2024-12-31-accounts

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-% Annual Report & Accounts 2024 SOS CHILDREN'S VILLAGES UNITED KINGDOM

Welcome 3

Who we are 4

Where we work 6

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||| |---|---| |Progress towards our objectives in 2024|8| |Our work and achievements|12| |Keeping families together|12| |Caring for children|18| |Youth employability and education|24| |Protecting children in emergencies|30| |Advocacy and research|36| |Our organisation and people|38| |Looking ahead|40| |Thank you to our supporters|41| |Financial review|42| |Risk management and internal controls|46| |Structure, governance and management 48| |Independent Auditor’s Report|52| |Financial Statements|56|

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We have changed the names of many of the children, young people and adults within this publication to protect their identities.

Welcome

In so many ways, the world we are living and working in feels more uncertain than ever. We’re seeing seismic shifts in the global political landscape, economic volatility, the ever-worsening impact of climate change, and significant reductions to the aid funding designed to tackle these global challenges.

In 2024 we were called upon to respond to growing crises and humanitarian emergencies; volatile and devastating conflict in the Middle East, the ongoing war in Ukraine, and the refugee crisis in South Sudan. Last year alone, SOS Children’s Villages globally implemented 101 humanitarian projects. For the families and communities we support, the challenges remain immense and unpredictable.

The landscape in which we work may be shifting, but our resolve to support children and young people remains steadfast. SOS Children’s Villages UK has always been in it for the long haul. We know that children thrive when they are with their families, and we are dedicated to stopping family separation and strengthening families’ abilities to weather life’s storms. In 2024, we worked to support over 6,000 families, helping them stay together.

We listen to young people, families and communities to understand the tools and resources they need to build bright, successful futures, rooted in care and love for children and young people. We then tailor our approaches to meet their unique needs – delivering solutions informed by their voices and focused on where we can have the greatest impact. In 2024, we also began to develop a new initiative which connects research, programmes and advocacy within the SOS Children’s Villages Federation and beyond, to help inform and continue to improve the impact of our work.

We are dedicated to facing the uncertainties of the future hand in hand with the children, families and communities we support. And we couldn’t do this without you by our side. We are hugely grateful for our loyal supporters’ ongoing trust, belief and commitment to our work, and we hope you enjoy reading about the immense impact of that support over the past year. You are helping to change the futures of thousands of children and families around the world.

Thank you.

Alison Wallace CEO

Harpinder Collacott Chair of Trustees

SOS Children’s Villages UK • Annual Report and Accounts 2024 i ie > ie“ |[ss]

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Children playing on a slide, Dominican Republic. © SOS Children’s Villages Canada

Who we are

Every child deserves to grow up with love, respect and security. Families come in all shapes and sizes, but what truly matters is that children and young people have a sense of belonging, and are supported by individuals who care for them and believe in them.

But 1 in 10 children and young people are separated from their families, abandoned, or forced to live in abusive environments. This can kick-start a cycle of neglect, as generation after generation repeat the behaviour they learnt as a child.

Together, we are breaking this cycle.

SOS Children’s Villages UK is part of a global federation operating in over 130 countries and territories. Founded in 1949, SOS Children’s Villages is the world’s largest non-governmental organisation focused on supporting children and young people without, or at risk of losing, parental care.

We are there for children every step of the way. From caring for children without parental care, and helping families to stay together, to guiding young adults toward self-reliance and protecting children in emergency situations.

By nurturing trust, confidence, and a sense of belonging, we empower children to find their voices and build brighter futures.

What we do

Every child is unique, so we tailor our support to meet each child, family and community’s individual needs. We do this through:

Keeping families together: we support and strengthen families who are under pressure, helping them to stay together.

Caring for children: when children are not able to stay with their families we provide many forms of quality, alternative care according to each child’s unique needs.

Youth employability and education: through training, mentoring and developing skills, we help young people to prepare for their future and find employment or set up businesses.

Protecting children in emergencies: we support children and families in disasters, emergencies and crisis situations, helping with their physical and psychological needs.

We see each child, no matter what the circumstances

Advocacy and research: we take action to amplify the voices of children and young people and bring them to the forefront of policy and decision-making, working with states and partners to ensure that their rights are respected.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Where we work

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In 2024, globally SOS Children’s
Villages federation as a whole:
Reached a total of 7,736,500
children, young people and adults
Worked in 137 countries
and territories
Impacted 4,177,500 people
through family and community
\@ strengthening initiatives
Provided alternative care to
65,300 children and young people
@
Delivered education to 1,050,300
children, young people and adults
Assisted 2,268,600 people
through humanitarian action
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Countries/territories where Countries/territories where
SOS Children’s Villages was SOS Children’s Villages was
active in 2024, directly supported active in 2024, not directly
by SOS Children’s Villages UK supported by the UK
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SOS Children’s Villages UK • Annual Report and Accounts 2024

Progress towards our objectives wy in 2024

Working with other SOS Children’s Villages and external partners, continue to support children and young people who have lost parental care and families at risk of breakdown, through the provision of quality alternative care and delivery of a range of programmes. This includes initiatives aimed at strengthening families and family and community economic empowerment; providing employability and mentoring opportunities; and delivering humanitarian assistance for children and families impacted by humanitarian crises.

Where possible, we strive to ensure children can be cared for by their families, and in 2024, we continued our work to keep families together. We supported approximately 6,000 families across seven countries through education, economic empowerment, parenting skills, health, child protection and community support initiatives. Through this work to support and strengthen families we provided specific opportunities for girls and mothers, such as vocational skills training.

For children who are unable to live with their families, we continued to provide quality alternative care. Thanks to our 5,295 sponsors, in 2024, SOS Children’s Villages UK ensured the provision of quality care and support for 4,058 children and young people across 433 locations. Around the world, SOS Children’s Villages is placing greater emphasis on actions to prevent family breakdown and reintegrate children in our care with their extended families, as well as supporting more community-based approaches such as foster and kinship care. So in 2024, rather than just securing new sponsorships to help fund our work, we focused on bringing in 2,693 new regular donors who help provide sustainable funding for all of our programmes.

In 2024, SOS Children’s Villages UK supported children and young people without, or at risk of losing, parental care in 107 countries and territories: providing quality, alternative care; helping prevent family breakdown; protecting children and families in emergencies; empowering young people through youth education, skills training and mentoring; and advocating for the rights of children and young people.

We raised a total of £6.14 million from our generous supporters for our work to ensure that children have the healthy relationships they need to become their strongest selves. We are extremely grateful for the continued generous support of all our donors. Read more about the financial breakdown of our income and expenditure on pages 42-45, and pages 56-74, and about those who fund our work on page 41.

In 2024, SOS Children’s Villages UK continued work towards our three-year strategic framework (2022-2024). We made the following progress against the goals we set for ourselves in support of our charitable purpose. More details of our work and achievements can be found on pages 12 to 37.

Also this year, SOS Children’s Villages UK worked in partnership with trusts and foundations, companies and individuals to support over 4,000 young people with youth employability, training and mentoring activities in 14 different countries. These essential programmes helped them build the confidence and skills needed for a bright and secure future. This included contributing to two global initiatives – SOS Children’s Villages’ YouthCan! and Futuremakers by Standard Chartered. Over the past year, we’ve supported over 1,000 young people through the Futuremakers initiative, helping them gain skills and establish businesses in such diverse fields as solar installation, nursing, catering and agriculture. Through SOS Children’s Villages ‘Digital Villages’ initiative, we supported computer ‘labs’ in Sierra Leone and Pakistan, enabling vulnerable young people and families to access computers, acquire technology skills, connect safely online and access e-learning.

As part of our commitment to support children and families impacted by humanitarian crises, from the UK, we contributed nearly £330,000 to programmes in the Middle East, Ukraine, South Sudan, and Haiti. This included aiding the protection of children in Gaza, and helping to keep a group of children evacuated from SOS Children’s Villages Rafah to the West Bank, safe and healthy.

A mother hugs her child standing in their garden, India. © Lydia Mantler

SOS Children’s Villages UK • Annual Report and Accounts 2024 NONNNYASS &\Os «8 gst; a is?” WSS SN gat

SOS Children’s Villages UK • Annual Report and Accounts 2024

In response to changes in our external environment, continue our shift away from the Village model of care towards longer-term, more sustainable programmes, supporting work directly with families and communities, including in The Gambia and Zambia. Working in partnership with SOS Children’s Villages colleagues in different locations, ensure the programmes being delivered are in the best interests of each child; are effectively designed, monitored and implemented; and contribute as part of SOS Children’s Villages Strategy 2030.

For many children and young people who today are at risk of being left without care, there are often family or community members who would be able to care for them if given the right support.

In The Gambia and Zambia, we continued to support the transition towards more community-based care for children and young people, alongside developing our family-strengthening and youth employability work. 170 children and young people were safely re-integrated back into their communities over the past year, in close collaboration with the governments of both countries. In Zambia, we carried out family and community assessments for 143 homes, and continued to deliver kinship care, care within small group homes and supervised independent living.

In India, we’re working in partnership with SOS Children’s Villages India to help families earn a living, support children to stay in school, and ensure caregivers can access the government services and support available to them. Through our Kinship Care Programme, in 2024 we supported 319 children across nine locations to live with their extended family.

In Zambia and The Gambia, we’ve been working in partnership with other SOS Children’s Villages associations, to support safe, sustainable and impactful programmes that have children, communities and families at their heart. This includes supporting our colleagues through safeguarding training, financial planning and programme development, as well as supporting them to advocate for the government to take more ownership for caring for children. In Basse, The Gambia, the government has agreed to take over management of SOS Children’s Villages’ schools which is a significant step in securing long-term support for children and young people in the region.

Begin to build partnerships and networks which lay the groundwork for new areas of research and advocacy activity. Leverage SOS Children’s Villages’ presence in the UK for the benefit of the Federation as a whole, and to inform the work of other iNGOs operating in the same or a similar space, while influencing decision-making and advocating for children and young people.

Throughout 2024, we began building relationships to deliver more global impact through advocacy and research activities.

We connected with peers to call for a ceasefire in the Middle East and to advocate on behalf of children impacted by the conflict.

In November, we worked to support Colombian colleagues’ satellite event at the Global Ministerial Conference on Ending Violence Against Children in Bogota, and worked with other international non-governmental organisations to influence UK Government pledges around the conference. We participated in an advisory group, chaired by the Sexual Violence Research Initiative (SVRI), and also attended their Global Forum in South Africa. As part of an SOS Children’s Villages delegation participating in the International Society for the Prevention of Child Abuse and Neglect (ISPCAN) conference in Stockholm in August, we supported the presentation of findings from the SOS Children’s Villages’ report Children’s Care and Protection: Understanding and preventing the separation of children from their families.

We also began the development of a new initiative within SOS Children’s Villages, which will connect the pillars of research, programmes and advocacy in the Federation and beyond. Working in partnership with other organisations, this will draw together resources, insights and research to inform our work and that of the wider sector, and ultimately keep children safer.

Continue to invest in our people, systems, processes and operations, developing the infrastructure necessary to further strengthen our fundraising, programme delivery and safeguarding. With the specific aims of continuing to ensure our unrestricted income is a minimum of 40% of our total income; making long-term commitments to the SOS Children’s Villages programmes we support globally; raising awareness of the work we are doing; and working in partnership to amplify our impact.

In 2024 we continued to scale up our fundraising investment, strengthening our income portfolio which allows us to have a sustainable, long-term impact. In particular, we focused on growing unrestricted regular giving, as well as raising our UK brand profile to appeal to new audiences. In November, we launched a new website to better engage our supporters and other audiences and more effectively communicate about who we are, the work we do, the impact this has and how people can support us. Alongside this, we continued to invest in and improve our systems and processes. In particular, we strengthened our cyber security and continued embedding a new marketing platform and digital phone system, enabling us to better serve our supporters.

In 2024, 59% of our total income was unrestricted, significantly more than our target of 40%. Flexible, unrestricted income is vital to enable us to commit sustainable support to SOS Children’s Villages’ global programmes and ensure funds are used where they are most needed.

High standards of safeguarding are fundamental to SOS Children’s Villages UK in supporting not only children but also adults to feel safe, loved and respected. In 2024, we appointed our first Safeguarding, Compliance and Governance Manager who has been positively engaging with the wider federation to help continually improve safeguarding practices and processes. We also increased our support to partners within the federation, including providing safeguarding training and guidance to SOS Children’s Villages Zambia, SOS Children’s Villages The Gambia, and SOS Children’s Villages Palestine.

SOS Children’s Villages UK • Annual Report and Accounts 2024

A father talks to his daughters and grandchildren, Zambia. © Maisie Marshall

Keeping families together By strengthening families during their most vulnerable times, we help build their resilience and reduce the risk of family breakdown and separation. We work to ensure that children grow up surrounded by the love and care that they deserve, positively impacting the health, wellbeing and stability of entire communities, and laying the foundations for future generations to thrive. We believe that wherever it is safe and possible the best place for a child is with their family. However, families under extreme pressure, facing severe and multiple challenges such as livelihood loss, illness or death, conflict or natural disasters are at increased risk of separation. Children from these families are more likely to grow up alone and without support. We work with parents and caregivers to share and build the skills, knowledge, and resources they need to provide a secure, loving, and supportive environment for their children. In 2024, SOS Children’s Villages UK reached approximately 6,000 families in seven countries, through education, economic empowerment, vocational skills training and mentoring, parenting skills, healthcare and community support initiatives designed to strengthen families and communities, protect children, and prevent separation. Through this work to keep families together, we provided specific opportunities for girls and mothers. We worked to ensure they had access to education and employment opportunities, developed new skills and built confidence. This assisted girls and mothers to gain greater independence, and their own income, which in turn helped to keep families together and ensured that children were better supported and able to stay in education. oe Helped strengthen Impacted 10,000 children families across and young people through 7 countries work to keep families

Helped strengthen Impacted 10,000 children families across and young people through 7 countries work to keep families together

SOS Children’s Villages UK ~ + aaron » 7 eSP mA • Annual Report and Accounts 2024 / ‘ . x

12 SOS Children’s Villages UK • Annual Report and Accounts 2024

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Three boys laughing, Colombia.
© SOS Children’s Villages Colombia
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Family-centred care for Zambian children

Throughout 2024, in Zambia, we supported more than 867 families to become more self-reliant. Working alongside community-based organisations, we helped families to develop business plans and proposals, and provided training in financial literacy and entrepreneurship, and climate-smart agriculture. We worked alongside the Government of Zambia and social workers, to enable 112 children to reintegrate from SOS Children’s Villages back into their communities. Our close collaboration with the government has built momentum and interest in national care policy reforms that we hope will have far-reaching benefits for keeping families together.

Clement Champion is a leader of Pache Pache Community Group in Zambia:

“Parents and the community learn about how to protect children and good parenting skills, and also things like cooking and gardening. Vulnerable families and caregivers have been given grants so that they can raise their incomes, which means they will be able to take their children to school. Young men and women have been trained in skills like tailoring and driving, and we learn about village savings and loans. I really want to thank SOS Children’s Villages for their support.”

Safe water in Rwanda

Supporting and strengthening families Our family strengthening programmes help families to cope with multiple pressures, preventing breakdown and ensuring children continue to receive love, care and support. In 2024, we worked with our partners to deliver a diverse range of projects, all with the ultimate aim of supporting families to meet their immediate needs, stay together and rebuild for a stronger future. Eyes on the Future in Colombia Providing appropriate healthcare for children struggling with visual needs places additional stress on families and can severely impact a child’s education and future quality of life. To counter this, with generous support from Pinsent Masons, SOS Children’s Villages UK supported eye tests for 143 children and young people from that they had experienced headaches, eye pain and difficulty concentrating. The children were linked with optometrists for specialised consultations and blindness due to toxoplasmosis and was immediately referred for specialist care, which may have otherwise have taken years to diagnose.

Our family strengthening programmes help families to cope with multiple pressures, preventing breakdown and ensuring children continue to receive love, care and support. In 2024, we worked with our partners to deliver a diverse range of projects, all with the ultimate aim of supporting families to meet their immediate needs, stay together and rebuild for a stronger future.

Providing appropriate healthcare for children struggling with visual needs places additional stress on families and can severely impact a child’s education and future quality of life. To counter this, with generous support from Pinsent Masons, SOS Children’s Villages UK supported eye tests for 143 children and young people from family strengthening programmes around Colombia. 75% of the children tested said that they had experienced headaches, eye pain and difficulty concentrating.

The children were linked with optometrists for specialised consultations and treatment, including the provision of lenses and frames to correct visual impairments. 98% of the children tested required corrective lenses to address conditions such as astigmatism, hyperopia and myopia. One 8-year-old girl was found to have monocular blindness due to toxoplasmosis and was immediately referred for specialist care, which may have otherwise have taken years to diagnose.

In the face of worsening drought in Nyamirama, Rwanda, women and girls were forced to spend hours walking to find and collect water from unsafe water sources. This took them away from school or earning an income and left children at risk of dangerous waterborne diseases.

With timely funding from the States of Guernsey Overseas Aid & Development Commission, our local team was able to install a pump to bring safe water from a natural reservoir. This met the immediate needs of 60 people in the community, relieving the immense strain on families’ of having to travel to collect water. Next, a community water kiosk will be installed, which alongside a hygiene awareness campaign will improve access to water, health and hygiene for other families.

Young people filling a bucket with water, Rwanda. © SOS Children’s Villages Rwanda =

SOS Children’s Villages UK • Annual Report and Accounts 2024

Nishanthini, her uncle and grandmother laughing with each other, India. © Maisie Marshall

Improving parenting and parity for girls and boys in India

In many parts of India, long-held traditional beliefs and limited resources means boys’ education and wellbeing is often prioritised over girls’. As a consequence, girls are more vulnerable to exploitation and violence, health risks and reduced economic opportunities. But across the country, SOS Children’s Villages UK, SOS Children’s Villages India and SOS-Kinderdörfer Weltweit are shifting mindsets and ensuring equal and quality care for both boys and girls, through a partnership to strengthen families and support kinship care.

In 2024, family strengthening co-workers met regularly with communities offering parenting, hygiene and food preparation classes, building trust and demonstrating the benefits of greater inclusion of girls in education, to more than 4,200 families.

As a result, parents and caregivers have learned positive parenting techniques, are spending time with their children to strengthen family bonds and are increasingly involved in their children’s education. Crucially, families are supporting girls to access learning and skills that will benefit them, their family and wider community, including by reducing their household chores so that they have time to study.

Those caring for children have also been helped to improve their incomes by accessing existing government services and training tailored to their different interests, skills and experience. Hand in hand with these efforts to support families, we worked with community support mechanisms to help them ensure the safety, health and development of children over the long-term. As a consequence local groups are seeing positive impacts, for example, in Begusarai, Bihar they are successfully reducing child marriage, and in urban Aredi the Child Protection Committee is working with others to tackle substance abuse – a major challenge for young people.

Hope after loss for Nishanthini

Two years ago, 14-year-old Nishanthini from Nagapattinam lost both her parents. She is now cared for by her grandmother and uncle Karthik, but they have struggled to afford her school fees.

“For the first two years, we did not have any support. But then we heard about SOS Children’s Villages and approached them. After enrolment into their Kinship Care Programme, they started helping our beloved child,” recalls her uncle.

The programme helps children who have lost parental care to stay with relatives, providing financial and emotional support so they can grow up in a stable, nurturing environment. Despite the challenges, Nishanthini, her grandmother and uncle were

When I grow up, I want to become a teacher. I like teaching young children, and I like spending time with small kids. It makes me happy.

Nishanthini, India

determined she would keep learning. Their household income was not sufficient to cover her school fees, so SOS Children’s Villages stepped in. This enabled Nishanthini to continue in the same school, minimising further disruption to her life.

Nishanthini has a creative spark “I like painting, I like to draw, and I like English subjects” she shares. “This year I participated in the school’s Annual Day Dance programme, practicing dance for two to three weeks.”

As well as keeping Nishanthini in school and with her kin, SOS Children’s Villages supported her to deal with the sudden loss of both parents and to establish shared and happy memories with her new family.

“SOS Children’s Villages organised a movie screening at the theatre, arranged transport, and supported the children to socialise. These activities can support them to continue their lives normally without feeling different from others” says Karthik.

Supported by her family and SOS Children’s Villages, Nishanthini is feeling positive, and even aspires to help others in the future.

“When I grow up, I want to become a teacher. I like teaching young children, and I like spending time with small kids. It makes me happy.”

SOS Children’s Villages UK • Annual Report and Accounts 2024

Caring for children

Every child needs a safe and secure environment to grow and develop – somewhere they feel loved and supported. In most cases, the best place for a child is with their families, and we work to support families so that wherever possible, children can be cared for by them or by extended families and communities. When that’s not possible, we step in to ensure children are provided with the care that they need.

There are many reasons, including illness, loss of income, or displacement during emergencies which lead to children – either temporarily or permanently – being unable to be cared for by their families. SOS Children’s Villages supports a range of quality care options suited to an individual child’s needs and the local context. This includes foster care, kinship care, where children live with their extended family, and small group homes. Our communities around the world provide a safe, loving, family-like home for children to ensure they grow up with strong human connections so they can thrive.

Thanks to our 5,295 sponsors, in 2024, SOS Children’s Villages UK ensured the provision of quality care and support for 4,058 children and young people across 107 countries. We also delivered a number of other projects which enabled the better care of children.

For many children and young people who today are at risk of being left without care, there are often family or community members who would be able to look after them if given the right support. Around the world, SOS Children’s Villages is placing much greater emphasis on such preventative actions, as well as supporting more community-based approaches such as foster and kinship care. Ultimately, we work in the best interests of each child and strive to ensure that every child is cared for based on their individual needs, and in the environment in which they will thrive.

Supported the provision of quality alternative care for 4,058 children

Cared for children in 107 countries

18 SOS Children’s Villages UK • Annual Report and Accounts 2024

Monica’s daughter stood in their backyard, Zambia. © Maisie Marshall

A mother and her daughter } talk while cooking dinner, The Gambia. © Jakob Fuhr

The way home in Zambia

Five years ago, Monica’s life turned upside down. She lost her husband after a long illness, and was left alone with five children. She had been completely dependent on his income. Like many families in crisis, Monica turned to SOS Children’s Villages Zambia, who were able to care for her three youngest children in their village in Lusaka;

“It was a huge burden lifted off my shoulders. Now they got food three times a day, they went to school, and they visited me during holidays.”

Much has changed since Monica’s children moved into the Village. SOS Children’s Villages Zambia has been working in close collaboration with the government and local communities, to support children to return to their families. Through this community-focused work, we were able to provide direct support to Monica, meaning her children could return home.

Reuniting children and families

“I was so happy to have them home”, Monica recalls. “They feel safe here. They’ve adjusted, but they want to stay in touch with their friends and their SOS Children’s Villages’ mother in the village. They miss them too.”

SOS Children’s Villages Zambia are supporting Monica with school uniforms, books and supplies, and she is working alongside her brothers to earn an income from their maize field and taxi business. She’s planning for a future with her family by her side.

Mulenga Chigwe is a social worker at SOS Children’s Villages Lusaka, and the main contact between children and the families they are returning to:

Our SOS Children’s Villages provide a safe and loving family-like environment for children who really cannot be looked after by their families, extended families or through other community-based approaches.

Wherever possible, we aim to reintegrate children back into their communities. This can mean reuniting them with their biological parents, but it could also take other forms such as foster care or adoption, kinship care with a sibling or grandparent, or locating small-group homes within community settings.

Whichever route is taken, the focus is on ensuring each individual child’s needs are met and their rights are respected. Reintegration is always managed carefully to ensure children remain happy, healthy and supported. We prepare children and young people, their families and the wider community before they are reunited, and support them afterwards for as long as they need us. We also work with the relevant authorities, educators and childcare specialists to make sure every child is cared for.

In Zambia and The Gambia, more than 170 children and young people have been reintegrated back into their communities over the past year, in close collaboration with the local governments of both countries, and in partnership with other community based organisations.

“Every case is emotional for me. I’ve followed these children since they were small and pray to God they’ll do well. I believe in reintegration and that we’re doing the right thing, but I’m still moved.”

A lasting legacy transforms lives in Mozambique

For children growing up in alternative care of any kind, the chance to reunite with their biological families is life-changing.

In Mozambique, an extraordinary legacy gift* opened the door to new beginnings, giving children and young people renewed hope and security.

Across four SOS Children’s Villages – Maputo, Beira, Pemba and Tete – the gift supported 16 children to successfully reunite with their biological families, while 11 young people gained the independence and support they needed to begin living on their own.

We were alongside these children, their families and their wider communities through their reintegration processes. Transportation assistance, guidance with guardianship processes, and educational support all helped smooth their transitions, making sure that the children returned to loving, stable environments and that the young people stepped into adulthood with confidence and optimism.

*This gift was received in 2023, and enabled us to support this reintegration throughout 2024.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Women sit together in a circle with their children, sharing food, Madagascar. © Sammy Rabenirainy

Young people showcasing what they have grown, South Africa. © SOS Children’s Villages South Africa ec = SF TE y Mn == ; ABORT ES em

Nourishing school meals in Madagascar

Creating safe spaces to thrive

For children who are unable to stay, or reunite, with their families, we support other care options. This includes providing loving and caring family-like environments through SOS Children’s Villages communities around the world.

Through the generous support of our donors and sponsors, in 2024 SOS Children’s Villages UK was able to continue providing education, nourishing meals, and safe family-like homes for children and young people in 433 different Villages globally.

Renovating houses in South Africa

In Madagascar, 40% of children under the age of five suffer from stunting due to malnutrition. A school lunch can often be the only substantial meal a child eats each day.

At our SOS Children’s Villages school in Antsirabe, thanks to a generous donation, we’re now ensuring 166 children in the local community receive a nutritious lunch from the school canteen.

Each Monday morning, 11-year-old Sohary begins her day with enthusiasm. Living several kilometres from her school, she starts early – opening her window for a deep breath of fresh air before making her bed and heading to the kitchen, excited for the school day ahead.

Until recently, Sohary’s daily routine was far more exhausting. Though she loves studying and playing with her classmates, the lack of access to lunch at school meant she had to walk home at midday to eat, only to return for afternoon classes. The long commute left her tired, and she often struggled to stay awake in lessons.

Now, Sohary receives a nutritious lunch at the school canteen each day. This simple yet vital support has transformed her school experience. Not only has her energy improved, but her parents also feel reassured knowing she is well-fed and cared for at school.

In South Africa, thanks to our three-year partnership with TCC Foundation, we successfully renovated 30 houses across SOS Children’s Villages in Pietermaritzburg, Ggeberha and Cape Town. 2024 focused on renovations in SOS Children’s Villages Cape Town, which was officially opened by President Nelson Mandela and Archbishop Desmond Tutu nearly 30 years ago.

The work included replacing old threadbare and unhygienic carpets with tiling in thirty bedrooms, and rebuilding the storm-damaged sewage system and water pipes.

SOS Children’s Villages House Mother, Thebeka, explains:

“Having the tiles makes a huge difference. They don’t trap dust and bacteria like carpets do…they are easy to clean and maintain. The children and I were so happy, our home now looks stylish and beautiful.”

A young girl laughs at the dinner table, Madagascar. © SOS Children’s Villages Madagascar

SOS Children’s Villages UK • Annual Report and Accounts 2024

Young people in a classroom at the Youth and Employability Centre, The Gambia. © Jakob Fuhr

Youth employability and education

Tackling youth unemployment is essential to breaking cycles of poverty. We provide young people in vulnerable situations with employability training, skills development and mentoring. These essential programmes help them build the confidence and abilities needed for a bright and secure future.

Globally, 289 million young people are not in employment, education or training, with young women twice as likely as young men to be affected. Transitioning to adulthood can be daunting, especially for young people leaving alternative care or struggling in unsupported families. Becoming self-reliant means learning how to cope alone with everyday challenges, entering the world of work and becoming financially independent.

In 2024, SOS Children’s Villages UK supported over 4,000 young people through funding youth employability, training and mentoring activities in 14 different countries.

In today’s digital age, connectivity, and the ability to use digital tools are increasingly essential for earning a livelihood. As part of SOS Children’s Villages’ ‘Digital Villages’ initiative, in 2024 we supported computer ‘labs’ in Sierra Leone and Pakistan, enabling vulnerable young people and families to acquire technology skills, connect online, and access e-learning.

We also continued our contribution to two global initiatives, SOS Children’s Villages’ YouthCan! and Futuremakers by Standard Chartered. Around the world, in 2024 in total YouthCan! supported 22,568 young people in 48 countries through skills development, confidence building and creating support networks. It also involved 1,941 corporate and other volunteers.

Assisted over 4,000 young people through employability training and mentoring activities

Supported two global initiatives for youth employability

24 SOS Children’s Villages UK • Annual Report and Accounts 2024

Julio holding one of his t-shirts, The Philippines. © Unknown

Preparing for the future with Standard Chartered

2024 saw SOS Children’s Villages UK finalise its partnership with Standard Chartered, which began in 2021 when the COVID-19 pandemic had pushed many young people further from education, jobs and stable livelihoods.

The partnership has helped prepare young people for the world of work through employment, training, skills and mentoring. More than this, it has built young people’s confidence, networks and long-term opportunities. The programme was part of Futuremakers by Standard Chartered, a global initiative to tackle inequality by promoting economic inclusion for disadvantaged young people in markets where the bank operates.

I still feel grateful for being chosen and trusted to be part of it. My message to others is take the opportunity seriously, because, in the end, fortune favours the bold.

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Throughout the three years, together we improved employment-related knowledge for 3,794 young people and up-skilled 4,339 young people across seven countries – South Africa, Sri Lanka, Jordan, Botswana, Mauritius, Côte d’Ivoire and The Philippines. The focus was on supporting young people without, or at risk of losing, parental care and over half of the participants were young women.

Building on our strong bonds with the communities we work with, and through involving experts in disabilities in the design and implementation of this work, 273 young people with disabilities, for whom entering the world of work can be particularly challenging, were supported by the programme.

In 2024, over 1,000 young people took part in the initiative, gaining skills and establishing businesses in such diverse fields as solar installation, nursing, catering and agriculture. Alongside practical vocational courses, young people were also supported with the vital skills needed to run a successful business, such as computer literacy, business planning and budget management, driving courses and cybersecurity.

Employees of Standard Chartered around the world participated in this programme throughout, from painting buildings and constructing vegetable patches, to mentorship, panel discussions, CV support and e-commerce training. For example in 2024, 16 employees in Côte d’Ivoire shared their education, experience and career advice at an event for young female entrepreneurs, and provided individual business support to participants.

Every success has its own path, but what truly matters is determination and perseverance. Thanks to this project, I am now a fulfilled woman, earning respect from those around me.

Julio’s journey from student to entrepreneur

Julio, a 20-year-old Computer Science student, is embracing independence and opportunity helped by our partnership with Standard Chartered.

A dedicated and creative student, his passion for photography and design had always been a powerful form of self-expression. But with limited job opportunities in his town of Iloilo, in the Philippines, he found securing work experience challenging. Everything changed when he learnt about the Youth Entrepreneurship Programme from a mentor in his SOS Children’s Village.

Eager to turn his talents into a business, Julio joined intensive weekend business sessions hosted by Futuremakers. These sessions provided practical training in essential skills for launching a venture.

With new confidence, Julio invested in T-shirt printing equipment, launched his own print shop, and began managing client orders, all while balancing his studies.

Through the programme, Julio has developed valuable time management skills, helping him juggle the demands of school and business. Running his own venture has also provided a much-needed income, supporting his education, daily needs, and even his hobbies. He now plans to grow his business and pursue entrepreneurship long-term.

Reflecting on his journey, Julio says:

“I still feel grateful for being chosen and trusted to be part of it. My message to others is take the opportunity seriously, because, in the end, fortune favours the bold.”

Amenan, Côte d’Ivoire

SOS Children’s Villages UK • Annual Report and Accounts 2024

In 2024, we continued work to ensure the Centre’s long-term sustainability. The Centre now generates income through a restaurant, bakery and external catering services. We are also working to strengthen YTEP’s community outreach work, ensuring the most marginalised and vulnerable young people, especially women and girls, can access its services.

Ajie Cham, 24, is now employed in the YTEP restaurant after enrolling on a course:

“YTEP is a very good school because I learnt a lot there. Now, I can even open my own restaurant because I learnt everything. It’s all because of YTEP. I want to be the best chef in the world! That’s my dream.”

Eco Champions: empowering youth for climate action

The children and young people of today will be those most impacted by our rapidly changing climate, but they also have the ideas and solutions to respond and adapt to the threats to our natural environment.

Young people in a classroom at the Youth and Employability Centre, The Gambia. © Jakob Fuhr

Equipping young leaders

In 2024, with generous support from Baringa, we began helping 100 climate activists to participate in SOS Children’s Villages global Eco Champions programme. This is a groundbreaking new initiative aimed at equipping young people, and especially women and girls, from vulnerable communities with the skills and resources to lead climate action.

In November, young climate activists from Jordan, Namibia, Nigeria, Somalia, Sierra Leone, and Uganda came together for the inaugural Eco Champions Summit in Nairobi. The summit aimed to develop participants’ confidence, build links between climate experts and other young activists, and help them develop their ideas and skills for climate action.

Tailored workshops provided hands-on training in leadership, project management, and climate advocacy. Each participant also pitched their own innovative ideas for climate action, which ranged from renewable energy solutions and sustainable farming practices to creative waste management.

Transforming youth employment in The Gambia

Over the past five years, SOS Children’s Villages has been working directly with young people in the remote Upper River Region of The Gambia to prepare them for their transition to financial independence and the world of work. With a shocking 66% youth unemployment rate in the region, the Youth Training and Employability Project (YTEP), provides vital support to young people through education, skills development, mentoring and entrepreneurship opportunities.

Thanks to the generous support of our partners, including PDFoundation and Lines & Current, we were able to establish a vocational skills training centre in Basse. From 2019 until the end of 2024, 587 students completed training to enter employment or start their own business, and 402 young people graduated with a nationally recognised qualification.

As these young leaders return to their communities, they carry the knowledge, connections, and determination to drive meaningful change.

Engaging with passionate individuals from diverse backgrounds inspired me to explore new strategies for climate action.

An Eco Champion from Namibia

Each young person on this course is treated and supported as an individual, with one-to-one counselling and continued support throughout their course. As a result, 75% of graduates are employed after training, and 70% are now financially independent.

YTEP’s reputation for internships continues to grow, and in 2024 students secured placements at new organisations including Gambia Tourism and Hospitality Institute and the office of the Governor of Basse.

This year, students from YTEP also proved their own passion for youth empowerment, by taking part in global networks. Five students took part in the YouthCan! Conference, SOS Children’s Villages’ global youth employability programme, held in The Gambia. YTEP participants were also selected as General Secretary and Assistant Secretary for the prestigious National Youth Network in The Gambia.

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A man lightly touches the edge of a leaf, Ethiopia. © Petterik Wiggers

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SOS Children’s Villages UK • Annual Report and Accounts 2024

People flee gang violence in the Petion-ville neighbourhood of Port-au-Prince, Haiti.© Richard Pierrin/AFP

Protecting children in emergencies With nearly 300 million people around the world in need of humanitarian assistance and protection, SOS Children’s Villages continues to keep children safe during crises – especially those without parental care. 2024 has been widely described as the worst year on record for children in conflict. One in six children are now living in areas affected by conflict, and many others face the effects of natural and climate disasters, or multiple overlapping crises. This makes them more likely to be out of school, malnourished or displaced from their homes and separated from their families. As well as providing for immediate needs during emergencies, such as food, we provide care for children who have lost the security of their parents, work to prevent family separation and reunite separated families, and support families and communities to recover and become more resilient. Crucially, we also address mental health needs through counselling and specific trauma support to help children and young people to cope with the immediate situation, and rebuild for a healthy future. SOS Children’s Villages is able to respond before, during and after emergencies thanks to its long-term global and local presence in over 130 countries. In 2024, SOS Children’s Villages globally implemented 101 humanitarian projects, directly supporting 2,268,623 people. SOS Children’s Villages UK contributed £330,000 to these global crisis programmes. From the UK, we continued to support children and families impacted by the war in Ukraine, as well as scaling up our response for children and families coping with the volatile and devastating conflict in the Middle East. We provided urgent lifesaving assistance in South Sudan, where a complex crisis of violence, displacement and flooding has been compounded by the arrival of one million refugees from Sudan. In Haiti, we put in place accessible mental health support for young adults and caregivers living with trauma. Contributed to Secured support for humanitarian efforts 68 children evacuated across four continents from Gaza to Bethlehem

Contributed to humanitarian efforts across four continents

Secured support for 68 children evacuated from Gaza to Bethlehem

SOS Children’s Villages UK . > * • Annual Report and Accounts 2024 = — SS <r

30 SOS Children’s Villages UK • Annual Report and Accounts 2024

Young children play games together as part of a mental health session, Gaza. © SOS Children’s Villages Palestine

SOS Children’s Villages staff in Gaza preparing aid packages, Gaza. © SOS Children’s Villages Palestine

Caring for evacuated children

With Gaza under bombardment 68 children, and those caring for them, were evacuated from the SOS Children’s Village Rafah in Gaza to Bethlehem in the West Bank. Their evacuation was negotiated through the authorities and diplomatic channels as a temporary measure to ensure their safety, and they were among very few residents who were able to leave during the war. Their right to return to Gaza was guaranteed, and consent was required from the legal guardians of all children who were evacuated.

The children were accompanied by their carers on the three-day bus journey through Egypt and Israel to their new temporary home at the SOS Children’s Village in Bethlehem.

“The successful evacuation gives a glimmer of hope. At the same time, our concern remains with all the children who are still in danger in Gaza” says Angela Maria Rosales, Chief Programme Officer at SOS Children’s Villages International.

A safe space for children in conflict

In 2024, SOS Children’s Villages UK contributed to emergency response efforts in the Middle East, to support children affected by the ongoing conflict. This included in Gaza and the West Bank, where by October 2024, over 13,000 children had been killed according to unconfirmed data from Gaza’s Ministry of Health. UNICEF reports a further one million children remain in urgent need of mental health support.

With cash and vouchers, SOS Children’s Villages’ global humanitarian programme enabled 15,000 people to buy urgent food, water, medicine and clothing. Emergency mental health and psychosocial support was extended to 13,000 people facing trauma. Crucially, nearly 800 children have been able to continue their education in safe and supportive environments and alternative care has been found for 90 children newly separated from their families.

In 2024, SOS Children’s Villages enabled 15,000 people to buy food, water, medicine and clothing. 13,000 people received emergency mental health support and 800 children were able to continue their education.

In the SOS Children’s Village in Bethlehem, thanks to a generous charitable grant from Choose Love, SOS Children’s Villages UK supported 67 children with nutritious meals, essential medical care and pocket money.

For the first five months of 2024, the SOS Children’s Village in Rafah remained an important humanitarian location, providing life-saving measures to children and families in need, including those who were not able to be evacuated. However, as the fighting intensified, all those living in the Rafah Village were urgently relocated to tented encampments where they remain.

In November 2024 SOS Children’s Villages UK received generous funding from the Saïd Foundation which will be used throughout 2025 to provide children evacuated from Rafah with family-like care; including safe housing, trauma-informed psychosocial support, access to education and essential health and wellbeing services.

When conflict spilled into Lebanon, the SOS Children’s Villages’ emergency response expanded to provide support and safety for children and families under our care there. In addition, we provided cash for urgent essential items, clothes, safe spaces for children, and psychological support for hundreds of children and their caregivers displaced from their homes and living in three shelters. Through our Emergencies Fund, with the help of our kind donors, SOS Children’s Villages UK contributed directly to these humanitarian efforts.

Reuniting separated families in Gaza

Siblings, Ahmed, 12, and Aisha, 10 were forcibly displaced from their home in Gaza and became separated from their mother. They found safety, education, emotional support and care at the SOS Children’s Village shelter in Rafah, but despite this were constantly worried about their mother’s wellbeing. Through persistent efforts and collaboration with local authorities and partners, the SOS Children’s Villages team eventually located their mother, Fatima, who was in a profound state of despair and struggling to survive. The children were overjoyed at their reunion. The team were able to secure a safe place for the family in a designated shelter camp equipped with water, food and other essential resources, for them to rebuild their lives as a family.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Supporting mental health in emergencies

The trauma of emergencies has a long-lasting impact on children. We prioritise mental health and psychosocial support, especially during emergencies, to help children and communities improve emotional resilience and coping mechanisms, and deal with loss, stress and trauma. This support also helps healing and recovery in the longer-term by strengthening relationships and social support networks.

Expanding access to mental health support in Haiti

In Haiti, an acute shortage of mental health professionals and facilities exacerbates the trauma of the 11 million people grappling with the effects of insecurity, violence and natural disasters. Children and young people are especially vulnerable to psychological distress and mental health problems such as depression and anxiety.

“When you see kids living in that situation… kids seeing their parents or their neighbour being killed in front of them, people being burned in front of them. You know that in the future those kids will have big mental health problems, ” reflected Faimy Carmelle Loiseau, the National Director of SOS Children’s Villages Haiti.

Many caregivers are also experiencing high levels of trauma. This can directly impact their ability to look after the children in their care, which is why supporting the mental health of those caring for children is a priority for SOS Children’s Villages.

In 2024, thanks to a generous charitable grant from Elrha, we delivered an innovative programme to help communities experiencing trauma. The initiative used a low-cost, scalable mental health approach (Problem Management Plus (PM+)) that empowers local communities to manage conditions like anxiety and depression, to achieve greater resilience in the future. By training health and care workers in how to help people experiencing trauma, and then pass this knowledge onto others, this approach is able to reach far more people – easing the burden on Haiti’s overwhelmed healthcare system.

Due to increased insecurity in Haiti during 2024, which made planned travel impossible, we delivered training using the PM+ method online to 11 SOS Children’s Villages staff – the first time that this has been done. The trained ‘helpers’ are now supporting families in vulnerable situations to address trauma and cope with mental health challenges. Faimy

reflects on the impact “The PM+ training has improved our ability to help young adults and caregivers … by equipping us with practical tools to manage stress and adversity.”

I have never expressed my emotions to loved ones before, it has helped me to feel better.

Those being supported have shared their perspectives: “If I had found this intervention earlier, my personal life and the way I have treated my daughter would be very different.” Another stated: “I have never expressed my emotions to loved ones before, it has helped me to feel better.”

PM+ training recipient

We also raised awareness of this approach and the value of mental health support to others in Haiti, including through workshops attended by 120 people from 25 different organisations. This created a foundation for SOS Children’s Villages Haiti to scale up accessible and impactful mental health services in the future.

Introducing PM+ to Haiti was funded and supported by Elrha’s Humanitarian Innovation Fund (HIF) programme, a grant making facility which improves outcomes for people affected by humanitarian crises by identifying, nurturing and sharing more effective, innovative and scalable solutions. Elrha’s HIF programme is funded by the UK Foreign, Commonwealth and Development Office (FCDO).

The transformational power of a safe space in Ukraine

Vitalii works at Camp Lighthouse, in Ukraine, providing outdoor activities for children from conflict zones. His own holiday camp experience, and the support he received as a child affected by trauma, inspired him to offer the same hope and healing to the next generation:

“My family lived near the frontline in 2014. I was 15. After a while, I got the chance to attend a holiday camp much like this one.”

Camp Lighthouse is a safe haven for children impacted by the trauma of war, offering a respite from the daily hardships of conflict. Established by SOS Children’s Villages Ukraine, the camp provides children with the chance to escape the sounds of air-raid sirens and shelling, offering two-week stays in a quiet, rustic setting. Activities like dancing, art workshops, and psychological support help children release stress and trauma, with a structured daily routine that encourages creativity, socialising, and personal growth.

At Camp Lighthouse, Vitalii organises outdoor activities, including movement workshops and hiking. “I try to give children experiences they’ve never had. We built a dinghy out of wooden pallets, took it across the lake, and camped overnight.”

Vitalii understands the trauma many children face. “Their stories are close to me because they are my stories too. I know what it’s like to hear shelling as a child.”

One moment stands out for him: “During a campfire, a teen from Kherson said, ‘I can’t believe I’m looking at the stars, with no shelling, no need to hide the light. I feel so different.”

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Eurythmy workshop, designed
and led by camp counsellor Vitalii,
Ukraine. © Katerina Ilievska a
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SOS Children’s Villages UK • Annual Report and Accounts 2024
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34 SOS Children’s Villages UK • Annual Report and Accounts 2024

Advocacy and research

The rights of children and young people are enshrined in international and national conventions, policies and frameworks. Despite this, in practice they are often not protected. Children without parental care are even more likely not to have their rights met. SOS Children’s Villages stands up for the rights of children and young people, and provides a platform for them to speak up for themselves.

We take action to amplify the voices of children and young people without or at risk of losing parental care, and bring these voices to the forefront of national and international policy and decision-making. We join forces with other organisations, and work with states and partners, to ensure that children’s rights are respected, calling for changes to policies and sharing expertise and evidence to improve practice and approaches.

Throughout 2024, in the UK we began building relationships and engaging in spaces to deliver more global impact through advocacy and research activities. We connected with peers to call for a ceasefire in the Middle East and to advocate on behalf of children impacted by the conflict.

In November, we supported Colombian colleagues to deliver a satellite event at the Global Ministerial Conference on Ending Violence Against Children ~~eee~~ in Bogota, and worked with other international non-governmental organisations to influence UK Government pledges around the conference. We participated in an advisory group chaired by the Sexual Violence Research Initiative (SVRI), and also attended their Global Forum in South Africa.

As part of an SOS Children’s Villages’ delegation participating in the International Society for the Prevention of Child Abuse and Neglect (ISPCAN) ~~ee~~ conference in Stockholm in August, we supported the presentation of findings from the SOS Children’s Villages’ report ~~OO~~ Children’s Care and Protection: Understanding and preventing the separation of children from their families

In 2024, we began developing a new initiative, in partnership with SOS-Kinderdörfer Weltweit, which will connect research, programmes and advocacy in the Federation and beyond. We started building partnerships with other organisations working in the sector, including Childlight – the Global Child Safety Institute housed at the University of Edinburgh, other research institutes, universities, NGO partners and networks. As part of this initiative, we will use insights from SOS Children’s Villages and other organisations to define best practices in child protection across diverse contexts. This will strengthen our global programmes, support sector-wide improvement, and enhance our advocacy for children’s rights by empowering children and their communities.

SOS Children’s Villages UK • Annual Report and Accounts 2024 ~~

SOS Children’s Villages UK • Annual Report and Accounts 2024

Families and children dressed up in their Halloween outfits, Peru. © Chilie Hviid Orloff Pillipsen

Our organisation and people

of an Environmental Sustainability and Climate Action Strategy for SOS Children’s Villages globally. With additional pro bono support from Baringa, we began work to strengthen our approach to identifying and mitigating risks. In addition, we started reviewing our policies and processes to strengthen the way in which we measure progress and ensure even greater accountability.

Strengthening systems and processes

Throughout 2024, SOS Children’s Villages UK continued to invest in and improve our systems and processes. In particular, we strengthened our cyber security by migrating all computer management to the cloud, thus enabling better all round security. We also removed our in-house server.

Protecting children

We have continued embedding a new marketing platform as part of our Salesforce CRM system, and continued investment in our financial software. Additionally, our upgraded phone system has enabled better management and supporter care. Launching a new website towards the end of the year means we are now able to provide better quality information about the work that we do, strengthening the way in which we communicate with our supporters.

High standards of safeguarding are fundamental to SOS Children’s Villages in protecting children and their rights, and in ensuring everyone involved in our work is safe. We continued to make significant improvements both across the Federation, and in the UK, to ensure the safety of all those who come into contact with SOS Children’s Villages, and in particular the children, young people and families we work with. SOS Children’s Villages UK ensured that all staff, trustees, freelancers and volunteers were trained on safeguarding, as part of our ongoing, regular training and development policies.

Thanks to some valuable pro bono consultancy support from our corporate partners Baringa and Pinsent Masons, we led the development

SOS Children’s Villages International continued to report on the progress the Federation is making against its Safeguarding Action Plan, through its progress reports which are available on our website. SOS Children’s Villages International also launched the Global Safeguarding Strategy 2024-2030, which emphasises awareness and prevention and increased accountability across the federation.

Safeguarding personnel: SOS Children’s Villages UK made good headway with the appointment of our first Safeguarding, Compliance and Governance Manager. This role has significantly strengthened our safeguarding capacity and processes, ensuring we have greater oversight of safeguarding in the programmes funded by UK donors, whilst also strengthening our own safeguarding processes, systems and culture.

Partnerships: By strengthening our approach to risk and developing closer relationships with our SOS Children’s Villages programme implementing partners, we also helped to build greater capacity in safeguarding. An example of this is in-person training for the SOS Children’s Villages Zambia teams in two locations, as well as visits to project locations and families to see the effect of safeguarding systems and processes in person. Similarly, SOS Children’s Villages UK worked closely with SOS Children’s Villages Palestine to strengthen its approach to safeguarding in the context of an extremely volatile situation which has resulted in severely traumatised children and staff.

Wider safeguarding engagement: In addition to the Safeguarding Committee of the SOS Children’s Villages UK Board of Trustees, which provides broader safeguarding guidance, reviews programme oversight responsibilities, and oversees donor and Charity Commission reporting, SOS Children’s Villages UK is part of the SOS Children’s Villages International Europe and North America Child Safeguarding and Integrity Network to share learning and best practice. Our Safeguarding, Compliance and Governance Manager has been positively engaging with the wider federation to help continually improve safeguarding practices and processes.

We receive and monitor regular incident reports from SOS Children’s Villages International, and particularly those that relate to the programmes our donors support. Additionally, SOS Children’s Villages UK engaged in national and global

safeguarding conferences and movements which advocate and lobby the UK government, as well as increase the visibility of our work to protect children and young people and uphold their rights.

Serious incident reports to the Charity Commission

In 2024, no serious incident reports relating to SOS Children’s Villages UK employees or volunteers were reported. We continued to provide updates to the Charity Commission about an incident involving SOS Children’s Villages Russia (a member which is now suspended from the SOS Children’s Villages Federation), caring for 13 Ukrainian children who had become separated from their caregivers.

Supporting our staff

In 2024, we employed an average of 29 people throughout the year. SOS Children’s Villages UK is committed to demonstrating support for all our employees and volunteers, valuing each individual’s contribution regardless of age, gender identity, sexual orientation, marital status, civil partnership status, disability, nationality, race, religion or belief. We are committed to providing equal opportunities for all employees and volunteers.

We continued to support flexible working and began a thorough review of our remuneration approach to ensure fair pay and strengthen our ability to attract and retain talent. We continue to provide many additional benefits, including extra leave days during the office closure between Christmas and New Year; an Employee Assistance Programme; life assurance cover; travel loan; cycle to work scheme; enhanced sick and maternity pay; volunteer days, federation exchange programme, and a sabbatical leave policy. Information about our aims, activities and other relevant information was disseminated to all staff and volunteers through briefings, meetings and written documents. Collaboration and mutual respect are central to our ethos, and we strive to create an environment where every member of staff feels heard and supported. Many of our colleagues work remotely and flexibly, but through online and in-person formal and informal gatherings, we foster an empowering and positive team culture where all colleagues contribute fully to making an impact on the lives of the children and young people we support.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Two children laugh and clap their hands while sitting on the floor, Sudan. © Ali Abdallah Al

Looking ahead

2025 is the start of a new five-year strategy and plan for SOS Children’s Villages UK.

As part of our new strategy we acknowledge the complex and volatile global factors impacting our work to keep children safe and help them to thrive. This has fuelled our ambition to scale our work further. We will respond to these challenges and opportunities, including placing greater emphasis on responding during times of emergency and being agile, to ensure we do whatever we can to protect children and their rights.

With a new programme strategy in place, and by developing advocacy and research capacity to extend our impact further, we will take a sustainable and holistic approach to supporting families and wider communities. Working in partnership with our SOS Children’s Villages’ colleagues and external partners – including governments, non-governmental organisations and community-based organisations – we will strive to address child poverty and vulnerability at individual, family and community levels ensuring children grow up in a safe and nurturing environment.

In alignment with SOS Children’s Villages Federation Strategy 2030, our new strategy will guide us towards achieving objectives in five key areas:

1. Locally-led and sustainable change

Building locally-led programmes that deliver demonstrable positive change for children and young people who have lost, or who are at risk of losing, parental care, protecting their rights and ensuring every child belongs to a family and grows with love, respect and security.

2. Evidence through programmes

Creating locally-led programmes that deliver learning and evidence for improvement and innovation in the SOS Children’s Villages Federation and more widely, to strengthen outcomes for more children in the future.

3. Data and research

Identifying, collating and disseminating SOS Children’s Villages’ data and learning to inform improvements to child protection systems and monitoring.

4. Humanitarian response

Responding to urgent humanitarian crises affecting children and young people, where local SOS Children’s Villages’ partners are well-positioned to prevent family separation, protect children who have lost family support, and provide safety and security.

5. Advocacy

Ensuring children and young people who have lost, or who are at risk of losing, parental care are better protected and have the care and love of a family, through greater representation in UK foreign policy and improved application of lessons and best practice in child protection systems.

Thank you to our supporters

• Lines & Current

Ahmed Family Foundation
Dilys and Stephen Parkinson
Ali Family
Partners Capital
Angela Webster Education Trust
Anonymous: For Eden
Pinsent Masons
S Azhar
George Beverley Spilman
SIMetrix Technologies Ltd
Baringa
SOS Pakistan Supporters’ Group UK
Mr David Berkoff
Choose Love
Standard Chartered Foundation
Subsea7
David and Ruth Lewis Family Charitable Trust
TCC Foundation

• Elrha’s Humanitarian Innovation Fund (HIF) which is funded by the UK Foreign, Commonwealth and Development Office (FCDO)

Tenable
The Allan & Nesta Ferguson Charitable Trust
Trio Advisory
Mrs Joyce Fretwell
Wahid family
From Babies with Love
Mr Norman Yearsley
Gatekeeper

We would not be able to continue our life-changing work without the kindness and commitment of our supporters and partners. 2024 was another challenging year for so many people, and yet our supporters, as always, inspired us with their dedication and generosity.

We would also like to say a huge thank you to those who gave their time and energy to fundraise for us, or raise awareness of our work. We thank all of you, including those who did not want to be named here or gave anonymously, those who raised money in memory of loved ones, and those who took part in gruelling physical challenges, we truly appreciate your efforts. Every donation we receive helps us to ensure that children and their families around the world grow up with the love, care and support they need to thrive. Thank you.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Financial review

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Other income
Child and village
16% sponsorships
27%
Institutional
donors 11% TOTAL
INCOME:
£6.14m
8%
Gift Aid
16% Corporate
7% partnerships
Legacies
14%
Individuals and 1% Trusts and
community groups foundations
Fundraising, Keeping families
governance 38% together
28%
and support
TOTAL
EXPENDITURE:
£7.78M 3%
Youth employability
and education
4% 27%
Protecting children Caring for children
in emergencies
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Our income and expenditure in 2024 reflects our ongoing focus on developing sustainable, community-based programmes to support children, young people and families.

This year, we laid the groundwork for embarking on our new strategy in 2025. We invested in internal compliance and safeguarding, meaning we can respond to the complex programme environments we are increasingly facing, ensure transparent reporting to donors, and work with our programme partners to better protect children, young people and families.

We also strengthened our governance and fundraising, to have greater impact for children over the long-term. This investment will support our ambition over the next five years to grow our flexible income, better withstand political and environmental shocks, and sustainably commit 80% of our annual income to our charitable activities by 2030.

Income

Total income in 2024 of £6.14m was £0.72m /13% higher than 2023’s income of £5.42m.

Income for 2024 was in line with, but slightly below, budget expectations. This was largely due to lower legacy income being received in 2024 than expected, and due to a corporate partner not renewing their funding with us in 2024 as their strategic focus had shifted to another area in need of funding. We were able to meet expectations in our other income streams in 2024 through the consistent generosity and loyalty of our supporters, by forming new partnerships with donors, corporates, trusts and foundations, and through further strengthening our fundraising operation to secure income through programme funding opportunities.

As of 31 December 2024, the legacy pipeline held an estimated value of £0.5m. These are legacy gifts we have been notified of but which do not meet our recognition criteria for income in 2024.

Expenditure

Expenditure in 2024 at £7.78m was £0.58m /7% lower than 2023 spend of £8.35m.

This is due to greater expenditure in 2023 that related to a large one-off legacy donation received and recognised as income in 2022. Expenditure was further impacted in 2024 by a corporate partner not renewing their funding with us.

Further breakdown of our expenditure is shown in notes 5-7 on pages 64-67.

Fundraising activities

In 2024 we continued to scale up our fundraising investment to enable the Charity’s future income and impact to grow, with a particular focus on unrestricted funds as well as raising our UK brand profile to reach new audiences. To support our shift towards holistic, community-based programmes and away from sponsorships, we invested in new areas of fundraising, and expanded other areas, including face-to-face fundraising from individuals. We also continued to form impactful relationships with corporate partners, grant making organisations and philanthropists, helping to strengthen communities and empower young people.

Charitable activities

The amount we spent on our charitable activities decreased in 2024. In 2024, we spent £4.89m (excluding exchange movement), a decrease of 1.43m/23% on our 2023 spend on charitable activities. This is due to drawing down fewer reserves received in prior years (one-off legacy donation received in 2022) in 2024 than we did in 2023.

Despite this, we have been able to support more children globally, providing quality, alternative care, including in The Gambia and Zambia. Equally we continued to increase our focus on the prevention of situations in which children are at risk of losing parental care through family strengthening programmes that offer long-term, sustainable solutions, increasing our expenditure in this area by 0.29m/16% in 2024 over 2023.

Through our youth education, empowerment and employability programmes, we prepared young people to live independent lives and develop the skills to enable them to sustain their own livelihoods and families in the future. Spending in this area decreased substantially in 2024 by 1.12m/81% over 2023 due to a multi-year corporate partnership coming to an end during 2024, and due to the previously mentioned drawing down of fewer reserves received in prior years (one-off legacy donation received in 2022) in 2024 than we did in 2023. Spending in this area allowed us to extend our support to the youth training and employability programme in The Gambia by a further year to allow the programme more time to work towards achieving financial sustainability.

We were also able to respond to global crises, including through our Emergencies Fund, with funds being made available to aid humanitarian efforts in response to the conflict in the Middle East, and support work in Haiti, Ukraine and South Sudan in 2024.

*Support and governance costs of £1,013,915 including exchange loss of £60,173 have been apportioned across charitable activities and raising funds.

SOS Children’s Villages UK • Annual Report and Accounts 2024

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Reserves

How we raise money

The 31 December 2024 unrestricted reserves position is £1.4m which is classified as follows:

We are registered with the Fundraising Regulator and a member of the Chartered Institute of Fundraising (CIOF) and as such abide by the Code of Fundraising Practice. In line with this, we work in close partnership to build transparent relationships with our donors, and with the SOS Children’s Villages programme teams, aiming for accountability in all that we do.

Designated Funds – As of 31 December 2024 the Charity had one designated fund which was created, at the discretion of the Trustees, to protect against any potential foreign exchange losses. It continues to be maintained at 2023 levels and the fund balance was £206k.

Reflecting this commitment, we regularly monitor our own compliance and review our practices in line with the General Data Protection Regulation (GDPR), which came into effect in May 2018, as well as the Code of Fundraising Practice.

General Funds – The Board of Trustees requires the Charity to maintain readily accessible assets sufficient to fund between 6 and 9 months of running costs. In 2024 this equated to £1.21m – £1.82m, and as at 31 December 2024, the net operational reserves were £1.18m which provided 7 months cover of running costs.

In 2024, we continued to ensure open dialogue and clear lines of communication with our donors. This included the prompt and transparent reporting of any challenges, delays or other obstacles experienced as part of the programme implementation process, while ensuring timely reporting against agreed project performance indicators.

Included in the above is £0.45m to ensure we can fulfil our obligations to safeguard two specific programmes, in Zambia, and The Gambia, protecting the future of the children and families in those programmes.

As we work with children and families in very disadvantaged areas, including in wars, disaster zones and crises, the work of SOS Children’s Villages is complex and challenging and our reporting reflects this.

Investments

Investments are overseen by the Finance and Audit Committee. Professional Fund managers have been appointed to invest in accordance with the UN Principles on Responsible Investment (UNPRI).

We work with fundraising agencies to promote our cause and raise funds for our vital work. In 2024 we worked closely with our agencies to review and strengthen our training and monitoring processes, and to ensure high quality and effective fundraising.

As at 31 December 2024, the value of our investment portfolio was £1.39m, an increase of £0.11m/6% over 2023.

Throughout 2024 we continued to engage in public-facing fundraising activities, such as Face-to-Face, Door-to-Door, and private site fundraising. These activities helped us increase our supporter numbers significantly.

As part of our strategy, we continued to develop a balanced income portfolio, which does not rely on one or two income streams alone, and this strengthened our resilience in the face of an increasingly unpredictable fundraising environment due to the ongoing cost-of-living crisis and global developments, including the continuing wars in Ukraine and Gaza.

Many of our individual supporters carry out fundraising events to raise money for SOS Children’s Villages. To support them in their fundraising activities we provide them with an agreement showing how they should promote their activity; guidance on how to fundraise effectively and without undue pressure; information on how the funds raised will be spent; and we ensure they are informed of their obligations to conduct fundraising in line with our values and to the highest possible standards. We give them a named contact at SOS Children’s Villages UK to support them and answer any questions.

We monitor and review activities undertaken in support of SOS Children’s Villages UK through supporter feedback, tracking online activity, prompt follow-up after fundraising activities have taken place and ongoing dialogue.

Our staff, and all those working on behalf of SOS Children’s Villages, receive thorough training in how to identify and protect people. If we encounter someone showing signs of distress, confusion or vulnerability, our staff are trained to politely end the conversation and refuse any donation offered.

We also work with a small number of corporate supporters who operate in a way that does not commit undue pressure on a person to donate, seek unreasonable intrusion on a person’s privacy or is unreasonably persistent in their actions, so as to protect vulnerable people, as reflected in our written agreements with our partners.

SOS Children’s Villages UK is not aware of any complaints raised regarding any employee fundraising activities. Our Board of Trustees approved a new Ethical Partnerships Policy in June 2023, which sets out the criteria for determining whether we can accept donations. This is reviewed on an annual basis to ensure it is kept up to date. Further information including a link to the Ethical Partnerships Policy can be found on our website: www.soschildrensvillages. - - org.uk/ethical partnerships policy/

We received 247 complaints about our fundraising activities in 2024, showing an increase of 38 compared to 2023. All complaints were resolved to the satisfaction of the individuals raising the issues.

We learn from all complaints we receive and monitor these on an ongoing basis to ensure we continually improve areas in need of addressing.

Corporate commercial participators include:

Lines & Current donates 10% of profits to SOS Children’s Villages UK every year, donated quarterly. DeMellier donates £2 per bag sold with a retail value greater than £400, £1 per bag sold with a retail value between £250 and £400 and £0.20 per small leather good or bag sold with a retail value below £250. Donations are paid annually.

All partnerships are formalised through a signed written agreement and activities are monitored jointly, including quarterly review meetings. SOS Children’s Villages UK is not aware of any complaints raised regarding any of these activities undertaken by our corporate partners. All employee fundraising activity is monitored with regular review meetings with corporate partners and supporters, ensuring they are compliant with the Fundraising Regulator, GDPR and any other necessary insurance policies, in line with best fundraising practice.

We are immensely grateful to all our donors, who make the work of SOS Children’s Villages possible.

If you have any questions about any aspect of our fundraising, please don’t hesitate to get in touch with Susanne Owers, Director of Development, at susanne.owers@sosuk.org

SOS Children’s Villages UK • Annual Report and Accounts 2024

Below is a list of five major risks we have identified and the mitigating strategies in place:

Risk management and internal controls

The risks the Charity faces are formally reviewed twice a year by Trustees and regularly by the Senior Management Team. Any new risks that are identified are assessed in terms of the likelihood of their occurrence and their potential impact, to rank all risks. Significant risks are highlighted for consideration and monitoring by the Finance and Audit Committee and reported to the Board of Trustees twice a year through our risk register. The Senior Management Team takes the lead in terms of day-to-day management of these and other operational risks and reports on the procedures which are in place, or are being developed or enhanced, to provide assurance that the risk is being managed.

performance indicators. Reports are made to the Trustees which compare actual results against the phased budget, and which link financial and other performance with resource and activity levels.

As part of their audit of the financial statements, the Charity’s Auditors review our internal controls. SOS Children’s Villages UK does not have dedicated internal auditors, although an internal audit function exists at the International Office. At our request, an internal audit of SOS Children’s Villages UK was undertaken in 2024, reviewing our internal processes and controls against Federation and UK specific standards. No significant issues were identified and they were content with the levels of control and assurance in place.

The Charity operates a comprehensive annual planning and budgeting process, which is scrutinised by our Board of Trustees and requires their approval. Performance is monitored by financial targets and other key

Thanks to pro bono support from Baringa, in 2024 we began work to strengthen our approach to identifying and mitigating risks.

Risk Mitigation strategy | Economic downturn due • Regular review of management accounts and fundraising to continued uncertainty pipeline and volatility in the UK and • Regular production of updated forecasts and cashflow global economies as well as forecasts allowing discussion of any actions needed government-based decisions • Attendance at Charity Commission and network briefings around ODA funding with • Investment in donor retention through donor journeys potential to negatively impact (Marketing Cloud) Charity’s finances

Child or vulnerable person safeguarding incident

Child and Vulnerable People Safeguarding Policy in place and implemented, alignment with new international standard
Safeguarding Committee meeting regularly
Staff and Trustee training
New staff induction
Legal advice taken on Charity Commission serious incident reporting guidance
• Safeguarding responsibilities included in partner Memorandum of Understandings
New Safeguarding and Compliance Manager taken up post in January 2024
Reputational risk arising • Maintain close working relationship with General Secretariat from the adverse actions Communications Team or omissions of other SOS • Contribute to Secretariat Crisis Communications Planning Member Associations or the • Establish and maintain good working relationships with key
General Secretariat media outlets
Develop staff understanding of SOS Children’s Villages’ work, strengths and challenges
Crisis Communications process rolled out to staff
Oversight controls in place for third parties and subcontractors which are reviewed regularly

Short term changes to • Establish and maintain good working bi-lateral relationships programming and priorities with the International Regions, as well as National Directors within the Federation and the and Project Managers General Secretariat impacting • Contribute to Federation discussions on programming and on fundraising opportunities priorities

Keep donors informed
Active contribution to National Association strategy planning processes

Failure to meet income targets • Monthly management account reporting to SMT to identify impacting the long-term challenges and take mitigating actions financial sustainability of the • Quarterly reporting to the Board of Trustees Charity

Fundraising strategy to spread risk and return across donor segments
Minimum Reserves levels set by Board

SOS Children’s Villages UK • Annual Report and Accounts 2024

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Structure,

governance and management

Charitable Objects

The objects of the Charity are set out in the Articles of Association, which were revised and agreed by the Board of Trustees in December 2017. In summary, these are for the advancement of education, the relief of poverty and the promotion of good health of vulnerable children, particularly but not exclusively by the establishment and maintenance throughout the world of SOS Children’s Villages and the education of children and young persons from SOS Children’s Villages.

SOS Children’s Villages Federation

SOS Children’s Villages UK is a member association of the SOS Children’s Villages Federation. As a member we are consulted on, help to shape and implement the global strategy of the Federation. We support a variety of programmes helping children, young people and families in different countries around the world, and we have a long-standing commitment to The Gambia and Zambia in particular, where we support a range of programme activities.

Board of Trustees

SOS Children’s Villages UK is governed by a Board of Trustees, which in 2024 consisted of 10 members, who are legally responsible for directing the affairs of the Charity and are also the directors of the company for the purposes of the Companies Act 2006. Trustees are appointed for a term of up to five years or until the end of the year of their seventieth birthday, whichever is

earlier, and may be re-appointed for a period of up to three years. They are invited to attend induction and training courses and we regularly review the composition of the Board to identify potential vacancies and the need for particular skills. New Trustees are sought to replace resigning Trustees.

Policies and procedures for the induction and training of trustees

The Trustee induction and training programme is comprised of a variety of activities spread over a period of time, including:

meetings and introductions to other trustees, employees and beneficiaries
invitations to events, meetings and presentations
a trustee induction pack
access to relevant training, including through National Council for Voluntary Organisations (NCVO).

The Board of Trustees meets at least four times each year to review and direct SOS Children’s Villages UK strategy, budget and performance. The Board delegates day-to-day management of the Charity through the Chief Executive to the Senior Management Team, while delegating specific responsibilities to the Board’s sub-committees:

The Finance and Audit Committee meets at least four times a year to review the Charity’s annual financial statements; internal financial control and risk management systems; and external and internal audit matters.
The Human Resources Committee meets at least twice a year to oversee the Charity’s people management policies, remuneration, and best practice implementation.
The Safeguarding Committee meets at least twice a year to oversee the Charity’s safeguarding, duty of care, and review outcomes and reporting.

The Trustees do not receive any remuneration for their services. Trustees may claim reimbursement of reasonable expenses necessarily incurred in carrying out their duties. The members of the company comprise all of the Trustees. The Board of Trustees strives to meet the recommended practice for good governance set out in the Governance Code.

Pay and remuneration of the Chief Executive Officer is set by the Board of Trustees and reviewed annually following a performance appraisal. Terms and benefits are set with reference to average pay in the sector and competencies required of the role. Remuneration for the Senior Management Team is set by the Chief Executive Officer, in accordance with the Pay Policy agreed by the Board of Trustees.

The Trustees present their report with the financial statements of the Charity for the year ended 31 December 2024. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Public Benefit

SOS Children’s Villages UK meets the definition of a public benefit entity under FRS 102. The Trustees confirm they have complied with the duty in the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit which addresses the need for all charities’ aims to be, demonstrably, for the public benefit.

SOS Children’s Villages UK fulfils the public benefit by the relief of poverty, and improvement of poor education and health outcomes for children and their families. Details about the specific programmes pursued can be found throughout this report.

SOS Children’s Villages UK • Annual Report and Accounts 2024

PRESIDENT

Dame Mary Richardson DBE

BOARD OF TRUSTEES

Chair: Harpinder Collacott

Vice-Chair/Treasurer: Suli Hampson

Other board members:

Adelise Baha

Ian Briggs Janet Reilly

Jon Steinback

Kim Bowden

Louise McDonald

Solava Ibrahim

Graham Budd (term ended 31st October 2024)

COMPANY SECRETARY

Alison Wallace, Chief Executive Officer

SENIOR MANAGEMENT TEAM

Alison Wallace

Chief Executive Officer

Andrew Grieve

Director of Finance and IT

Craig Mullaly Director of Individual Giving

Sarah Bradford

Director of Communications and Brand

ORGANISATIONAL DETAILS

Registered office:

Ravenscroft House 59-61 Regent Street Cambridge CB2 1AB

Independent Auditors:

Sayer Vincent LLP 110 Golden Lane London EC1Y 0TG

Principal Bankers:

Barclays Bank Plc 28 Chesterton Road Cambridge CB4 3AZ

Solicitors:

Mishcon de Reya (formerly Taylor Vinters) Four Station Square Cambridge CB1 2GE

Company Registered No. 03346676, Charity Registered in England and Wales, No. 1069204

Trustees’ Responsibilities Statement of Responsibilities of the Trustees

The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity. In preparing the financial statements, the Board of Trustees is required to:

select suitable accounting policies and then apply them consistently
make judgements and estimates that are reasonable and prudent
state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
prepare the financial statements on the going concern basis unless it is inappropriate to assume that the Charity will continue its activities
observe the methods and principles in the Charity SORP 2019 (FRS102).

The Trustees are responsible for keeping adequate accounting records. These must be sufficient to show and explain the Charity’s transactions. They should disclose with reasonable accuracy at any time the financial position of the charity and enable it to ensure that its financial statements comply with the Companies Act 2006. The Trustees have a general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Charity, and to prevent and detect fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included 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. This report has been prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relating to small companies.

Approved by the Board of Trustees on 03 July 2025. Signed on its behalf on 03 July 2025.

Susanne Owers Director of Development

DISCLOSURE OF INFORMATION TO AUDITORS

As far as the Trustees are aware: there is no relevant audit information of which the charitable company’s Auditor is unaware; and the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the Auditor is aware of that information.

Harpinder Collacott Chair of Trustees SOS Children’s Villages UK

SOS Children’s Villages UK • Annual Report and Accounts 2024

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Independent Auditor’s Report

To the members of SOS Children’s Villages UK

Opinion

We have audited the financial statements of SOS Children’s Villages UK (the ‘charitable company’) for the year ended 31 December 2024 which comprise the statement of financial activities, balance sheet, statement of cash flows 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:

Give a true and fair view of the state of the Charity’s affairs as at 31 December 2024, and of its incoming resources and application of resources, including its income and expenditure for the year then ended
Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
Have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the 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 SOS Children’s Villages UK’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 trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. 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.

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 course of 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

The information given in the Trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
The Trustees’ report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
The financial statements are not in agreement with the accounting records and returns; or
Certain disclosures of trustees’ remuneration specified by law are not made; or
We have not received all the information and explanations we require for our audit; or
The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report.

SOS Children’s Villages UK • Annual Report and Accounts 2024

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, 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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

We enquired of management and the finance and audit committee, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
We inspected the minutes of meetings of those charged with governance.
We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.
We reviewed any reports made to regulators.
We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements

made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

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

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

Use of our report

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

Noelia Serrano Senior statutory auditor

15 July 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor

110 Golden Lane, LONDON, EC1Y 0TG

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SOS Children’s Villages UK • Annual Report and Accounts 2024

Financial Statements

Statement of Financial Activities (including Income and Expenditure account) For the year ended 31 December 2024

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Note Restricted Unrestricted Total Total
Funds Funds Funds Funds
2024 2024 2024 2023
£ £ £ £
INCOME
Donations and legacies 2 2,540,509 3,260,139 5,800,648 5,203,829
Investments 4 - 92,296 92,296 80,308
Foreign Currency Gain 3 - 245,800 245,800 137,237
TOTAL INCOME 2,540,509 3,598,235 6,138,744 5,421,374
EXPENDITURE
Raising funds and 5 - 2,887,295 2,887,295 2,037,810
support costs
Charitable activities 5 3,599,297 1,285,790 4,885,087 6,310,428
TOTAL EXPENDITURE 3,599,297 4,173,085 7,772,382 8,348,238
Net gains/ (losses) on
11 - 112,931 112,931 50,522
investments
NET EXPENDITURE IN
THE YEAR AND NET (1,058,788) (461,919) (1,520,707) (2,876,342)
MOVEMENT IN FUNDS
Reconciliation of funds:
Total funds at 1 January 14 2,059,555 1,900,040 3,959,595 6,835,937
2024
TOTAL FUNDS AT
14 1,000,767 1,438,123 2,438,889 3,959,595
31 DECEMBER 2024
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Balance Sheet

as at 31 December 2024

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Note 2024 2023
£ £
FIXED ASSETS
Intangible Assets 10 235,031 258,102
Tangible Assets 10 19,862 21,271
Investments and long term deposits 11 1,391,751 1,278,820
TOTAL FIXED ASSETS 1,646,644 1,558,193
CURRENT ASSETS
Debtors 12 386,379 572,992
Cash at bank and in hand 2,036,468 3,182,313
TOTAL CURRENT ASSETS 2,422,847 3,755,305
CURRENT LIABILITIES
Creditors: amounts due within one year 13 (1,630,602) (1,353,903)
NET CURRENT ASSETS 792,245 2,401,402
TOTAL NET ASSETS 2,438,889 3,959,595
FUNDS OF THE CHARITY
Restricted income funds 14 1,000,767 2,059,555
Unrestricted income funds 14 1,438,123 1,900,040
TOTAL CHARITY FUNDS 2,438,889 3,959,595
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The notes on pages 59 to 74 form part of these financial statements.

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

The financial statements were approved and authorised for issue by the Board of Trustees on 03 July 2025 and signed on their behalf by:

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 15 to the financial statements.

The notes on pages 59 to 74 form part of these financial statements.

Harpinder Collacott Chair of Trustees SOS Children’s Villages UK

SOS Children’s Villages UK • Annual Report and Accounts 2024

Statement of Cash Flows

Notes to the Financial Statements

For the year ended 31 December 2024

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Total Total
2024 2023
£ £
Net (expenditure) for the year
(1,520,707) (2,876,342)
(as per the Statement of Financial Activities)
Adjustment for:
Depreciation of fixed assets 75,005 66,462
(Gain)/Loss on investments (112,931) (50,522)
Dividends, interest and rents from investments (92,296) (80,308)
Decrease in debtors 186,613 402,896
Increase in creditors 276,699 103,460
Net cash (used in) Operating Activities (1,187,617) (2,434,355)
Cash Flows from Investing Activities
Bank interest received 92,296 80,308
Purchase of Fixed Assets - Tangible (7,029) (7,133)
Purchase of Fixed Assets - Intangible (43,500) (29,100)
Net cash (used in) investing activities 41,767 44,075
Change in cash and cash equivalents in the year (1,145,850) (2,390,280)
Cash and cash equivalents brought forward 3,182,313 5,572,593
Cash and cash equivalents carried forward 2,036,468 3,182,313
----- End of picture text -----

The notes on pages 59 to 74 form part of these accounts.

NOTE 1

1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

1.1 BASIS OF PREPARATION

The financial statements have been prepared in accordance with the Statement of Recommended Practice (SORP) applicable in the UK and Republic of Ireland (FRS 102) for Accounting and Reporting by Charities, the Companies Act 2006 and the Charities Act 2011 and UK Generally Accepted Practice. The accounts are prepared under the historical cost convention, except for quoted investments which are stated at market value.

Basis of consolidation

The financial statements were not consolidated with the charity’s subsidiary in Hong Kong on the basis of materiality and significance, further detailed in Note 18. The accounts are prepared in Pound Sterling, being the functional currency of the charitable company, and rounded to the nearest pound.

Going concern

A going concern review process is in place which includes a 5-year financial projection and scenario planning of income and expenditure and levels of reserves forecast. The financial plan takes into consideration the current economic and geo-political conditions and their impact on our main income streams and consequent implication for fundraising investment as well as normal spend levels. The Trustees are regularly monitoring the Charity’s finance as well as key risks and therefore have a reasonable expectation that SOS Children’s Villages UK has sufficient resources to continue in operational existence for the foreseeable future and they consider that there are no material uncertainties about the Charity’s ability to continue as a going concern and these accounts have therefore been prepared on this basis.

1.2 COMPANY STATUS

The company is a company limited by guarantee. There are 10 members of the company being the Trustees named on page 50. The registered office address is also shown on page 50. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 FUND ACCOUNTING

Restricted funds are generated when donors stipulate how their donations are to be spent. These funds are used in accordance with specific restrictions imposed by donors or for the purposes they have been raised by the Charity and are shown as restricted funds in the statement of financial activities. An analysis of the movements on restricted funds is set out in Note 14 after allowable expenditure has been applied.

Unrestricted funds are generated when the donors do not stipulate how donations are to be spent. These funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the company. Unrestricted funds are divided into two further classifications:

General reserves are the minimum level of funds set aside to cover possible operational and financial risks identified as part of the annual planning process, and a contingency fund for other unidentified operational issues.
Designated reserves are funds to support SOS Children’s Villages UK in two key areas:
a.) Fundraising Reserves: to cover the commitment made by the Board to invest in the Charity’s fundraising operations in particular in growing our Individual Giving Income.
b.) The Trustees anticipate the designated reserves to be fully utilised over the coming next three years. An analysis of the movements on unrestricted funds is set out in Note 14.

58 SOS Children’s Villages UK • Annual Report and Accounts 2024

SOS Children’s Villages UK • Annual Report and Accounts 2024

1.4 INCOME

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received, and the amount of income receivable can be measured reliably. Donations and grants received during the year are fully accounted in that year unless they are subject to performance-related conditions or other terms and conditions that may prevent income recognition. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation and are treated as unrestricted income unless otherwise specified by the donor and is recognised at the time of the donation. Legacies are recognised when receipt is reasonably certain, and the amount can be reliably measured. Receipt of a legacy, in whole or in part, is only considered reasonably certain when the charity has been notified of the executor’s intention to make a distribution following the agreement of the estate’s accounts. Where the charity is aware of the granting of probate, but the final or interim estate accounts have not been received to determine amounts receivable, then the legacy is treated as a contingent asset and disclosed if material. However, income relating to both pecuniary and residuary legacies is accrued if the amount is material and the Charity has received evidence to support its receipt within six months of the year end. Gifts in kind i.e. goods, facilities and services donated for the charity’s use, are included at a value equivalent to that which the charity would ordinarily incur on them and, are recognised in the Financial Statements, as both income and expenditure.

1.5 EXPENDITURE

Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. governance costs are allocated to the applicable expenditure headings. Charitable expenditure relates to work undertaken by the charity, in supporting children and Children’s Villages in which children without parental care live, delivering family strengthening and youth empowerment programme, responding to emergencies, sector strengthening and capacity building. Expenditure on charitable activities includes both costs that can be directly allocated as well as costs of an indirect nature such as support costs incurred to provide the infrastructure and critical Finance, HR, admin and IT service as well as a share of the governance costs. The costs of raising funds relate to the costs incurred by Charity on activities to generate donations grants and legacies and to keep donors informed about our work. Costs are made up of salaries of people working on fundraising, supporter care and the direct costs of running fundraising campaigns as well as the indirect costs necessary to support fundraising activities. Support costs comprise the infrastructural and organisation services that support the charitable activities. i.e. the salary of the support functions such as Finance, IT Human Resources & Admin, the Chief Executive’s Office, rent, office running cost and the fee paid for being a member of the SOS Children’s Villages federation. Governance costs are those costs associated with meeting SOS Children’s Villages UK constitutional and statutory requirements. These include a percentage of salaries for time spent on governance, company secretarial and external audit costs, legal, tax advice, meeting costs of the Board and its Committees and an allocation of support costs.

1.6 BASIS OF EXPENDITURE ALLOCATION

The greatest proportion of the Charity’s expenses are directly attributable to either raising funds or specific charitable activities. The remaining costs relate to support and governance costs which support more than one activity and are as a result allocated to raising funds and charitable activities based on staff time. The basis of cost expenditure allocation is reviewed periodically for reasonableness.

1.7 TANGIBLE & INTANGIBLE FIXED ASSETS AND DEPRECIATION

All items costing more than £1,000 and are expected to have an economic useful life beyond 1 year are capitalised. Tangible and Intangible fixed assets are stated at historical cost less accumulated depreciation. Cost includes the original purchase price of the asset and the costs attributable to bringing the asset to its working condition for its intended use. Subsequent expenditure on an asset is only capitalised where it provides an enhancement of the economic benefits of the asset. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

• Tangible Assets:

Furniture & Fittings 10% per annum Office Equipment 20% per annum Computer Hardware 20% per annum

• Intangible Assets:

Software 14%-20% per annum

1.8 INVESTMENTS

Investments, including bonds held as part of an investment portfolio are held at market value at the Balance Sheet date, with gains and losses being recognised within income and expenditure. Donated shares which are freely tradable are included at the market valuation at the balance sheet date. Shares are not intended to be held as investments and are sold as soon as practically possible. The gain or loss for the period is reflected in the SOFA.

1.9 OPERATING LEASES

Rentals under operating leases are charged to the Statement of Financial Activities on a straightline basis over the lease term.

1.10 INTEREST RECEIVABLE

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the bank.

1.11 FOREIGN CURRENCIES

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rate ruling on the date of the transaction. Exchange gains and losses are recognised in the Statement of Financial Activities.

1.12 DEBTORS

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

1.13 CASH AT BANK AND IN HAND

Cash at bank and 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.

1.14 CREDITORS AND PROVISIONS

Creditors and provisions are recognised where the company 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.

SOS Children’s Villages UK • Annual Report and Accounts 2024

1.15 PENSIONS

SOS Children’s Villages UK operates a defined contribution pension scheme for its employees. The pension charge represents the amounts payable by the Charity to the fund in respect of the year. Contributions to the scheme are charged to the Statement of Financial Activities when incurred.

1.16 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. Fixed assets are recorded at depreciated historical cost and investments are recorded at fair value, at the bid rate. All other assets and liabilities are recorded at cost which is their fair value.

1.17 TAXATION

SOS Children’s Villages UK, as a registered charitable company, is not subject to Corporation Tax, other than on its trading activities, if statutory limits are exceeded. No liability is payable in respect of such activities in the year (2023: Nil). Income Tax incurred by deduction is reclaimed in full from HMRC. SOS Children’s Villages UK is registered for VAT up until 31 March 2025.

1.18 CRITICAL ACCOUNTING JUDGEMENTS AND ESTIMATES

In the application of the Charity’s accounting policies described above, SOS Children’s Villages UK’s Trustees are required to make judgements, estimates, assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources.

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period; or in the period of the revision and future periods if the revision affects the current and future periods. In the view of the Trustees, no estimation uncertainty or assumptions concerning the future affecting assets and liabilities at the balance sheet date have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

Accounting estimates that have an effect on the amounts recognised in the financial statements are described in the accounting policies and detailed in the relevant notes to the accounts:

a.) grant, legacy and gift in kind income are detailed in Note (2)
b.) The allocation of support costs which requires a judgement on the most appropriate basis to apportion costs and are detailed in Note (6)
c.) accounting estimates of asset useful economic lives and resulting depreciation charges are detailed in Note (10).

The principal accounting policies, as set out above, have all been applied consistently throughout the year and the preceding year.

NOTE 2: Income from donations and legacies

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----- Start of picture text -----
Restricted Unrestricted Total Total
2024 2024 2024 2023
£ £ £ £
Gifts and donations 2,540,509 2,341,624 4,882,133 4,447,054
Legacies - 442,281 442,280 276,970
Gift Aid - 476,234 476,235 479,805
Total donations and legacies 2,540,509 3,260,139 5,800,648 5,203,829
NOTE 3: Foreign currency gain
Restricted Unrestricted Total Total
funds funds funds funds
2024 2024 2024 2023
£ £ £ £
Foreign Currency Gain - 245,800 245,800 137,237
-
Total Foreign Currency Gain 245,800 245,800 137,237
----- End of picture text -----

In 2023 the Charity received £137,237 from our international office relating to Exchange gain, £245,800 received in 2024.

NOTE 4: Investment Income

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----- Start of picture text -----
Restricted Unrestricted Total Total
funds funds funds funds
2024 2024 2024 2023
£ £ £ £
Bank interest receiveable - 92,296 92,296 80,308
Total - 92,296 92,296 80,308
----- End of picture text -----

The estimates and underlying assumptions are based on historical experience and other factors including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 5: Analysis of Expenditure 2024

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----- Start of picture text -----
Activities
directly Support
undertaken Costs Total
2024 2024 2024
£ £ £
Cost of raising funds:
Costs of raising donation income 1,675,380 300,403 1,975,783
Ongoing investment in Fundraising strategy 911,512 911,512
Total cost of raising funds 2,586,891 300,403 2,887,295
Charitable activities:
Caring for children 1,648,243 486,444 2,134,687
Keeping families together 1,873,115 290,005 2,163,120
Youth employability and education 44,178 213,140 257,318
Protecting children in emergencies 316,026 13,936 329,962
Total Charitable Activities before
3,881,562 1,003,525 4,885,087
exchange movements
Total Expenditure 6,468,454 1,303,929 7,772,382
----- End of picture text -----

NOTE 5: Analysis of Expenditure 2023

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----- Start of picture text -----
Activities
directly Support
undertaken Costs Total
2023 2023 2023
£ £ £
Cost of raising funds:
Costs of raising donation income 913,966 304,590 1,218,555
Ongoing investment in Fundraising strategy 819,254 819,254
Total cost of raising funds 1,733,220 304,590 2,037,810
Charitable activities:
Caring for children 2,672,588 300,472 2,973,060
Keeping families together 1,593,329 278,354 1,871,682
Youth employability and education 1,171,021 204,713 1,375,734
Protecting children in emergencies 76,567 13,385 89,952
Total Charitable Activities before exchange
5,513,504 796,924 6,310,428
movements
Total Expenditure 7,246,724 1,101,514 8,348,238
----- End of picture text -----

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 6: Support costs 2024

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----- Start of picture text -----
Raising funds Charitable Total funds
2024 activities 2024 2024
£ £ £
Personnel costs 32,318 224,187 256,505
Premises costs 43,732 25,482 69,214
IT & website costs 63,134 36,786 99,921
Other support costs 161,219 518,274 679,493
Governance (note 7) 198,796 198,796
Total 300,403 1,003,525 1,303,929
----- End of picture text -----

NOTE 6: Support costs 2023

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----- Start of picture text -----
Raising funds Charitable Total funds
2023 activities 2023 2023
£ £ £
Personnel costs 79,442 86,608 166,050
Premises costs 39,167 22,822 61,989
IT & website costs 38,272 22,300 60,572
Other support costs 147,709 474,844 622,553
Governance (note 7) 190,351 190,351
Total 304,590 796,924 1,101,514
----- End of picture text -----

Support costs are allocated across charitable activities based on staff time to ensure accurate distribution. These include management, administrative, and governance expenses, covering the Chief Executive, Communications & Marketing, Finance, IT, HR, and office operations.

NOTE 7: Governance

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----- Start of picture text -----
Raising Charitable Total Raising Charitable Total
funds activities funds funds activities funds
2024 2024 2024 2023 2023 2023
£ £ £ £ £ £
Staff Costs - 151,052 151,052 - 119,331 119,331
Chair recruitment - - - - 29,854 29,854
Auditors' remuneration - 19,167 19,167 - 23,453 23,453
Legal fees - 5,142 5,142 - 8,498 8,498
Meetings - 15,868 15,868 - 5,558 5,558
Other Governance Cost - 7,568 7,568 - 3,656 3,656
Total - 198,796 198,796 - 190,351 190,351
----- End of picture text -----

NOTE 8: Net expenditure

This is stated after charging:

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----- Start of picture text -----
2024 2023
£ £
Depreciation of tangible/intangible assets owned by the charity 75,005 66,362
Auditors' remuneration 19,167 23,453
Operating lease payments 57,679 56,623
Pensions and other costs 62,812 53,270
Foreign exchange (Gain) (245,800) (137,237)
----- End of picture text -----

The Charity’s membership fee for the federation was £463,4048 in 2024 (2023: £242,098). In 2024, fees were allocated based on the International Office’s time spent on activities, whereas previously, it was based on SOS UK staff time.

In November 2023, the International Senate revised the membership fee model to ease the burden on self-sufficient National Associations (NAs). Now, only Promoting & Supporting Associations (PSAs) pay Program Support, while all members contribute to the Federation Contribution based on total income. This reduces NA membership fees and PSA indirect fees, while increasing the PSA direct fee, keeping overall contributions unchanged.

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 9: Staff costs

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----- Start of picture text -----
2024 2023
£ £
Wages and salaries 1,390,629 1,094,547
National Insurance cost 155,316 118,175
Pensions and other costs 62,813 48,642
Total 1,608,757 1,261,363
----- End of picture text -----

No severance payments were made to any employees in 2024 (2023: £Nil).

Average number of staff employed

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

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----- Start of picture text -----
2024 2023
No. No.
Fundraising 11.20 11.70
Programme Management 4.80 4.60
Communications 4.00 3.10
Finance & IT and HR/Admin 7.90 7.10
Governance 1.00 -
Total 28.90 26.50
----- End of picture text -----

NOTE 10: Tangible and Intangible fixed assets

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----- Start of picture text -----
Intangible
Tangible fixed assets Total fixed assets
fixed assets
Furniture Computer Computer Total Total
& Fittings Equipment Total Software 2024 2023
£ £ £ £ £ £
At 1 January 2024 9,962 59,752 69,714 322,627 392,341 356,007
Additions - 7,029 7,029 43,500 50,529 36,233
Disposals - - - - - -
At 31 December 2024 9,962 66,781 76,740 366,127 442,870 392,240
Accumulated Depreciation
At 1 January 2024 4,000 44,443 48,443 64,525 112,968 46,506
Charge for year 1,192 7,243 8,435 66,570 75,005 66,362
Disposals - - - - - -
At 31 December 2024 5,192 51,686 56,878 131,095 187,973 112,868
Net Book Value at
4,770 15,095 19,865 235,031 254,893 279,371
31 December 2024
Net book value at
-
5,962 15,309 21,271 258,102 279,371
31 December 2023
----- End of picture text -----

The key management personnel of the charity comprise of the Trustees and 5 others being the Chief Executive Officer, the Director of Finance & IT, the Director of Development, the Director of Individual Giving and the Director of Communications, Brand and Advocacy. No Trustees received any remuneration or benefits in kind from the charity. The total employee benefits of the key management personnel of the charity comprised of their salary, employer national insurance and pension contributions totaling £492,828 (2023 - £392,434).

The number of employees whose total benefits excluding employer national insurance contributions and employer pension cost amounted to over £60,000 in the year was as follows:

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----- Start of picture text -----
2024 2023
No. No.
In the band £60,000 - £70,000 2 2
In the band £70,001 - £80,000 1 -
In the band £80,001 - £90,000 2 1
In the band £90,001 - 120,000 1 1
----- End of picture text -----

Total employer’s pension contributions in relation to the above higher paid employees was £22,514.61

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 11: Investments

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----- Start of picture text -----
Listed Listed
investments investments
2024 2023
£ £
MARKET VALUE
At 1 January 2024 1,278,820 1,228,353
Additions - 231,401
Disposals - (231,401)
Unrealised gain on investments 112,931 50,467
At 31 December 2024 1,391,751 1,278,820
Comprising of:
Equities 1,391,751 1,278,820
Total market value 1,391,751 1,278,820
Total historical cost of investment 1,000,000 1,000,000
----- End of picture text -----

NOTE 12: Debtors

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----- Start of picture text -----
2024 2023
£ £
Other debtors 26,516 76,389
Prepayments and accrued income 276,165 460,381
Tax recoverable 83,698 36,222
Total 386,379 572,992
----- End of picture text -----

NOTE 13: Creditors: amounts falling due within one year

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----- Start of picture text -----
2024 2023
£ £
Trade Creditors 61,269 92,141
Other taxation and social security 45,439 59,439
Other creditors 38,793 140,850
Accruals 1,485,101 1,061,473
Total 1,630,602 1,353,903
----- End of picture text -----

NOTE 14: Statement of funds 2024

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----- Start of picture text -----
Brought Gains/ Carried
forward Income Expenditure (Losses) forward
2024 2024 2024 2024 2024
£ £ £ £ £
UNRESTRICTED FUNDS
General fund 1,694,457 3,598,236 (4,173,085) 112,931 1,232,539
Designed funds 205,584 - - - 205,584
1,900,041 3,598,236 (4,173,085) 112,931 1,438,123
RESTRICTED FUNDS
Zambia 46,854 76,677 (76,677) 46,854
Gambia - YTEP Project, Basse 2,785 48,511 (37,792) 13,504
Sponsorship fund 130,582 1,484,644 (1,385,028) 230,197
Standard Chartered
- -
121,103 (121,103)
Foundation
M&G (Family Strengthening
8,000 7,170 (8,962) 6,208
& Youth Employability)
Elrha 9,146 22,448 (33,144) (1,549)
Ukraine and other Emergency
5,485 5,135 (5,227) 5,393
Responses
Gaza/Israel appeal 4,378 94 (94) 4,378
Choose Love - 65,432 (65,432) (0)
Gath & Chaves - 200,000 (200,000) -
ICE - 100,320 (100,320) -
Said Foundation - 190,027 (190,027) -
Other projects <£50k 320,772 333,542 (462,286) 192,028
-
India Legacy 1,410,450 (918,554) 491,896
Other - 6,509 5,350 11,859
2,059,554 2,540,509 (3,599,297) - 1,000,767
Total funds 3,959,595 6,138,745 (7,772,382) 112,931 2,438,889
----- End of picture text -----

70 SOS Children’s Villages UK • Annual Report and Accounts 2024

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 14: Statement of funds 2023

==> picture [478 x 574] intentionally omitted <==

----- Start of picture text -----
Brought Gains/ Carried
forward Income Expenditure (Losses) forward
2023 2023 2023 2023 2023
£ £ £ £ £
UNRESTRICTED FUNDS
General fund 2,691,026 2,820,846 (3,867,938) 50,522 1,694,457
Foreign exchange reserve 205,584 - - - 205,584
-
2,896,610 (3,867,938) 50,522 1,900,041
RESTRICTED FUNDS
Zambia 46,854 25,110 (25,110) 46,854
Gambia - YTEP Project,
58,285 145,409 (200,909) 2,785
Basse
Sponsorship fund 135,465 1,712,573 (1,717,457) 130,582
Standard Chartered
-
904,726 (783,623) 121,103
Foundation
M&G (Family Strengthening -
249,600 (241,600) 8,000
& Youth Employability)
Elrha - 89,792 (80,646) 9,146
Other Emergency
23,103 33,430 (51,048) 5,485
Responses
- -
Gaza/Israel appeal 4,378 4,378
Other projects <£50k 436,316 277,152 (392,696) 320,772
Italy Swap - 52,800 (52,800) -
Norway Swap/ - 10,283 (10,283) -
Maputo Legacy
-
India Legacy 2,334,578 (924,127) 1,410,450
3,939,326 2,600,528 (4,480,300) - 2,059,554
Total funds 6,835,937 5,421,374 (8,348,238) 50,522 3,959,595
----- End of picture text -----

NOTE 15: Analysis of net assets between funds

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----- Start of picture text -----
Restricted Unrestricted Total
Funds Funds Funds
Current year
2024 2024 2024
£ £ £
Intangible fixed assets - 235,031 235,031
Tangible fixed assets - 19,862 19,862
Investments - 1,391,751 1,391,751
Current assets 2,354,984 67,863 2,422,847
Creditors due within one year (1,354,218) (276,384) (1,630,602)
Total 1,000,767 1,438,123 2,438,889
Restricted Unrestricted Total
Funds Funds Funds
Prior year
2023 2023 2023
£ £ £
Intangible fixed assets - 258,102 258,102
Tangible fixed assets - 21,271 21,271
Investments - 1,278,820 1,278,820
Current assets 3,121,027 634,277 3,755,305
Creditors due within one year (1,061,473) (292,430) (1,353,903)
Total 2,059,555 1,900,040 3,959,595
----- End of picture text -----

NOTE 16: Analysis of changes in net debt

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----- Start of picture text -----
Balance brought Cashflow Balance carried
forward forward
01/01/2024 31/12/2024
£ £
Cash in hand 3,182,313 (1,145,845) 2,036,468
----- End of picture text -----

SOS Children’s Villages UK • Annual Report and Accounts 2024

NOTE 17: Operating lease commitments

At 31 December 2024 the charity had total commitments under non-cancellable operating leases as follows:

==> picture [443 x 170] intentionally omitted <==

----- Start of picture text -----
Land and Buildings Equipment
2024 2023 2024 2023
£ £ £ £
Expiry date:
-
Within 1 year 10,500 42,000 4,200
Between 2 and 5 years - 21,000 - 1,259
Total 10,500 63,000 - 5,459
----- End of picture text -----

A new 5 year operating lease of £210k was signed on 1st April 2020 for the rental of office space in Cambridge with a break option after 3 years.

NOTE 18: Related party transactions

At 31 December 2024 the Charity held all 100 ordinary shares of £1 each in the wholly owned subsidiary, SOS Children’s Villages UK Trading Limited, which is registered in the United Kingdom. These shares were written down to nil value in the 2002 accounts and the company ceased trading on 31 December 2001 and has remained dormant since that date.

Aggregate donations from related parties were £5,750 (2023: £2,524).

There are no other related party transactions.

NOTE 19: Trustee expenses

Trustees made expense claims during the year for the sum of £645. The trustees did not receive any remuneration in 2024. In 2023 Trustees did not claim any expenses, nor they received any remuneration.

SOS Children’s Villages UK • Annual Report and Accounts 2024

No child should grow up alone

Ravenscroft House, 59-61 Regent Street Cambridge, CB2 1AB

@ hello@sosuk.org • © 01223 365589 • ® soschildrensvillages.org.uk xX @soschildrenuk • f soschildrensvillagesuk @soschildrenuk

Charity registered in England and Wales, number: 1069204, Company number 03346676

Cover image: A mother and her child standing outside their house, Rwanda. © Anne Kidmose Design & layout: causeffectdesign.co.uk

Contents

Welcome

J/Buaae

Who we are

Together, we are breaking this cycle.

What we do

Where we work

Progress towards our objectives wy in 2024

Family-centred care for Zambian children

Safe water in Rwanda

Improving parenting and parity for girls and boys in India

Hope after loss for Nishanthini

Caring for children

The way home in Zambia

Reuniting children and families

A lasting legacy transforms lives in Mozambique

Nourishing school meals in Madagascar

Creating safe spaces to thrive

Renovating houses in South Africa

Youth employability and education

Preparing for the future with Standard Chartered

Julio’s journey from student to entrepreneur

Eco Champions: empowering youth for climate action

Equipping young leaders

Transforming youth employment in The Gambia

Caring for evacuated children

A safe space for children in conflict

Reuniting separated families in Gaza

Supporting mental health in emergencies

Expanding access to mental health support in Haiti

The transformational power of a safe space in Ukraine

Advocacy and research

Our organisation and people

Strengthening systems and processes

Protecting children

Serious incident reports to the Charity Commission

Supporting our staff

Looking ahead

1. Locally-led and sustainable change

2. Evidence through programmes

3. Data and research

4. Humanitarian response

5. Advocacy

Thank you to our supporters

Financial review

Income

Expenditure

Fundraising activities

Charitable activities

Reserves

How we raise money

Investments

Corporate commercial participators include:

Risk management and internal controls

Structure,

governance and management

Charitable Objects

SOS Children’s Villages Federation

Board of Trustees

Policies and procedures for the induction and training of trustees

Public Benefit

PRESIDENT

BOARD OF TRUSTEES

Vice-Chair/Treasurer: Suli Hampson

Other board members:

COMPANY SECRETARY

SENIOR MANAGEMENT TEAM

Andrew Grieve

Sarah Bradford

ORGANISATIONAL DETAILS

Independent Auditors:

Principal Bankers:

Solicitors:

Trustees’ Responsibilities Statement of Responsibilities of the Trustees

DISCLOSURE OF INFORMATION TO AUDITORS

Independent Auditor’s Report

To the members of SOS Children’s Villages UK

Opinion

Basis for opinion