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2025-03-31-accounts

Annual report and Annual report and financial statements financial statements 2024/25 2024/25

Annual Report 2024/25

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Contents

This report outlines the actions and progress of our work from April 2024 to March 2025.

Annual report

Financial statements

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Our year in numbers

As a network-led organisation, our strength lies in collaboration. By working closely with HelpAge global network members worldwide, we have trained, supported and mobilised organisations to challenge ageism, advance older people’s rights, and improve health and wellbeing.

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Older People’s Associations
373
were trained on older people’s
970
rights...
with 8k organisations participated
42k with a in age discrimination
68k older women disability and ageism initiatives
reached (12%)
older people
(62%)
as members
871
197
122
engagements undertaken
advocacy initiatives
on thought leadership issues
were undertaken to
strengthen older people’s
rights and wellbeing partner organisations
received training and
technical support
benefitting
over
from 25k+
older
150 people
60
organisations
countries to
which has in
distributed 23
network 13
11 members countries
are members of the grants
HelpAge Healthy
to support their work to
Ageing Platform...
improve health services...
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A welcome from the Chair

It was a great honour to be appointed as the new Chair of HelpAge International in November 2024. This first year has been a time of considerable challenges for HelpAge but also provided significant opportunities as we move from our role as an international NGO to a networkdriven organisation, the global alliance of HelpAge network members.

Going forward we will play a key role as the global hub of the HelpAge global network and focus on developing our already strong experience in advocacy, policy and thought leadership, supported by robust scientific evidence and the co-created lived experience drawn from our extensive network of older people across the globe.

A key achievement of the past year has been the commitment of the UN Human Rights Council to establish a working group to draft a legally binding instrument to protect older people’s rights. This development reflects decades of tireless advocacy by the HelpAge global network, and we will continue to push for a participatory, inclusive process to ensure the voices of older people remain central in shaping the future convention.

Extraordinary humanitarian relief is being carried out by our partners in the world’s continuing conflict zones – attempting, often with limited resources, to reduce the plight of the oft neglected older populations. When the conflict has been resolved, however, it is often older people who are neglected as newly formed institutions attempt to rebuild infrastructure. Along with providing practical humanitarian support, we are also committed to increasing the participation of older people in the design, implementation, and evaluation of these institutions, to ensure accessibility, appropriateness, and acceptability to older people. We recognise that research evidence, data and the qualitative lived experiences of older people are needed to ensure that the long-term needs of the worlds’ older population following conflict are addressed.

the challenges which have arisen during this period of change and the considerable work which has been undertaken by the Executive Leadership Group.

Over the past year we have seen the departure of five Trustees – Arun Maira, Robin Talbert, Abla Sibai, Ferdous Begum and Vappu Taipale all serving on the Board for nine years and we thank them for their significant contribution. We welcomed a large set of new Trustees – Ben Belton (USA), Rose Gahire (Rwanda), Jaco Hoffman (South Africa), Peter Kaldes (USA), Sonia Di Mezza (Australia), Martine Najem (Lebanon) and Samir Sinha (Canada). Six of the new Trustees were nominated by members of the HelpAge global network, reflecting our commitment to local representation on our Board. With their guidance and support, HelpAge is better placed than ever to respond to the challenges and opportunities of population ageing around the world.

Thank you to the Executive Leadership Group for their considerable achievements during a challenging year, and to our partners and collaborators for their continued support.

Professor Sarah Harper CBE Chair, HelpAge International

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Oxford Institute of Population Ageing
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Our commitment to rights-based and partner-led approaches has necessitated a significant shift and reorganisation in our global staff. This has been handled with great sensitivity and understanding by our CEO, Cherian Mathews, supported by a strong and committed team, and the Board acknowledges

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... and from the CEO

In Myanmar, we provided cash, shelter, health services and psychosocial support after a devastating earthquake. In Ukraine, our home-based care programme reached nearly 8,000 displaced and house-bound older people, delivering hygiene kits, winter sets, assistive products, cash assistance, and renovating community safe spaces. In Gaza and the wider Middle East, despite difficult conditions, we supported more than 68,000 people with food, health services, hygiene kits, assistive devices and emergency cash. Community Protection Committees restored clinics, repaired water lines and distributed essentials.

Under the leadership of our new Chair, Professor Sarah Harper, HelpAge is entering a period of both challenge and opportunity. The Board’s expertise in ageing and their commitment to equity will be central as we take the organisation forward.

The HelpAge global network g is now over 200 members strong, a remarkable achievement and a clear sign of momentum. What’s more important is how the network is evolving – our collective work is increasingly being led by local and national organisations, bringing us closer to the communities we serve. This is at the heart of our localisation agenda, with former country offices in Bangladesh, Moldova, Myanmar, Pakistan, Tanzania and Uganda now fully transitioned into independent national organisations.

Across the globe, civil society is navigating increasingly complex terrain. The humanitarian and development space is contending with shrinking funding and escalating crises, while the role of international NGOs is under growing scrutiny. At HelpAge, we are responding by listening more closely to our network, adapting how we work, and reaffirming our commitment to rights-based and partner-led approaches.

This year’s mid-term strategic review of our 2030 Strategy g marked a key turning point for HelpAge. We are shifting to a network-driven organisation, focused on collaboration and long-term support to our members. We’re strengthening our role as a convenor and thought leader on ageing, rooted in evidence and advocacy. And we’re moving from direct delivery to equitable, partner-led programming by rebalancing power, resources and accountability. These shifts reflect our values and position us to better support older people to live with dignity, security and good health in an increasingly complex world.

Thank you to our staff, network members, and partners for their unwavering commitment and support. And to our donors, government collaborators, and older people themselves, whose voices and experiences continually inspire and guide everything we do.

Cherian Mathews Chief Executive Officer, HelpAge International

This year has brought major advocacy milestones at country and regional levels. In Kenya and Tanzania, we advanced a new Bill and developed a Charter while empowering older people to claim their legal rights, with increased engagement from key institutions and political parties. In Pakistan, we helped draft the Senior Citizens Welfare Bill for Punjab province. In the Middle East, we produced a human rights guide to help governments and institutions include older people in policymaking across the Gulf region.

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Karen Hatch/HelpAge International
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Across the world, members of the HelpAge network responded to some of the year’s most urgent humanitarian crises, ensuring older people were not overlooked. HelpAge’s Age Inclusion Specialists worked within humanitarian coordination systems across eight countries to ensure older people’s needs are recognised and included in planning and response efforts. Their technical support led to the inclusion of older people’s needs in key strategic documents and age-disaggregated data.

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Localisation at HelpAge

g As part of our 2030 Strategy , launched in 2020, we made a commitment to change the way we work as we tackle the structural inequalities present across the INGO sector. This meant stepping back from directly implementing programmes and instead entrusting this role to our partners and network members.

What does this mean for HelpAge’s work?

We remain firmly committed to creating meaningful impact for older people by partnering with organisations at local, national, regional, and global levels. Our aim is to help build a broader movement that champions the rights and wellbeing of older people.

In practice, this means:

Our actions in 2024/25

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Our commitment to localisation

Local voices, local power

2024/25 marked important progress in our localisation journey g , as several former HelpAge country offices successfully transitioned into independent, locally-led organisations and formally joined the HelpAge global network.

On 1 April 2024, the country offices in Moldova and Tanzania became HelpAge Moldova and HelpAge Tanzania, both now independent members of the network.

In September 2024, HANU launched, bringing together eight Ugandan organisations, and joined the global network. That same month in Bangladesh, the former country office transitioned into the HelpAge Network of Partners in Bangladesh (HNPB), a coalition of five member organisations, and entered the network.

2024 saw additions to our global network in Moldova, Tanzania, Uganda, Bangladesh, Pakistan and Myanmar

The transitions continued later in the year. On 1 October 2024, the Myanmar office relaunched as AGE Myanmar, followed by the Pakistan office, which became the Foundation for Ageing and Inclusive Development (FAID) and joined the global network on 1 December.

“Becoming a national entity has brought us closer to the communities we serve. This proximity enables quicker decision-making and programmes that reflect local realities. By strengthening our foundation, we’ve positioned ourselves to innovate and grow in ways that weren’t possible before.”

Syed Moeez, CEO of FAID Pakistan

Localisation progress in countries

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#ShiftThePower

At HelpAge, we are moving towards locally-led development, evolving how we add value, and working in partnership while transferring power to national and local organisations who engage directly with their communities.

We will now focus on the following three roles:

Supporter

Support network members and partners to deliver quality services and programming.

Convenor

Bring together a diverse range of stakeholders from different sectors and areas of expertise to nurture national, regional and international collaboration.

Thought leader

Work with network members, partners and allies to develop new thinking and practical solutions to address global issues affecting older people.

Throughout this report we highlight our work in these three areas to underline our changing approach and commitment to locally-led development.

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Ganesh Bista/Ageing Nepal/HelpAge International
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Rights and inclusion

Fair and functioning societies only exist if everyone’s basic human rights are met, no matter what age they are. We lobby nationally and internationally for intersectional rights that will help create inclusive societies for people of every age.

Convenor Thought leader

UN Commission on the Status of Women

Our work to advance the rights and visibility of older women took a step forward during the Beijing Declaration 30th anniversary review processes and 69th session of the Commission on the Status of Women (CSW69). Through joint advocacy with network members, we ensured that older women’s rights and experiences were raised, supporting network members to engage in national and regional advocacy.

Thought leader

Convenor

Landmark victory for older people’s rights

We interviewed 25 women activists g who attended the Beijing Conference 30 years ago, capturing their reflections and hopes for the future, as well as working alongside seven members of the HelpAge global network to represent and elevate older women’s inclusion as part of the formal CSW69 meeting.

The UN Human Rights Council took a significant step towards a UN Convention on the rights of older persons in April 2025, adopting a resolution to establish an intergovernmental working group g to draft a new international legally binding instrument on the rights of older people.

Our advocacy and engagement contributed to the adoption of a political declaration by member states that underscored the importance of achieving gender equality for women and girls of all ages. Building on this progress, older women are now being proposed as a focus area for next year’s CSW.

This represents a landmark victory after years of lobbying by older people, members of the HelpAge global network and human rights defenders, who have long argued for a dedicated instrument to protect older people worldwide. While the resolution is a historic first step, much work lies ahead. The next stage involves determining how the working group will function and, critically, how older people and their representative organisations will participate in the drafting process.

Convenor Thought leader

Pivotal victory for African countries

Sustained advocacy by HelpAge partners and network members across Africa paid off when, in November 2024, the African Union’s Protocol on the Rights of Older Persons g came into force. This was a historic moment that means there is now a clear legal framework to protect older people from violence and discrimination, as well as guaranteed access to healthcare and social protection. Twenty network members in Cameroon, Ethiopia, Kenya, Malawi, Mozambique, Nigeria, Rwanda and Togo actively lobbied for their national governments to ratify the Protocol.

Additionally, we continued to support network members to push for implementation of Article 22 of the Maputo Protocol on the Rights of Older Women, which ensures the rights of older women to freedom from violence and to be treated with dignity.

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Michael Goima/Fairpicture/HelpAge International
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Supporter Thought leader

Convenor Thought leader

Legal empowerment for older people in Kenya and Tanzania

Training run by national paralegal associations in Kenya and Tanzania for members of Older People’s Organisations (OPOs) has helped older people learn how to claim their rights, report abuse and influence political decision-making.

In Kenya, we supported civil society organisations to advocate for and participate in public consultations around the draft of the newly proposed Older People’s Bill. Together, they have built a strong foundation for its adoption, fostering growing collaboration and engagement among key stakeholders. During the training, OPOs were actively encouraged to work with members of the drafting committee to ensure that civil society feedback is reflected in the development of the Bill.

In Tanzania, HelpAge Tanzania worked with older people and their representative organisations to develop the Older People’s Charter, to be shared with political parties ahead of the September 2025 general election. A notable milestone was achieved when the current ruling party, Chama cha Mapinduzi (CCM), included specific commitments to older people based on the Charter in its manifesto.

Punjab Welfare Bill success

In Pakistan, local partner FAID collaborated with the government’s Social Welfare Department to help develop the draft Senior Citizens Welfare Bill for Punjab province. Through targeted awareness sessions and policy engagement across key departments including health and social welfare, FAID helped finalise a Bill that forms a key step toward securing legal rights and protections for older people.

The Bill was approved by the Cabinet, and has now been presented in the provincial assembly. If approved, hundreds of thousands of older people across Punjab province will be eligible for support.

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HelpAge International
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Thought leader

Older women left behind in global aid

HelpAge published a research report g that laid bare global aid’s gender equality failures g , detailing how older women are too often left behind. We found that only 0.1 per cent of total gender equality aid explicitly includes older women. The report also shines a light on the gap between member states’ reporting against the Madrid International Plan of Action on Ageing, and the lack of progress on mainstreaming ageing into aid and external commitments.

The report has been an important tool in opening doors with potential new partners such as the

Development Assistance Committee of the Organisation for Economic Co-operation and Development (OECD). It also helped strengthen relationships with existing stakeholders including the Swedish International Development Investing in equality Addressing the funding gap for older women Cooperation Agency (SIDA) and the Norwegian Agency for Development Cooperation.

Thought leader

Convenor

Advancing older people’s rights in the Middle East

Since 2020, HelpAge has built a strong role in championing older people’s rights in the Middle East. With UNFPA, we produced a landmark report g , a human rights based guide g , and 19 demographic profiles g on the rights of older people.

This groundwork led to our participation in conferences in Sharjah in the UAE and Oman in late 2024, where we shared our approach. Further regional roll out and training is now being discussed across the Gulf region, while the League of Arab States has indicated an interest for its forth-coming review of the regional Arab Ageing Strategy.

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THE RIGHT TO DIGNIFIED
AGEING
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A guide to establishing rights-based
policies for older persons in the
Arab region
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Case study

When advocacy works, older people win

It took almost 15 years of dedicated advocacy and behind-the-scenes negotiating, but finally the UN Human Rights Council has agreed to establish an intergovernmental working group g to draft a new international legally binding instrument on the rights of older persons.

It is a victory that could have repercussions for millions of older people around the world, helping to build a network of national laws and rights that will protect and enhance their lives.

“Witnessing the landmark moment where we took a step closer towards protecting our fundamental rights as we age was incredibly moving.”

Tanja Venisnik, HelpAge International’s Global Rights Policy Adviser

HelpAge, our partners, network members and older people had spent months putting together a varied programme of advocacy aimed at pushing the UN towards the final goal. Our strategy proved effective, gaining vocal support from targeted countries and securing new support from Finland, the Gulf Cooperation Council and the UK, among others – ultimately leading to a consensual adoption of the historic resolution on 4 April 2025.

“It was not just a policy achievement; it was a testament to the tireless efforts of countless individuals and organisations who have championed this cause for years. I felt a profound sense of pride and hope, knowing that our collective voice is being heard and that we are on the path to creating a world where older people are respected and their rights protected.”

Tanja Venisnik

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Bui Quang Huy/HelpAge International Vietnam
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A society for all ages

We want to achieve a world where older people can play a full part in society, recognised and respected as individuals, embraced equally and treated fairly. We work to ensure everyone can access the freedoms, services and support they are entitled to, and that societies across the world become better places to grow older.

Supporter Thought leader

Defining ageism and its effects

Despite the negative effects of ageism on older people, there has never been a way to fully understand its impact. Recently, the World Health Organization (WHO) developed an Ageism Scale g , providing for the first time accurate and comparable ways of measuring ageism and its effects.

Network members HelpAge Moldova, Red Colombiana, the University for Seniors at the American University of Beirut and our partner Al Safwa helped test and validate the scale in their local contexts: Moldova, Colombia, Lebanon and Libya.

For example in Moldova, testing among older Ukrainian refugees and older Moldovans helped ensure the scale was adaptable to humanitarian settings – and also revealed that higher ageism levels were associated with lower wellbeing, worse physical and psychological health and higher loneliness levels. Findings from all four countries are being assimilated by WHO and will act as a baseline for future research.

Supporter

Older People’s Associations driving healthcare rights in Pakistan

Supporter Thought leader

Vietnam’s Intergenerational Self-Help Clubs

Training carried out through Older People’s Associations (OPAs) in Pakistan helped hundreds of older people demand and receive better healthcare. After attending training on community-based advocacy, OPA members were empowered to make connections with NGOs working locally on healthcare – one of which agreed to set up a free medical camp in rural Islamabad for older people and people with disabilities. This led to more than 300 older people attending medical consultations and receiving free medicines.

We continued to build on the success of our Intergenerational Self-Help Clubs (ISHCs) in Vietnam, setting up 109 new clubs throughout the year. Membership has now grown to over 10,000 people, almost three-quarters of whom are women and over two-thirds from disadvantaged backgrounds.

Our latest annual evaluation highlighted strong and widespread endorsement of ISHCs, with members consistently reporting improvements in income, knowledge, social networks and overall wellbeing.

We also advocated for the Vietnamese government to scale up the ISHC model nationwide by hosting more than 20 field visits and meetings attended by almost 2,000 people, including policymakers. These showcased the results of projects run by the ISHCs and their positive benefits.

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Convenor Thought leader

Ukraine – reform, recovery and enlargement

Over the past year, HelpAge has been collaborating with Age International, HelpAge Canada, HelpAge Deutschland, HelpAge USA, HelpAge office in Ukraine and Ukrainian network member Starenki Foundation to promote the rights and needs of older Ukrainians in the context of reform, recovery and EU enlargement.

The work has involved building relationships with government and multilateral stakeholders in Ukraine including the United Nations Development Programme (UNDP), WHO and the World Bank to instigate action on national policy reform as the Ukrainian government starts developing strategies and policies relating to older people.

A high-level event ‘Reform, recovery and enlargement – Rebuilding a society for all ages in Ukraine’ was hosted by HelpAge and Friends of Europe, with the co-sponsorship of the British Embassy in Kyiv on 8 May 2024. This event brought together a wide range of stakeholders, including representatives from the Ukrainian government, EU institutions, EU member states such as Sweden and Belgium, as well as international governments like the UK and Japan, international financial institutions and civil society organisations. Notable ministers who attended were Oksana Zholnovych, Minister of Social Policy of the Government of Ukraine, Anna Tenje, Sweden’s Minister for Older People and Social Security, and Dr. Hajime Inoue, Deputy Minister for Global Health and Welfare of the Government of Japan.

The Starenki Foundation played a key role by proposing speakers and coordinating the participation of older Ukrainians from affected communities.

The event provided a platform for the Ukrainian government to present their plans and garner support from international partners, who will play a pivotal role in ensuring the success of these reforms.

Convenor Thought leader

Asia-Pacific conference on population ageing

In partnership with the Indonesian government and UNFPA, HelpAge organised the 2024 Asia-Pacific Regional Conference on Ageing g in Bali, Indonesia, in September 2024. This important regional event was attended by 479 participants from 38 countries, bringing together governments, civil society, academia, the private sector and older people in a dynamic, inclusive dialogue.

The central theme, Reframing Ageing, called for a shift away from outdated narratives of dependency towards a vision of older people as active contributors to development, resilience and innovation.

Network members were able to advance their knowledge and understanding of population ageing, connecting with each other as well as with their own governments, international organisations and academics. For HelpAge, the conference brought a positive increase in visibility and presence as convenor and thought leader in the region.

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Case study

Thailand adopts the Intergenerational Self-Help Club model

After training and a study visit to Vietnam’s ISHCs, network member Senior Citizen Council of Thailand was inspired to adapt the ISHC model for Thailand. The Council developed a proposal to bring new life to Thailand’s existing – but undervalued and underused – Older People’s Clubs (OPCs). The proposal was approved in late 2022 by the Ministry of Public Health, and a renewal plan put into action shortly afterwards.

By January 2025, the first phase was complete: 1,529 new OPCs were set up across 179 districts, providing well-equipped and welcoming learning and social spaces for more than 300,000 members.

The OPCs run a variety of activities to improve older people’s health, wealth and wellbeing – many of them run by older volunteers such as Praew Busaba Woraphanitrattanacha, who says:

“It is very important for older people to do regular physical exercise. My responsibility at the club is to promote simple but fun physical exercise for both the club and community members.”

In the second phase – set to roll out in 2026 – the Senior Citizen Council of Thailand aims to set up at least 1,500 new OPCs and at least 1,000 new Older People’s Schools.

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HelpAge International
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Juan Camilo Gonzalez /Santo Studio/AARP/HelpAge International
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Healthy ageing

Everyone deserves the right to live long and healthy lives. But all too often, older people are failed by health, care, environmental and social systems that ignore their needs and rights. By promoting healthy ageing, we can maximise everyone’s ability to live decent and fulfilled lives.

Convenor Thought leader

HelpAge Healthy Ageing Platform

The HelpAge Healthy Ageing Platform g , co-created by network members, launched in April 2024. Supported by more than 150 organisations from 60 countries, the platform brings members of the global network – and other partners – together to share knowledge and drive collective action.

Some of the positive interactions since launch include:

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Mauro Vombe/Fairpicture/HelpAge International
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Supporter Convenor

Improving management of non-communicable diseases in Mozambique

Non-communicable diseases (NCDs) including heart attacks and strokes, are the leading cause of death globally. With funding from the German Ministry for Economic Cooperation and Development (BMZ), we partnered with the Humanitarian Association for Support to Older People (Vuxoxa) in Chókwè district, Mozambique, to significantly strengthen the prevention, diagnosis, treatment, and management of NCDs. One hundred health workers and community mobilisers were trained on managing NCDs and providing agefriendly psychosocial support, while 20 new OPAs were set up and now have 1,267 members, helping to foster community support, advocacy and knowledge. As a result of the project 99 per cent of trained community health workers can name at least five symptoms that require referral to a health facility.

Alongside this community-level work, the lessons learned were shared with local health authorities and have been integrated into the provincial health plan. The district of Chókwè has committed to continue funding the NCD initiatives started by the project.

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Admasu Brook/HelpAge International
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Supporter

Self-care: adapting to country contexts

Self-care – actions people can take to improve their mental, physical and emotional wellbeing – is a core

part of healthy ageing. As part of our work to consolidate experience and knowledge across HelpAge and network members, a package of resources including a self-care manual g and volunteer guide, codesigned by 12 network Scaling-Up NCD Interventions in South-East Asia (SUNI-SEA) is a research consortium project delivered through a collaboration of ten consortium members. This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 825026, under the Global Alliance for Chronic Diseases. members and partners * is being adapted for use in a number of countries:

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Your Self Care Guide
to Healthy Ageing
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Reach One Touch One Ministries Uganda, Health Nest Uganda, Nsindagiza Rwanda, Roots and Wings Elixir Ethiopia, HelpAge Sri Lanka, HelpAge Cambodia, HelpAge Kenya, University Medical Centre Groningen, Asociación Mutual de Protección Familiar Argentina.

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Oblo/Pusat Rehabilitasi YAKKUM
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Thought leader

Influencing policies on assistive products

Tools or devices like spectacles, hearing aids and wheelchairs – assistive products – can make a huge difference in enabling older people to live more independently and improve the quality of their life. With this in mind, Age International supported us to work with partners in Indonesia and Tanzania to deliver a 14-month project aimed at improving government commitments towards assistive products, helping prepare both countries for large-scale investment in these life-changing products.

Tanzania approved a national assistive technologies strategy that has the potential to benefit around six million older people and people living with disabilities. And in Indonesia, the finalisation of the Central Java road map for assistive technologies has the potential to change the lives of about 1.7 million older people and people with disabilities.

Outcomes of the project saw HelpAge Tanzania set up a new national forum to provide leadership and advocacy on the importance of assistive products, while in Indonesia network member YAKKUM Rehabilitation Centre revived a similar forum in Indonesia that had been inactive since 2018. Both organisations undertook a combined strategy of media engagement, training for health officials and building relationships at all levels from communities to governments. Meanwhile, HelpAge engaged with key global bodies including WHO and the UN to promote the need for assistive products as part of Universal Health Coverage.

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Thought leader

Supporter

Innovations in home-based care in Vietnam

Funded by the Asian Development Bank and the UN Population Fund and working through our partners Thanh Hoa Provincial Association for the Elderly and Hoa Binh Provincial Association for the Elderly, we piloted a project in 23 Vietnamese villages focused on improving long-term care for older people in their homes. Both partners undertook a huge drive to recruit a total of 172 caregivers, 29 case managers and 46 case manager assistants, training them on case management, clinical and care skills, assistive tools and protective equipment. Training sessions were also held for local Association of the Elderly staff and healthcare workers.

To ensure the project’s sustainability a case management system was established, holding monthly village meetings and quarterly Commune Care Coordinating Committee meetings.

Supporter

Improving palliative care in Ethiopia

With funding from HelpAge Deutschland and in collaboration with Hospice Ethiopia, we helped improve palliative care for people suffering from life-threatening illnesses in Addis Ababa. A total of 121 terminally ill people received home-based care tailored to their needs. Nurses made regular visits to provide pain management, medicines and psychological support, and food items were supplied to 41 people.

The project also aimed to tackle systemic issues related to the lack of trained professionals. Twenty-five healthcare professionals were trained in palliative care, after which mentorship sessions provided a platform for discussions on integrating palliative care into routine healthcare services and to offer technical assistance from Hospice Ethiopia, along with follow-up support post-training.

The pilot model is now providing home-based care services for 130 older people – with participants and their families reporting a high level of satisfaction with the services they receive. We are documenting recommendations and lessons learnt to share with government agencies in order to scale up the project.

Case study

Self-care in action in Nepal

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Ageing Nepal
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In Nepal, there are more than 600 government-run Senior Citizens Day Care Centres. However, most are not run effectively. To help reinvigorate the centres and encourage better government policies on healthy ageing, Ageing Nepal introduced selfcare training and activities in 14 centres across Kathmandu district. First, 10 female community health volunteers were trained on effectively running the centres and encouraging active and

healthy ageing, then 91 members were trained on maintaining personal hygiene, healthy and active ageing and rights and entitlements. These members are now sharing their new knowledge with fellow members.

Many centres have now incorporated exercise routines into their regular activities. A monthly health screening programme has helped people become aware of their health status, with many healthier lifestyle choices being adopted.

“The project has played a significant role in helping us operate the centre more effectively. Our members have become more capable, informed and aware of the issues affecting older people. The training greatly enhanced my knowledge and understanding on the needs and wellbeing of older people.”

Keshav KC, 72, Chairperson of Bandevi Senior Citizens Day Care Centre

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Income security

Whatever our life stage or position in society, being able to choose how we support ourselves as we age is key to a good quality of life. For this to be a reality, decent work, decent pensions, social protection systems and access to fair financial systems need to be in place.

actively participating in managing the social protection programme cycle to ensure the inclusion and benefit of older people. We also set up 19 paralegal teams to support group members with legal support and referrals, and trained older people on income generation skills including bee keeping and animal husbandry g .

Supporter Thought leader

Supporter

Strengthening social protection in Ethiopia

In Ethiopia, the ROAR programme (Realising the Rights of Older People through Inclusive Social Protection Systems, Accountability and Resilience Strengthening) helped empower 933 members of OPAs through income-generating activities and training including leadership skills, evidence-based advocacy and digital literacy.

Along with network member Ethiopia Elderly and Pensioners National Association, we supported Older Citizens Monitoring Groups and OPAs to gather and analyse information, so they could conduct evidence-based advocacy to help ensure positive inclusion for older people in government social protection programmes. At the same time, we lobbied for inclusive social protection mechanisms that meet the needs of older people. As a result, 20 groups are

Strengthening social protection in Kenya

We’ve been supporting the Kenyan government’s flagship national social protection programme, Inua Jamii , to ensure as many older people as possible can access the cash transfers they are entitled to. Following our research on the barriers preventing older people from accessing the Inua Jamii , we were able to promote older people’s awareness of their rights, alongside greater knowledge of the scheme and how to access it. This led to a large turn-out for the recent governmental registration process and the numbers receiving the Inua Jamii increased in target areas from 2,598 (61 per cent of all eligible older people) in 2019 to 4,523 (85 per cent of eligible older people) in 2024.

Key innovations and learning g from our research were also shared nationally and internationally, to help inform the design and delivery of other cash transfer programmes in Kenya and elsewhere.

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Supporter

Thought leader

Supporting income and food security in Argentina

We supported 13 network members * in Argentina to raise awareness of the risks facing older people due to economic and food insecurity, currently being amplified by high inflationary pressure and devaluation of the local currency.

We supplied a grant to initiate influencing activities, alongside technical advice to develop an advocacy plan. As a result, the network members co-produced an in-depth review g of older people’s experiences and challenges related to pensions, the labour market and poverty. The group carried out advocacy activities around the report, including media engagement, setting up a website g and presenting findings at the Argentine Congress of Gerontology and Geriatrics. The work helped persuade parliament to submit a proposal for the government to consider changes in the way the socio-economic circumstances of older people are measured in official statistics.

* AAMIA Comunidad Judia, Universidad ISalud, RED Mayor, Centro sobre Envejecimiento Activo y Longevidad (CEAL), CRISALIDA, LaDorVaDor, LEON, Fundación Navarro Viola, Fundación RAFAM, Fundación SIDOM, Mayores en la Diversidad, SURCOS, Sociedad Argentina de Gerontologia y Geriatria, Asociacion Mutual de Proteccion Familiar.

Vietnam passes new social security law

In June 2024 the Vietnam government passed a revised Social Insurance Law, introducing several key reforms aimed at improving the wellbeing of older citizens.

Reforms included lowering the age of eligibility for social pension benefits from 80 to 75, with those aged 70 to 75 from poor or near-poor households also becoming eligible. This is expected to extend support to approximately 1.2 million older people, eventually leading to about 3.1 million beneficiaries. The revised law also provides for free health insurance, funded by the state budget, for people aged 75 and above without a pension, and monthly social allowance increases from the equivalent of US$14.60 to US$20.41, to reflect the higher cost of living.

HelpAge in Vietnam has advocated for these changes for many years, working alongside the government and other stakeholders to provide inputs to policy drafts, organise high-level policy dialogues and engage with the media to start conversations on stronger social protection policies – all of which made a meaningful contribution to this important milestone.

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Supporter

Empowering older people through digital literacy

Older people can find it hard to understand and use digital devices, online payment platforms and mobile money services such as M-Pesa , widely used in East Africa, even though these tools could make their lives simpler and more connected.

Funded by Irish Aid under the ROAR programme, we worked alongside our partners and network members * to develop a comprehensive digital literacy training manual tailored to the needs of older people across Ethiopia, Malawi, Mozambique and Tanzania. We used the manual in a ‘training of trainers’ model, training 522 older people, each of whom went on to train at least 20 peers. As a result 3,016 older community members across the four countries received digital literacy training, meaning they can now make calls, send and receive messages, conduct financial transactions and engage on social media.

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Case study

Organic fertiliser grows farmers’ groups

Across India, many farmers are dependent on chemical pesticides, exposing them to high costs and environmental risk. Through Age International’s ‘Support a Grandparent’ scheme, HelpAge India supported members of OPAs (referred to as Elder Self Help Groups in India) to produce Agniastram – an organic, low-cost, eco-friendly alternative.

Groups were supported with information, equipment and ingredients including chilli and tobacco so they could start to prepare the new fertiliser. The venture was a great success, not only reducing costs substantially but also enhancing crop yields and quality. One group member says:

“Our crops used to get infested within five days of spraying chemical insecticide, whereas our crops are now insect-free for nearly 10 days with Agniastram.”

The groups have also begun providing lowinterest internal loans, reducing dependence on moneylenders. Beyond economic gains, the activities have fostered a strong sense of mutual support among group members.

“Now we know each other’s problems and help one another. That bonding didn’t exist before the group.” Group member Upendra Mishra

The ‘miracle’ fertiliser is now being prepared by 12 Elderly Self Help Groups with 171 members, and 11 local farmers were so impressed they asked to learn the technique so they could use it themselves.

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Climate change

As climate-related disasters become one of the world’s biggest emergencies, we continue to build resilience and raise the voices of older people, so as to protect and improve their lives.

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Thought leader

Thought leader

Climate Elders project

HelpAge gains observer status at UN

In 2024, HelpAge partnered with 1 in 6 by 2030 to launch the Climate Elders g project, a visual campaign showcasing older people’s experiences of climate change through photography (pictured above and on previous page). Participants from 15 countries shared reflections on a lifetime of environmental change, describing how the lands they inhabit and cultivate today differ profoundly from the landscapes they once knew. Their voices carry a powerful call to leaders and governments to act now, before the situation deteriorates further.

We reached a significant milestone in November 2024 when we were awarded observer status at the UN Framework Convention on Climate Change (UNFCCC) and the Intergovernmental Panel on Climate Change (IPCC).

This is a big step forward for our work on climate change, as we are now able to actively participate in the main Conference of the Parties (COP) agenda, engaging in key policy meetings where we can effectively amplify the voices and concerns of older people. Our engagement with the IPCC means we can nominate eight experts, drawn from staff, network members and partner institutions, as authors and reviewers for the upcoming Seventh Assessment Report (AR7). If even one of these nominees is selected, it will mark a historic opportunity to integrate older people into IPCC’s scientific assessments – powerful documents that shape global climate policy and action.

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Supporter

Urban gardens and climate resilience

We’ve been working with local authorities and communities in Bogotá, and with Placemaking Mexico in Mexico City, to strengthen climate resilience through urban gardening, placing older people’s participation at the centre. In Bogotá, more than 30 older people from a local OPA are actively involved in planting, maintaining, and harvesting produce from two community-led gardens. The produce is shared or sold locally, supporting food security and social cohesion. In Mexico City, one of the city’s major public parks was selected for its strategic location and potential to demonstrate age-friendly, community-led environmental practices.

Older people’s leadership and knowledge have been vital to the project’s success. We’ve worked closely with OPAs through participatory workshops and digital tools and engaged around seven local authorities to build partnerships and secure support.

Outcomes of the project include creating greenhouses, seedbeds, vertical gardens and shaded seating areas, while providing training on sustainable agriculture and adaptation. These nature-based solutions were chosen to address risks such as drought, floods, and landslides, while making gardens more accessible to older people. The designs reflect community priorities and were co-developed with residents, ensuring ownership and long-term sustainability.

Supporter

Community climate change adaptation

In India’s Thar Desert in Rajasthan, HelpAge has supported a project to empower women and girls in climate change adaptation. This project has brought change to more than 20 remote villages, transforming how communities adapt to climate extremes, farm sustainably and reclaim control over natural resources.

Funded by Age International, the work is led by network member GRAVIS, a grassroots organisation with decades of expertise in desert ecology. GRAVIS revived ancient khadin systems – 15th-century earthen embankments that capture and store monsoon runoff, slowly releasing moisture into the soil for months.

The organisation empowers older people, especially women, as agents of change in climate-vulnerable landscapes. With training in sustainable agriculture and use of the khadins , many group members were able to double their yields through intercropping (growing two or more different crops together at the same time), vermicomposting (using earthworms to decompose organic waste into nutrient-rich compost) and the cultivation of drought-resilient crops. The project promoted knowledge exchange with younger generations, to counteract the disruption caused by youth migration. It also advocates for the inclusion of older people’s insights in climate policy and planning – ensuring that adaptation strategies are both age-inclusive and grounded in community wisdom. By the time the project ended in 2024, it had supported 42,000 people to become more climate resilient.

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Supporter

Supporter

Building resilience in Mozambique

Mozambique is heavily affected by climate change. Cyclones bring heavy rain, flooding and high winds, destroying houses and infrastructure and leading to hunger and displacement. Crop failure caused by drought is also a frequent occurrence. Funded by Irish Aid, we supported our partner ACIDECO to work with 106 older people in reducing their reliance on climate-vulnerable subsistence farming, with nearly three-quarters of participants being women.

The project built awareness of climate change and introduced ways to adapt, including diversifying income through small business activities.

Meanwhile, network member The Anglican Church formed nine self-help groups with 188 older people, the majority of them women. These groups make regular savings, with the proceeds being used to improve housing, access health services, and start or expand small businesses.

Climate-smart agriculture in Kenya

The Turkwel River in northwest Kenya is increasingly drying up due to climate change. Funded by Aktion Deutschland Hilft, alongside local partner Echami A Ito, we are helping local people adapt through climatesmart agriculture. More than 200 older people, over 80 per cent of them women, as well as 50 young people, attended training on environmental conservation and natural resource management, after which they received drought-resistant seeds, fertilisers and irrigation tools. Training was also held on diversifying incomes through activities including butchery, retail and hospitality.

An additional benefit was the technical support offered to Echami A Ito, including capacity building on grant management and financial reporting, and having their internal policies reviewed and updated by an external consultant, which will help them roll out their own programming in future.

We also trained three partner organisations, ACIDECO, APITE and Diocese de Libombos, in resilient shock response systems so that they are ready to respond to emergencies according to their expertise, geographic locations and the type of disasters in their areas.

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Bringing generations together for climate action

A three-country project in Nepal, Uganda and Vietnam * is bringing younger and older people together as climate changemakers – sharing their experiences and putting forward ideas for locallyled climate action. We collaborated with Restless Development on pilot projects in Uganda and Nepal, and with Newcastle University in all three countries.

Different generations from communities significantly affected by climate change sat down together to talk about their experiences and strategies for coping with its impact g . Older women shared personal stories, while young people contributed their understanding of technology and

digital media to address climate challenges. What became clear in all countries was that climate change is causing a disconnect between older and younger people.

The group discussion helped people come to an understanding of how each generation’s strengths can work together to protect the whole community.

“It gave them a chance to reflect on their actions and not push the blame. Instead, they were able to listen to each other… and realise they could work together to solve those challenges.”

Uganda’s facilitator

Partner organisations also received small grants to implement local climate actions, one of which successfully translated the research into a longer-term initiative for multi-country programming and global advocacy, promoting locally-led climate action.

Nepal: Restless Development Nepal and its local partners, Social Organization District Coordination Committee, Parsa (SODCC).

Uganda: Reach One Touch One Ministries (ROTOM) as well as Restless Development’s local partners – Karamoja Youth Effort to Save Environment (KAYESE), and Karamoja Agricultural Pastoral Development Program (KADP).

Vietnam: HelpAge International in Vietnam and its local partner, Youth Union.

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Inclusive humanitarian action

2024 brought continued humanitarian crises across the world, with Russia still at war with Ukraine and the people of Gaza increasingly cut off from aid and medical assistance. Dozens of countries were hit by conflict, droughts, floods, earthquakes and cyclones.

Convenor Thought leader

Focus: Lemlem Abrham

Ethiopia’s Age Inclusive Specialist is Lemlem Abrham. Over the year, Lemlem helped develop national guidelines on age and disability inclusive shelter and aid distribution, supported training for 300 people and organisations on inclusive humanitarian action, provided safeguarding training to network members, and ensured that age and disability indicators are included in key documents guiding humanitarian action in the country.

Supporter Convenor Thought leader

Raising older people’s visibility in humanitarian response

HelpAge built a team of Age Inclusion Specialists g working across Ethiopia, Lebanon, Moldova, northwest Syria, Sudan, Türkiye, Ukraine and Venezuela. They are embedded in humanitarian coordination systems, working with UN agencies, NGOs and government partners. Their goal? To make older people visible – in needs assessments, planning meetings and response activities – so that their voices are heard and older age inclusion is mainstreamed across different sectors.

“This year, we’ve made real progress – developing national guidelines, training hundreds of humanitarian actors and ensuring inclusion is written into the core of our response strategies.

To achieve this, the specialists provide technical and capacity support to National Protection Clusters (groups of organisations that co-ordinate humanitarian-related work) and technical working groups focused on age and disability (amongst others).

Inclusion isn’t an add-on; it’s a necessity for a truly effective and equitable humanitarian response.”

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As a result, explicit reference to the needs of older people has been included in key strategic documents in the above countries – such as humanitarian response plans, situation overviews and needs assessments, and data is now disaggregated by age.

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Middle East crisis response

Supporter

Lebanon

Funded by Age International through the Disasters Emergency Committee (DEC) in response to the escalation of the conflict g with the Israeli Defence Force (IDF) in September 2024, our network member IDRAAC conducted a rapid needs assessment to find out how best to help the older people who had fled the south of Lebanon and sought refuge in shelters and households in Beirut and the nearby Mount Lebanon.

Based on the findings – and the onset of winter – IDRAAC distributed essential winter items including clothing, carpets and hygiene kits to more than 1,200 people. In addition, individual mental health consultations and group mental health awareness sessions were held.

With the support of HelpAge and HelpAge Deutschland, additional funding was secured to distribute multi-purpose cash assistance and assistive devices, such as glasses, hearing aids and wheelchairs to improve the quality of life of older people and people with disabilities displaced by the war.

Supporter

Emergency response in Gaza

In Gaza, we worked with our local partners, the Agricultural Development Association (PARC) and Juzoor for Health and Social Development, to deliver humanitarian assistance focused on addressing urgent health needs and improving access to lifesaving services for older people and other vulnerable groups. The work was carried out under extremely challenging conditions, including widespread displacement, bombardments and the collapse of basic services.

Despite the major constraints, our partners formed two Community Protection Committees, each with 10–12 members, who went on to undertake life-saving work including repairing a bombed public clinic in Khan Younis, distributing cooked meals to displaced families, supplying safe drinking water, repairing damaged water lines and providing transport to families fleeing conflict zones.

Other support included distributing food parcels with fresh vegetables, setting up three health clinics to provide consultations and primary health care, and distributing medicines, clothing, bedding and hygiene kits. In total, an estimated 68,626 people were supported.

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Support continues after Pakistan floods

After the immediate need for humanitarian support recedes, it can take years for people to rebuild their lives. In northern Pakistan, we continue to support those affected by extreme flooding in 2022 as part of a comprehensive approach to long-term recovery and resilience building. Our partners Community Development Foundation and Initiative for Development and Empowerment Axis distributed 1,090 solar kits including panels, batteries, fans and lights to older people and people with disabilities, following it up with training on how to use them.

As a result, 8,000 family members no longer rely on intermittent electricity and can remain comfortable even in extreme heat. Solar energy also reduces carbon emissions and promotes long-term environmental sustainability, while a further positive effect was that many older people gained greater respect and more prominent roles within their households.

Supporter

Becoming BRAVE in Pakistan

This five-year initiative, funded by the UK Foreign, Commonwealth and Development Office under the Building Resilience and Addressing Vulnerability to Emergencies (BRAVE) programme, is now in its third year of implementation.

We worked with network member FAID in Pakistan to roll out training on inclusion to partners including Concern Worldwide and the Aga Khan Foundation. Over 200 participants were able to learn key ways of integrating inclusive approaches in their projects. As a result, age, gender and disability considerations were integrated into climate resilience strategies, especially in the development and implementation of the country’s Gender Equality and Inclusion Strategy.

Supporter

Reaching those left behind in Ethiopia

Conflict in northern Ethiopia has forced many people from their homes, while instability in neighbouring Eritrea, Sudan and South Sudan has driven refugees across the border. Working with local partners – Afro Ethiopia Integrated Development (AEID), SOS Sahel, Organisation for Sustainable Development (OSD), Rift Valley Children & Women Development Organization (RCWDO), and Mijejugua Loka Women Development Association (MLWDA) – we supported more than 200,000 people, including refugees, internally displaced people (IDPs) and host communities. Our projects focused on protection, health and nutrition, water, sanitation and shelter.

Besides the increased number of older people benefiting from the initiatives, we were able to expand our reach to three further regions severely affected by conflict, Amhara, Tigray and Afar, helping us reach older people who had been neglected in aid efforts so far.

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Supporter

Supporting indigenous and migrant communities

With the support of our Colombian and Venezuelan local partners * we delivered an integrated humanitarian response in Colombia and Venezuela, addressing protection, water, sanitation and hygiene (WASH), food security and health needs of over 411,000 people. This included nearly 77,000 older people and close to 9,000 people with disabilities.

The project focused on providing inclusive and dignified support across health, water and sanitation, food security, protection and livelihoods, with special attention to indigenous populations, migrants and host communities. Older people received a range of assistance including healthcare services for over 9,000 individuals, mental health and psychosocial support for more than 3,000, and access to assistive devices for hundreds with disabilities.

Water and sanitation and food security activities had far-reaching impacts, with more than 56,000 older people benefiting from hygiene awareness campaigns and direct home visits. Over 7,400 older people saw improvements in food security through training, hot meals, food packages and cash transfers. And nearly 2,700 accessed services such as family support, legal counselling and inclusive risk management initiatives. Livelihood recovery efforts supported older people and their families with seed capital for agriculture, herding and handicrafts.

* Vicariato Apostólico de Puerto Carreño, Fundación Cadena Colombia, GOAL, Hospital San Juan de Dios de Puerto Carreño, Alcaldía Municipal de Puerto Carreño, Fundación Roles de Colores, Fundación Dones de Misericordia, Humanity and Inclusion and Funambiente and network member Convite AC.

Supporter

Community-led, home-based care in Ukraine

The situation in Ukraine remains unpredictable and dangerous. Despite frequent air raids, attacks on civilians, destruction of infrastructure and seasonal weather fluctuations, our project teams remain committed to assisting those most in need.

To support older people g in the most hard-to-reach areas, we helped create a network of almost 1,000 community social care workers across the east and west of Ukraine, providing psychosocial support through home visits, phone calls when people are bombarded or on the move, and referring people to local and international NGOs to receive additional legal and medical support, as well as nutrition and other types of assistance.

Peer-to-peer and initiative groups were also set up. Older people are trained to carry out home visits to support others who are housebound, offering psychosocial support, informal chats and community connection. This often complements the work of community social care workers, enabling older people to be active agents in supporting those in need in their communities.

Every home-based care client received a winter set before the cold weather set in. Feedback confirms that the kits’ warm bedding is a simple, high-impact intervention where heating is unreliable or unaffordable. Teams also managed to renovate, equip and successfully launch two community safe spaces (in Vasylkivka in the east and in Vynohradiv in the west), which have supported 400 older people to date.

Over the year, 2,300 people received multipurpose cash assistance, while 9,929 older people received assistance through home visits and participation in community safe space activities. A further 6,165 received hygiene kits, 1,114 received urological pads and 2,776 adult diapers. Over 1,000 new beneficiaries received assistive products, like spectacles, hearing aids and wheelchairs.

In partnership with dedicated Ukrainian filmmakers g , HelpAge has produced a trilogy of short films that movingly highlight the resilience of older people in Ukraine amid the ongoing war.

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Thought leader

E-learning for the humanitarian sector

The Kaya learning platform g offers free, accessible and high-quality content to strengthen knowledge and capacity across the humanitarian sector. In 2024, HelpAge launched two e-courses on the platform exploring older people’s role in humanitarian response, as well as age-inclusive humanitarian interventions. In addition, we offer live virtual courses to members of the HelpAge global network on subjects including climate change adaptation, humanitarian standards, resource mobilisation and much more. In 2024/25, around 600 participants took part in 38 online courses.

Supporter

Post-earthquake recovery in northwest Syria

In the year following the 7.8 magnitude earthquake that devastated much of northwest Syria g in February 2023, thanks to Age International’s funding through the DEC, we helped rebuild older people’s economic independence through vocational training, digital literacy, income-generating activities and business microgrants.

Over 140 older people attended digital literacy training, learning new skills on mobiles, laptops, social media and software. It’s now much easier for them to connect with family members and use digital tools to support their businesses.

In addition, 130 older people received practical, hands-on training in vocations including dairy and cheese making, sewing and detergent production, after which they received roughly US$300 via a microgrant to help them start their own businesses.

Thought leader

The incontinence research project

The incontinence research project explored the needs of older people living with incontinence across 11 countries (Chad, DRC, Ethiopia, Lebanon, Malawi, South Sudan, Syria, Tanzania, Ukraine, Venezuela and Yemen), with funding from Elrha and active involvement from HelpAge network members Convite in Venezuela, HelpAge Tanzania and MANEPO in Malawi. The aim was to develop practical tools and a training module for community workers and health staff in humanitarian and low-resource settings to help improve conditions for people with incontinence.

All three network members piloted the training module with a mix of INGOs, government departments and local NGOs. Notably, HelpAge Tanzania delivered the training in Nyarugusu refugee camp, engaging frontline staff and collecting valuable feedback that was used to refine and strengthen the materials. Meanwhile, in Malawi, MANEPO co-designed a home-based care package in partnership with carers and older people with incontinence in urban and rural areas. This userdriven tool, designed to support incontinence care at home, has since been adapted for wider use and is available in both digital g and printed formats.

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Convenor Thought leader

Working together for innovative humanitarian programming

Age International secured three grants from the DEC in 2024 to fund our work for a new type of project: collective initiatives. These bring DEC members together to work on projects to improve aid delivery and accountability and promote cross-organisational learning.

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Supporter

Global Emergency Fund

HelpAge’s Global Emergency Fund (supported by Margaret A. Cargill Philanthropies and Age International) offers rapid, flexible funding to help meet the needs of older people and their families when crisis hits. During 2024/25 the Fund supported responses to 23 disasters including floods, droughts, earthquakes and cyclones across Bangladesh, Colombia, Ecuador, Myanmar, the Philippines, Somalia, South Sudan, Sri Lanka, Thailand, Yemen, Zambia and Zimbabwe. In total 59,096 people were reached with support including cash transfers, hygiene kits, health camps, non-food items, psychosocial support and water and sanitation services.

The Fund has been responding to a growing number of requests from partners for grants that prioritise cash-based programming over in-kind support. This is a positive shift that allows people the freedom to choose the products or services they need, instead of being limited to what humanitarian actors choose to offer. We are also pleased to report that response times in reaching affected communities has reduced from 10 days to one week, thanks to consistent engagement and coaching provided to partners.

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Case study

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Holistic support through e-vouchers

“This help made me feel like a human being again, not just someone people had forgotten.” 87-year-old Jotina Chakauya

Jotina lives in Masvingo district in Zimbabwe, where the latest El Niño induced drought is causing acute food insecurity.

We supported network member National Age Network of Zimbabwe to put in place an e-voucher food programme as part of a targeted emergency drought response. Jotina was one of 32,875 households enrolled. Following her husband’s death in 2018, Jotina’s family had been deteriorating both physically and financially. Jotina’s health is fragile, heavily dependent on high blood pressure medication that she cannot afford. She is also the sole caregiver for her two grandchildren, aged nine and seven, but most days the family is lucky to have enough food for a single meal.

Jotina received regular food assistance – enough maize flour, beans and cooking oil for three meals a day. Not only did this ensure that the children could have regular meals, Jotina is regularly taking her medication now she can afford it. The assistance also allowed Jotina to participate in community life. For the first time in years, she could attend social gatherings, where her absence had once been a symbol of her poverty and isolation.

“Now we can eat, and my grandchildren go to school again. I never thought I’d see that happen.”

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HelpAge global network

At HelpAge, the global network g lies at the heart of everything we do, bringing together 208 organisations committed to building a fairer world for older people. Through this network, members collaborate to strengthen influence at regional, national, and global levels on issues of ageing, while also sharing information, knowledge, and best practices to drive a wider movement for change. The partnerships and support of our members are fundamental to the success of our programmes and activities.

In 2024/25, the network grew with the addition of nine new members who share our mission of enhancing the wellbeing and inclusion of older people, and of advancing a fairer, more equal

world for them. Notably, we welcomed our first member from the United Arab Emirates, extending our presence to 99 countries worldwide.

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Global network members

Africa

Africa Development Aid (ADA), South Sudan Afro Ethiopia Integrated Development Association (AEID), Ethiopia Age in Action, South Africa Ageing Concern Foundation (ACF), Kenya Ageing with a Smile Initiative (ASI), Gambia AgeWatch Africa Foundation (AAF), Kenya Almanar Voluntary Organization (AMVO), Sudan Association for Community Development Action in Sofala (ASADEC), Mozambique

Association of Retired Persons Mozambique (APOSEMO) Cameroon Association for Elderly Care (ACAMAGE) Center for Community Advancement and Family Empowerment (CECAFE), Liberia

Coalition of Societies for the Rights of Older Persons in Nigeria (COSROPIN)

Community Based Rehabilitation Alliance (COMBRA), Uganda Community Development Volunteers for Technical Assistance (CDVTA), Cameroon

Country Trackers Elderly, Kenya

Current Evangelism Ministries (CEM), Sierra Leone

Droits Humains Ocean Indien (Dis-Moi), Mauritius

Elim Hlanganani Society for the Care of the Aged, South Africa

Ethiopia Elderly and Pensioners National Association (EEPNA) Fantsuam Foundation, Nigeria Fondation Moje, Cameroon Foundation for Civic Education and Social Empowerment (FOCESE), Malawi Foundation for Community and Capacity Development (FOCCAD), Malawi Grandmothers Consortium (GMC), Uganda Health Nest Uganda (HENU) HelpAge DRC HelpAge Ghana HelpAge Kenya HelpAge Tanzania HelpAge Zimbabwe

Horn International Relief & Development Organization (HIRDO), Somalia Humanitarian and Development Consortium (HDC), South Sudan

Humanitarian Association for Support to Older People (VUKOXA), Mozambique Human rights and forest brain Africa (HURIFBA), Cameroon

Integrated change agent, Burundi

Joncaring Foundation, Ghana Kaalmo Relief and Development, KRD, Somalia Kenyan Aged People Require Information, Knowledge & Advancement (KARIKA)

Kenya Pro Ageing Organization

Kenya Society for People with AIDS (KESPA)

Kibera Day Care Centre for the Elderly (KDCCE), Kenya Kulmiye (or District) Pastoral Association (DPA), Kenya Malawi Human Rights Resource Centre (MHRRC) Malawi Network of Older Persons’ Organisations (MANEPO)

Mang’u Integrated Community Project (MICOP Kenya)

Maseru Senior Women’s Association, Lesotho Mauritius Family Planning and Welfare Association (MFPWA)

Mujejeguwa Loka Women Development Association (MLWDA), Ethiopia Muthande Society for the Aged (MUSA), South Africa National Age Network of Zimbabwe (NANZ)

National Senior Citizens Organization of Liberia (NASCOL) NSINDAGIZA Organization, Rwanda

Organization for Sustainable Development (OSD), Ethiopia Palliative Care Association of Uganda (PCAU)

Pamoja Community Based Organization, Kenya

Promo-Femmes/Development Soldarite (PFDS), Burkina Faso Reach A Hand Uganda (RAHU)

Reach One Touch One Ministries (ROTOM), Uganda Regional Center for the Welfare of Aging Persons in Cameroon (RECEWAPEC)

Rehabilitation and Development Organization (RaDO), Ethiopia

Relief to Development Society (REDESO), Tanzania Rift Valley Children and Women Development Organisation (RCWDO), Ethiopia

Saidia Wazee Karagwe (SAWAKA), Tanzania Senior Citizens Association of Zambia (SCAZ)

Senior Citizen’s Council of Mauritius

Senior Women Citizen for Change, Kenya South Sudan Older People’s Organization (SSOPO) Sudanese Society for the Care of Older People (SSCOP) Support To Older PeopleZambia (STOP-Zambia) Tanzania Mission to the Poor and Disabled (PADI)

Tesfa Social and Development Association (TSDA), Ethiopia Tiphedzane Community Support Organization (TICOSO), Malawi Uganda Reach the Aged Association (URAA)

Univers de solidarité et de développement (UNI.SOL.D.), Togo Voice of the Elderly, Uganda Women for Dementia Africa (WFDA), Kenya

Asia and Pacific

Ageing China Development Centre (ACDC) Ageing Nepal (AN) Age Myanmar Bangladesh Association for the Aged and Institute of Geriatric Medicine (BAAIGM) Bangladesh Women’s Health Coalition (BWHC)

Centre for Ageing Support and Community Development (CASCD), Vietnam Centre for Human Rights and Development (CHRD), Mongolia

China National Committee on Ageing (CNCA)

Coalition of Services of the Elderly (COSE), Philippines Council on the Ageing (COTA), Australia Dhaka Ahsania Mission (DAM), Bangladesh Faculty of Nursing, Chiang Mai University, Thailand Fiji Council of Social Services (FCSS), Fiji

Foundation for Ageing and Inclusive Development (FAID), Pakistan Foundation for Older Persons’ Development (FOPDEV), Thailand

Gramin Vikas Vigyan Samiti (GRAVIS), India HelpAge Cambodia HelpAge India HelpAge Korea (HAK), South Korea HelpAge Sri Lanka Helping Hand Hong Kong, China

Help without Frontiers Thailand Foundation Instituto de Acção Social, China

Mongolian Association of Elderly People (MAEP) National Council of Senior Citizens Organisations Malaysia (NACSCOM) National Senior Citizen Federation (NASCIF), Nepal Nepal Participatory Action Network (NEPAN) Pakistan Medico International (PMI) Resource Integration Center (RIC), Bangladesh Senior Citizen Chautari (SCC), Nepal Senior Citizens’ Council of Thailand

Society for Women’s Initiative for Ageing Successfully, Singapore

Tsao Foundation, Singapore Vietnam Association of the Elderly Yayasan Emong Lansia (YEL), Indonesia Young Power in Social Action (YPSA), Bangladesh

Eurasia and Middle East Albanian Association of Geriatry and Gerontology (AAGG) Alzheimer’s Association Lebanon (AAL) Amel Association International (Amel), Lebanon Ardager, Kazakhstan Babushka Adoption, Public Charitable Foundation, Kyrgyzstan

Central Asia Gerontology Center, Tajikistan Center for Studies on Ageing (CSA), Lebanon Dobroe Delo, Russia El Wedad Society for Community Rehabilitation (WSCR), Palestine

Annual Report 2024/25

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Golden Years Foundation for Community Development, Egypt

HelpAge Moldova

Hope Revival Organization (HRO), Türkiye/Syria Institute for Development, Research, Advocacy and Applied Care (IDRAAC), Lebanon

Jiyan Foundation for Human Rights, Iraq and Syria Juzoor for Health and Social Development, Palestine Kadirat Women Empowerment, Tunisia

King Hussain Foundation/ Institute for Family Health (KHF/iIFH), Jordan Life Makers Meeting Place Organisation (LMMPO), Yemen

Mission Armenia NGO OSMIJEH, Association for Psychosocial Help and Development of Voluntary Work, Bosnia and Herzegovina Palestinian Center for Communication and Development Strategies (PCCDS) Red Cross of Serbia (RCS) Resource Center for Elderly (RCE), Kyrgyzstan Right to Protection, Ukraine Social Research Center (SRC), Egypt Solidarity Is Global Institute (SIGI), Jordan Starenki, Ukraine

Syrian Expatriates Medical Association (SEMA), Türkiye/Syria Syrian Network League, Türkiye/Syria

Consejo Distrital de Sabios y Sabias, Colombia Convite A.C., Venezuela Coordinaion Group of Older People, Peru

Turbota pro Litnix v Ukraini (TLU), Ukraine Turkey Retirees Association University for Seniors (UfS) at the American University of Beirut (AUB University for Seniors), Lebanon

Dominica Council on Ageing (DCOA) Federal University of Santa Catarina (UFSC), Brazil Fundación Acción Familiar Alzheimer Colombia (AFACOL) Fundacion ISALUD, Argentina

Yemen Family Care Association (YFCA) 4get-me-not Alzheimer’s, United Arab Emirates

Latin America & Caribbean

Fundación Navarro Viola, Argentina Fundación Yamuni Tabush, Costa Rica

Asociación Alianza de Salvadoreños Retornados (ALSARE), El Salvador Asociación Central de Funcionarios Públicos y Docentes Jubilados del Paraguay

Haitian Society for the Blind (SHAA), Haiti HelpAge Belize

Asociacion Cultural Casa Del Nino (ACCN), Colombia Asociación Gerontológica Costarricense (AGECO), Costa Rica

HelpAge St. Lucia National Council of and for older persons

Horizons Foundation, Bolivia La Coalición Nacional para la Dignidad de las Personas Mayores (CORDES), El Salvador

Asociación Mutual de Protección Familiar (AMPF), Argentina

Asociación Mutual Israelita Lador Vador, Argentina Argentina (AMIA), Argentina Mexican Alzheimer’s Center Asociación Red Colombiana NTD Foundation, Republica de Envejecimiento Activo Dominicana y Digno (Red COENVE), Colombia ONG Sumaj Punchay, Bolivia Asociacion Uruguaya de Pro Vida Colombia Animadores y Auxiliares Pro Vida Perú

Asociacion Uruguaya de Animadores y Auxiliares Gerontologicos (AUDAAG), Uruguay AVU Innovación, Mexico CADENA, Argentina CADENA, Guatemala Caritas Chile Centro Gerópolis – Universidad de Valparaíso, Chile

RAFAM Argentina Foundation (Physical Activity Network for Older Adults) Rizhome Center for Migrants, Mexico

Servicio Social de Iglesias Dominicanas (SSID), Republica Dominicana

SIDOM Foundation, Argentina Sociedad Argentina de Gerontología y Geriatría (SAGG), Argentina St. Catherine Community Development Agency (SACDA), Jamaica Surcos AC, Argentina

North America

AARP, USA HelpAge Canada HelpAge USA

Europe

Age Action Ireland Age International, UK Beauty of Help Foundation, Czechia

Bonum Vitae, Poland Caritas Malta Foundation Centre for Policy on Ageing, UK

Croatian Red Cross City of Valpovo, Croatia Dane Age, Denmark Dorcas Aid International, Netherlands

Globale Seniorer, Denmark HelpAge Deutschland HelpAge España HelpAge Italia Kwa Wazee , Switzerland PRO Global/Pensioners without Borders, Sweden Slovene Philanthropy, Slovenia

The Polish Center for International Aid (PCPM) The Union for Senior Services – VALLI, Finland Zivot 90, Czechia

Our values

Annual Report 2024/25

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Our funders

We extend our sincere thanks to the funders whose generosity and steadfast commitment – particularly during the past challenging year marked by aid cuts and reduced funding – have been essential to our work in building a better world for older people.

Their continued support has enabled us to press on with our mission and to work toward a future where people of all ages can live with dignity, good health, and security.

We are especially grateful to our supporting members: Age International, HelpAge Canada, HelpAge Deutschland, HelpAge Korea, and HelpAge USA.

Global Affairs Canada Affaires mondiales Canada

Governance and finance 2024/25

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Governance and finance Financial statements 2024/25

Financial overview 2024/25

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Financial overview 2024/25

Income and expenditure at a glance

Where the money came from £32.1m

54% United Kingdom 26% Germany 6% Canada 4% UN agencies 4% Other countries 2% USA 2% Sweden 2% Ireland

Where we spent this money £34.0m

57% UK and others

25% Eurasia and the Middle East

11% Africa

7% Asia

How we spent this money £34.0m

64% Improving safety and security 21% Making older voices heard

11% Health and care access

4% Enabling a secure income

Highlights of our financial performance

Highlights of our fnancial
performance		 Highlights of our fnancial
performance		 Highlights of our fnancial
performance
Year ended. Year ended.
31 March.
31 March.
2025.
2024.
£m.
£m.
Income
Restricted
Unrestricted
Total income
Expenditure
Restricted
Unrestricted
Total expenditure
Net restricted
income / (expenditure)
for the year
Net unrestricted
income / (expenditure)
for the year
Net income /
(expenditure)
for the year
Actuarial (losses) / gains
on fnal salary pension
Net income / (expenditure)
including actuarial
gains / (losses) on
fnal salary pension
Funds at the start
of the year
Total funds carried
forward including
pension liability
Pension liability
Funds excluding
pension liability
Funds
Restricted
Unrestricted general
Funds excluding.
pension liability		 26.2.
27.4.
5.9.
6.9.
32.1.
34.3.
(27.4)
(35.4)
(6.6)
(6.8)
(34.0)
(42.2)
(1.9)
(7.9)
(0.8)
0.1.
(2.7)
(7.9)
(0.1)
(0.1)

(2.8)
(8.0)
7.9.
16.0.
5.8.
8.0.
–.
–.
5.8.
8.0.
2.4.
3.6.
3.4.
4.4.
5.8.
8.0.

Corporate governance report for the year ended 31 March 2025

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Corporate governance report Managing the risks to achieve our strategy and future prospects

HelpAge International’s main objective is to protect the well-being, dignity, and rights of older people, particularly those in low- and middle-income countries. Many of those we serve live in areas that are insecure or prone to crisis or conflict which can create various levels of risk in delivering our programmes.

Effective risk management is therefore a necessary part of our corporate governance. With war continuing in Ukraine, security challenges persisting in Myanmar and Ethiopia, and escalating conflict and insecurity in the Middle East, the inherent risk in the delivery of our programmes remain high.

The senior leadership team and Trustees actively manage organisational risks in line with our risk management policy. This includes identifying emerging risks and regularly reassessing those already listed in our risk register to ensure they remain within our defined risk appetite. We also ensure that effective mitigation strategies are in place and are regularly reviewed. Our risk register outlines key security, strategic, operational, and financial risks facing the organisation.

We are making progress in our strategic shift to partner-led programming, including the localisation of our country offices. Moldova and Tanzania localised into national entities on 1 April 2024 while Myanmar and Pakistan followed suit in the 2024/25 financial year. In Bangladesh, Lebanon and Uganda we have transferred our work to partners to take the ageing agenda forward. Ethiopia and Mozambique are in the process of transition to national entities in 2025/26 financial year. The localisation process in Vietnam, and in Kenya have progressed and we expect to transfer our work in these countries to partners in the 2025/26 financial year. The assessment of the localisation options for our Ukraine programme has started with a view to making substantial progress by the end of the financial year.

Income

In the year ended 31 March 2025 our total unrestricted income was £5.9m, which is about £1m less than the previous year (2024: £6.9m). In the face of a general reduction in available funding across the sector, we continue to have strong relationships with our strategic partners, including Age International and the Swedish International Development Cooperation Agency (Sida), collaborating closely to achieve our shared goals.

We have started implementing a shift in our approach to fundraising. Our Business Development team is now working alongside other departments in line with a new integrated fundraising approach which should better enable us to explore new income opportunities.

The localisation of our country offices will affect the overall income and size of the organisation. The expected reduction is modelled in our new organisation design which will take effect from September 2025.

Programme delivery and compliance

Given the nature of our work, risks related to programme delivery and compliance are inevitable. While we currently assess these risks as moderate, the risk level is expected to reduce when we move to the partner-led programming model, which carries less risk than direct programme delivery. However, we remain vigilant as risks remain high during the transition stage. We are investing in agile systems that align with our evolving approach to improve efficiency and lower risk.

As part of an organisation design process carried out in 2025, we are evolving our internal audit function, a key component of our compliance framework, to ensure it adapts to the changing scale of the organisation and method of delivering our work. We continue to invest in both systems to enable the audit function in a smarter and efficient way and mitigate risk.

Safety and security

HelpAge operations continue to face significant security risks particularly in high-risk locations where HelpAge staff are based. These include:

We also work with partners based in high-risk locations who are facing ongoing, and in some cases deteriorating, conditions; such as Libya, Myanmar, Palestine, Sudan, Syria, Venezuela and Yemen.

HelpAge continues to take action to reduce and manage these risks, including suspending programme work and relocating staff to safer areas where necessary. We continue to prioritise security management and have travel security processes, location risk assessments and staff security training in place.

Corporate governance report for the year ended 31 March 2025

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HelpAge provides health and safety advice, equipment, and financial support for all staff working remotely. We are also enrolled in an external Employee Assistance Programme that staff can access when in need of personal support.

Going concern

Our financial performance in 2024/25 reflects the increasingly challenging funding environment. While our unrestricted income was £1m lower than the previous year, we managed our expenditure within budget.

The year closed with a planned deficit on unrestricted activities funded from our core income. This was designed to steady our activities and maintain capacity during the period of organisation change.

While we expect a further reduction in income in the coming years, we have modelled our future projections to take this into account, and our reserves are deemed sufficient for the organisational size and risk profile. The directors have not identified any significant material uncertainties that could challenge HelpAge’s ability to continue as a going concern in the foreseeable future.

Employee involvement

Our decision-making processes prioritise employee consultation through a mix of the line management structure, regular leadership meetings, and a Global Staff Council. In the UK, we also recognise the Unite union. Representatives from the Global Staff Council, along with union representatives, meet with the Board’s People’s Committee every six months to address key organisational issues.

We ensure transparent communication through team briefings and regular updates from the Chief Executive. Additionally, we publish a regular news digest, and employees are encouraged to connect and share updates via Yammer/Viva Engage. Fortnightly global staff meetings are held online as a matter of course engagement meetings led by the Chief Executive and other leaders to discuss our strategic direction.

Equal opportunities

HelpAge has a continued commitment to diversity, inclusion and equality, articulated in a Diversity, Equity, Inclusion and Belonging Policy which launched in 2022.

We are committed to operating as a truly global organisation, exemplified by the diversity of our staff who are based in 26 countries across the world. This diverse workforce brings a wide range of perspectives, experiences, and approaches, enriching our work and helping us achieve our global ambitions.

We also have a commitment to gender equity, including in leadership roles. Currently, 60 per cent of HelpAge staff are women and 58 per cent of leadership positions are occupied by women, of which 45 per cent are BIWOC (Black, Indigenous and Women of Colour).

Safeguarding

Safeguarding remains a priority for HelpAge and we have had a full time Global Safeguarding Adviser who provides strategic and advisory support to the organisation on all matters relating to this topic. We also have a Global Safeguarding Working Group that includes representatives from different teams and country offices working to ensure the implementation of all safeguarding policies and practices. We continue to provide mandatory safeguarding training for all new staff and Trustees, including how to report serious incidents.

As HelpAge transitions to a partner-led programming model, we are creating tools to further support our partner organisations in establishing and maintaining robust safeguarding standards.

HelpAge is committed to ensuring all our staff, volunteers and consultants can work in a supportive environment of trust and respect. All new staff and Trustees are briefed on our Code of Conduct to provide an oversight of the policy and let them know what behaviours are expected of them.

Structure, governance and management

Status and governing document

HelpAge International is a charitable company limited by guarantee, incorporated on 19 October 1983 and registered as a charity on 17 November 1983.

The company was established under a Memorandum of Association, which sets out the objects and powers of the charitable company and is governed by its Articles of Association.

Organisational structure

HelpAge operates as a unified global team, with staff based in 26 countries.

During the last 12 months HelpAge has undertaken an organisation design process to ensure we have the best possible structure to deliver the second half of our 2030 Strategy g and enable our continued transformation journey.

Corporate governance report for the year ended 31 March 2025

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As the focal point for a global network of member organisations dedicated to addressing issues related to individual and population ageing, much of our work is carried out in partnership with members of the HelpAge global network, as well as with Older People’s Associations (OPAs), community development organisations, and NGOs.

We use this partnership model to offer capacitystrengthening and to connect different members to share their experiences of national government policies, building a global alliance which amplifies the voices of older people.

Membership of the HelpAge global network is open to any legitimate organisation involved in ageing-related work. Some network members collaborate with HelpAge at an operational level, implementing specific projects.

As a result of our strategy to localise our country offices, we only had four offices where staff are directly employed by HelpAge at the end of the financial year. These offices will all transition to either become independent national entities or will hand their work over to who will take the ageing agenda forward. This includes our national office in Ukraine, where we continue to directly manage programmes in the conflict zone.

We also collaborate closely with academic institutions on research, as well as local and national governments and international agencies to ensure ageing is central to development policies.

Most members of the HelpAge global network operate in their own countries, but their work is enhanced by a small group of key members – including AARP, Age International, HelpAge Canada, HelpAge Deutschland, HelpAge Korea and HelpAge USA – who partner with us to improve the lives of older people in low- and middle-income countries. These members play an important role in fundraising and supporting our programme activities.

Trustees

HelpAge is governed by a Board of Directors who serve as the Charity’s Trustees. They are responsible for overseeing the overall management and strategic direction of the organisation.

The Articles of Association allow for a minimum of eight and a maximum of 15 Directors, at least six of whom are nominated by network members and up to nine appointed by the Board of Directors for their qualifications and skills. The gender and geographical composition of the Board is also considered. The current Board consists of 14 Trustees, including six nominated by member organisations.

Trustees serve an initial term of three years, with the option to be reappointed for a second three-year term. After completing two terms, they may seek reappointment for a final three-year term but cannot be reappointed beyond this.

New Trustees are either nominated by members or recruited with the help of external agencies. Candidates undergo an interview process with the Governance Committee, and recommendations are then presented to the Board for approval. Upon appointment, new Trustees complete a comprehensive induction, meeting key staff across the organisation.

Over the past year, we have appointed Professor Sarah Harper CBE as the new Chair of HelpAge International. Five long-serving Trustees – Arun Maira, Robin Talbert, Abla Sibai, Ferdous Begum and Vappu Taipale completed their nine-year terms and stepped down from the Board. At the same time, we welcomed a diverse group of new Trustees: Ben Belton (USA), Rose Gahire (Rwanda), Jaco Hoffman (South Africa), Peter Kaldes (USA), Sonia Di Mezza (Australia), Martine Najem (Lebanon) and Samir Sinha (Canada). Six of the new Trustees were nominated by members of the HelpAge global network, reflecting our commitment to local representation on our Board.

Trustees actively support and promote HelpAge in various ways. The Board meets twice a year and is supported by six permanent sub-committees: Executive, Audit and Risk, Governance, People, Strategic Partnership & Income, and Impact. These sub-committees meet at least twice a year and provide specialised support as needed between Board meetings.

Fundraising

HelpAge does not raise funds in the United Kingdom from the public. Age International raises funds in the UK, which form part of its strategic grant to HelpAge.

Reserves policy

The Trustees have adopted a reserves policy they consider appropriate to ensure the continued ability of the Charity to meet its objectives. The policy is reviewed regularly taking account of the level of risks associated with current operations and future plans. The Trustees consider that unrestricted reserves should be at the level of 4–5 months of unrestricted expenditure which translates to £2.2 to £2.8m.

On 31 March 2025, the level of the unrestricted general fund, before pension provision, was £2.8m (2024: £3.5m). This is within the target reserves level.

Corporate governance report for the year ended 31 March 2025

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Designated funds for specific investments approved by the Board totalled £845,00 as of 31 March 2024. £0.5m of these investment funds remain at the end of the 2024/2025 financial year. These will be used to pay for costs relating to the organisation change programme expected to be completed by September 2025.

On 31 March 2025, the Charity held total funds of £6m (2024: £8m) of which £343,000 (2024: £421,000) were held in fixed assets.

Restricted funds held at the year-end were £2.4m (2024: £3.6m). These are project funds held to carry out specific donor requirements and include funding received in advance to finance ongoing programmes planned for current and future years.

Pensions

HelpAge is a participating employer in the Help the Aged final salary pension scheme. The Scheme was closed to new members from 31 July 2002 and to future accrual on 30 September 2009. The employer’s financial contribution towards the fund deficit is a cost to the Charity, and full details are included in the annual accounts.

In accordance with Financial Reporting Standard 102, HelpAge has obtained an actuarial valuation for the Help the Aged defined benefit scheme and the pension gain of £343 (2024: £110,000) has not been recognised as asset in the accounts. Future contribution rates have been calculated in accordance with the terms of the pension scheme in light of advice from the actuary and based on the results of the last full triennial valuation of the pension scheme carried out as of 31 March 2019.

HelpAge was a participating employer in the Pensions Trust Growth Plan Series 2, 3, and 4. HelpAge withdrew from the Growth Plan with effect from 30 June 2014 and all employees previously on the Growth Plan were moved to the Pensions Trust Flexible Retirement Plan. All existing employees who have opted for a pension scheme now participate in the Pensions Trust Flexible Retirement Plan.

Public benefit statement

HelpAge has developed its aims and strategic plans to ensure that we provide public benefit and achieve the objectives set out in our governing document.

The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the Charity’s aims and objectives and in planning its future activities.

Trustee and staff remuneration

Trustee remuneration

Trustees do not receive remuneration in their position as Trustees or for any services rendered to HelpAge. They are reimbursed for travel, accommodation and incidental expenses when attending Board meetings and other meetings or programmes on behalf of HelpAge.

Staff remuneration

HelpAge employed 394 staff on average around the world last year.

Staff salaries and benefits are set in the countries where they work. A variety of factors are taken into consideration when setting terms and conditions, including national employment laws, cost of living considerations, and salary benchmarking against other charities.

The Board oversees the terms and conditions of employment for the Chief Executive and Executive Director team. The Executive Directors set the salaries for senior managers and the rest of our staff, using a system of job evaluations and pay bands. The Board aims to pay staff at rates comparable to the second quartile or median rate in the development and humanitarian sectors.

No bonuses or other financial incentives are offered to staff at any level. Our highest-to-lowest pay ratio in the UK for staff on our salary structure is 4:1, which is considered low for the UK charity sector. Care is taken, however, to set pay at levels that allow the Board to have confidence that suitably talented and experienced candidates will apply for and remain in senior positions that come with considerable responsibility and complexity.

HelpAge has a strong commitment to providing staff with working conditions where they can pursue their careers free from discrimination or harassment of any kind. We have introduced flexible working practices to encourage potential candidates to join the staff if they have care or other personal responsibilities. The Board is confident that the opportunity to advance the rights of older people is the primary motivation for HelpAge’s staff.

Statement of the responsibilities of the Trustees for the year ended 31 March 2025

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Statement of the responsibilities of the Trustees

The Trustees (who are also Directors of HelpAge International for the purposes of company law) are responsible for preparing the report of the Trustees, including the strategic report and the financial statements, in accordance with applicable law and UK Accounting Standards (the United Kingdom Generally Accepted Accounting Practice).

Company law requires 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 the incoming resources and application of resources, including the income or expenditure of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping proper 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. They are also responsible for safeguarding the charitable company’s assets and taking reasonable steps for the prevention and detection of fraud and other irregularities.

As far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information, including on the charitable company’s website.

Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Each member of the Charity guarantees to contribute an amount not exceeding £5 to the assets of the Charity in the event of winding up while he or she is a member, or within one year after he or she ceases to be a member. The total number of such guarantees as of 31 March 2025 was 14 (2024:13). The Trustees are members of the Charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the Charity.

Auditors

Our auditors for the financial year 2024/25 remain Moore Kingston Smith.

The report of the Trustees, which includes the strategic report, has been approved by the Trustees and signed on their behalf by:

Helen Mealins Trustee (Treasurer) 29 September 2025

Independent auditor’s report for the period ended 31 March 2025

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Independent auditor’s report to the members of HelpAge International

Opinion

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

In our opinion the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

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

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

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Independent auditor’s report for the period ended 31 March 2025

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Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ annual report.

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

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement set out on page 43, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Independent auditor’s report for the period ended 31 March 2025

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Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

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

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Use of our report

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

Neil Finlayson Senior Statutory Auditor

For and on behalf of Moore Kingston Smith LLP, Statutory Auditor, 9 Appold Street, London EC2A 2AP

2 October 2025 29 September 2025

Financial statements for the year ended 31 March 2025

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Financial statements

Statement of financial activities for the year ended 31 March 2025

(Incorporating an income and expenditure account)

Note Year ended.
Year ended.
31 March.
31 March.
Restricted
Unrestricted
2025.
Restricted
Unrestricted
2024.
£000
£000
£00.
£000
£000
£000.
Income
From donations and legacies
Gifts, fees and donations
2
Donations and legacies
2
Total donations and legacies
Grants for international
programmes
3
Investment income
Total income
Expenditure
Charitable activities
Enabling a secure income
Health and care access
Improving safety and security
Making older voices heard
Sub-total
Transfer (to) / from
fxed asset fund
Total expenditure
4
Net (expenditure) / income
for the year
Actuarial gains / (losses)
on defned beneft
pension scheme
16
Net movement in funds
Reconciliation of funds
Funds at the start of the year
Total funds carried forward
including pension liability
Pension liability
Funds excluding pension liability		 53
1
54
24
–
24.
6,665
4,237
10,902
3,226
4,392
**7,618. **
6,718
4,238
10,956.
3,250
4,392
7,642.
19,551
1,491
21,042.
24,139
2,290
26,429.
–
124
124.
1
214
215.
26,269
5,853
32,122.
27,390
6,896
34,286.
851
499
1,350.
2,057
1,107
3,164.
1,298
2,428
3,726.
3,793
1,194
4,987.
18,504
3,292
21,796.
27,625
3,640
31,265.
6,767
421
7,187.
1,891
883
**2,774. **
27,420
6,640
34,060.
35,366
6,824
42,190.
–
–
–.
–
–
–.
27,420
6,640
34,060.
35,366
6,824
**42,190. **
(1,151)
(787)
(1,938)
(7,976)
72
(7,904)
–
(126)
(126)
–
(125)
(125)
(1,151)
(913)
(2,064)
(7,976)
(53)
(8,029)
3,568
4,376
7,944.
11,544
4,429
15,973.
2,417
3,463
5,880.
3,568
4,376
7,944.
–
–
–.
–
–
–.
2,417
3,463
5,880.
3,568
4,376
7,944.

All of the above results are derived from continuing activities. There were no recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 14 to the financial statements.

Financial statements for the year ended 31 March 2025

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Balance sheet at 31 March 2025

Company number: 1762840

Balance sheet at 31 March 2025
Company number: 1762840		 Balance sheet at 31 March 2025
Company number: 1762840
.
31 March.
31 March.
2025.
2024.
Note
£000.
£000.

Year ended.
Year ended
Fixed assets
Tangible fxed assets
9
Current assets
Debtors
10
Short-term deposit
Cash at bank and in hand
Current liabilities
Creditors: amounts due within one year
11
Net current assets
Total assets less current liabilities
Provisions
12
Net assets excluding pension liability
Defned beneft pension scheme asset / (liability)
16
Net assets including pension liability
13
The funds of the Charity
Restricted funds
14
Restricted fxed asset fund
14
Total restricted funds
Unrestricted reserves
General funds
Designated funds
Total unrestricted funds excluding pension liability
Total funds excluding pension liability
Pension liability
Total Charity funds
14		 343.
421.
2,249.
3,704.
300.
226.
3,768.
6,736.
6,317.
10,666.
(484)
(2,678)
5,833.
7,988.
6,176.
8,409.
(296)
(465)
5,880.
7,944.
–.
–.
5,880.
7,944.
2,155.
3,209.
262.
359.
2,417.
3,568.
2,958.
3,531.
505.
845.
3,463.
4,376.
5,880.
7,944.
–.
–.
5,880.
7,944.

Approved and authorised for issue by the Trustees on 29 September 2025 and signed on their behalf by:

Helen Mealins Treasurer

Financial statements for the year ended 31 March 2025

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Cash flow statement at 31 March 2025

Cash fow statement at
31 March 2025
Year ended.
Year ended.
31 March.
31 March.
2025.
2024.
Note
£000.
£000.
Reconciliation of net outgoing resources to
net cash fow from operating activities
Cash fow from operating activities
Net income / (outgoing) resources
Depreciation charge
Increase / (decrease) in debtors
Increase / (decrease) in creditors
Disposal of tangible fxed assets
Changes to provisions
Investment income
Defned beneft pension scheme
Impact on net incoming resources before gains and losses
Employer contributions paid
Change in the efect of the asset ceiling
Net cash provided by / (used in) operating activities
Cash fow from investing activities
Interest receivable
Purchase of tangible fxed assets
FX gain / (loss)
Net cash provided by / (used in) investing activities
Change in cash and cash equivalents in the year		 9
10
11
9
12
16
16
16
9
At 1 April
2024		 (1,938)
(7,904)
170.
175.
1,455.
521.
(2,194)
920.
49.
122.
(169)
(235)
124.
(215)
24.
25.
–.
(150)
–.
–.
(2,727)
(6,741)
124.
215.
(141)
(149)
(150)
–.
(167)
66.
(2,894)
(6,675)
Cash.
At 31 March.
fows.
2025.
Analysis of movement in net funds
Cash at bank and in hand
Short-term deposit
Total		 6,736
226		 (2,968)
3,768.
74.
300.
6,962 (2,894)
4,068.

Notes to the financial statements for the year ended 31 March 2025

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Notes to the financial statements

1. Accounting policies

a) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Second Edition, effective 1 January 2019) – (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

The Trustees have not identified any material uncertainties that may cast significant doubt on the ability of HelpAge to continue as a going concern for a period of at least twelve months from the date of approval of these financial statements. The factors considered by the Trustees have been set out further in the Trustees’ annual report.

b) Statutory information

HelpAge International is a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address is Romero House, 55 Westminster Bridge Road, London SE1 7JB.

c) Fund accounting

c.1: Restricted funds are used for specific purposes as laid down by the donor. Expenditure that meets these criteria is charged to the fund, together with a fair allocation of management and support costs.

c.2: Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and include general funds, designated funds and pension reserve as follows:

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

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund are set out in the notes to the financial statement.

Significant estimation uncertainty and key judgments

The only significant judgement used in the preparation of the financial statements relates to the recognition of the defined benefit pension scheme liability. Apart from Pension liability, the Trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

c.3: Pension liability In accordance with FRS102 – Retirement Benefits, the liability attributable to the pension schemes as set out in Note 16 is shown as a reduction of total funds. It is anticipated that these commitments will be met through future cash flows, and this is subject to regular review in conjunction with actuarial valuations and related professional advice.

d) Public benefit entity

The charitable company meets the definition of a public benefit entity under FRS 102.

e) Foreign exchange

Monetary assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the average rate of exchange in the month of the transaction. All exchange rate differences are taken to the Statement of Financial Activities (SOFA).

f) Income recognition

Income is recognised when the Charity has an entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether capital grants or revenue grants, is recognised when the Charity has an entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.

In applying this policy, HelpAge recognises income, when grants claims are made to donors in accordance with its individual funding agreements or reporting and other contractual conditions, are met and income entitlement.

Notes to the financial statements for the year ended 31 March 2025

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1. Accounting policies continued

Donation of gifts, services and facilities

Donated professional services and donated facilities are recognised as income when the Charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the Charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised

so refer to the Trustees’ annual report for more information about their contribution.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the Charity which is the amount the Charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Interest receivable

Interest on funds held on deposit is included when receivable, and the amount can be measured reliably by the Charity; this usually is upon notification of the interest paid or payable by the bank. Bank interest is the amount receivable for the year.

g) Expenditure

Expenditure is allocated to a particular activity where the cost relates directly to that activity. Resources expended include attributable VAT, which cannot be recovered. The cost of support, management and administration of each activity is apportioned on the basis of an estimated time allocation against each theme.

The costs of raising funds relate to the expenditure incurred by the Charity in raising funds for its activities.

Governance costs are the costs associated with the governance arrangements of the Charity, including meeting all constitutional and statutory requirements.

Grants payable are accounted for in line with the payment schedule stipulated in the agreement, providing the conditions set have been met. Grants payable are made to third parties in furtherance of Charity’s objects. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the Trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the Charity. Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

Grants payable are charged to the statement of financial activities in the year in which the offer is conveyed to the recipient except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled.

h) Allocation of support costs

Expenditure are allocated to a particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the basis of expenditure by different activities.

Support and governance costs are re-allocated to each of the activities on the following basis, which is an estimate, based on staff time, of the amount attributable to each activity.

Governance costs are the costs associated with the governance arrangements of the Charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the Charity’s activities.

i) Operating leases

Rental charges are charged on a straight-line basis over the term of the lease.

j) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

k) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.

l) Creditors and provisions

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third-party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Notes to the financial statements for the year ended 31 March 2025

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1. Accounting policies continued

m) Financial instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

n) Fixed assets and depreciation

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as revaluation reserve in the balance sheet. The deprecation rate in use was as follows:

Computer equipment 4 years
Ofce equipment
Overseas project assets		 4 years
4 years
Motor vehicles 4 years

Overseas project assets are expensed in the year of purchase. However, acquisitions made on or after 1 May 2005 are included in the balance sheet and a restricted fund shows the net book value of these items. The restricted fund reflects the change in net book value during the year as a transfer for SOFA. Assets with a cost of over £250 are capitalised.

o) Terminal benefit provision

Most staff employed in international offices on local contracts are eligible for a service-related terminal benefit for each full year of service when they leave HelpAge. International staff on a UK contract are eligible for a service-related relocation allowance. These benefits are accrued during the years of service.

p) Pension costs

HelpAge is a member of the Help the Aged defined benefit scheme. The amounts charged in resources expended are the current service costs and gains and losses on settlements and curtailments. They are included as part of staff costs. Past service costs are recognised immediately in the profit and loss account if the benefits have vested. If the benefits have not vested immediately, the costs are recognised over the period until vesting occurs. The interest cost and the expected return on assets are shown as a net amount of other finance costs or credits adjacent to interest. Actuarial gains and losses are recognised immediately in the other recognised gains and losses.

The Help the Aged defined benefit scheme is funded, with the assets of the Scheme held separately from those of the group, in a separate trustee-administered fund. Pension scheme assets are measured at fair value and liabilities are measured on an actuarial basis, using the projected unit method and discounted at a rate equivalent to the current rate of return on a highquality corporate bond of equivalent currency and term to the scheme liabilities. The actuarial valuations are obtained at least triennially and are updated at each balance sheet date. The resulting defined benefit asset or liability is presented separately after other net assets on the face of the balance sheet. The interest cost and the expected return on assets are shown as a net amount of other finance costs or credits adjacent to interest.

The costs related to the defined contribution scheme (Pensions Trust Flexible Retirement Plan) are charged in expenditure on accrual-based accounting principles.

Notes to the financial statements for the year ended 31 March 2025

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2. Donations and legacies

Core grants for international programmes

Year ended
Year ended
31 March
31 March
2025
2024
Restricted
Unrestricted
Total
Restricted
Unrestricted
Total
£000
£000
£000
£000
£000
£000
Age InternationalA
Membership fees
Donations
Gifts in kind
Total		 6,665
4,237
10,902
3,226
4,392
7,618
29
–
29
24
–
24
–
1
1
–
–
–
24
–
24
–
–
–
53
1
54
24
–
24
Year ended
Year ended
31 March
31 March
2025
2024
Restricted
Unrestricted
Total
Restricted
Unrestricted
Total
£000
£000
£000
£000
£000
£000
A. Income from Age International
Strategic funding
Appeal and other restricted funds
Disasters Emergency CommitteeB
Total		 570
3,840
4,410
1,004
4,250
5,254
184
–
184
162
–
162
5,911
397
6,308
2,060
142
2,202
6,665
4,237
10,902
3,226
4,392
7,618
Year ended
Year ended
31 March
31 March
2025
2024
Total
Total
£000
£000
B. Income from Disasters Emergency Committee via Age International
DEC Türkiye and Syria Earthquake Response Appeal
Ukraine Humanitarian Response – DEC Phase I – Poland
DEC-PAK Inclusive Humanitarian Response Flood 2022
DEC Türkiye and Syria Earthquake Response Appeal – Phase 2
DEC Afghanistan Appeal 2021 Phase II
DEC Ukraine Humanitarian Appeal – Phase 2b – Moldova
DEC Türkiye and Syria Earthquake Appeal – Phase 2
DEC Collective Initiative: As Local as Possible
DEC CI Ukraine Humanitarian Response
Provide Essential Humanitarian Support To Flood Afected Areas – Pakistan
Total
 –
319
3,171
394
532
317
500
690
932
482
338
–
370
–
332
–
124
–
8
–
6,307
2,202

Notes to the financial statements for the year ended 31 March 2025

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3. Incoming resources from charitable activities

Grants received for international programmes

Note Year ended
Year ended
31 March
31 March
2025
2024
Restricted
Unrestricted
Total
Restricted
Unrestricted
Total
£000
£000
£000
£000
£000
£000
Age International
HelpAge Deutschland
US Agency for
International Development
BMZ Germany
Sida – Swedish International
Development Cooperation Agency
European Commission
HelpAge Canada
HelpAge USA
World Bank
UN agencies
Irish Aid
The Margaret A. Cargill
Foundation
Asian Development Bank
CARE International
Bureau of Population, Refugee
and Migration
International Rescue Committee
KOICA – Korea International
Cooperation Agency
Other agencies
(less than £300,000)
Total
17
Other income
Grand total		 6,358
140
6,498
8,999
158
9,157
7,581
251
7,832
8,162
385
8,547
5
1
6
489
84
573
493
10
503
565
50
615
–
729
729
–
1,142
1,142
165
10
175
–
–
–
1,159
34
1,193
408
26
434
603
44
647
559
30
589
115
–
115
663
–
663
895
64
959
515
28
543
683
67
750
541
46
587
653
65
718
1,706
180
1,886
122
–
122
85
–
85
–
–
–
215
15
230
140
21
161
342
53
395
–
–
–
442
27
469
260
–
260
–
–
–
246
35
281
426
57
483
19,478
1,471
20,949
24,117
2,281
26,398
73
20
93
22
9
31
19,551
1,491
21,042
24,139
2,290
26,429

Notes to the financial statements for the year ended 31 March 2025

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4a. Total resources expended

Current year (2025)

Current year (2025)
Staf-related
General
Travel and
Legal and
Fixed
costs Programme
ofce
related
Grants
professional
asset
(Note 7)
costs
costs
costs
(Note 5)
fees
fund
Total.
£000
£000
£000
£000
£000
£000
£000
£000.
Activities:
Enabling a secure income
Health and care access
Improving safety and security
Making older voices heard
Fixed asset fund
Year ended 31 March 2025		 611
600
53
66
–
20
–
1,350.
2,521
771
83
147
210
(6)
–
3,726.
5,436
14,645
1,086
393
108
128 –
21,796.
2,328
4,026
323
196
311
4
–
7,188.
–
–
–
–
–
–
–
–.
10,896
20,042
1,545
802
629
146
–
34,060.

The following UK support and governance costs are allocated based on expenditure by different activities

by diferent activities
Support costs
Governance costs		 3,343
2,466
285
90
–
30
–
6,214.
94
–
–
20
–
–
.–––
114.

4b. Total resources expended

Prior year (2024)

Prior year (2024)
Staf-related
General
Travel and
Legal and
Fixed
costs Programme
ofce
related
Grants
professional
asset
(Note 7)
costs
costs
costs
(Note 5)
fees
fund
Total.
£000
£000
£000
£000
£000
£000
£000
£000.
Activities:
Enabling a secure income
595
1,765
382
56
350
16
–
3,164.
Health and care access
697
3,148
495
110
518
19
–
4,987.
Improving safety and security
5,561
12,556
604
718
11,685
141
–
31,265.
Making older voices heard
611
1,412
268
79
402
2
–
2,774.
Fixed asset fund
–
–
–
–
–
–
–
–.
Year ended 31 March 2024
7,464
18,881
1,749
963
12,955
178
–
42,190.
The following UK support and governance
costs are allocated based on expenditure
by diferent activities		 595
1,765
382
56
350
16
–
3,164.
697
3,148
495
110
518
19
–
4,987.
5,561
12,556
604
718
11,685
141
–
31,265.
611
1,412
268
79
402
2
–
2,774.
–
–
–
–
–
–
–
–.
7,464
18,881
1,749
963
12,955
178
–
42,190.
Support costs
Governance costs		 1,516
2
397
180
–
42
–
2,137.
76
–
–
112
–
–
–
188.

Notes to the financial statements for the year ended 31 March 2025

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5. Grants paid to members and partner organisations

Year ended Year ended
31 March 31 March
Number of 2025 2024
grants £000 £000
HelpAge Moldova (HAMD) 5 3,914 1,646
Hope Revival Organization – Syria 4 1,195 571
National Age Network of Zimbabwe (NANZ) 2 1,193 61
Rapid Needs Assessment of Older People – Venezuela 6 682 479
Syrian Expatriates Medical Association (SEMA) 3 620 1,106
HelpAge Tanzania (HATAN) 14 593 201
Institute for Development, Research, Advocacy and Applied Care (IDRAAC) – Lebanon 3 479 176
Action for Humanity – UK 6 318 505
Vicariato Apostólico de Puerto Carreño – Colombia 1 301 160
CADENA Foundation – Colombia 4 287 281
Afro Ethiopia Integrated Development (AEID) – Ethiopia 1 245 238
Organisation for Sustainable Development (OSD) – Ethiopia 1 220 181
Al Safwa – Libya 2 217 –
Rift Valley Children & Women Development Organization (RCWDO) – Ethiopia 2 196 245
Juzoor for Health & Social Development – Palestine 4 190 50
Christian Aid 1 157 –
Gramin Vikas Vigyan Samiti (GRAVIS) – India 1 138 201
Gouteburg University – Myanmar 2 129 79
SOS Sahel – Ethiopia 1 122 134
Coalition of the Services of the Elderly (COSE) – Philippines 1 118 91
Community Aged Foundation (CAFO) 2 110 –
Resource Center for Elderly (RCE) – Kyrgyzstan 1 107 –
Relief Society of Tigray, Ethiopia 1 106 –
Ultimate Concern of the Deprived (UCD), Ethiopia 1 102 –
Mujejeguwa Loka Women Development Association (MLWDA), Ethiopia 1 96 –
World Vision – Colombia and Venezuela 2 96 112
HelpAge India 1 96 98
GOAL – South Sudan 2 89 59
HelpAge Sri Lanka 2 79 78
Malawi Network of Older Persons Organizations 3 72 178
Associação Humanitária de Apoio à Velhice – Mozambique 3 71 154
Relief to Development Society (REDESO) – Tanzania 1 67 133
POMGEM – Ukraine 1 58 –
Yoma Social Development Association – Myanmar 1 57 137
Community Development Foundation – Pakistan 1 57 82
Foundation For Ageing and Inclusive Development – Pakistan 3 57 –
Resource Integration Centre – Bangladesh 3 56 57

Notes to the financial statements for the year ended 31 March 2025

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5. Grants paid to members and partner organisations continued

continued
Year ended
Year ended
31 March
31 March
Number of
2025
2024
grants
£000
£000
Palestinian Agricultural Development Association
NTAE – Vietnam
Afghanischer Frauenverein e. V. (AFV) – Afghanistan
Humanitarian and Development Consortium – South Sudan
Plan Colombia
Echami A Ito – Kenya
Fundación Dones de Misericordia – Colombia
Hung Yen Association Of Elderly – Vietnam
Polish Center for International Aid Poland (PCPM)
Handicap International EME (HADCAP) – Jordan
Right to Protection (R2P) – Ukraine
National Institute of Public Health – Myanmar
Public Health Research Development Center – Myanmar
Secretariado de Pastoral Social Riohacha – Colombia
Dhaka Ahsania Mission – Bangladesh
Fondation Nouvelle Grand’Anse (FNGA) – Haiti
RADO – Ethiopia
Jumuia ya Wastaafu na Wazee Zanzibar (JUWAZA) – Tanzania
FNDE – Ukraine
Hoa Binh Association of the Elderly – Vietnam
Health and Nutrition Development Society – Pakistan
KHAE – Vietnam
DNAE – Vietnam
QBAE – Vietnam
Thanh Hoa Province Association of the Elderly – Vietnam
Interfaith Partnership – Tanzania
Pry Hindia, health portfolio – Indonesia
Initiative For Development and Empowerment – Pakistan
World Jewish Relief – Colombia
Yakkum Emergency Unit – Indonesia
YPSA – Bangladesh
El-Wedad Society for Community Rehabilitation – Palestine
Hai Duong Association of the Elderly – Vietnam
Bac Ninh Supporting Disadvantaged Older People by Replication – Vietnam
Ninh Binh Association of the Elderly – Vietnam
Hanoi Association of the Elderly – Vietnam
Other small grants (less than £40,000)		 1
54
–
1
52
73
1
51
–
1
47
111
1
45
–
2
44
52
1
43
–
2
43
41
–
–
690
–
–
538
–
–
475
–
–
335
–
–
306
–
–
246
–
–
178
–
–
164
–
–
162
–
–
149
–
–
145
–
–
123
–
–
101
–
–
80
–
–
77
–
–
74
–
–
73
–
–
66
–
–
64
–
–
58
–
–
55
–
–
51
–
–
51
–
–
43
–
–
41
–
–
41
–
–
41
–
–
41
–
879
718
13,948
12,955

Notes to the financial statements for the year ended 31 March 2025

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6. Net incoming resources for the year

6. Net incoming resources for the year 6. Net incoming resources for the year
Year ended.
Year ended.
31 March.
31 March.
2025.
2024.
£000.
£000.
This is stated after charging / crediting:
Other fnance income:
Expected return on pension assets
Interest cost on pension scheme liabilities
Net other fnance (loss) income from pension scheme
Depreciation
Exchange rate gain / (loss)
Trustees indemnity insurance
Trustees’ expenses
(Loss) / gain on disposal of assets
Auditors’ remuneration (fees for Moore Kingston Smith)
Annual statutory audit
Total		 246.
243.
246.
243.
492.
**486) **
170.
175.
135.
147)
–.
–)
13.
25.
–.
(122)
53.
38.
53.
38.

During the period, no Trustee received any remuneration. Trustees’ expenses are for the reimbursement of travel, accommodation, and subsistence costs for 12 Trustees’ attendance (2023/24: 12 Trustees) at all meetings.

The UK office is licensed from Cafod at a commercial rent of £28,000 per annum.

The audit fee includes the balance of prior year fees paid in the current year.

7. Staff costs and numbers

7. Staf costs and numbers 7. Staf costs and numbers
Year ended
Year ended
31 March
31 March
2025
2024
Staf
Staf
a) Average number of employees on full cost per person
basis during the year was as follows:
Corporate Transformation
Global Impact and Resourcing
Corporate Support
Total staf on UK payroll based in the UK
Staf on UK payroll based outside the UK
Non-UK staf on local contracts		 7
9
66
52
48
40
121
101
34
31
155
132
239
281
394
413

Notes to the financial statements for the year ended 31 March 2025

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continued 7. Staff costs and numbers

7. Staf costs and numberscontinued 7. Staf costs and numberscontinued
Year ended
Year ended
31 March
31 March
2025
2024
£000
£000
b) Staf costs were as follows:
UK paid staf:
Salaries and wages
Social security costs
Pension contributions towards defned contribution scheme
Non-UK-based national staf on local contracts
Other staf-related costs		 3,042
3,001
226
210
198
174
3,466
3,385
6,768
7,864
662
1,349
10,896
12,598

Other staff-related costs include staff training and workshops (£95,239), contractors (£561,720), recruitment (£5,877), employer contribution towards defined pension (£150,000) and other non-salary costs.

Year ended Year ended
31 March 31 March
2025 2024
c) The number of staf whose emoluments fell within each of the following bands,
excluding National Insurance, were:
£60,000 – £69,999 9 6
£70,000 – £79,999 0 0
£80,000 – £89,999 1 1
£90,000 – £99,999 2 1
£100,000 – £109,999 1 1

Remuneration excludes employer’s pension contributions of £85,736 (2023/24: £66,148) paid into pension schemes for all 13 (2023/24: 11) higher-paid staff members.

The salaries and benefits, including pension contributions and employer’s National Insurance contributions for the key management personnel (five directors) were £474,923 (2023/24: £431,163, four directors) for the year ended 31 March 2025.

Notes to the financial statements for the year ended 31 March 2025

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8. Taxation

The Charity is exempt from corporation tax, as all its income is charitable and is applied for charitable expenditure.

9. Tangible fixed assets

9. Tangible fxed assets
International
Year ended.
International
Year ended.
Unrestricted
restricted
31 March.
Unrestricted.
restricted.
31 March.
fxed
fxed
2025.
fxed.
fxed.
2024.
assets
asset
Total assets.
assets.
assets.
Total assets.
£000
£000
£000.
£000.
£000.
£000.
Cost
At the start of the year
Additions
Disposals
At the end of the year
Depreciation
At the start of the year
Charge for the year
Disposals
At the end of the year
Net book value
Computers
Other ofce equipment
Motor vehicles
Fixture and fttings
At the end of the year
At the start of the year		 176
1,291
1,467.
121
1,721.
1,842.
26
115
141.
55
94.
149.
–
(459)
(459)
–
(524)
(524)
202
947
1,149.
176
1,291.
1,467.
88
958
1,046.
65
1,208.
1,273.
33
137
170.
23
152.
175.
–
(410)
(410)
–
(402)
(402)
121
685
806.
88
958.
1,046.
73
128
201.
77
139.
216.
7
23
30.
10
36.
46.
–
105
105.
–
151.
151.
1
6
7.
1
7.
8.
81
262
343.
88
333.
421.
88
333
421.
56
513.
569.

10. Debtors

31 March.
31 March.
2025.
2024.
£000.
£000.
Other debtors

Provisions

Pre-payments

Accrued income

 1,163.
813.
(670).
–.
12.
44.
1,744.
2,847.
2,249.
3,704.

A provision of £508,800 was made for debt owed by Crown Agents following the company liquidation.

Notes to the financial statements for the year ended 31 March 2025

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11. Creditors: amounts due within one year

11. Creditors: amounts due within one year
31 March.
31 March.
2025.
2024.
£000.
£000.
Taxation and social security
Accruals
Other creditors		 54.
59.
336.
1,711.
94.
908.
484.
2,678.

12. Provisions

For terminal benefits

12. Provisions
For terminal benefts
31 March.
31 March.
2025.
2024.
£000.
£000.
At the start of the year
Charged for the year
Utilised in the year
At the end of the year		 465.
700.
30.
60.
(199)
(295)
296.
465.

13. Analysis of net assets between funds

Current year (2025)

Current year (2025)
Restricted.
Unrestricted.
Total funds.
£000.
£000.
£000.
Tangible fxed assets
Net current assets less provision
Net assets at the end of the year		 262.
81.
343.
2,155.
3,382.
5,537.
2,417.
3,463.
5,880.

Prior year (2024)

Prior year (2024)
Restricted.
Unrestricted.
Total funds.
£000.
£000.
£000.
Tangible fxed assets
Net current assets less provision
Net assets at the end of the year		 333.
88.
421.
3,235.
4,288.
7,523.
3,568.
4,376.
7,944.

Notes to the financial statements for the year ended 31 March 2025

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14. Fund movement

14. Fund movement
Current year (2025) Transfer and.
At the start.
Income. Expenditure.
actuarial.
At the end.
of the year.
and gains.
and losses.
valuation.
of the year.
£000.
£000.
£000.
£000.
£000.
Restricted funds:
Africa
Asia
Latin America and Caribbean
Eurasia and Middle East
UK and others
Fixed asset fund
Total restricted funds
Unrestricted funds:
General reserve
Designated reserve
Total unrestricted funds
Pension reserve
Total funds
Prior year (2024)		 192.
5,058.
5,707.
–.
(457)
410.
2,027.
2,733.
–.
(296)
833.
1,375.
1,752.
–.
456.
1,014.
16,428.
16,441.
–.
1,001.
761.
1,381.
690.
–.
1,451.
359.
–..
97.
–.
262.
3,569.
26,269.
27,420.
–.
2,417.
3,531.
5,853.
6,300.
126.
2,958.
845.
–.
340.
–.
505.
4,376.
5,853.
6,640.
126.
3,463.
–.
–.
–.
–.
–.
7,945.
32,122.
34,060.
126.
5,880.
Transfer and.
At the start.
Income. Expenditure.
actuarial.
At the end.
of the year.
and gains.
and losses.
valuation.
of the year.
£000.
£000.
£000.
£000.
£000.
Restricted funds:
Africa
Asia
Latin America and Caribbean
Eurasia and Middle East
UK and others
Fixed asset fund
Total restricted funds
Unrestricted funds:
General reserve
Designated reserve
Total unrestricted funds
Pension reserve
Total funds		 541.
5,783.
6,132.
–.
192.
2,032.
4,465.
6,087.
–.
410.
857.
1,495.
1,519.
–.
833.
5,586.
13,712.
18,284.
–.
1,014.
2,169.
1,935.
3,343.
–.
761.
359.
–.
–.
–.
359.
11,544.
27,390.
35,365.
–.
3,569.
3,197.
6,896.
6,437.
(125)
3,531.
1,232.
–.
387.
–.
845.
4,429.
6,896.
6,824.
(125)
4,376.
–.
–.
–.
–.
–.
15,973.
34,286..
42,189.
(125)
**7,945. **

Notes to the financial statements for the year ended 31 March 2025

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14. Fund movement continued

Purposes of restricted funds and unrestricted funds

The Charity has various funds for which it is responsible and which require separate disclosure, which are as follows:

Restricted funds

Income where the donor specifies the purposes within the overall aims of the organisation. Restricted funds will generally be utilised during the next financial year on agreed programme activities according to contracts with different donors.

Fixed asset fund

The fixed asset fund represents the net book value of assets held overseas that were purchased with restricted income. The full purchase cost is included within total resources expended as this is consistent with the basis of reporting to donors. The change in net book value is credited against expenditure in SOFA.

Unrestricted funds

General reserve: Unrestricted funds which are expendable at the discretion of the Trustees in furtherance of the objectives of the Charity. In addition to expenditure directly on international work, such funds may be held in order to finance working capital

Designated reserve: Unrestricted funds which are expendable at the discretion of the Trustees in furtherance of the specific purpose for which they have been designated. Funds designated in previous years for activities related to the organisational change process and system changes were partly spent during the year.

Notes to the financial statements for the year ended 31 March 2025

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15. Grant income

15. Grant income
Year ended
Year ended
31 March
31 March
2025
2024
£000
£000
Strategic grants for international programmes
Age International
Sida – Swedish International Development Cooperation Agency
Other grants for international programmes
HelpAge Deutschland
Age International
UN Agencies
Irish Aid
US Agency for International Development
The Margaret A. Cargill Foundation
HelpAge Canada
World Bank
BMZ Germany
HelpAge USA
Asian Development Bank
Bureau of Population, Refugee and Migration
World Vision
CARE
KOICA – Korea International Cooperation Agency
Agence Française de Développement
KOFIH – Korea Foundation for International Health
HelpAge Korea
CADENA Foundation
World Jewish Relief
European Commission
Other agencies (less than £50,000 in 2024/25)		 10,902
7,618
729
1,143
11,631
8,761
7,832
8,547
6,498
8,611
960
543
750
586
6
572
718
1,885
1,192
434
115
663
503
615
647
589
122
85
161
396
–
68
–
231
260
281
–
172
–
70
–
102
–
68
–
120
176
–
551
886
20,491
25,232

Notes to the financial statements for the year ended 31 March 2025

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15. Grant income continued

Income through Age International from the following donors:

Income through Age International from the following donors:
Year ended
Year ended
31 March
31 March
2025
2024
£000
£000
UN agencies for:
Food Security for Refugees from Ukraine in Moldova
Ukraine Humanitarian Response – WFP – Moldova (HAMD)
Provision of Hot Meals in Refugees Accommodation Centers
Integrated Life-saving Emergency Response to Confict – Ethiopia
WHS+ WHO Health Examination Survey
Other various projects

Save the Children via Start Fund for:
Start Fund Ecuador
Start Fund Alert
Start Fund Anticipation of Flooding – Venezuela
Start Fund Colombia
Drought Res Cost Replica Insurance Policy – Zimbabwe
Start Fund Alert 820 (Landslide) – Uganda
Other contracts below £100,000
European Union and trust foundations for:
Livelihood Recovery Programme for Drought Afected Communities in Borena Zone
Scaling-up NCD Interventions in South East Asia
Other contracts below £250,000		 –
1,784
3,388
1,581
–
1,317
325
470
385
–
611
1,887
4,709
7,039
–
420
–
300
–
200
256
–
1,185
–
100
–
65
130
1,606
1,050
–
424
135
–
46
98
181
522

Notes to the financial statements for the year ended 31 March 2025

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15. Grant income continued

Income through Age International from the following donors:

Income through Age International from the following donors:
Year ended.
Year ended
31 March.
31 March
2025.
2024
£000.
£000
Other:
Meeting Needs of Older People in Rohingya Camp – Bangladesh
Improve Protection Services for Older People – Tanzania
To Provide Life-saving Cash-based Response – Ethiopia
Other funds via Age International below £75,000
Income from Sida – Swedish International Development
Cooperation Agency for:
Strategic partnership
Income from Irish Aid for:
Accountability and Fulflment for Older Persons (AFFORD)

Income from HelpAge Deutschland for:
Ukraine Humanitarian Response – GFFO
Multi-sectoral lifesaving and recovery assistance to IDPs and refugees, Ethiopia
Integrated Response in Colombia and Venezuela
Community-based mental health, protection and WASH intervention for the
most at-risk Syrian refugees and host community members, in particular older people
and people with disabilities – Lebanon
Promoting inclusive and forward-looking agriculture – Ethiopia
ADH Phase 2 Türkiye and Syria EQ Response
Age inclusive assistance and protection services for older persons afected or
at risk of violence – Moldova
Strengthen the legal framework of civil society – Pakistan
Inclusive Health and Protection in Syria and Lebanon
Ukraine Humanitarian Response – ADH
Health and Protection Service ADH – Libya
Other contracts less than £200,000
 –.
125
–.
125
250
–
324.
293
574.
543
729.
1,143
729.
1,143
–.
586
–.
586
2,609.
3,651
1,001.
2,066
1,103.
842
70.
811
250.
307
–.
264
–.
223
117.
131
1,423
–
250
–
206
–
803.
251
7,832.
8,546

Notes to the financial statements for the year ended 31 March 2025

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16. Pensions

Help the Aged Final Salary Scheme

FRS 102 disclosures for accounting period ending 31 March 2025

The Scheme is a defined benefit (final salary) funded pension scheme. The Scheme is closed to new entrants and to future accrual of benefits but has retained the salary link for active members.

The employer contribution for the year of £150,000 (2024: £150,000) is based on the triennial actuarial valuation of the Scheme as at 1 April 2019, which includes an allowance for administration expenses and Pension Protection Fund (PPF) levies.

The Scheme assets neither include investments issued by HelpAge nor any property occupied by HelpAge.

At 31 March 2025, the Scheme showed an asset of £343,000 (2024: Asset of £110,000). In line with FRS 102, the asset has not been recognised as it is not considered to be recoverable.

The overall expected rate of return of the Scheme assets has been based on the average expected return for each asset class, weighted by the amount of assets in each class. The Scheme has no contingent assets or liabilities.

The Scheme holds quoted securities, and these have been valued at the current bid price.

Employee benefit obligations

Employee beneft obligations
Value at.
Value at.
31 March.
31 March.
2025.
2024.
£000.
£000.
Present value of funded obligations
Fair value of Scheme assets
(Defcit) / surplus in the Scheme
The amounts recognised in the Statement of Financial Activities are as follows:
Administration expenses
Past service cost (including curtailments)
Net interest on defned beneft liability
The current service cost includes the cost of administration
expenses and PPF levies.
Actuarial gains and loss
(Loss) / gain on Scheme assets
(Loss) / gain on Scheme liabilities
Change in the efect of the asset ceiling
Net accumulated (loss) / gain recognised in the other comprehensive income		 (4,633)
(5,159)
4,976.
5,269.
343.
110.
24.
25.
–.
–.
–.
–.
24.
25.
(404)
(87)
511.
(17)
(233)
(21)
(126)
(125)

Notes to the financial statements for the year ended 31 March 2025

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16. Pensions

Help the Aged Final Salary Scheme continued

Reconciliation of present value of Scheme liabilities and assets

Reconciliation of present value of Scheme liabilities and assets
Change in the present value of the defned beneft obligation Value at.
Value at.
31 March.
31 March.
2025.
2024.
£000.
£000.
Opening defned beneft obligation
Interest cost
Actuarial gains / (losses) on Scheme liabilities
Benefts paid (including expenses)
Closing defned beneft obligation
Change in the fair value of Scheme assets		 5,159.
5,110.
246.
243.
(511)
17.
(261)
(211)
4,633.
5,159.
Value at.
Value at.
31 March.
31 March.
2025.
2024.
£000.
£000.
Opening fair value of Scheme assets
Expected return on Scheme assets
Actuarial (losses) / gains
Employer contributions
Benefts paid (including expenses)
Administrative costs incurred
Closing fair value of Scheme assets		 5,269.
5,199.
246.
243.
(404)
(87)
150.
150.
(285)
(211)
–.
(25)
4,976.
5,269.
Assets in the Scheme as a percentage of total Scheme assets At.
At.
31 March.
31 March.
2025.
2024.
%.
%.
Matching assets including Gifts and Bonds
Equities
Diversifed growth
Infrastructure
Cash
Actual return on Scheme assets		 70.6.
63.4.
9.8.
16.1.
0.0.
4.9.
13.1.
12.0.
6.5.
3.6.
2025.
2024.
£000.
£000.
Interest income on Scheme assets
(Losses) / gains on Scheme assets		 246.
243.
(404)
(87)
(158)
156.

Notes to the financial statements for the year ended 31 March 2025

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16. Pensions

Help the Aged Final Salary Scheme continued

Assumptions

Assumptions
At 31 March At 31 March
2025 2024
Principal actuarial assumptions at the balance sheet date % pa % pa
Financial assumptions
Discount rate 5.80 4.90
Rate of increase in salaries 3.10 3.20
CPI infation subject to a maximum of 5.0% pa 2.60 2.70
CPI infation subject to a maximum of 2.5% pa 1.85 1.90
Rate of revaluation of deferred pensions in excess of GMP 0.00 0.00
Infation assumption (RPI) 3.10 3.20
Infation assumption (CPI) 2.65 2.75
Demographic
assumptions 2025 2024
Mortality 100% of S3PMA base tables for 100% of S3PMA base tables for
males and 100% of S3PFA_M base males and 100% of S3PFA_M base
tables for females projected tables for females projected
by year of birth assuming future by year of birth assuming future
improvements in line with CMI improvements in line with CMI
2022 projections (with parameters 2022 projections (with parameters
Sk = 7.0, A = 0.25%, w2020/w2021 = Sk = 7.0, A = 0.25%, w2020/w2021 =
0% and w2022 = 25%) and a long- 0% and w2022 = 25%) and a long-

term improvement rate of 1.25% pa.		 term improvement rate of 1.25% pa.
Cash commutation Allowance has been made for all 70% of the maximum cash allowance
allowance
members to exchange 70% of the		 available upon retirement.
maximum cash allowance available
upon retirement.
Life expectancy for
male currently aged 65 21.7 years (age 86.7) 21.7 years (age 86.7)
Life expectancy for
female currently aged 65 23.7 years (age 88.6) 23.6 years (age 88.6)
Life expectancy at 65 for
male currently aged 45 23.0 years (age 88.0) 23.0 years (age 88.0)
Life expectancy at 65 for
female currently aged 45 25.1 years (age 90.1) 25.1 years (age 90.1)

Other assumptions are the same as those used in the preliminary results of the Trustees’ Scheme Funding valuation as at 1 April 2019. A full valuation of the Scheme at 31 March 2025 is currently in progress.

Notes to the financial statements for the year ended 31 March 2025

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16. Pensions

Help the Aged Final Salary Scheme continued

Assumptions continued

Assumptionscontinued
2025 2024 2023. 2022 2021.
Gains and losses £000 £000 £000. £000 £000.
History of experience gains
and losses
Defned beneft obligation (4,633) (5,159) (5,110) (6,729) (6,852)
Scheme assets 4,976. 5,269. 5,199. 6,623. 6,198.
Surplus / (defcit) 343. 110. 89. (106) (654)
Experience adjustments on Scheme liabilities –.. –. –. –**. ** –.
Experience adjustments on Scheme assets (404) (87) (1,530) 404. 494.

This refers to the expected rate of return on assets as at the beginning of each period presented.

17. Related party transactions

There are no donations from related parties which are outside of the normal course of business.

18. Operating lease commitments

Total future lease commitments under operating leases are as follows for each of the following periods:

Total future lease commitments under operating leases are as follows
for each of the following periods:		 Total future lease commitments under operating leases are as follows
for each of the following periods:
Property / ofce lease
Equipment / vehicle lease.
2025
2024
2025
2024
International ofces
£000
£000
£000
£000
Less than one year
One to fve years
Over fve years		 115
122
–
–
46
88
–
–
–
–
–
–
161
210
–
–
London ofce Property / ofce lease
2025
2024
£000
£000
Less than one year
One to fve years
Over fve years		 28
16
–
31
–
–
28
47

This figure relates to the UK office leased from Cafod at a commercial rent of £28,000 per annum. The lease is renewable annually.

Legal and administrative details for the year ended 31 March 2025

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Legal and administrative details

Status

The organisation is a charitable company limited by guarantee, incorporated on 19 October 1983 and registered as a charity on 17 November 1983.

Governing document

The Company was established under a Memorandum of Association, which sets out the objects and powers of the charitable company and is governed by its Articles of Association.

Company number

01762840

Charity number 288180

Registered office

Romero House, 55 Westminster Bridge Road, London SE1 7JB

and operational address

Trustees

Sarah Harper_(Chair)_ Independent (appointed 8 November 2024)
Arun Maira_(Chair)*_ Age International (departed 8 November 2024)
Sandra Aponte* Fundacion NTD Ingredientes
Ferdous Begum* Bangladesh Women’s Health Coalition
(departed 31 March 2025)
Graham Bennet Independent
Andrew Cook* Age International (departed 20 June 2024)
Peter Kaldes* HelpAge USA (appointed 1 October 2024)
Victoria Márquez-Mees Independent
Mika Marumoto Independent
Cecilia Mbaka Independent
Helen Mealins Independent
Abla Sibai* CSA Lebanon (departed 31 March 2025)
Alexandre Sidorenko_(Vice-Chair)_ Independent
Samir Sinha* HelpAge Canada (appointed 1 March 2025)
Vappu Taipale* Valli (departed 31 March 2025)
Robin Talbert_(Vice-Chair)_* HelpAge USA (departed 31 March 2025)
Ninie Wang Independent (departed 20 January 2025)

*Trustees nominated by network members

Senior staff

Cherian Mathews Chief Executive Ofcer
Rhea Tariq Director of Global Impact
Olugbenga Coker Director of Finance and Operations / Company Secretary
Essi Lindstedt Director of Business Development (departed October 2024)
James Hardiman Director of Business Development
(appointed October 2024, interim)

Bankers

Barclays Bank plc, 1 Pall Mall East, London SW1Y 5AX

Solicitors

Veale Wasbrough Vizards LLP, Second Floor, 3 Brindley Place, Birmingham B1 2JB

Auditors

Moore Kingston Smith LLP, Chartered Accountants and Statutory Auditors, 9 Appold Street, London EC2A 2AP

Annual Report 2024/25

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72

HelpAge International is a global network of organisations promoting the right of all older people to lead dignified, healthy and secure lives.

HelpAge International

PO Box 78840, London SE1P 6QR, UK

London office

Romero House, 55 Westminster Bridge Road, London SE1 7JB, UK

Tel +44 (0)20 7278 7778 info@helpage.org

www.helpage.org

Registered charity no. 288180. Company limited by guarantee. Registered in England no. 01762840

Design by TRUE www.truedesign.co.uk

Front cover photo: Mohammad Anwar Hossain (65, Bangladesh) lost his farmland and home to flooding and now lives under plastic sheets, surviving on daily fishing and labour. Jannatul Mawa/Resource Integration Centre/1in6by2030

Copyright © HelpAge International 2025 This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. To view this licence, visit https://creativecommons.org/licenses/by-nc/4.0

Any parts of this publication may be reproduced without permission for non-profit and educational purposes. Please clearly credit HelpAge International and send us a copy or link.