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← Time To Help (UK)

2024-12-31-accounts

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED

31 DECEMBER 2024

TABLE OF Contents

CO)
01
CO)		 LEGAL AND ADMINISTRATIVE INFORMATION
02
@		 MESSAGE FROM THE CHAIR
03
@		 -
STRATEGIC REPORT
03
@		 CONSTITUTION
05
@		 OBJECTIVES AND ACTIVITIES
06
@		 ACHIEVEMENTS AND PERFORMANCE
15
@		 TRUSTEE & STAFF REMUNERATION AND RELATED PARTY TRANSACTIONS
16
@		 FINANCIAL REVIEW
-
18
@		 PRINCIPAL RISKS AND UNCERTAINTIES
20
@		 PLANS FOR FUTURE PERIODS
22
@		 STRUCTURE, GOVERNANCE, AND MANAGEMENT
24
25
@
©		 TRUSTEE RESPONSIBILITIES STATEMENT
INDEPENDENT EXAMINERS REPORT
26-37
@		 STATEMENT OF FINANCIAL ACTIVITIES

Legal and Administrative Information

Time to Help (UK) is a charitable company limited by guarantee, incorporated on 27 August 2013 and registered as a charity on 12 February 2015 . The charity operates under its Memorandum and Articles of Association , which set out its charitable objectives, trustee powers, and governance arrangements.

Charity Name: Time to Help (UK) Charity Registration Number: 1160467 Company Registration Number: 08659663 Legal Structure: Company limited by guarantee (no share capital)

6th Floor, Alliance House 29–30 High Holborn London WC1V 6AZ United Kingdom

Trustees who served during 2024:

▶ Bilal Karaduman – Chair of Trustees

Yusuf Kar – y.kar@timetohelp.org.uk

Independent Examiner:

AA Accountancy Services 244 Chase Road London, N14 6HH, United Kingdom

Bankers:

Barclays Bank PLC Barclays, Leicester LE87 2BB, United Kingdom

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Message from the Chair Dear Friends,

2024 was a year that reminded us over and over again why we do what we do. Hardship continues to cast a long shadow over many lives, both here in the UK and around the world. We have seen families forced to leave their homes because of war, children who have no access to clean water, and women who are unable to feed their families. Too many people in the UK still live in a world where loneliness, poverty, and isolation are everyday concerns.

Over the years, Time to Help (UK) has stayed committed to its mission, even as costs have risen, global instability has increased, and the funding climate for charities has tightened. Time to Help (UK) remained committed and responsive, not because the road was easy, but because our belief in human dignity is unshakable.

One of the greatest sources of strength this year has been our incredible volunteers. I want to extend my deepest thanks to each and every one of them. Many took time away from their families and work to travel overseas to make a difference. They fundraised with dedication, spoke out for our cause, and most importantly, delivered the projects themselves, hand in hand with local communities. Not only did their presence make sure that our programmes were successful, but it also helped build trust, respect, and solidarity across borders.

Here in the UK, others gave their time and hearts to support asylum seekers, single mothers, and people experiencing homelessness, often through simple acts of conversation, listening, and kindness. And that, truly, is the spirit of this charity: ordinary people doing extraordinary things.

I have had the opportunity to witness directly how our efforts impact lives in subtle, often unnoticed ways. A girl returning to school because she now has access to menstrual hygiene. A young mother moved to tears after receiving a simple care package. A conversation between two strangers who don’t speak the same first language, but understand each other perfectly.

These are the moments that define our charity, not grand gestures, but countless small acts of compassion that together create something powerful.

As Chair, I am deeply proud of the integrity with which our team operates, the transparency we maintain, and the trust placed in us by donors, volunteers, and beneficiaries alike. That trust is something we will never take for granted.

To every person who gave, served, organised, advocated, or simply stood beside us, thank you.

You are part of a movement that believes hope should be real, and help should be human.

With sincere gratitude,

Bilal Karaduman Chair of Trustees Time to Help (UK)

3. Strategic Report

This Strategic Report forms part of the Trustees’ Annual Report in accordance with the Companies Act 2006 and the Charities SORP (FRS 102) for larger charitable companies.

This Strategic Report provides an overview of Time to Help (UK)’s objectives, activities, achievements, financial review, principal risks, and plans for future periods for the year ended 31 December 2024. It also explains how our work has delivered public benefit in line with our charitable purposes.

4. Constitution

Time to Help (UK) is a charitable company limited by guarantee, incorporated on 27 August 2013 and registered as a charity on 12 February 2015. It operates under its Memorandum and Articles of Association, which set out the charity’s purposes and powers.

4.1. Trustee Appointment and Induction

The charity is governed by a Board of Trustees. Trustees are appointed in accordance with the Articles of Association, usually through nomination and approval by the existing Board. New trustees are provided with an induction pack, which includes the governing document, Charity Commission guidance, the latest annual report and accounts, and key organisational policies. Ongoing support and training are made available to ensure trustees are aware of their legal duties and responsibilities.

4.2. Governance and Decision-Making

The Board of Trustees is responsible for the overall governance, strategy, and financial stewardship of the charity. The Board meets regularly throughout the year to review progress, approve plans, and monitor risks. Certain responsibilities are delegated to the Chief Operating Officer (COO), who manages day-to-day operations, implements Board decisions, oversees staff and volunteers, and ensures compliance with relevant laws and regulations.

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4.3. Management and Key Personnel

The COO is the charity’s only key management personnel. The role is in recognition of operational responsibilities, including compliance, programme oversight, and coordination of volunteers. The level of remuneration is reviewed and approved by the Board in line with the charity’s pay policy.

4.4. Volunteers

Volunteers play a central role in the delivery of Time to Help (UK)’s programmes, both in the UK and internationally. They contribute across all areas of the charity’s work, including project delivery, fundraising, and advocacy. Trustees acknowledge with gratitude the invaluable contribution made by volunteers, without whom the charity could not achieve its objectives.

4.5. Policy Review and Compliance

The Board reviews governance and operational policies on an annual basis. Policies cover areas such as safeguarding, finance, fundraising, GDPR, data protection, and risk management. Trustees and staff receive regular training on compliance and safeguarding to ensure the highest standards of accountability and transparency.

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5. Objectives and Activities

Charitable Objectives

Time to Help (UK)’s charitable objects, as set out in its Memorandum of Association, are:

"To relieve persons who are in need, hardship or distress in the United Kingdom and anywhere in the world as a result of local, national, or international disaster or by reason of their social and/or economic circumstances."

▶ Humanitarian Relief – meeting urgent needs for food, clothing, and shelter

▶ Clean Water Access – building sustainable water sources in underserved areas

5.1. Sectors of Work

In 2024, our work focused on:

▶ Education & Vocational Training – improving opportunities through learning and skills development

▶ Women’s Empowerment & Menstrual Health – tackling inequality and enabling girls’ education

▶ Community Wellbeing – reducing isolation, promoting integration, and supporting mental health

The trustees confirm that they have complied with the Charity Commission’s guidance on public benefit when planning activities. All our projects are designed to deliver tangible, measurable benefits to people in need, without discrimination and regardless of background, ethnicity, or faith.

6. Achievements and Performance

6.1. UK-Based Programmes

Advancing Charitable Objects 4.1, 4.2, and 4.3: Relief of hardship, support for informal education, and promotion of mental and social wellbeing

In 2024, Time to Help (UK) expanded its UK-based initiatives to address urgent needs arising from social isolation, displacement, and economic hardship. Our domestic projects reflected our commitment to building inclusive, empowering spaces for vulnerable individuals, particularly refugees, asylum seekers, and women facing multiple barriers.

Through carefully designed grassroots programmes, we provided not only material relief but also emotional support, social connection, and informal learning opportunities, all in alignment with our charitable objectives of restoring dignity, fostering resilience, and promoting long-term wellbeing.

6.1.1. Talking Bubble

The Talking Bubble Project continued to serve as one of our most impactful initiatives, offering a safe, friendly space for lonely people to have conversation and build confidence. Delivered by a diverse team of trained volunteers, the project helps tackling loneliness and reduced social isolation through regular community-based interaction.

2024 Annualised Highlights

159 conversation sessions hosted across the year

3,942 minutes of structured dialogue-based learning

30 women supported through sustained weekly engagement

36 volunteers involved, representing multicultural and multilingual backgrounds

Launch of the Togetherly app in September improved session tracking and participant monitoring -

Impact:

With this project, we helped isolated individuals open up, feel less alone, and build the confidence to engage with others. For many, the project provided a safe first step in overcoming social anxiety, improving mental wellbeing, and finding companionship at a time when they felt invisible. Elderly participants gained meaningful human contact, while newcomers to the community were supported in adjusting to unfamiliar environments and feeling a sense of belonging. The project gave people more than conversation, it gave them the reassurance of being seen, heard, and valued.

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6.1.2. Coffee Mornings for Refugees and Asylum Seekers

We organised 19 welcoming coffee mornings , engaging 360 refugees and asylum seekers in creative, inclusive environments. These events combined music, conversation, and artistic expression to encourage community building and offer emotional relief in the face of dislocation and stress.

Impact:

We helped individuals to gain confidence in speaking English in everyday settings, reducing social anxiety and feelings of exclusion among newly arrived women. We provided culturally sensitive entry points into broader community life and reduced loneliness while facilitating emotional resilience and peer support by creating informal support networks. which improved participants' sense of empowerment and connection within their new communities.

6.1.3. Gift2Mum Campaign

In an effort to ease the hardships of 90 mothers, the Gift2Mum campaign distributed carefully assembled care packages. While the packages contained winter essentials and toiletries, they also expressed messages of unity and acknowledgement, which were intended to honour the women whose struggles are often unseen.

Impact:

We provided both emotional and practical support, recognising the immense labour and resilience of parents in difficult situations. We aimed to minimise their burdens and show that they are valued, supported, and seen by providing seasonal excitement and a tangible expression of caring.

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6.1.4. Homeless Food Outreach

Through 7 volunteer-led outreach sessions , we distributed 360 hot meals to rough sleepers and those in temporary accommodation across London. All events were designed to reaffirm the importance of each person served by incorporating food, conversation, and respect.

Impact:

We alleviated hunger by providing warm, comforting meals that not only provided nourishment for the body but also created moments of human connection that are frequently absent during times of crisis. Through these shared experiences, we built trust and directed these community members to additional community resources, thereby ensuring that they felt supported beyond the immediate relief that was provided.

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6.2. International Programmes

6.2.1. Clean Water Projects

One in four people live without proper access to clean water, facing scarcity in their daily lives causing millions to experience waterborne diseases, poor hygiene, and lost education opportunities, particularly for women and children who spend hours everyday collecting it.

What we did:

▶ Constructed 52 water wells in Chad, Uganda, Tanzania, Kenya, and Pakistan.

▶ Installed a water tank in Yemen supplying 200 families daily for a year.

Impact:

Communities now have reliable access to clean, safe water, dramatically reducing the risk of waterborne diseases and - improving overall health and hygiene. The availability of nearby water sources has freed up countless hours previously spent fetching water. Their time now redirected towards education, livelihoods, and family life. Girls, in particular, have been able to return to school with confidence, breaking the cycle where lack of clean water once limited their opportunities and potential.

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6.2.2. Food Security – Ramadan & Qurbani Aid

For many families in poverty, fasting periods and religious celebrations can deepen hardship when resources are scarce.

What we did:

▶ Distributed 2,159 Ramadan food parcels across five countries, ensuring families could break their fast with dignity. ▶ Provided 28,985 Qurbani meat packages to undernourished communities, reaching a total of 173,160 beneficiaries and improving diet quality.

Impact:

Significantly alleviated food insecurity during critical periods, upheld cherished cultural and religious traditions, and strengthened community bonds by bringing families together through shared meals and collective celebration.

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6.2.3. Women’s Empowerment & Hygiene Support

Lack of menstrual health products forces many girls to miss school, while women often lack sustainable income opportunities.

What we did:

▶ Trained 65 women in tailoring in Uganda.

▶ Supported 1,700 school girls across Uganda, Kenya, and Tanzania with menstrual kits.

Impact:

Girls were able to attend school consistently and with confidence, free from the barriers caused by limited access to menstrual health products. At the same time, women equipped with tailoring skills gained new income opportunities and a sense of financial independence. This created a powerful cycle of empowerment, where trained women not only improved their own livelihoods but also contributed directly to community health and the education of future generations.

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A Story of Hope

In the quiet village of Birongo, 39-year-old Madrine has faced life’s hardships with courage and hope. A single mother of seven, she works tirelessly washing clothes and cleaning homes to provide the basics; food, rent, and school fees. It is honest work, but barely enough to make ends meet.

Madrine had to leave school after Year 7, yet one dream stayed alive in her heart: to become a tailor . She longed for a skill that could give her independence, creativity, and a more secure future for her children.

When she heard about Time to Help UK’s free tailoring programme in Kajjansi, Uganda, she didn’t hesitate to apply. For her, this wasn’t just training , it was a chance to change the direction of her life. Over three months, she dedicated herself fully, mastering sewing techniques and preparing for the national DIT exam .

Her hard work paid off. Madrine passed the exam, earned a recognised certificate, and because of her outstanding performance, she was awarded her very own sewing machine . In her one-room home, she set up a small workspace, turning it into the starting point of her dream.

Today, Madrine works from home, contributing to her family’s income while spending more time with her children. She is saving to open her own tailoring shop, a goal that once felt impossible.

Madrine’s journey is a powerful reminder that sometimes opportunity doesn’t just change lives. It gives hope, dignity, and a chance to dream again .

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6.2.4. Educational Infrastructure

In low-resource areas, lack of facilities and learning materials limits children’s educational prospects.

What we did:

Impact:

Children now have access to well-equipped learning spaces and essential educational materials, transforming their learning environments and expanding their academic opportunities. The new facilities have not only improved literacy and learning outcomes but also promoted greater inclusion for children with disabilities, ensuring that every child, regardless of circumstance, can learn, grow, and thrive.

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6.2.5. International Volunteer Missions

Direct volunteer involvement strengthens transparency, accountability, and cultural exchange.

What we did:

Deployed 52 UK volunteers to Uganda, Kenya, Tanzania, Bosnia, and beyond. Volunteers participated in well openings, food distribution, school visits, and community engagement.

Projects were delivered efficiently and monitored first-hand. Volunteers returned with deeper cultural awareness and advocacy skills, strengthening support networks at home.

Success Story: Mwamanakuka Primary School Library Project

Mwamanakuka Primary School in Bagamoyo, Tanzania, founded in 1961, had long faced crumbling classrooms, few learning materials, and no library, resulting in persistently low academic performance.

When our local partner highlighted these challenges, Time to Help UK mobilised quickly. Thirteen volunteers launched a four-month fundraising drive, selling knitted beanies, delivering newspapers, and rallying online donations. By February 2024, funds were secured, and volunteers travelled to Bagamoyo to help build and equip a new library, painting walls, planting trees, assembling furniture, and organising books.

One year later, the impact was remarkable:

The library became a vibrant learning hub for Mwamanakuka and neighbouring schools.

74 pupils achieved A and B grades in the National Standard 7 Exam, placing 1st out of 43 schools in Bagamoyo.

The school grounds, once bare, now thrive with trees and flowers planted by volunteers.

Headteacher Clement Dawson Mboma credits the library project for this transformation, proving that a single act of kindness can uplift an entire community.

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7. Trustee & Staff Remuneration and Related Party Transactions

The trustees of Time to Help (UK) received no remuneration or other benefits from the charity in the year ended 31 December 2024 (2023: £nil). No trustee expenses were reimbursed during the year (2023: £nil).

The charity had no related party transactions during the reporting period.

The charity employs staff but no employee received total benefits (including salary, pensions, and other emoluments) exceeding £60,000 in the year (2023: none).

The trustees consider the Chief Operating Officer (COO) to be the charity’s only key management personnel. The COO is employed on a National Minimum Wage (NMW) basis for operational delivery and compliance responsibilities. The level of pay is reviewed and approved by the Board of Trustees in line with the charity’s pay policy and is considered proportionate to the nature and scale of the role.

8. Financial Review

For the year ending 31 December 2024 , Time to Help (UK) demonstrated strong financial stewardship in line with our Financial Policy and Charity Commission guidance. We maintained full compliance with SORP (FRS 102) accounting requirements, ensuring that funds were managed transparently, effectively, and in support of our charitable objectives.

Despite donor fatigue, the cost-of-living crisis, and a challenging fundraising environment, careful cost control, targeted appeals, and prudent cash flow management enabled us to deliver all planned UK and overseas programmes. Trustees monitored financial performance closely through quarterly reviews and risk assessments.

Income and Expenditure Summary

Total income is £773,142 and total expenditure is £768,672 and Net Surplus is £4,470

8.1. Reserves Policy and Position

In line with our Financial Reserve Policy , the trustees have set a target range of £80,000–£90,000, equivalent to approximately six to nine months of core operating costs .

As of 31 December 2024 , unrestricted reserves stood at £79,609.64 which is slightly below the agreed range. Reserve levels are reviewed quarterly by the Board and formally at year-end. Where reserves fall below the minimum threshold, a recovery plan is implemented; where they exceed the upper limit, trustees consider allocation to charitable projects, capacity building, or ethical investment.

8.2. Investment Approach

Under our Investing Charity Funds Policy , surplus funds above our operational reserve are placed in FSCS-protected, interest-bearing accounts with reputable UK-regulated institutions. Our investment objectives are to:

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8.3. Going Concern Statement

The trustees have reviewed forecasts, reserves, and commitments for the next 12 months. Despite donor fatigue and the cost-of-living crisis, the charity’s protective reserves, diversified income streams, and stable volunteer network provide confidence that Time to Help (UK) remains a going concern for the foreseeable future.

8.4. Fundraising Statement

Time to Help (UK) follows the Fundraising Regulator’s Code of Fundraising Practice . We:

▶ Do not use commercial fundraising agencies

▶ Rely on volunteers for most fundraising activities

▶ Provide clear, honest appeals with evidence of impact

▶ Received zero complaints about fundraising in 2024

Seasonal campaigns such as Ramadan, Qurbani, and Winter Aid continued to be key contributors to our income. Volunteer-led overseas deployments not only raised funds but also strengthened transparency and donor confidence by delivering projects directly to communities in need.

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9. Principal Risks and Uncertainties

The trustees recognise that operating in both domestic and international humanitarian contexts carries inherent risks. Our approach is proactive: we identify potential threats early, assess their likelihood and impact, and implement mitigation measures to reduce exposure. This process is guided by our Financial Policy , Financial Reserve Policy , and Investing Charity Funds Policy , alongside sector best practice and Charity Commission guidance.

The following represent the key risks and uncertainties faced during 2024, together with the measures we have put in place to address them.

9.1. Financial Sustainability and Donor Behaviour

The ongoing cost-of-living crisis and general donor fatigue may result in reduced contributions, lower seasonal campaign income, and less corporate giving. Economic pressures on households could lead to significant fluctuations in cash flow, making it harder to sustain programme delivery.

Mitigation:

▶ Maintain unrestricted reserves within the £80,000–£90,000 target range, equivalent to 6–9 months of core costs.

▶ Diversify income streams to reduce reliance on any single source, including grants, corporate sponsorships, and regular giving.

▶ Increase donor engagement through transparency, impact reporting, and consistent communication.

▶ Develop lower-cost, high-impact campaigns that appeal to donors even during financially constrained periods.

9.2. Banking Access and De-Banking Risk

Several UK-based charities have experienced sudden account closures by banks, often with little explanation. This poses a risk to operational continuity, particularly for organisations involved in international aid.

Mitigation:

▶ Proactively engage with our banking provider to maintain transparent communication about our activities and compliance standards.

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▶ Keep comprehensive documentation of financial transactions, due diligence on partners, and project delivery.

▶ Open an additional bank account as a contingency measure, ensuring funds can be transferred quickly if the main account is closed.

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9.3. Operational Delivery in Volatile Contexts

Many of the countries in which we operate face political instability, conflict, or sudden changes in local conditions. These events can disrupt supply chains, restrict access, or endanger staff and volunteers.

Mitigation:

▶ Work with a broad network of local partners to reduce reliance on a single delivery channel.

▶ Build flexibility into project planning so resources can be redirected if a region becomes inaccessible.

▶ Maintain constant monitoring of geopolitical developments and adjust field activity accordingly.

▶ Ensure insurance and safety protocols are in place for all international deployments.

9.4. Compliance and Regulatory Risk

Failure to comply with Charity Commission rules, Companies Act requirements, or data protection laws (UK GDPR) could result in fines, loss of public trust, or regulatory action.

Mitigation:

▶ Conduct annual reviews of all governance, safeguarding, and operational policies.

▶ Provide ongoing compliance and data protection training to trustees, staff, and volunteers.

▶ Assign the Chief Operating Officer (COO) as the Data Protection Officer to oversee compliance and respond to subject access requests.

9.5. Safeguarding and Reputational Risk

Any harm to beneficiaries, volunteers, or stakeholders — or public allegations of misconduct — could severely damage the charity’s reputation and ability to operate.

Mitigation:

▶ Enforce a zero-tolerance safeguarding policy, supported by mandatory training for all project personnel.

▶ Maintain robust reporting channels for concerns or complaints, ensuring they are addressed promptly.

▶ Communicate openly with stakeholders in the event of any issue to preserve trust and transparency.

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9.6. Investment and Reserves Risk

Loss of capital, reduced liquidity, or failure to maintain ethical alignment in investment decisions.

Mitigation:

▶ Invest only in FSCS-protected, low-risk accounts in line with our Investing Charity Funds Policy.

▶ Avoid sectors that conflict with our mission, including tobacco, arms manufacturing, gambling, and environmentally harmful industries.

▶ Conduct an annual review of investment arrangements to ensure security, liquidity, and ethical compliance.

9.7. External Environment Risks

Global conflicts, natural disasters, pandemics, or rapid inflation can simultaneously increase the need for our services while straining our capacity to deliver them.

Mitigation:

▶ Maintain a rapid-response framework to adjust priorities in emergencies.

▶ Strengthen donor engagement so that emergency appeals can be launched quickly.

▶ Keep reserves at protective levels to allow flexibility in crisis response.

10. Plans for Future Periods

Looking ahead to 2025, the trustees remain committed to strengthening the charity’s long-term sustainability, deepening our impact, and expanding our reach in both the UK and internationally. While continuing our established programmes, we will focus on strategic developments that diversify income, increase community engagement, and build organisational resilience.

10.1. UK-Based Initiatives

Opening a Charity Shop: We are actively seeking opportunities to open our first charity shop in London or another suitable location. The shop will serve as a steady income source, raise the charity’s profile locally, and act as a community hub for volunteering and outreach.

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Expansion of Talking Bubble: Build on the success of the Talking Bubble Project by increasing the number of volunteer-led conversation groups and piloting new hubs in other UK cities.

Enhanced Volunteer Development: Introduce structured training programmes to further equip volunteers for community engagement, advocacy, and fundraising.

10.2. International Programme Growth

Clean Water Expansion: Increase the number of water wells and tanks provided, prioritising regions with the highest health risks from unsafe water.

Women’s Empowerment Projects: Expand the tailoring and reusable sanitary pad initiative to additional countries, linking vocational training with direct health and education benefits for girls.

Education Infrastructure: Develop more libraries, classroom refurbishments, and support facilities for special needs education in low-resource areas.

Seasonal Campaign Growth: Enhance the scale and visibility of Ramadan, Qurbani, and Winter Aid campaigns, supported by improved digital marketing and donor engagement.

Corporate Partnerships: Build long-term relationships with businesses for sponsorships, payroll giving, and matched funding opportunities.

Charity Shop Income Stream: (when the shop is up and

running) Leverage retail sales, donated goods, and community-based events to create a sustainable and predictable income channel.

10.4. Organisational Resilience and Compliance

Banking Contingency: Open a secondary charity bank account to safeguard against de-banking risks and ensure uninterrupted operations.

Digital Transformation: Explore CRM systems and donor management platforms to improve efficiency, transparency, and reporting.

Policy and Training Enhancement: Continue to review and strengthen governance, safeguarding, and compliance policies in line with Charity Commission and UK GDPR requirements.

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11. Structure, Governance, and Management

Time to Help (UK) is a charitable company limited by guarantee, incorporated on 27 August 2013 and registered with the Charity Commission on 12 February 2015 . The charity is governed by its Memorandum and Articles of Association , which set out its charitable objects, trustee powers, and rules for governance.

11.1. Governing Document and Legal Form

Company number: 08659663 Charity number: 1160467

The charity operates as a non-profit entity with no share capital. All income and assets are applied solely towards achieving the charity’s objectives.Trustees are also members of the charitable company and guarantee to contribute a nominal sum (£1) in the event of winding up.

11.2. Trustee Recruitment and Appointment

Trustees are appointed in accordance with the procedures outlined in the Articles of Association. Candidates are selected based on their skills, experience, and commitment to the charity’s mission.

New trustees are provided with an induction programme, which includes:

11.3. Trustee Meetings and Decision-Making

The Board of Trustees meets at least four times a year to set strategy, monitor performance, and ensure compliance with statutory requirements. Additional meetings may be called as required for urgent matters. Key decisions are made collectively and recorded in formal minutes.

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11.4. Delegation of Day-to-Day Operations

Day-to-day management is delegated to the , who is responsible for:

Project leads, programme managers, and volunteer coordinators operate under the supervision of the COO.

11.5. Policies and Governance Framework

The charity operates within a robust governance framework, including (but not limited to):

The trustees confirm that they have had regard to the when setting the charity’s objectives and planning activities for the year. All programmes are designed to deliver tangible, measurable benefits to those in need, both in the UK and internationally.

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12. Trustee Responsibilities Statement

The trustees (who are also directors of Time to Help (UK) for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” .

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of those resources, including its income and expenditure, for that period.

In preparing these financial statements, the trustees are required to:

▶ Select suitable accounting policies and apply them consistently

▶ Observe the methods and principles of the Charities SORP (FRS 102)

▶ Make judgements and estimates that are reasonable and prudent ▶ State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements ▶ Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation

The trustees are responsible for keeping adequate accounting records that are sufficient to:

▶ Show and explain the charitable company’s transactions

▶ Disclose with reasonable accuracy, at any time, the financial position of the charitable company ▶ Enable them to ensure that the financial statements comply with the Companies Act 2006 ▶ They are also responsible for safeguarding the assets of the charitable company and taking reasonable steps to prevent and detect fraud and other irregularities.

In so far as the trustees are aware:

▶ There is no relevant audit information of which the charitable company’s independent examiner is unaware

They have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the independent examiner is aware of that information The trustees are responsible for the maintenance and integrity of the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions

13. Approval and Signature

This Trustees’ Annual Report, including the Strategic Report, was approved

by the Board of Trustees of Time to Help (UK) on 30.09.2025 and signed on its behalf by:

Signed: _____ Name: Bilal Karaduman Position: Chair of Trustees Date: _______30.09.2025

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TIME TO HELP (UK)

INDEPENDENT EXAMINER'S REPORT TO TRUSTEES OF TIME TO HELP (UK)

I report to the trustees on my examination of the accounts of the above charity for the year ended 31 December 2024 which are set out on pages 3 to 37

Responsibilities and basis of report

As the charity trustees of the Trust, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).

I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner’s statement

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:

▶ accounting records were not kept in accordance with section 130 of the Act or

▶ the accounts do not accord with the accounting records

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.

AA ACCOUNTANCY SERVICES Chartered Certified Accountant

Date: 9 September 2025

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TIME TO HELP (UK) STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating income and expenditure account) FOR THE YEAR ENDED 31 DECEMBER 2024

Unrestricted Restricted 2024 2023
Notes Funds Funds Total Total
INCOME AND EXPENDITURES £ £ £ £
INCOMING RESOURCES
Incoming resources from generated funds:
Charitable income 2 342962 429592 772,554 846,806
Activities for generating funds 3 0 0 0 0
Investment income 4 0 0 0 0
Incoming resources from charitable activities 5 0 0 0 0
Other incoming resources 6 588 - 588 785
TOTAL INCOMING RESOURCES 343550 429592 773142 847591
RESOURCES EXPENDED
Charitable Activities 7 212103 538421 750524 768534
Governance Costs 8 18148 0 18148 14623
Other resources expended 9 0 0 0 0
TOTAL RESOURCES EXPENDED 11 230251 538421 768672 783157
NET INCOMING/(OUTGOING) RESOURCES
before transfers 21 113299 -108829 4470 64434
Transfersbetween funds -247214 247214 - -
NET MOVEMENT IN FUNDS FOR THE YEAR -133915 138385 4470 64434
Total Funds at 1 January 2024 414925 -138385 276540 212106
Prior Year Adjustment (Note 19) 0 0 0 0
Total Funds at 31 DECEMBER 2024 281010 0 281010 276540
===== ===== ===== =====

The notes on pages 29 to 37 form part of these accounts.

26

TIME TO HELP (UK)

BALANCE SHEET AS AT 31 DECEMBER 2024

BALANCE SHEET
AS AT 31 DECEMBER 2024
Notes 2024 2023
FIXED ASSETS ₤ ₤
Tangible assets 15 13279 13362
13279 13162
CURRENT ASSETS
Debtors 16 101887 61856
Cash at bank and in hand 172482 202884
274369 264740
CREDITORS:Amounts falling due
within one year 17 (6638) (1362)
Net current assets / (liabilities) 267731 263378
CREDITORS:Amounts falling due 18 0 0
more than one year
Total assets less current liabilities 281010 276540
===== =====
CHARITY FUNDS
Restricted funds 20 0 -138385
Unrestricted funds 20 281010 414925
281010 276540
===== =====

The notes on pages 16 to 24 from part of these accounts. Approved by the Board of Trustees on 30 September 2025 and signed on its behalf by Bilal Karaduman, Trustee.

Bilal Karaduman Chairman

27

Statement of cash flows Prior Total year funds funds Note £ £ Cash flows from operating activities: Net income/(expenses) for the reporting period (as per the statement of financial activities) 4470 64434 Adjustments for: Depreciation charges 200 200 (Gains)/losses on investments 0 0 Dividends, interest and rents from investment 0 0 Loss/(profit) on the sale of fixed assets 0 0 (Increase)/decrease in stocks 0 0 (Increase)/decrease in debtors (40031) (14708) Increase/(decrease) in creditors 5076 26 Net cash provided by (used in) operating activities (30285) 49952 Cash flows from investing activities: Dividends, interest and rents from investment 0 0 Proceeds from the sale of property, plant and equipment 0 0 Purchase of property, plant and equipment (117) (1568) Proceeds from sale of investments 0 0 Purchase of investments 0 0 Net cash provided by (used in) investing activities (117) (1568) Cash flows from financing activities: Repayments of borrowing 0 0 Cash inflows from new borrowing 0 0 Receipt of endowment 0 0 Net cash provided by (used in) financing activities 0 0 Change in cash and cash equivalents in the reporting period (30402) 48384 Cash and cash equivalents at the beginning of the reporting period 202884 154500 (Table 1) Change in cash and cash equivalents due to exchange rate movements 0 0 Cash and cash equivalents at the end of ~~E:———~~ the reporting period 172482 202884 (Table 1) Table 1: Analysis of cash and cash equivalents Current year Prior year £ £ Cash in hand 172482 202884 Notice deposits (less than 3 months) 0 0 Overdraft facility repayable on demand 0 0 Total cash and cash equivalents 172482 202884

Table 2: Analysis of changes in net debt

At start
ofyear		 Cashflows Acquisition/
disposal of
subsidiarires		 New
leases		 Fair
value
move
ments		 Foreign
exchange
moement
s		 Other
non
cash
changes		 At end
ofyear
£ £
Cash 202884 (30402) - - - - - 172482
Cash equivalents 0 0 - - - - - 0
Overdraft facilityrepayable on demand 0 0 - - - - - 0
(30402)
Loans fallingdue within oneyear (1562) (5076) 0 - - - 0 (6638)
Loans fallingdue after more than oneyear 0 0 0 - - - 0 0
Lease obligations 0 0 0 0 - - - 0
TOTAL 201322 (35478) 0 0 0 0 0 165844

28

TIME TO HELP (UK) 35 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES

1.1 Basis of Preparation of Financial Statements

The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, and in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008). The financial statements have been prepared in accordance with the Charities SORP (FRS 102) (Second Edition – October 2019) which is based on Financial Reporting Standard 102 as issued in the UK and Republic of Ireland, and in accordance with applicable UK charity and company law.

1.2 Fund Accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

1.3 Incoming Resources

All incoming resources are included in the Statement of financial activities when the charity has entitlement to the funds, certainty of receipt and the amount can be measured with sufficient reliability.

Donated services or facilities, which comprise donated services, are included in income at a valuation which is an estimate of the financial cost borne by the donor where such a cost is quantifiable and measurable No income is recognised where there is no financial cost borne by a third party.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable

1.4 Resources Expended

Expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities. Where costs cannot be directly attributed to particular activities they have been allocated on a basis consistent with the use of the resources.

Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements.

Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled, Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES (continued)

1.5 Tangible fixed assets and depreciation

All assets costing more than £100 are capitalised.

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Fixtures and fittings 25% reducing balance

1.6 Foreign Currencies

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at rates of exchange ruling at the balance sheet date.

Transactions in foreign currencies are translated into sterling at the rate ruling on the date of the transaction.

Exchange gains and losses are recognised in the Statement of financial activities.

1.7 Programme Related Investment

Programme related investments are stated at the cost of investment.

2. VOLUNTARY INCOME Unrestricted Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Donations 342962 409592 752554 829546
Grants 0 20000 20000 17260
Voluntary Income 342962 429592 772554 846806
3. TRADING ACTIVITIES Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Charity trading income
Charity trading income-Domestic 0 - 0 0
Net income from trading activities 0 0 0 0

30

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

4. INVESTMENT INCOME Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Rental Income 0 0 0 0
5. INCOMING RESOURCES FROM CHARITABLE ACTIVITIES
Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Charitable Activities 0 0
6. OTHER INCOMING RESOURCES Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Other Incoming Resources 588 0 588 785
7. EXPENDITURE BY CHARITABLE ACTIVITY
SUMMARY BY FUND TYPE Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Investment Income 0 0 0 0
Charitable Activities 212103 538421 750524 768534
212103 538421 750524 768534
SUMMARY BY EXPENDITURE TYPE Staff Other 2024 2023
Costs Costs Total Total
£ £ £ £
Investment Income 0 0
Charitable Activities 85379 665145 750524 768534
85379 665145 750524 768534

31

55

TIME TO HELP (UK) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

8. GOVERNANCE COSTS Unrestricted Unrestricted Restricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Governance- Accountants fees 1695 1695 1041
Governance - Premises costs for head office 3958 3958 2327
Governance - Telephone 18 18 110
Governance expense - Computer expenses Governance expense - Computer expenses 145 145 44
Governance expense - Wages and salaries 9354 9354 8758
Governance expense - NI 2778 2778 2143
Governance - Depreciation - Tangible fixed asse 200 200 200
18148 0 18148 14623
==== ==== ==== ====
9. OTHER RESOURCES EXPENDED
Unrestricted Restricted 2024 2023
Funds Funds Total Total
£ £ £ £
Loss (profit) on disposal of fixed asset 0 0 0 0
==== ==== ==== ====
10. DIRECT COSTS Basis of Unrestricted Basis of Unrestricted Restricted 2024 2023
All Charitable activities Allocation Funds Funds Total Total
£ £ £ £
Charitable Contributions Direct 0 385
Clean water appeal Direct 122310 122310 57826
Community projects Direct 85636 85636 6830
Total Disaster Relief Direct 10000 10000 100587
Homeless project Direct 1085 1085 1258
Orphan care project Direct 19116 19116 68310
Qurban appeal Direct 250201 250201 288071
Ramadan appeal Direct 29661 29661 2310
Refugee appeal Direct 20412 20412 32240
Yemen bread distribution Direct 0 0 10519
Grant giving Direct 19600 0 19600 14500
Cleaning Direct 0 0 311
Staff training and welfare Direct 1339 0 1339 499
Premises Direct 35623 0 35623 20944
Insurance Direct 790 0 790 827
Fundraising expenses Direct 12271 0 12271 6167
Professional fees Direct 4459 0 4459 10277
Printing, Postage and Stationary Direct 310 0 310 2528
Volunteers expenses Direct 841 0 841 0
Office / admin expenses Direct 1830 0 1830 8162
Telephone and internet Direct 156 0 156 991
Travel and substance Direct 25408 0 25408 16553
Repairs and Renewals Direct 0 0 0
Bank Charges Direct 1822 0 1822 3582
Credit Card Charges Direct 0 0 0
Subscriptions Direct 1639 0 1639 1863
Miscellaneous Direct 642 0 642 8766
Advertising Direct 17302 0 17302 22925
Paypal/stripe fees Direct 0 - 43
Software Direct 1302 0 1302 396
Wages and salaries Direct 84187 0 84187 78822
Pension Direct 1192 0 1192 1945
Purchases Direct 1390 0 1390 97
212103
538421
750524
768534
====
====
====
====
~~SN~~

32

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

11. ANALYSIS OF RESOURCES EXPENDED BY EXPENDITURE TYPE

Staff Costs Depreciation Other Costs 2024 2023
£ £ £ £ £
Investment Income 0 0 0 0 0
Charitable Activities 85379 0 665145 750524 200583
Charitable activities 85379 0 665145 750524 200583
Governance 12132 200 5816 18148 14623
Loss on disposal of fixed assets 0 0 0 0 0
97511 200 670961 768672 215206
12. ANALYSIS OF RESOURCES EXPENDED BY ACTIVITIES 12. ANALYSIS OF RESOURCES EXPENDED BY ACTIVITIES
Activities undertaken Total Total
Directly Support Cos 2024 2023
£ £ £ £
Investment Income 0 0 0 0
Charitable Activities 538421 212103 750524 582574
Total 538421 212103 750524 582574
13. NET INCOMING RESOURCES
This is stated after charging:
2024 2023
£ £
Depreciation of tangible fixed assets: owned by charity 200 200
Auditor's remuneration 0 0
Governance Accountant fees 1695 1041

During the year, no Trustees received any remuneration (2023 -£NIL). During the year, no Trustees received any benefits in kind (2023 -£NIL).

During the year, no Trustees received any reimbursement of expenses (2023 -£NIL).

14. STAFF COSTS

Staff costs were as follows:

2024 2023
£ £
Wages and salaries 93541 87580
Social security costs 3970 2240
97511 89820

The average monthly number of employees during the year was as follows:

2024 2023
No. No.
12 10

No employee received remuneration amounting to more than £60,000 in either year.

33

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

15. TANGIBLE FIXED ASSETS

15. TANGIBLE FIXED ASSETS
TOTAL
Cost £
At 01.01.2024 14362
Additions 117
At 31.12.24 14479
Depreciation
At 01.01.2024 1000
charge for period 200
At 31.12.24 1200
Net book values
At 31.12.24 13279
At 31.12.23 13362

34

TIME TO HELP (UK) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

16. DEBTORS

16. DEBTORS
2024 2023
£ £
Due after more than one year
Other Debtors 0 0
Due within one year
Trade debtors 0 0
Other debtors 101887 61856
101887 61856

17. CREDITORS: Amount falling due within one year

2024 2023
£ £
Other taxation and social security 1285 1285
Other creditors 5353 277
6638 1562

18. CREDITORS: Amount falling due after one year

2024 2023
£ £
Bank loans 0 0
Other creditors 0 0
0 0

35

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

19. PRIOR YEAR ADJUSTMENT

There is no prior year adjustment this year

20. STATEMENT OF FUNDS

Brought Incoming Resources Transfers Carried
Forward Resources Expended In/Out Forward
£ £ £ £ £
Designated Funds
General Funds
General Funds-all funds 414925 343550 (230251) (247214) 281010
Total Unrestricted funds 414925 343550 (230251) (247214) 281010
Restricted funds
Restricted funds-all funds -138385 429592 (538421) 247214 0
Total of funds 276540 773142 (768672) 247214 281010
SUMMARY OF FUNDS
Restated
Brought Incoming Resources Transfers Carried
Forward Resources Expended In/Out Forward
£ £ £ £ £
General Funds 414925 343550 (230251) (247214) 281010
Restricted funds -138385 429592 (538421) 247214 0
276540 773142 (768672) 0 281010

36

TIME TO HELP (UK)

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

22. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted Restricted Restricted Total Total
Funds Funds 2024 2023
£ £ £ £
Tangible fixed assets 13279 0 13279 13162
Debtors due after more than 1 year 0 0 0 0
Current assets 274369 0 274369 264740
Creditors due within one year (6638) 0 (6638) (1562)
Creditors due in more than one year 0 0 0 0
281010 0 281010 276340

23. RELATED PARTY TRANSACTIONS

There was not any related party transaction with any of the trustees this year and last year.

37

UK OQOOO t imetohelpuk www. timetohelp.org.uk Charity No: 1160467