revisions to occounting estimotes ore recognised in the period in which the estim(rte is revised if the revision offects only thot period or in the period of the revision ond future periods if the revision offects current ond future periods. The onnual depreciotion chorge for the tangible fixed assets is sensitiveto chonges in the estimated useful economic lives ond residuol volues of the ossets. The useful economic lives ond residuol volues ore re-ossessed onnuolly. They ore amended when necessary to reflect current estimates, based on economic utilisation and the physical condition of the ossets. Taxation Hope ond Homes for Children is o registered chority ond os such is entitled to tox exemption on oll its income ond goins, properly opplied for its choritoble purposes. VAT Irrecoverable VAT is charged as a cost againstthe activity for which the expenditure was incurred. Gifts in kind In line with the requirements of SORP 2019, the value of services provided by volunteers is not incorporated in these finonciol stotements. 31

DONATIONSAND LEGACIES 2023 2022 Unrostri¢t•d Rastiictod Totsl Unrestricted Restricted Totol £OOOs £OOOs £OOOs £OOOs 2000$ 2000s Individuals 1,829 622 1,074 2,254 3,328 Corporote donors Choritoble trusts ond foundations 315 I702 266 4,366 4,632 3.735 3.928 161 4,076 4,237 Community groups Fundroising Octivities ond events Legocies 191 195 331 331 442 497 1,011 342 1,353 391 391 316 20 336 Total 3,174 7,305 10A79 2,828 11,389 14,217 LEGACY PIPELINE Legacy notificotions worth £369kto the charity did not meetthe recognition criterio ond hence hove not been occounted for within these financial statements (2022= U68k). CHARITABLE ACTIVITIES 2023 2022 Unrostri¢t•d Rastiictod Totsl Unrestricted Restricted Totol £OOOs £OOOs £OOO$ £OOOs £OOOs £OOOs UNICEF (Ukroine) 827 827 Sove the Children Iukroine) 462 462 525 525 EU POCU (Romania) 106 106 449 449 Federal Ministry of Lobor ond Sociol Policy (Bosnia) Total 1,806 1,806 32

ANALYSIS OF EXPENDITURE Allocated support Costs Staff Costs dlre¢t costs Grants payable £OOOs 2023 2022 £OOO$ £OOO$ £OOOs £OOO$ 2000$ Costs of ralslng fvnds 654 204 1799 2,596 Charltable expendlture Globol odvococy initiotives 279 174 36 366 Eost ond Southern Africo Rwanda and regional activities South Africo Uganda Kenyo 507 261 60 828 802 265 232 51 43 591 596 54 10 20 13 Centrol ond Southern Europe Bosnia ond Herzegovina Bulgorio knloldova and Transnistria Romonio ond regionol octivities 323 189 40 552 494 29 13 675 56 773 847 9n 3,051 316 4.338 5,548 Eostern Europe ond Centrol Asio Ukraine and regional activities 1,793 176 1410 1,676 South ond South Eost Asio Indio Nepal 89 29 83 16 217 184 79 18 264 28 389 297 Total charitable expenditure 2,992 1,073 10.609 10,886 Total 4.933 6A26 1.073 976 13A08 13,482 stoff costs totolling £596k (2022: 2526k) ore included in olloc(rted support costs. ANALYSIS OF SUPPORT COSTS 2023 2022 £OOO$ 2000s Directorate 195 180 Governonce Facilities management Finonciol monogement Information technology Humon resources 93 69 178 135 287 143 85 111 138 129 Total 976 767 33

GRANTS PAYABLE Gronts poyoble oll relote to gronts mode to fund projects to implement orgonisotionol choritoble objectives. They ore mode to Hope ond Homes for Children's portners os follows: 2023 2022 £OOO$ 2000$ Child's i Foundotion, Ugondo Copil Communitate Familie, Moldova Child In Need Institute, Indio Forget Me Not, Australia First Community Resource Centre, South Africo Total 50 676 744 83 100 263 208 51 76 1.073 1,178 NET INCOME Net income is stoted after chorging.. 2023 2022 £OOOs 2000$ Depreciotion of fixed ossets Donotion of Smoll Group Homesto locol outhorities Movement on exchonge rote Interest poyoble Property rentol Auditorfs remuneration- statutory audit Auditor's remunerotion- other services 264 324 1,040 14 1,247 (w) 17 95 85 39 36 TRUSTEES. REMUNERATION AND RELATED PARTY TRANSACTIONS The trustees were not remunerated during the current or preceding finoncial yeors. Reimbursements totolling elk were made to trustees for expenses12022.. £Ok). Aggregate donations received from trustees during the year were e2k (20L.. £4k). No other benefits were oworded to Trustees during the finonciol yeor. There were no reloted porty tronsoctions. Aggregate transactions with the subsidiary undertakings were.. 2023 2022 £OOO$ 2000s Funds remitted to.. Hope ond Homes for Children Romonio Hope and Homes for Children Ukraine One Child One Fomily, HHCSA 1.186 1,501 397 529 506 34

10. STAFF COSTSAND NUMBERS 2023 2022 £OOOs 2000$ The costs of employing the UK contracted staff were: Solories National insurance Pension scheme 2.215 237 1,996 228 95 92 1547 2,316 The costs of employing overseos stoff on locol controcts were: Solories ond locol toxes 2.981 5.528 2,790 5,106 The overoge number of controcted stoff during the yeor wos: 2023 2022 No. No. In the UK 53 49 Overseos 145 148 198 197 The totol employee remunerotion of the Senior Monogement Teom (Key Monogement Personnel) wos £522k (2022. 2544k). For stoff poid £60,000 or greoter per onnum,the number of employees with emoluments in thefollowing ronges were.. 2023 2022 No No 260,000-269,999 270,000-£79,999 280,000-£89,999 290,000-299,999 2100,000-e109,999 2110,000-£119,999 2120,000-2129,999 Hope ond Homes for Children poid pension contributions for higher F)oid employees omounting to Q2k (2022 £22k). Termination payments were made or accrued as compensation for loss of employmenttotalling £61k12022.. ￿8k) in occordonce with orgonisotionol policy ond the legol requirements of the countries in which the individuols work. 11. PENSION SCHEME For employees based in the UK, the chority contributes up to 6Yo of members, solories towords o defined contribution pension scheme, which is odministered on its beholf by Avivo. At the yeor-end there were outstonding contributions of £13k (2022.. £nil). For employees based in Belgium, the chority contributes 4/0 of members, solories towords o defined contribution pension scheme, which is odministered on its beholf by Allionz. At the yeor*nd there were outstonding contributions of £Ok (2022.. £1k). 35

12. TANGIBLE FIXED ASSETS Impvov•monts Offi¢• Equipment & Furnitur• Land S Buildings £OOOs GROUP Equlpm•nt £OOO$ Total £OOOs £OOO$ £OOOs £OOOs Cost ot 1 Jonuory 2023 Additions Disposols Foreign exchange movement C¢)st at 31 December 2023 4,455 35 215 239 69 194 5.172 173 93 11 34 (195) (123) (215) 1131 112) (33) (2) (121 (7) (468) (144) 4.1n 307 209 4.733 Depreciotion ot1 Jonuory 2023 Chorge for the yeor Disposols Foreign exchonge movement Depreclatlon at 31 December 2023 2374 191 215 148 58 137 2.932 264 28 38 (73) (66) (215) 113) (5) (32) 11) (101 (5) 1343) 177) 2A26 158 32 160 2.776 Net book value At 31 December 2023 1.746 2,081 149 13 49 1.957 2,240 At 31 December 2022 91 11 57 Improv•m•nts to l•as•hold Offic• Eryipm•ntand Furnitur• Land ond Buildir CHARITY rT Equipm•nt Total £OOOs £OOO$ £OOOs £OOOs £OOOs £OOOs Cost ot 1 Jonuory 2023 Additions Disposals Cost at 31 De¢ember 2023 215 32 88 335 17 17 (215) 132) (247) 105 105 Depreciotion ot1 Jonuory 2023 Chorge for the yeor Disposols Depreclatlon at 31 December 2023 215 32 61 16 16 (215) 132) 1247) Net book value At 31 December 2023 At 31 December 2022 28 28 27 27 The freehold property represents o portfolio of buildings ocquired or built os port of deinstitutionolisotion projects in Romania and Albania. The portfolio comprises So properties {20￿ 52 properties) which are used as small group homes, doy centres, emergency reception centres ond os o troining centre. Motor vehicles include six cors ocquired under finonce leoses with o corrying volue of 251k12022.. fivecors with o corrying volue of £60k). 36

13. DEBTORS AND PREPAYMENTS Group 2023 Group 2022 Charlty 2023 Chority 2022 £OOO$ £OOOs £OOOs £OOOs Other debtors and accrued income Tox recoveroble Prepoyments 495 871 418 638 11 11 100 28 41 23 666 910 530 672 14. CASH AND CASH EQUIVALENTS Group 2023 Group 2022 Charlty 2023 Chority 2022 £OOO$ £OOOs £OOO$ 2000$ Cash in hand.. Held inthe UK Held overseas 1.989 1.002 2.991 3,768 1,218 4,986 1.989 40 3,768 42 2.029 3,810 15. a) CREDITORS: Amounts falling due within one year Group 2023 Group 2022 Charlty 2023 Chority 2022 £OOO$ £OOOs £OOO$ 2000$ Trade Creditors Other Creditors Toxotion & sociol security costs Accruols 62 158 120 18 92 14 70 156 64 83 70 63 70 Provisions Finonce Leose 23 20 Loon 108 108 108 108 416 608 364 383 15. b) CREDITORS: Amounts falling due after more than one year Group 2023 Group 2022 Charity 2023 Charity 2022 £OOO$ £OOOs £OOOs £OOOs Loan 1,082 20 1,190 36 1,082 1,190 Finonce Leose 1.102 1,226 1,082 1,190 Of the loon bolonce, there ore loon repoyments of £758k poyoble in 1-5 yeors(2022: 2685k), with the remoining bolonce due in 6-10 yeors, poyoble in instolments. All of the finonce leoses ore poyoble in less thon 5 yeors 37

16. GROUP FUNDS Current year Other recognised Tronsfers gainsllosses £OOOs £OOOs Balance at 1 Jan 2023 Balanee ot 31 Dec 2023 Income Expenditure £OOOs £OOOs £OOOs £OOOs Restrlcted fvnds Overseas property fund Rwondo South Africa Bulgorio Moldova 2,059 122 {￿0) 1522) (303) (430) (148) (Z327) (4,278) (189) (395) (1951 (9,097) 35 (55) 1,729 353 753 101 208 (6) 438 Romonio 1,070 2,875 112271 1.072 830 Ukraine & Regional Response. Indio Nepal Globol Advocacy Sub-total 2,290 139 157) 45 16 324 108 37 4S 245 (45) 11,192) 50 6,617 7,877 (110) 4,095 Unrestrlcted funds Designated funds Fixed ossets fund Generol ftjnd 181 (78) (4,233) (4,3111 (13A08) 138 (121 162) (74) 1184) 229 970 3,576 3,576 1,054 1,192 1.305 1.534 5,629 Sub-totol Total funds 1,151 7,768 Prevlous Year Other recognised Tronsfers gainsllosses £OOOs 2000$ Balance at 1 Jan 2022 Balance ¢rt 31 Dec 2022 Income Expendlture £OOOs £OOOs £OOOs £OOO$ Restrlcted fvnds Overseos property fund Rwondo South Africo Bosnio ond Herzegovino Bulgorio Moldovo 2,183 238 (322) (673) (346) (5) (398) (131) (Z777) (4,326) (150) (220) (75) (9,423) 80 118 2.059 122 557 98 351 (2) 101 143 255 131 Romonio Ukroine & Regionol Response. India Nepol Global Advocacy Sub-totol 673 4,027 7,225 ln 1904) 51 (241 1.070 2.875 110 434 324 75 45 45 3,520 13,201 1824) 6.617 Unrestricted funds Designoted funds Fixed assets fund Generol ftjnd Sub-total 108 ($4) (4,005) (4,059) (13A82) 131 (4) 1,343 1,451 4.971 2,867 2,867 16.068 693 970 824 1,151 7.768 Total funds 211 *Ukraine and Regional ResFX)nse funds include those raised as wrt of our Ukraine crisis apFEal to fund our work in Ukraine, Moldova and Romonio to support vulneroble children ond fomilies during ond in the oftermoth of the crisis. Restricted funds All restricted funds ore for work on specific projects or for work in particulor countries. Where funds ore received for these purposes, they ore shown os restricted income on the Stotement of Finonciol Activities. Expenditure for the purposes 38

specified is opplied ogoinst the income ond ony amounts unexpended ot the bolonce sheet dote ore shown within restricted funds olong with the net book volue of fixed ossets ocquired with restricted funds ond ony cosh or debtors reloting to restricted funds. The Overseas Property Fund represents the net book volue of fixed ossets ocquired with restricted funds where the donor agreements require thatthe assets remain restricted. Expenditure in this fund of £31Ok represents the impact of depreciation chorges ond osset disrx)sols. Tronsfers from the generol fund of £35k represent the impact of the ocquisition of restricted fixed assets. Other recognised losses of £55k in this fund represent the impoct of exchonge rote movements. Designated funds The fixed osset fund represents the net book volue of unrestricted fixed ossets. Expenditure in this fund of £78k represents the impact of depreciation chorges ond osset disposols. Tronsfers from the generol fund of ￿38k represent the ocquisition of unrestricted fixed ossets. Other recognised losses of £12k in this fund representthe impoct of exchonge rote movements. Unrestricted funds The generol fund represents free funds of the chority which ore not design(rted ond con be used otthe discretion ofthe trustees to furtherthe choritoble objects. Expenditure on ossets under development hos been tronsferred to the generol fund from the Romania restricted fund, together with the impact of exchange rate movements on the carrying value of these ossets. 17. ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted funds Restrlcted fvnds Unrestricted funds Restricted funds GROUP TOTAL TOTAL 2023 2022 £OOOs £OOOs £OOOs £OOOs £OOOs £OOOs Tangible fixed assets Current ossets 229 1,957 5.190 (416) (1.102) 5,629 181 2,059 4,880 (286) (36) 6,617 2,240 7,363 16081 11,2271 7,768 2.756 (369) (1.082) 1.534 34 2,483 1322) (1,191) Current liabilities Long term liobilities (47) (20) 4,095 Unrestrieted fund$ Restricted funds Unrestricted funds Restricted funds CHARITY TOTAL TOTAL 2023 2022 £OOOs £OOOs £OOOs £OOOs 2000s 2000s Tongible fixed ossets Current ossets 28 28 27 27 1.613 (363) (1.082) 196 953 1566 (363) (1.082) 1.149 1,620 1322) (1,190) 2,862 161) 4,482 1383) (1,190) 2,936 Current liobilities Long term l iobilities 953 2,801 18. LEASE COMMITMENTS The totol commitments under non-concelloble operoting leoses on buildings ore os follows.. Gr¢)up 2023 Group 2022 Charlty 2023 Chority 2022 00 2000 £000 £000 Expiry dote". Within one yeor 33 18 39

19. FINANCIAL INSTRUMENTS Finonciol ossets thot ore debt instruments meosured (rt omortised cost" Group 2023 Group 2022 Charlty 2023 Chority 2022 £OOOs £OOOs £OOOs 2000$ other debtors Short term bank deposits and cash resources 495 871 418 638 1991 4,986 1029 3,810 Finonciol liobilities meosured ot omortised cosL' Group 2023 Group 2022 Charity 2023 Charity 2022 £OOOs £OOOs £OOOs £OOOs Trade creditors 62 158 42 121 Other creditors Interest poyoble Accruols Finonce leoses 18 92 13 70 64 70 42 56 Loons 1,191 1,299 1,191 1,299 20. NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT 2023 2022 £OOO$ 2000$ Reconciliation of net income to net cash flow from operating activities Net (expenditure) l income 11.955) 2,586 Depreciotion chorge (Prof itl/Loss on disposal of fixed assets Donation of Smoll Group Homes to Locol Authorities (ProfitllLoss on disposol of overseos properties Interest receivoble Interest poyoble Decreose/(Increose) in stock Decreose/(Increosel in debtors (Decreose) / Increase in creditors Net cosh supplied by/lused inl operoting octivities 264 324 12) 1.040 1120) 139) (4) 1,247 (61) (22) 17 22 (117) 66 1208) <754) 275 4,311 ANALYSIS OF CHANGES IN NET DEBT Foreign Exchange movement At1 Jon 2023 At 31 Dec 2023 Cash Flows movement £OOOs £OOO$ £OOOs £OOOs £OOO$ Cash Loons folling due within one yeor Loons folling due ofter more thon one yeor Finance Leose 4,986 1108) (1,190) (56) (1,941) 108 (54) 2.991 (108) 11.082) (42) 1108) 108 20 16) Total Net Debt 3.632 (1.813) 1.759 40

22. SUBSIDIARY UNDERTAKINGS Hope ond Homes for Children- Romonio, Hope ond Homes for Children- Ukroine, One Child One Fomily HHCSA Hope ond Homes for Children (Kenyol, ond Hope ond Homes for Children Asia ore wholly owned subsidiory undertokings of Hope and Homes for Children. They are registered in Romania INO.. 1123.01.200113661594), Ukraine (No. 39224734), South Africo INO.. 201714895141081, Kenyo INO. OP.2181051123-108113162) ond Hong Kong (No. 33047081 ond do not hove shore capital. A majority of their governing board members are senior officers of Hope and Homes for Children and each share the some octivities 0$ Hope ond Homes for Children. Hope ond Homes for Children (Kenyol ond Hope ond Homes for Children Asio no tronsoctions in 2023. Summory of the results of Hope ond Homes for Children- Romonio.. 2023 2022 £OOO$ 2000s Assets 4,043 (60) 4,285 (248) 4,037 Liobilities Funds 3,983 Income 4,295 14,3491 154) 5,079 (5,225) 11461 Expenditure (Deficit) Summary of the results of One Child One Family HHCSA.. 2023 2022 £OOO$ 2000s Assets 46 50 Liobilities (5) (121 38 Funds 41 Income 530 558 Expenditure Surplusl(Def icitl 1527) (558) Summary of the results of Hope ond Homes for Children- Ukraine: 2023 2022 £OOO$ 2000$ Assets 463 757 Liobilities Funds 16) 457 757 Income 1,806 12,106) 1300) 1,757 (1,069) 688 Expenditure Surplus 23. CAPITAL COMMITMENTS Gr¢)up 2023 Group 2022 Charlty 2023 Chority 2022 00 £000 £000 £000 Homes ond services for beneficiories 20 213 41