2024-12-31-accounts - Lonely Orphans

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Lonely @rphans Annual Report 2024 Mww.lonelyorphans.org

Annual Report 2024

Contents

Message from the Chair of the Board of Trustees 4-5 Our Story 6-7 Summary of Activities 8-9 Our Impact Around the World Since 2013 10-17 Activities and Programmes 18-21 Our Commitment to the SDGs 22-23 Partnerships and Collaborations 24-25 Challenges Faced in 2024 26-27 Future Plans and Goals 28-31 Acknowledgments 32 Conclusion 33 Governance and Administrative 34 Trustees Responsibilities 35 Structure, Governance and Management 36 Independent Examiner’s Report to 37 the Trustees of Lonely Orphans Statement of Financial Activity 38-49

Annual Report 2024 4

Annual Report 2024

Message from the Chair of the Board of Trustees

We remain committed to amplifying the voices of the marginalised, not just through aid, but through dignity-driven development.

Dear Supporters, Friends, and Partners,

As I reflect on 2024, I am filled with both pride and gratitude. This year has been one of the most challenging in our journey so far, yet it has also been one of the most impactful. Across all our programmes, Lonely Orphans has continued to stand firmly beside children and families facing hardship—whether through education, clean water, food security, or emergency relief. Our mission has remained clear: to deliver hope and dignity where it is needed most.

From Bangladesh to Türkiye, Tanzania to southern Thailand, our development projects have grown in both reach and depth. Over 500,000 people benefited from essential food support, and our school meals programme ensured that vulnerable children could learn with dignity and nourishment. Our clean water initiatives, educational programmes, and winter relief efforts have not only met urgent needs but have also advanced our commitment to tackling systemic

poverty and exclusion. These achievements directly support the United Nations Sustainable Development Goals (SDGs) and demonstrate our ability to create sustainable impact.

At the same time, the devastating humanitarian crisis in Gaza demanded an urgent response. Where millions of lives were torn apart by conflict, we mobilised quickly to deliver food, medical aid, psychosocial support, and clothing for displaced orphans. Though the scale of need has been catastrophic, our presence has brought vital relief and a glimmer of hope. This work has not been without risk—but it has been necessary, and it reflects our values of compassion and humanity in action.

Our values of transparency, trust, and excellence have guided every decision and every pound spent. As a board, we have strengthened our governance structures and continued to ensure that our operations are ethical, effective, and grounded in the realities faced by the communities we serve.

We remain committed to amplifying the voices of the marginalised, not just through aid, but through dignity-driven development.

This year also marked a growing reliance on our dedicated staff and extraordinary volunteers. From the localised community efforts that raised vital funds, to the long hours our teams put into emergency responses, this has been a year of selfless service. I am immensely grateful to everyone who stood beside us—our donors, our local partners, and our community champions.

And now, after nine and a half years of service, it is with a heavy heart that I announce my departure as Chair of the Board of Trustees. It has been one of the greatest honours of my life to serve this organisation from its early stages to where it stands today: a beacon of hope and a means of change. I leave Lonely Orphans in the hands of a new generation of leadership, ready to take the charity to new heights with renewed energy and vision.

To every person who has been part of this journey— thank you. You have helped shape an organisation that puts children first, acts with integrity, and makes a real difference. The path ahead is bright, and I look forward to witnessing the next chapter of Lonely Orphans with confidence and pride.

With sincere gratitude,

Kona Miah Chair, Board of Trustees

Annual Report 2024

Our Story

Our Story What we stand for

Established in 2013, Lonely

Orphans is a dedicated charitable organisation focused on uplifting the most vulnerable and marginalised communities worldwide. Our mission is to deliver meaningful, long-term change through a combination of humanitarian relief and sustainable development.

With a passionate team of professionals and volunteers, we are committed to empowering communities, addressing immediate needs while building pathways to a brighter, more self-sufficient future.

Strategic Pillars

Innovation Capacity Building Embarking on Enhancing the groundbreaking capabilities of projects that address employees, volunteers, the core issues of partners, and poverty and initiate beneficiaries through sustainable change. high-quality training and educational opportunities.

Vision

To create a world where orphans, vulnerable children and their supporting communities are treated with fairness and equality, fostering environments where support systems are robust, tailored, and sustainable, benefiting generations to come.

Mission

We commit to alleviating poverty, sickness, and facilitating education for orphans, vulnerable children, and their supporting communities globally. Through inventive and distinct projects, we proffer accommodation, sustenance, medical care, education, emergency aid, and sustainable solutions.

Purpose

To empower marginalised communities by providing dignified assistance and creating pathways for sustainable change that improve their long-term circumstances.

Sustainability Risk Management Implementing Promoting environmentally organisational stability conscious solutions and reducing harm to that drive long-term the communities we positive impacts within cater to by managing the communities and mitigating risks we serve. effectively.

Beneficiary Groups

Primary - Orphans:

Children under 16, primarily amongst refugees and individuals in need, who have lost one or both parents.

Secondary - Vulnerable Children:

Children under 18 who find themselves in environments where the conventional support network is unavailable or significantly compromised.

Tertiary - Communities:

The broader community surrounding the primary and secondary beneficiary groups, including family networks and environments where primary caregivers are absent for various reasons.

Core Values:

Integrity & Accountability

Upholding high moral and ethical standards while taking full responsibility for our actions.

Compassion & Respect

Demonstrating empathy and kindness in our approach, valuing every individual’s dignity.

Innovation & Efficiency

Implementing creative and sustainable solutions that optimise resource usage and enhance service delivery.

Lifecycle Approach to Beneficiary Support

Lonely Orphans adopts a lifecycle approach in its beneficiary support programmes, where assistance evolves in line with the changing age and needs of the individuals served. These initiatives are dynamic, transitioning seamlessly from providing focused care for orphans to supporting vulnerable children, and ultimately extending to their community-wide assistance. This approach ensures a nurturing pathway that fosters both individual growth and long-term sustainability within the wider community.

Unity & Collaboration

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Fostering a collaborative environment that values every contribution, promoting unity in our efforts.

Stewardship & Fiscal Responsibility

Managing resources responsibly and transparently, aiming for the most significant impact.

Inclusivity & Service

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Ensuring our programs cater to diverse communities and maintain a steadfast commitment to serving humanity.

Annual Report 2024

Annual Report 2024 9

Summary of Activities

Summary of Activities Introduction

In 2024, Lonely Orphans reaffirmed its role as a force for transformation, extending hope, relief, and sustainable opportunity to orphans, vulnerable children, and marginalised communities worldwide.

Anchored in our vision of equality, dignity, and justice, and guided by our mission to alleviate poverty, promote health, and expand education, we strove this year to deepen our impact across crisis zones and long-neglected regions alike.

conscious practices—such as solar-powered water pumps and low-carbon logistics to reduce their footprint and improve community resilience. The principles of innovation, sustainability, capacitybuilding, and risk management continued to steer project design and implementation, ensuring that immediate responses also lay the groundwork for durable progress.

This year’s work was characterised by both urgent humanitarian response and continued development in our existing areas of focus. Our launch of programmes in Gaza, amidst ongoing conflict, added a significant dimension to our operations, while we maintained momentum across Bangladesh, Türkiye, Tanzania, Thailand, and Indonesia. Each region presented unique challenges from displacement, to limited infrastructure, to conflict - but our team responded with agility and purpose. Whether delivering emergency supplies, providing nutrition programmes, or extending access to education and clean water, we remained committed to long-lasting change rather than short-term fixes.

This section summarises our major programme areas— emergency response, food and nutrition, education, school meals, water and hygiene, and orphan support. It highlights our alignment with the strategic goals and values we uphold, and underscores the power of strong partnerships and accountability in scaling impact. As always, our commitment to transparency guided every decision and every pound spent.

In 2024 we have reaffirmed our belief: no child should be invisible, no community should be left to suffer alone, and no crisis is insurmountable when met with unity, empathy, and tenacity. With your continued trust and support, we will carry this momentum into 2025, expanding both the breadth and depth of our work in service of vulnerable children everywhere.

The core of our approach remains rooted in compassion, integrity, and inclusion. In 2024, we invested heavily in local capacity-building: training community volunteers, equipping local partners, and strengthening systems to ensure sustainability. Our programmes increasingly adopted environmentally

Long Term Objectives

Promoting Sustainable Development:

Fostering Resilience:

We prioritise skills, training, and psychosocial support that help individuals and communities bounce back and thrive, not just survive.

We embed sustainable models into every intervention—emergency or developmental—so that communities we support in Gaza, Bangladesh, and Tanzania can continue gaining strength long after we exit.

Building Strategic Partnerships:

We strengthen collaboration with local NGOs, trusted grassroots actors, and international agencies, enabling us to reach further, act more responsively, and sustain programmes with local ownership.

Ensuring Basic Needs:

Our programmes deliver essential resources—shelter, food, education, clean water, healthcare—to those who lack them, particularly in conflict zones and remote areas.

Together, these pillars guide us toward a future where every orphan and vulnerable child has access to dignity, opportunity, and hope.

Annual Report 2024

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Our Impact Around the World Since 2013

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Our Impact Around the World Since 2013 Over a decade of global humanitarian work

Annual Report 2024

Our Impact Around the World Since 2013

Bangladesh Empowering Rohingya Refugees and Local Communities

Our long-term commitment includes delivering free education to children who otherwise had no schooling, supplying seasonal and emergency relief, distributing religious dues, and offering healthcare and nutritional support. Over the years, we have served millions of meals and built sustainable systems to improve resilience. Our educational programmes focus on equipping girls and boys with literacy, numeracy, and life skills, while our water and sanitation projects bring clean water closer to families.

Since 2013, Lonely Orphans has consistently supported Rohingya refugees and marginalised Bangladeshi communities by addressing the most fundamental challenges: shelter, food, education, clean water, and sanitation.

The Rohingya people, who fled persecution in Myanmar, settled in massive, overcrowded camps in Teknaf and Cox’s Bazar, lacking formal services and opportunities. These populations remain among the most vulnerable globally.

We see our work here as integral to multiple SDGs:

Türkiye Supporting the Uyghur Community in Exile

Türkiye hosts an estimated 50,000 Uyghur refugees, many concentrated in Istanbul, who fled systemic persecution in China.

These communities often struggle with legal status, limited employment, disrupted education, and constrained access to essential services. Children in particular endure educational gaps and uncertainty.

Since 2019, Lonely Orphans has collaborated with Uyghur families, delivering food aid, educational programmes, and seasonal care. In 2024, we continued our schooling hours and nutritional support while responding swiftly after a major earthquake, distributing emergency supplies and food to displaced families. Through these efforts, we aim to restore stability and dignity for children living in exile.

Our Türkiye programmes advance:

Case Study

Hasina, aged eight, once had no access to a classroom or safe water. After enrolling in a Lonely Orphans school, she now receives regular hot meals and drinks from a nearby well. Her health improved and her reading and writing skills surged. This intervention—rooted in SDGs 1, 2, 3, 4, and 6—has transformed her prospects.

Case Study

Yusuf, now nine, and his family fled to Türkiye with almost no possessions. Through Lonely Orphans, they received food packs and Yusuf was enrolled in class. Today, he is confident and learning well— outcomes that reflect the power of integrated support in difficult settings.

Annual Report 2024

Our Impact Around the World Since 2013

Thailand Supporting the Melayu Community in the South

In Thailand’s southern provinces of Pattani, Yala, and Narathiwat, the Melayu Muslim community continues to face political instability and insecurity. Widows and vulnerable children often bear the brunt of economic marginalisation and limited social infrastructure.

Indonesia

Disaster Response and Care for Vulnerable Communities

We delivered shelter, food, and healthcare across disaster-impacted communities. Our ambulance service remains a lifeline in remote areas, ensuring medical access. By partnering with local organisations, we reinforce resilience and recovery systems even in affected regions.

Indonesia is a complex landscape— hosting displaced populations while itself vulnerable to natural disasters like earthquakes and volcanic eruptions. In 2024, Lonely Orphans continued its commitment to respond promptly to emergencies and support long-term recovery.

Through this work, we contribute to:

Since 2019, Lonely Orphans has offered support in food, shelter, education, and seasonal aid. We also engage widows through livelihood initiatives to build sustainable income. By tackling immediate needs and reinforcing long-term resilience, we aim to strengthen the future prospects of children and families here.

Programs in Thailand resonate with:

Case Study

Aisha, aged seven, and her siblings lived without a father and faced daily food scarcity. Lonely Orphans provided seasonal food, and helped build the family a stable home.

Annual Report 2024

Our Impact Around the World Since 2013

Tanzania Reaching Remote and Isolated Communities

Our programmes provided seasonal food support to households and established an education project in a community centre. Through local partnership, we designed sustainable delivery models, ensuring that interventions can persist beyond our presence.

In 2024, Lonely Orphans expanded into rural Tanzania to support orphaned and vulnerable children in areas with minimal infrastructure. In these regions, education is scarce, food insecurity is widespread, and access to healthcare is limited.

These efforts align with:

Gaza Responding to a Humanitarian Catastrophe

In 2024, Gaza faced one of the worst humanitarian crises in recent history, marked by devastating conflict, widespread displacement, and the collapse of essential services.

As families lost their homes, access to clean water, food, and healthcare became critically scarce. Lonely Orphans responded with urgency and compassion, launching a comprehensive emergency response to support children and families most affected by the war. Through the provision of emergency food aid, clean water, hygiene support, temporary shelter, and psychosocial assistance, we helped restore a measure of stability and dignity to thousands caught in unimaginable circumstances. Our efforts continue to prioritise the well-being of orphans, widows, and displaced families, ensuring that even in times of war, hope, humanity, and solidarity endure.

SDG Labels:

Case Study Amal lost her father and home during the conflict in Gaza. Forced to flee with her mother and siblings, they lived for weeks without secure shelter or access to clean water. Lonely Orphans provided Amal’s family with emergency food parcels and clean drinking water.

Annual Report 2024

Activities and Programmes

In 2024, Lonely Orphans deepened its commitment to advancing the Sustainable Development Goals (SDGs), particularly in conflictaffected areas.

With projects spanning education, food security, clean water, shelter, and emergency relief, our work continued to target the world’s most marginalised communities, especially children. In every country where we operate, our impact is shaped by a commitment to dignity, accountability, and sustainable development, with a focus on SDGs 1 (No Poverty), 2 (Zero Hunger), 3 (Good Health), 4 (Quality Education), and 6 (Clean Water).

Gaza: Emergency Response and Child-Focused Humanitarian Aid

In response to the devastating conflict, Lonely Orphans launched one of its most comprehensive humanitarian responses to date, centred on the urgent needs of displaced children and families.

We established a tent village accommodating over 4,000 displaced individuals, including:

620+ family tents Medical and kitchen tents 10 bathroom units

A deep water well for continuous clean water access

Through our food and nutrition initiatives:

900 food packs (120,000+ meals)

3,000 hot meals and fresh bread for 5,500+ people
500 fresh vegetable baskets Qurbani for 1,300 beneficiaries
Over 3,000 packs of baby milk formula (90,000 prepared bottle of milk)

We also distributed hygiene kits to 550 displaced women, clean water to 1,500 people, and cash assistance to 2,000 widows and children. Over 600 people received zakat ul fitra, and over 300 children were given sweets and toys to offer moments of joy amidst trauma.

Our Orphan Guardianship Programme ensured that 50 children without surviving family received comprehensive care—including food, health, education, and financial support for over 6 months.

Testimonial

“When we lost everything, Lonely Orphans gave us shelter and food. My children had milk again, and for the first time in months, they smiled. May Allah reward those who remember us in our darkest times.”

Amira, mother of three, Gaza Tent Village

Annual Report 2024

Activities and Programmes

Bangladesh and the Rohingya Camps: Long-Term Support and Resilience

In Bangladesh, our efforts focused on long-term resilience and essential support for vulnerable families, including those in the Rohingya camps.

Over 1.3 million cumulative hours of free education were delivered to nearly 1,200 poor and vulnerable children
Our School Meals Programme provided 36,000 hot meals to 100 students
2,650 food packs ensured 402,000+ meals for more than 13,000 people
A new deep tube water well provided over 1 million litres of clean water 700 winter packs reached over 2,000 people Zakat ul fitra was distributed to 700 people Clothing was distributed to approximately 50 children

Case Study

Rafiq, a young Rohingya boy, struggled to access education after being displaced. With support from Lonely Orphans, he now attends school regularly and receives hot meals daily. His family also benefits from food aid and winter clothing, easing their hardship during the colder months.

Turkiye: Supporting Uyghur Refugee Communities

In Turkiye, our work continued with a focus on Uyghur refugees who remain displaced and marginalised.

Thailand: Addressing Food Insecurity in the Melayu South

In southern Thailand, marginalised Melayu communities continued to face hardship. To address food insecurity:

We distributed 200 food packs, delivering nearly 20,000 meals to 800 people

Our educational initiatives continue to offer hope and structure for Uyghur children rebuilding their lives in exile.

Tanzania: Reaching Isolated Rural Communities

In remote areas of Tanzania where infrastructure remains limited, our aid addressed acute food insecurity.

133 food packs provided approximately 20,000 meals to 660 people

Our commitment in Tanzania continues to grow as we identify additional needs for long-term development in health and education.

85,000 hours of free education were provided to 80 children

Testimonial

“My children attend school and have an opportunity to learn, have fun and grow as a child. This has given us hope for a better future..”

Fatima, Uyghur Mother, Istanbul

Over 9,000 hot meals were delivered through the School Meals Programme

650 food packs delivered over 90,000 meals to 3,200 people

Our educational initiatives continue to offer hope and structure for Uyghur children rebuilding their lives in exile.

Delivering on Our Purpose

Across all countries, our 2024 programmes remained grounded in the core values of dignity, trust, compassion, and impact. We continued to demonstrate strategic delivery in both crisis settings and stable regions, ensuring tailored approaches that respond to specific community needs.

We are proud of what was achieved in 2024 and remain deeply grateful to our supporters whose generosity fuels this transformative work.

Annual Report 2024

Our Commitment to the SDGs

In our ongoing pursuit of creating a more sustainable future for orphan and vulnerable children, Lonely Orphans remains deeply committed to advancing the Sustainable Development Goals (SDGs) through all our programmes and activities.

These 17 global goals represent a collective responsibility to combat poverty, promote equality, and protect the environment by 2030. Our mission aligns closely with these objectives, as we work to deliver holistic support in areas such as education, healthcare, livelihoods, and community empowerment. Each initiative is designed to ensure long-term positive change while fostering resilience and self-reliance in the communities we serve.

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our most powerful tool in breaking the cycle of poverty, equipping children with knowledge and opportunity. In Gaza, emergency food and shelter interventions supported families who had lost everything to conflict. In Bangladesh, our schools and meal programmes gave children the chance to build a future beyond the refugee camps. By empowering families with both immediate aid and skills for self-reliance, we are helping them step away from dependency and toward dignity.

SDG 1: No Poverty

In 2024, Lonely Orphans advanced its mission to reduce poverty across seven countries by meeting urgent needs while investing in long-term resilience. Our programmes provided over 1 million meals, seasonal support to thousands of families, and direct education to 1,530 children, equating to 1.4 million cumulative hours of free learning. Education remains

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food packs tackling malnutrition. Our School Meals Project reached 250 children daily, delivering over 81,000 hot meals. In Gaza, emergency food distributions were critical as markets collapsed under blockade and war. By tailoring food packs to cultural and nutritional needs, we addressed malnutrition while encouraging school attendance. Nutrition is a cornerstone of dignity, resilience, and growth, and in 2024, our programmes ensured that thousands of children could focus on education and well-being without the burden of hunger.

SDG 2: Zero Hunger

This year, Lonely Orphans provided over 1,000,000 meals globally, ensuring that vulnerable children and families received reliable access to nutritious food. In Bangladesh, over 783,000 meals were distributed in Rohingya camps. In Türkiye, over 247,000 meals supported displaced Uyghur families. Tanzania, Indonesia, and Thailand also benefitted, with seasonal

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SDG 3: Good Health and Well-being

Health is deeply connected to every aspect of our work. In 2024, our projects safeguarded the well-being of thousands of children and families, from 81,000 school meals that directly addressed malnutrition to the provision of nearly 1 million litres of clean water. In Gaza, psychosocial support was integrated into emergency programmes for children suffering

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SDG 4: Quality Education

In 2024, Lonely Orphans delivered approximately 1,400,000 cumulative hours of free education across 11 schools in Bangladesh and 1 in Türkiye, reaching 1,530 students daily. These programmes are lifechanging, offering refugee and displaced children consistent learning in safe spaces. In Gaza, despite

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SDG 6: Clean Water and Sanitation

In 2024, Lonely Orphans constructed 2 deep tube water wells, delivering approximately 1 million litres of clean water to over hundreds of people daily. These wells, mainly in Bangladesh and rural communities, provided safe drinking water and reduced reliance on unsafe sources that contribute to disease. In Gaza,

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SDG 10: Reduced Inequalities

Lonely Orphans’ programmes in 2024 targeted some of the world’s most marginalised populations— Rohingya refugees in Bangladesh, Uyghur exiles in

trauma, while hygiene packs reduced the risk of disease outbreaks. In Indonesia, our ambulance service continued to deliver life-saving healthcare in remote and disaster-affected areas. Our winter relief project provided 80 families with warm clothing and bedding, ensuring health and safety during harsh weather. By focusing on nutrition, clean water, healthcare access, and emotional well-being, Lonely Orphans is building healthier futures for children who otherwise face life-threatening risks from poverty, conflict, and displacement.

devastating conditions, we supported makeshift learning spaces, ensuring education continued even amid war. Education remains central to breaking cycles of poverty and trauma. Our School Meals Project reinforced this by combining learning with nutrition, tackling barriers to attendance. Through qualified teachers, tailored curricula, and psychosocial support, we are ensuring that children gain not only knowledge but also resilience to face an uncertain future.

water scarcity reached catastrophic levels, and our interventions provided families with clean water and hygiene kits to protect against waterborne illnesses. By addressing sanitation alongside clean water provision, we helped reduce disease, improve health, and enhance dignity for displaced families. Access to clean water is not just a health issue—it is a human right, and in 2024, Lonely Orphans continued to uphold this right for some of the most marginalised people in the world.

Türkiye, and displaced families in Gaza. Our focus was to bridge inequalities by ensuring access to food, education, healthcare, and emergency relief regardless of gender, ethnicity, or legal status. Across all contexts, our work upheld dignity and inclusion, creating fairer opportunities for those often forgotten.

Annual Report 2024

Partnerships and Collaborations

At Lonely Orphans, we believe that lasting impact is only possible through strong and meaningful partnerships.

delivering education, food, and clean water to marginalised local communities. These partnerships ensured support reached those most in need while also building resilience within communities facing long-term hardship.

By working with local NGOs, community organisations, and international stakeholders, we ensure that our programmes are both effective and sustainable. In 2024, this collaborative approach was particularly vital in Gaza, where our partnerships with trusted local organisations enabled us to deliver urgent food, education, and emergency aid despite immense challenges on the ground.

Equally, in Bangladesh and Turkiye, our collaboration with grassroots organisations allowed us to continue

These partnerships not only ensured immediate relief for thousands of vulnerable families but also strengthened community resilience by leveraging local expertise and knowledge. Across all the regions we serve, collaboration remains at the heart of our strategy, allowing us to maximise resources and extend our reach even when facing constraints. By joining forces with others who share our vision, Lonely Orphans continues to deliver meaningful change and provide dignity, hope, and opportunity for the world’s most vulnerable children.

Volunteer and Staff Contributions:

The dedication and commitment of our staff and volunteers are the foundation of Lonely Orphans’ success. A shining example of this collaboration was the countless community activities that were organised by our volunteers to raise funds for vulnerable children and their communities around the world. Supported by Lonely Orphans staff, the event brought together people from all walks of life, raising significant funds to provide essential aid.

This effort exemplifies the tireless contributions of our team, whose combined efforts fuel our mission and drive us toward achieving transformational change for those in need. Their passion and teamwork are the lifeblood of our organisation.

Annual Report 2024

Challenges Faced in 2024

The cost-of-living crisis across the UK continued to affect household budgets, leading to a noticeable decline in regular donations from long-term supporters. This reduction in giving placed additional strain on our ability to sustain international programmes. In response, we expanded our fundraising approach by diversifying income streams, launching community-led campaigns, and strengthening ties with institutional funders. These measures are helping to stabilise resources so that vital projects for children and vulnerable families remain uninterrupted.

Rising Living Costs and Reduced Donations

Geopolitical Constraints and Humanitarian Access

Access to vulnerable populations was again hindered by geopolitical instability. Nowhere was this more pressing than in Gaza, where conflict and restrictions posed immense challenges to delivering aid safely and effectively. Despite these barriers, our partnerships with trusted local organisations allowed us to reach families in dire need with food, education, and emergency relief. Similar constraints in other regions remind us of the importance of flexibility, local knowledge, and robust contingency planning.

Rising Project Costs and Inflation

Global inflation continued to impact project budgets, especially in Bangladesh and Türkiye, where the rising costs of food, materials, and fuel significantly increased delivery expenses. We have responded by embedding sustainable models within our programmes, such as local procurement and are working on incomegenerating activities. These measures reduce reliance on imports, lower costs, and empower communities to become more self-sufficient, ensuring resilience in the face of financial volatility.

Sustaining Long-Term Programmes

Enhancing Monitoring, Evaluation, and Learning

While emergency responses remain critical, maintaining long-term development programmes has become increasingly difficult as external funding fluctuates. To ensure continuity, we are focusing on community capacity-building and integrating sustainable development practices across all projects. By equipping communities with skills and resources, we aim to reduce dependency on short-term aid and strengthen long-term resilience.

In 2024, we invested in strengthening our Monitoring, Evaluation, and Learning (MEL) systems to better track outcomes and measure impact across multiple countries. New digital platforms allow us to collect and analyse data in real time, giving us deeper insights into project effectiveness. This not only ensures accountability to our donors but also empowers us to adapt quickly to the evolving needs of our beneficiaries.

Annual Report 2024

Future Plans and Goals

Strengthening and Enhancing Current Programmes

Lonely Orphans remains steadfast in its commitment to deepening the impact of existing programmes rather than expanding into new regions. Our focus is on solidifying the foundations we have built in Bangladesh, Türkiye, Indonesia, Thailand, Tanzania, and now Gaza, ensuring that our interventions are stronger, more sustainable, and more impactful.

Diversifying Funding for Long-Term Resilience

In a challenging economic climate, financial sustainability is more critical than ever. Rising living costs have affected donor giving, and global inflation continues to raise project delivery costs. To safeguard our mission, Lonely Orphans will intensify efforts to diversify funding streams in 2025.

Strengthening Emergency Preparedness and Response

The devastating crises of 2023 and 2024 — including the war in Gaza and natural disasters in regions such as Indonesia and Turkiye — have highlighted

Key priorities include improving the quality of education in our schools, enhancing nutrition standards across our food programmes, and ensuring long-term access to clean water for vulnerable communities. By refining programme delivery, investing in stronger local partnerships, and embedding robust monitoring systems, we will maximise the benefits of each initiative. The goal is not simply to deliver aid, but to leave communities better equipped to thrive long after our interventions.

This includes expanding institutional donor engagement, seeking grants aligned with our programme areas, strengthening relationships with corporate partners, and innovating fundraising campaigns to engage a broader donor base. We are also investing in community-driven fundraising initiatives that empower volunteers and supporters to play a more active role in sustaining our work. By building a stronger, more resilient financial base, we aim to ensure that no child or family we serve suffers due to financial limitations.

the urgent need for rapid, effective, and focused emergency responses. Looking ahead, Lonely Orphans will be looking to build stronger disaster preparedness systems, so we can respond with greater speed, efficiency, and dignity.

Harnessing Qualitative Data for Impact

Understanding the lived experiences of our beneficiaries is essential for meaningful impact. In 2025, we will increase our emphasis on qualitative data collection through interviews, focus groups, and direct beneficiary consultations. This will allow us to tailor our interventions more effectively to

A Renewed Commitment to Our Values

As we look to the future, every aspect of our work will continue to be guided by Lonely Orphans’ core values—integrity, accountability, compassion, innovation, unity, stewardship, and inclusivity. These values serve as the compass by which we deliver aid, design programmes, and build partnerships.

community needs and adjust programmes in real time.

We will also be exploring digital tools that allow safe, anonymous, and remote feedback, giving vulnerable populations—including women and children—a greater voice in shaping the support they receive. This shift toward deeper engagement with beneficiaries will ensure that our programmes remain relevant, culturally sensitive, and responsive to evolving needs.

Our future plans are not simply about responding to today’s needs, but about laying the foundation for a world where every child has the chance to grow with dignity, security, and opportunity. With the continued support of our donors, partners, and volunteers, we believe 2025 will mark another year of progress, resilience, and hope for the communities we serve.

Annual Report 2024

Future Plans and Goals

Building Advocacy for Meaningful Change

Alongside direct aid delivery, Lonely Orphans recognises the importance of addressing the systemic issues driving poverty, displacement, and inequality. In 2025, our advocacy efforts will grow stronger, with a focus on promoting policies and practices that align with the Sustainable Development Goals (SDGs).

Elevating Transparency and Accountability

Transparency remains central to everything we do. In 2025, we will further refine our reporting mechanisms to provide donors and stakeholders with a clear and detailed picture of how resources are used. This involves strengthening our Monitoring, Evaluation, and Learning systems with digital data-collection tools that allow for real-time analysis and reporting.

Our grassroots advocacy will amplify the voices of the marginalised, while partnerships with other charities and networks will enable us to engage in broader conversations about sustainable change. For example, our work in Gaza and Bangladesh highlights the intersection of humanitarian need and long-term development, underscoring the necessity of policy reform and international solidarity. Through advocacy, we aim to create conditions that not only alleviate suffering but also build the foundations for resilience and justice.

We will also look to expand beneficiary feedback systems, ensuring that the voices of the communities we serve are integrated into our decision-making. By combining quantitative impact data with qualitative stories, we will demonstrate the full scope of our impact—numbers supported by human experiences. This renewed focus on transparency and accountability will deepen trust, strengthen donor confidence, and ensure communities feel heard and respected.

Annual Report 2024

Acknowledgments and Conclusion

Acknowledgments

In 2024, Lonely Orphans’ achievements have once again been made possible through the compassion, generosity, and unwavering dedication of those who stand alongside us. To our donors, volunteers, staff, and local and international partners, we extend our heartfelt thanks.

Your belief in our mission has enabled us to provide immediate relief in Gaza, sustain long-term programmes in Bangladesh, Türkiye, and Indonesia, and expand our work in Tanzania and Thailand. Every meal delivered, every school supported, and every child given the opportunity to learn is a direct reflection of your commitment. This collective effort demonstrates the extraordinary impact of unity— when individuals and organisations come together with a shared purpose, transformative change becomes possible.

We are especially grateful for the resilience and passion of our volunteers and staff, who dedicate their time and energy to ensuring aid reaches those most in need, even in the most challenging of circumstances. Their efforts exemplify the values of compassion, dignity, and accountability that define Lonely Orphans. Together, we are not only alleviating hardship but also planting the seeds of hope and resilience for generations to come. To everyone who has walked with us on this journey, we offer our deepest gratitude.

Conclusion

As we conclude 2024, we reflect on a year marked by both immense challenges and extraordinary resilience. This has been a year that tested the strength of communities across the world, and one that reaffirmed the vital role of Lonely Orphans in standing alongside those most in need.

From the Rohingya camps of Bangladesh to the fragile landscapes of southern Thailand and Indonesia, our programmes have reached thousands of orphans, vulnerable children, and their families with lifechanging support.

One of the most significant developments this year was our emergency response in Gaza. In the midst of devastation, our work focused on reaching children caught in the heart of conflict with vital food and relief supplies. While Gaza posed some of the most difficult operational challenges we have faced to date, it also highlighted the true spirit of Lonely Orphans— adaptable, compassionate, and unwavering in the pursuit of dignity for every child.

Beyond emergency relief, 2024 has been a year of consolidation and growth. Our long-term projects in education continued to expand, offering over a million cumulative hours of learning to children who might otherwise be denied the chance to go to school. Food

security remained at the heart of our programmes, with a million meals delivered to families suffering the effects of poverty, displacement, and instability. Clean water, healthcare, and livelihood support further strengthened the foundation of resilience within the communities we serve.

We have also deepened our commitment to the Sustainable Development Goals, ensuring that our impact is not only immediate but also aligned with long-term global aspirations.

Every classroom we open, every water well we build, and every meal we provide is a step toward eradicating poverty, ending hunger, and promoting equality and well-being.

None of this would have been possible without the unwavering support of our donors, volunteers, partners, and staff. Your contributions—whether through time, resources, or expertise—have been the driving force behind every success story highlighted in this report. Together, we have not only responded to crises but also created lasting pathways to recovery, resilience, and hope.

As we look forward, we remain committed to scaling the impact of our programmes, responding swiftly to emergencies, and fostering sustainable solutions. With your continued support, we can build on the progress of 2024 and move closer to a world where no child is forgotten, and every child has the opportunity to thrive.

Annual Report 2024 34

Annual Report 2024

Governance and Administrative

Trustees Responsibilities

Governance and Administrative

Lonely Orphans is a registered Non-Profit charity. It is registered in the UK with the Charity Commission. Charity Registration Number is 1171230. It is also a Companies House registered entity. The company is a Private Limited Company by guarantee without share capital and use of ‘Limited’ exemption. The company number is 08528320.

Trustees:

Independent Examiner:

Ipsum Accountants, 16 High Holborn London, WC1V 6BX

Mr. Saadat Iftekhar Ahmed Kamali Mr. Zakaria Jalali

The Trustees are appointed by the Members of the Charity in general meeting and all Trustees are Members of the Charity and Company. The trustees are required to follow the policies applicable to them. The core governing documents are the Memorandum and Articles of Association.

Company Reg No: 08528320

Charity Reg No: 1171230

Principal Office: Lonely Orphans 93 – 101 Greenfield Road, London, E1 1EJ The charity is incorporated in the UK.

Trustees Responsibilities

The Trustees, who are also Directors of Lonely Orphans for the purposes of Company Law, are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK GAAP applicable to smaller entities).

Company/Charity law requires the Trustees to prepare financial statements for each year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and Charities Act 2011. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other Irregularities.

Select suitable accounting policies and then apply them consistently.

In so far as the Trustees are aware:

Observe methods and principles in the Charities

SORP.

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 financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

There is no relevant audit information of which the charitable company’s auditor is unaware; and

As the Directors of the company, we have taken all steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the company’s auditors are aware of that Information.

Approved by the trustees of the charity on 15 September 2025 and signed on its behalf by:

Zakaria Jalali (Director)

Annual Report 2024

Structure, Governance and Management

Independent Examiner’s Report to the Trustees of Lonely Orphans

Structure, Governance and Management

Governance Arrangements

Key Responsibilities of Trustees

The following points outline the key responsibilities of Trustees:

As a registered charity and company limited by guarantee Lonely Orphans is governed by company and charity law and by The Statement of Recommended Practice, Charities SORP second edition (FRS 102), issued by the Charities Commission in October 2019. The SORP sets out the accounting practices and disclosure required by charities in their annual accounts. The Trustees have followed its recommendations and applicable accounting standards in presenting these accounts.

Agree the strategic direction and policy of the Charity;
Agree the annual operating and investment budgets;
Execute all legal responsibilities in connection with the Charity;

Trustee Appointment and Chair

Be aware of the content of the Charity’s Articles of Association in order to comply with the Charity Commission regulations;

The Trustees are appointed by the Members of the Charity in general meeting and all Trustees are Members of the Charity and Company.

Support the Chair in ensuring that the Charity is following best practice in terms of its business rigour;

Management

Provide expertise and insight into key areas of activity for the Charity and represent the charity when required.

The Board of Trustees holds formal meetings at least four times a year. In this financial year, the board has met formally 4 times. In between these meetings, matters are progressed through the delegation of actions to Officers of the Charity.

Independent Examiner’s Report to the Trustees of Lonely Orphans

I report to the Charity trustees on my examination of the accounts of the charity for the year ended 31[st] December 2024.

connection with the examination giving me cause to believe that in any material respect:

accounting records were not kept in respect of the charity as required by section 130 of the Act; or
the accounts do not accord with those records

Responsibilities and basis of report

The charity’s trustees are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).

the accounts do not comply with the applicable reporting requirements

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

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

Iqbal Chowdhury FCCA

Independent examiner’s statement

Association of Chartered Certified Accountants

The charity’s gross income exceeds £250,000, which requires an examiner to be appointed from a listed body. I confirm that I am qualified to undertake the examination because I am a member of the ACCA, which is one of the listed bodies, in section 124 of the Charities Act 2011.

16 High Holborn

London WC1V 6BX

Date : 24/09/2024

I have completed my examination. I confirm that no material matters have come to my attention in

Annual Report 2024

Statement of Financial Activities

Statement of Financial Position

Lonely Orphans (A Company Limited By Guarantee) Statement of Financial Activities (Including Income & Expenditure Account) for the year ended 31 December 2024

Income and Expenditure Incoming Resources Resources Expended Net Income/Defcit For The Year 610,310 564,415 Total Income Total Resources Expended 43,140 319,031 18,523 5 10 17 Other Income Governance and Support Costs Funds at 31 December 2024 6 9 Charitable Activity Income Charitable Activity Costs Funds at 1 January 2024 5 8 17 Donations and Legacies Fundraising Costs Fund Movement 43,140 319,031 93,405 385,728 - 52,457 - - 74,882 - 79,829 (88,432) 755,177 457,881 135,942 181,442 245,384 (79,829) 45,895 181,442 245,384 - (42,537) 369,449 457,881 83,485 Unrestricted £ Notes Restricted £ Total 2024 £ 369,449 457,881 979,759 1,022,296	Total 2023 £
	271,345
	583,180
	125,854
	980,379

	207,645
	540,388
	390,623
	1,138,656
	(158,277)
	-
	294,219
	135,942

All the activities of the charitable company are from continuing operations.

Lonely Orphans (A Company Limited By Guarantee) Statement of Financial Position as at 31 December 2024

Fixed Assets Current Assets Funds Creditors 13 14 17 15 17 Tangible Assets Debtors & Prepayments Unrestricted funds Amount falling due within one year Net Current Assets Total Net Assets Cash at Bank and in hand Restricted Funds Total Funds 5,412 13,921 18,523 66,806 87,933 93,405 140,878 74,882 154,799 93,405 Notes Total 2024 £	Total 2023 £
	7,858

	13,917
	121,194
	135,111
	7,027
	128,084
	135,942

	52,457
	83,485
	135,942

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime and in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

For the financial year in question the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

These financial statements were approved by the board of directors and authorised for issue on 24 September 2025, and are signed on behalf of the board by:

==> picture [52 x 33] intentionally omitted <==

Saadat Kamali (Director)

Zakaria Jalali (Director)

Cashflow Statement

Annual Report 2024

Notes to the financial statements

Lonely Orphans (A Company Limited By Guarantee) Cashflow Statement as at 31 December 2024

		2024		2023
Cash Outfow from Operating Activities	£	£	£	£
Operating Proft	(42,537)		(158,277)
Depreciation	2,446		2,554
Finance Costs
(Gain)/Loss on fxed asset disposal
Operating Proft Before Working Capital Charges	(40,091)		(155,723)
(Increase)/Decrease in Debtors	(4)		13,494
(Increase)/Decrease in Inventory
Increase/(Decrease) in Creditors	59,779		(8,005)
Cash from Operations	19,684		(150,234)
Finance Cost Paid
Net Cash Generated from Operations		19,684		(150,234)
Cash Outfow from Investment Activities
Purchase of Tangible Fixed Assets	-		-
Fixed assets disposal
Net Cash infow/outfow from Investment Activities		-		(150,234)
Cash Outfow from Financing Activities
Capital grants	-		-
Increase/(Decrease) of Long Term Loans		-		-
Net Increase/(decrease) in Cash and Cash Equivalent		19,684		(150,234)
Opening Cash and Cash Equivalents		121,194		271,428
Closing Cash and Cash Equivalents		140,878		121,194
Reconciliation:
Cash at bank and in hand	-	140,878	-	121,194
		140,878		121,194

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

1 General information

Lonely Orphans is a registered charity, and a company limited by Guarantee, registered in England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is given in the company’s charity information page on these financial statements.

2 Accounting convention

The charitable company is a public benefit entity as defined by FRS 102, and the financial statements have been prepared in accordance with the Statement of Recommended Practice for Charities, preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)- Charities SORP FRS 102, and the Companies Act 2006. The financial statements are prepared on a going concern basis under the historical cost convention, and are prepared in pound sterling which is the functional currency of the charity.

3 Accounting Policies

3.1 Going concern

The trustees have taken into account the entity’s forecasts and projections for the 12 months from signing these financial statements, in confirming their assessment of going concern. The organisation conducted a cashflow analysis to demonstrate the financial reserves built up to September 2024, as well as assess the monthly commitments going forward to September 2024. The entity has seen an increase in donations into 2024, and with careful budgeting, is expected to have a surplus in the next year.

3.2 Income Recognition

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received. The charity does not partake in grantmaking activities.

Donations are recognised on receipt, and trading income is recognised at the point of sale of goods.
Grants for immediate expenditure are accounted for when they become receivable, in accordance with restrictions, where applicable.
Grants and donations restricted to future accounting periods are deferred and recognised in those periods.

3.3 Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. The charity uses foreign partners to help execute some projects abroad. Expenditure on trading activities relates to the costs of goods sold.

The entity has no debt, See Note 24.

Annual Report 2024

Annual Report 2024 43

Notes to the financial statements

Income Summary

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

3.4 Allocation and apportionment of costs

Costs are allocated between restricted and unrestricted funds in accordance with the resources allocated for the delivery of the activity they relate to, and the appropriate restricted or unrestricted income elements of those activities. IT costs, printing and postage, utilities, and general travel expenditure which are not directly attributable to projects, are apportioned between governance and support costs.

3.5 Support Costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the Trusts programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities.

Tangible fixed assets and depreciation

3.6

Fixed assets for the charity use are capitalised at cost. They are stated in the accounts at cost less depreciation. Depreciation is calculated to write off the cost less their estimated residual value, over their expected useful lives on the following bases:

Vehicles 15% on cost.

Furniture, Fixture and Computer Equipment 15% on cost.

3.7 Funds

Unrestricted funds comprise the accumulated surplus or deficit in income and expenditure accounts, and are available for use at the discretion of Trustees, to further the general objectives of the entity. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. No funds are set aside as designated.

Restricted funds are used in accordance with specific restrictions imposed by funders, or grantmakers. The cost of raising and administering such funds are charged against the specific fund. Current restricted funds of the entity are set out in Note 12.

4 Incoming Resources

Incoming resources are attributable to the principal activities of the charity.

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

Income Summary

5 6	Donations & Legacies Charitable Activities Income Unrestricted £ Unrestricted £ Restricted £ Restricted £ 2024 £ 2024 £ Emergency Relief, Food, Health & Wash Religious dues Total Income General Donations Education, Shelter and Settlement Gift Aid 181,442 332,357 39,930 385,728 610,310 43,140 14,561 181,442 667,411 59,765 755,177 979,759 43,140 181,442 13,440 43,140 181,442 28,001 43,140 - 335,054 19,835 369,449 369,449	2023 £ 271,345
		271,345
		125,854
		125,854
		2023 £ 121,010
		380,072
		82,098
		583,180

		980,379

Annual Report 2024

Expenses Summary

Notes to the financial statements

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

Expenses Summary

8 9 10	Fundraising Cost Unrestricted £ Unrestricted £ Unrestricted £ Restricted £ Restricted £ Restricted £ 2024 £ 2024 £ 2024 £ Consultants Online platform charges Publicity Merchandise and equipment Fundraisingevents 146,731 40,250 4,836 1,900 5,284 319,031 1,392 2,446 22,559 22,184 4,681 6,736 67,537 564,415 312,295 36,281 4,357 - 245,384 97,494 146,731 316,543 40,250 4,836 - 1,900 5,284 319,031 1,392 2,446 22,559 41,085 22,184 - 4,681 6,736 67,537 1,022,296 - 312,295 36,281 2,759 4,357 457,881 245,384 35,456 168,521 35,456 97,494 168,521 - - - 316,543 41,085 - 457,881 - 2,759 457,881 - Charitable Activities Cost Governance and Support Cost Support Costs: Governance Costs: Emergency Relief, Food, Health & Wash Rent, Rates and Service Charges Subscriptions and legal fees Printing/Postage/Stationery Accountancy and examination fees Travel and Motor Vehicle Expenses Bank Interest and Charges Depreciation Religious dues IT Support and Maintenance Travel - Partners’ monitoring Ofce repairs Legal, Professional and Consultant fees Total Expenses Sundry expenses (incl. volunteers) UK Project Education, Shelter and Settlement Salaries and Employer costs Meetingcosts	2023 £ 43,099
		89,600
		26,272
		41,387
		7,287
		207,645
		2023 £ 169,057
		337,871
		460
		33,000
		540,388
		2023 £ -
		112,147
		54,740
		23,529
		80
		22,175
		198
		140,217
		1,886
		2,251
		2,554
		359,777
		-
		1,152
		20,294
		7,000
		2,000
		30,846
		390,623
		1,022,296

11 13 12	Analysis of Net Assets Between Funds Restricted Fund Movement Total Net assets Current liabilities Current assets Tangible fxed assets Education, Shelter and Settlement 79,829 97,494 14,561 3,104 5,412 (66,806) 74,882 79,917 Unrestricted Fund Restricted Fund Unrestricted Fund Used £ Resources Expended £ Incoming Resources £ Opening Balance £ 18,523 74,882	5,412 Total Funds
		154,799
		66,806
		93,405
		0 Closing Balance £
	Emergency Relief, Food, Health & Wash 316,543 335,054 4,194	22,705
	Religious dues 41,085 19,835 73,428	52,178
	UK Project 2,759 - 2,759	0
	79,829 457,881 369,449 83,485	74,882
	Tangible Fixed Assets Cost B/Fwd. 10,453 8,502 5,850 Computer Equipment £ Furniture & Fittings £ Motor Vehicles £	24,805 Total £
	Additions
	Disposals
	10,453 8,502 5,850	24,805
	Depreciation:
	Charges B/Fwd. 5,778 8,502 2,667	16,947
	Charge for the year 878 1,568	2,446
	Dep Elim on Disposal
	7,346 8,502 3,545	19,393
	Net Book Value 31-Dec-24 3,107 0 2,305	5,412
	31-Dec-23 4,675 0 3,183	7,858

Cash flow statement

Annual Report 2024

Notes to the financial statements

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024 Cash Flow Statement as at 31 December 2024

14 15 15	Debtors & Prepayments 2024 £ 2023 £ Rent deposits 9,000 9,000
	Accrued Income 4,917 4,921
	13,921 13,921
	Creditors: Amount Falling Due Within One Year 2024 £ 2023 £ Accruals 2,000 2,000
	PAYE and tax liabilities 3,889 3,889
	Deferred income 60,917
	66,806 7,027
	Staf Emoluments 2024 £ 2023 £ Total wages and salaries 251,997 222,198
	Employer’s NIC 23,746 14,359
	236,557 275,743
	Direct Charitable 68,036 173,651
	Others 168,521 102,092
	275,743 236,557
	Avg No of employees: Admin 5 8
	Avg No of employees: Direct 3 8
	11 13
	Employees paid in excess of £60,000 during the current year and previous year. Key management personnel were remunerated £55,317 during the year (2023: £58,844). None None

Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

17	Movement in Funds 44,599 As at 1 January 2024 135,942 52,457 7,858 83,485 Designated Fund £ Unrestricted Fund £ Total Unrestricted £ Restricted Fund £ Total £
	45,895 Current year (42,537) (88,432) 45,895
	(2,446) (77,383) Current year transfer 79,829 0 (79,829)
	5,412 As at 31 December 2024 13,111 18,523 74,882 93,405

As at 31 December 2024 designated funds of £5,412 were required to match the net cost of fixed assets. This left free £44,599 unrestricted reserves for future operation of the charity. It is the aim of the Trustees to build on these reserves in future so that they can support 6 months worth of operating activities.

18 Taxation

As a registered charity, the entity is exempt from Taxation.

19 Post Balance Sheet Events

There were no adjusting or non-adjusting post year-end events to report.

20 Related Party Transactions and Transactions with Trustees

There were no adjusting or non-adjusting post year-end events to report.

21 Contingent Assets and Liabilities

There were no contingent assets or liabilities in the year.

22 Volunteers

During the year the charitable company benefited from unpaid work performed by volunteers. The company refers to Fundraising guidelines as set out by the Fundraising Regulator for collections.

23 Financial Commitments

As at 31st December 2024, the following future minimum lease payments were due under non-cancellable operating leases:

Land and buildings	2024	2023
	£	£
Under one year	36,950	36,950
Between 2-5 years	113,930	113,929
More than 5 years	-	-

Notes to the financial statements

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2024
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Lonely Orphans (A Company Limited By Guarantee) Notes to the financial statements for the year ended 31 December 2024

24 Analysis of changes in Net Debt

			Acq/disp	New			Other
	At start	Cash	of	finance	Fair value	Forex	non-cash	At end
	of year	flows	subsidiaries	leases	movements	movements	changes	of year
	£	£	£	£	£	£	£	£
Cash	121,194	19,684	-	-	-	-	-	140,878
Overdrafts	-	-	-	-	-	-	-	-
Total Cash	121,194	19,684						140,878
Loans	-	-	-	-	-	-	-
Fin Leases	-	-	-	-	-	-	-	-
Total borrowings
Total	121,194	19,684						140,878

25 Grantmaking

During the year, the charity made payments of £15,000 to 13 Rivers Trust, who were to execute the delivery of emergency relief work abroad.

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Lonely Orphans

93 – 101 Greenfield Road, London, E1 1EJ Company Reg No: 08528320 | Charity Reg No: 1171230