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What you can find
inside.
, A message from our Chair and CEO:: .
Our year at a glance
, Who we support and their experiences
Our vision, mission and strategy
, Long term recovery and lasting change
Stategic influencingg partnerships and leadership_._.
Organisational development and growth ,_ ;,-.
Aspirations, education and employment ",x:-; ' .
Children and young people
Empowerment, engagement and accessibility
Equity9 Diversity and Inclusion
Looking to the future
Legal, administrative and governance information
Financial review
Independent auditor's report
8018cewomensaid.or

"I would refer Solace
to anyone in the same
situation. It's not just
a job to them, they
genuinely care and
really know their
stuff. They help you
deal with the hardest,
darkest secrets you
have hidden. I have
never felt judged or
misunderstood."
Survivor

A message from our
Chair and CEO
Welcome to Solace's Impact Report 2023/2
It has been another busy* often pressured but extremely productive year at Solace. As with many
Violence Against Women and Girls (VAWG) charities, at Solace we continue to navigate how to best
support our service users within an increasingly underfunded sector with comp18x external pressures on
VAWG sector charities, our staff and volunteers and the women, children and non-binary people that we
support.
Despite thes8 uncertain times, we continue in our mission to support survivors to achieve independent
live5 free from abuse. We supported 14,435 people (22123: 13.361) in our frontline services last year. Our
work has a lasting impact on th8 lives of the women and children we work with. and we're proud to stand"
in solidarity with all survivors and to work towards a safer future.
This has been a year of fresh starts, with Naharjoining as our new permanent CEO in June 2023
and Priyanka as our permanent Chair of Trustees in September 2023. Another fresh start is our new
permanent office in Camden. This move has made a huge difference to staff morale and allowed us to feel
more rooted in north London. The offices are welcoming and friendly and it is great to finally have our
new'home, back where Solace Started our journey in Camden nearly 50 years ago. -
This year, some memorable moments have been:
Launching a new pan-London project (the Ruby Project) which seeks to expand Housing First provision
for Black and ethnically minoritised women with Hopscotch Women's Centre and fund8d by the Oak
Foundation.
Securing funding to expand our complex needs service to a new project in Haringey. -
Expandin9 our peer mentoring scheme so women with lived experience can support young women and"
girls in who have recently experienced violence and abuse.
• Representing survivors at the Covid-19 Inquiry to ensure that they are prioritised in future emergencies
our country rnay face.
Partnering with Furnishing Futurès to develop a blueprint for a psychologically informed environrnent for
our refuges. and using this to transform the living rooms in our Haringey refuges.
Working with volunteer group. ecubed. to put on fantastic events which raised over £10,000.
Bringing our staff together at our all staff conference to celebrate their work and look 8t how we support
women from survivors to thrivers.
We are still seeing the long-term impact of Covid-19 on those experiencing domestic abuse and survivors
are facing an increase in the cost of living and strained public services. Housing remains a critical issue for
women and their families in London and accessing safe and suitable accommodation remains a priority for
our campaigning. We continue to call on government and statutory service5 to ensure that survivors are
able to access the services they need to reach safety and recover, including ensuring there is sustainable
funding for the VAWG sector. _.
solacewomensaid.or

As a leadership team, we're building on our commitment and perseverance in promoting an inclusive and
. supportive environment for our staff and survivors to embed a zero-tolerance approach to racism and
. discrimination. We are committed to this ongoing journey to improve. Last year, the board of trustees
commissioned an independent culture review. We are now taking this work forward through a series of
planned Solace Together workshops, including every staff member, that calls for reflection and builds
strong values and behaviours that guide ourwork with service users and our effective engagement as a
unified workforce.
We continue to build on our Equity. Diversity and Inclusion action plan and are actively working towards
being an anti-racist organisation. Th8 results from our culture review continue to inform our way forwards
and our collective mission to be a fully intersectional and psychologically informed place of work.
The external environment remains challenging for the sector, with high staff turnover, recruitment
challenges, and a lack of sustainable funding as well as changes in types and style of abuse with ever
growing tech and online abuse. But we are constantly inspired by the courage of the survivors we support,
and will continue to grow and adapt our services so we can reach and support more women and children.
Tog8th8r. we can make change that saves lives.
Priyanka Devani
Chair of the Trustees
Nah8r Choudhury
Chief Executive
66
Despite these uncertain
times, we continue in our
mission to support survivors
to achieve independent
lives free from abuse.
solacBwonienSJi"d.-or

Who we support and their
experiences
of survivors we
support experienced
emotional abuse
of survivors we support
experienced jealous or
controlling behaviour
of survivors we support
experienced
physical abuse
of survivors we
support experienced
financial abuse
of survivors we support
experienced harassment
and stalking
of survivors we
support experienced
sexual abuse
57%
16%
30/
. of survivots.
389
125
w,o.men .we.
se.rvice$.~
Bolactiwomènsald.'o'r'

Adults supported in our services
White BTlti6h
29%
32%
30%
A8ian/A81an Brltlsh
21%
African/Caribbe8n/
81aek 8ritish
19%
14%
12%
Whito other
Mixodlmultipl•
ethnicily
Oth8r ethnlcltles
4%
6%
16-20 21-25 26-56 5646 46-55 56-65 66+
Ethnicity of adults
Ages of adults
Children supported in our services
38%
Whlte British
12%
A8i8n/Asion British
22%
26%
Alric8n/C8ribbean/
Black Britlgh
21%
Whité othor
12%
Mix•d/mulliple
Othnicity
Othor ethnicltltri
0-5 6-10 11-16 16-18
Ethnicity of children
Ages of children
solacéwioiiiensaid Ot

Strategic Report
The trustees present their report and the audited financial statements for the year ended 31 March
2024. The reference and administrative information set out on pages 38-39 forms part of this report. The
trustees review the aims, objectives. and activities of Solace each year. This report looks at what Solace
has achieved and the outcomes and benefits the charity has brought to those groups of people Solace
is established to assist during the reporting period. The review also helps ensur8 the charity'5 aims,
objectives and activities remain focused on its stated purposes.
Vision, mission and strategy
Our key objective
The prornotion of the physical, emotional, and psychological wellbeing and safety of victims of domestic,
sexual, and associated abuse, in particular womeni young people and children.
Our vision
A world where everyone is able to liv8 safe and independent lives which are free from gender-based
violence, abuse and exploitation.
Our mission
Solace exists to end the harm done through gender-based violence. Our aim is to work to prav8nt violanca
and abuse as well as providing services to meet the individual needs of survivors particularly women and
children. Our work is holistic and empowering1 working alongside survivors to achieve independent lives
free from abuse.
Our values
Feminist and intersectional in our understanding of male violence against women and girls
Survivor led, trauma informed and empowering
Diverse, anti-racist and anti-discriminatory to create 8 fully inclusive environment for 8taff
and service users
66
I'm so grateful, it's been a
long time coming and it's
such a relief. Thank you
for all your hard work
on this.
Survivor
solaceWO

We are committed to:
Soci81 justice and human rights
Service users having 8 central voice within the organisation
Working in collaboration with other agencies
Continuous improvement
Our strategic priorities 2022-27
Following the launch of Solace's 2022-27 strategy we have started to work towards our six strategic
objectives to drive forward our ambitions of supporting more survivors on their journeys to recovery and
beyond. Our six strategic objectives are:
1. Strategic influencing, partnerships and leadership
2. Organisational developrnent and growth
3. Long-tarm recovery and lasting change
4, A8pirations, education and employment
5. Children and youn9 people
6. Empowerment, engagement and accessibility
66
The work you do
is so Important,
keep doing itl
. Survivor
66
The care and Compassion I receivod
deserves the highest praise. My
advocate was absolutely amazing in
helping me in anyway she was able
to. Talking to me and providing me
with advice has helped me on rny
journey to overcoming everything
my family and I have been through.
urvivor
sc*la￿lI￿0in9nsaId.'or

What we achieved this year:
Long term recovery and change
At Solace, for women and children to truly recover from the effects of violence and abuse, we
need to take a holistic approach leading to lasting change. Our services continue to provide life
changing and long standing b8n8fits to the survivors we support.
Safety support through our advice and advocacy services
Solace's dedicated London Advice line provides a first point of call
for survivors. In 2023/24, our advice line answered 4,063 calls from
individuals and professionals across London to provide support
on domestic and/ or sexual abuse (22123: 4.107). The line provides
immediate advice and short-term support on safety planning. legal
rights and options, housing advice, financial concerns, immigration
issues, safeguarding and mental health issues.
Our Advocacy and Support teams continue to offer support to thos8
affected by domestic and sexual violence in seven boroughs across
London. Our community based advocates work hard to increase service users, safety and meet
a range of needs to recover from abuse. This year we supported 4,990 in our advocacy services
(22/23: 5,916).
Longer term support for sexual violence survivors
Our North London Rape Crisis service offers a range of services to women and girls 13+ who have
experienced any form of sexual violence at any time in thair lives. This year we answered 1,323
calls on our helpline (22123: 894), 215 women who experienced sexual violence were provided
advocacy (22/23: 286) and support, and we provided 269 women with counselling or group work
(22/23: 272).
We piloted a new group work programme for survivors who have finished their counselling and
who have had a negative outcome f rom the criminal justice system. The groups begin with a
counsellor facilitating, and then women are encouraged to continue together and provide peer
support. Survivors fed back that they felt empowered to have their experience normalised by
their peers and felt safer and comfortable to share things.
-.solacewomen"$ald.or

Providing safe accommodation
We provide skilled, specialist support for wornen and
children across our refuges and accommodation services,
enabling them to address both their practical and emotional
needs during this difficult time of transition. This year. we
supported 809 women and children across our 19 refuges
in seven boroughs and 64 move on spaces across London
(22/23: 949).
ol sur:viyors 1n.our
. accommodation sai.d-,
they felt safer following
our support:._
Space to heal from trauma
We continue to provide person centred and strengths based counselling and group work
for survivors of domestic abuse and wider VAWG. We provide counselling for women in the
community in Islington, Waltham Forest and through the pan-London Ascent Advice and
Counselling service. We have continued to deliver our counselling for women and children in our
refuges, to work through their feelings and understand the trauma they have experienced.
Embedding a psychologically informed framework
We are working towards psychologically informed framework (PIF) across our services
and organisation. Staff have been introduced to insights and principles from psychological
approaches to working with service users and each other to support them to understand, and
keep in mind, the conn8Ctions between thoughts, emotions and behaviour. A staff working group
will be working to embed this approach across our organisation in 2024/25.
We also partnered with Furnishing Futures to develop a blueprint for a psychological informed
environment for our refuges, and used the blueprint to transform the living rooms in all three of
our Haringey refug8S.
urvsvor Cas
Study
I felt exhausted and hopeless trying to find the right 8UPPOrt, until I found
Solace. I was assigned a Floating Support Worker, who was like a breath
of fresh air in my life and a rare and kind person. She genuinely
cared about helping me and I feel that she gave me
her all at all times. I needed someone to speak .
up for me and fight for me when I didn't
know how to fight for myself and she was
great at advocating for me with many
organisations. She saved my life in so
many ways and I will forever be grateful
and remember everything she did for me.

What we achieved this year:
Strategic influencingg partnerships
and leadership
Our frontline teams deliver life changing work to survivors of VAWG, and often help them to
overcome systematic barriers to help and support. Our strategic influencing at a pan-London
and national level and partnerships are crucial to ensure that the specialist sector continues to
provide life-saving support to all survivors and influence change to break down these barriers for
good.
This year, we continued to build on our public affairs and influencing so that the voices of
survivors are heard at the highest level. We raised awareness of the financial and
housing challenges that survivors of domestic abuse experience. and the failings they suffer in
the criminal justice system. We responded to six consultations over the year and met with 27
influential stakeholders.
Covid-19 inquiry
Solace, alongside Southall Black Sisters, r8presented domestic abuse
survivors as a core participant in the Covid-19 Inquiry looking into
the Government's decision making during the pandemic. With
support from Garden Court Chambers and Public Interest Law
Centre, w8 submitted extensive written evidence and gave
oral evidence in October 2023 to highlight the experiences
of survivors during the pandemic and the failings of the UK
response. We await the inquirfs recommendations and
lessons18arned for future pandemics and emergencies in
2025.
66
For the first time, councils from
across England came together
to undertake gender informed
outreach to understsnd the
number of women rough sleeplng
and how their experiences differ
from men's.
Solace evidence to tho
Covid-19 Inquiry

Women's Rough Sleeping Census expansion
Solace worked in coalition with Single Homeless
Project, London Councils and Homeless Link to
deliver the first national census into the seale of
women's homelessness. For the first time, councils
from across England came together to undertake
gender informed outreach to understand the
number of women rough sleeping and how their
experiences differ from men's.
66
As a f8malei you feel .
vulnerable and I was 8carod to
sleap outside in case anything
bad happèned to mè. You feel
p8opl8 look down on you.
The National Women's Rough Sleeping Census
Report 2023 sets out the key findings from a
week-long, national census of women sleeping
rough in 41 local authorities across England, and
recomrnendations to improve the response for
women. Teams conducting the census found 815
women, a far higher number than Government
counts in those areas indicate.
Read the report in full: WRSC Re
Women's Rough Sleeping
Census Participant
ort
Our partnerships
Partn8rship is one of our three key principles that steer our organisation, and we seek to develop
equitable partnerships with specialists in the male violence against women and girls sector. We
are proud to lead the Ascent Advice Plus Partnership, Casa Project, Nest Project and the WISER
Project, and to be a member of the London VAWG Consortium. We continue to play an active
role in the Ascent Advice and Counselling partnership. Ascent Floating Support Service, and
CouRAGEous Project to ensure that women and girls across London can access the specialist
services they need.
in rnove.on b.::.
¢ew<iinenbaid.or

What we achieved this year:
Organisational development- internal
Solace's staff are our biggest asset and do incredible work every day to support our survivors. We
recognise that we need to do more to support our growing staff team and to foster an inclusive
culture and work environment and this year we have introduced a series of new initiatives.
Wellbeing and mental health support
We introduced trained Mental Health Champions; staff members supporting us to becom8
safe workplace and to talk about our own mental health. Our Champions contribute to a
mental health resources hub. support mental health anti-stigma days and conduct wellbeing
assessments with staff. We deliver training for staff and managers on self-care, recruit volunteer
counsellors and commissioned a new employee assistance provider which has a wider package
of support. This builds on our existing provision of regular clinical supervision sessions by trained
BACP supervisors, and access to daily debriefs.
Wellbeing days and flexible bank holidays
We introduced several new staff benefits including:
• Wellbeing days - In early 2024 we announced that all staff could take an extra 2 days away
from work in addition to their annual leave entitlement to help them prioritise their wellbeing
and m8ntal health throughout the year.
Switching bank holidays- Our staff team are now able to swap bank holidays set on datas for
Easter and Christmas and use them for alternative faith-based events or celebrations.
66
Thank you so much for
everything? you have no
idea how much I truly
appreciate your support
and Solace as a whole.
Survivor
acewomensaid..or"'

Solace Together
In 2022/23 Solace undertook an independent culture review. In response to the feedback
from this review we designed and started our Solace Together sessions, running from March
2024. Our CEO, Nahar Choudhury, and members of SMT will be holding sessions with every
single member of staff to gather thoughts on our culture, on being an intersectional feminist
organisation and how to be a truly anti-racist organisation. Our aim to move forward together
with improved culture and a united purpose.
All staff conference
In November 2023 we held our first full staff
conference under our new CEO in central
London. 200 staff attended and we held
sessions on the theme of Survivor to Thriver.
We were joined by some exceptional
speakers including Jain Lemom, Head
of VAWG for MOPAC, Nicole Jacobs,
Domestic Abuse Commissioner,
as well as our trustees, survivor
ambassadors and motivational
speaker April Ventour. We
celebrated our staff team
through our second Inclusion
Awards for staff who
had been nominated by
their peers for going
above and beyond
in supporting and
including colleagues.
141
.-*":"stilar￿womenSal.d"0.

What we achieved this year:
Organisational development- growth
As an organisation, growth is part of our mission so we can provide more services to those that
need them. The cost of living crisis and increased strain on public services has meant that it is
a challenging time for fundraising within our sector and beyond. However, we continue to work
hard to achieve the dual aim of supporting survivors and being able to do more to support the
frontline staff working for the organisation.
In 2023/24, we raised £14.4 million of income. The majority of our funding is from statutory
funders for delivering refuge and IDVA services in addition to the generous support and
donations of individual donors, community groups and companies. From marathon runners and
cake bakers to jewellery sellers and gig organisers. every £1 raised has made a huge difference to
the lives of survivors recovering from abuse.
Swim for Solace
We held our very first Swim for Solace fundraising event, encouraging
supporters to swim 35 lengths, miles or times to highlight how women
are assaulted on average 35 times before they report to the police. We
were delighted that people swam to help survivors and thank all those
that took part. In 2023, we also had our highest ever number of runners
supporting us in events such as Hackney Half Marathon.
ot Solace
66
All women and girls
should not only be safe and
free from fear- but also
experience thejoy of living
their lives loud and proudl
wim for Solace
supporter
4olacewomen$ald.

Our Christmas Campaign
We rounded up the year with
our powerful and poignant 'Safe
This Christmas, campaign film featuring
Eastenders actor and rising star Milly Zero as
'Amy' _ a young women fleeing an abusiv8 relationship
and finding safety in a Solace refuge. The film also featured
Solace staff and volunteers and members of LIPS choir, a London
based trans-inclusive women's choir.
Corporate Partnerships
This year we are delighted to have strengthened our partnership
with the London Desi9ner Outlet in Wernbley. who gave a pair of shoes to
every woman and child in our refuge as part of their 'ln Their Shoeg campaign. They
also launched a Warrior Tree at the London Designer Outlet as a symbol of unity and undertook
comprehensive training to foster 8 safer space and equip their staff to positively impact the
community.
Partners also provide invaluable support to Solace through their pro bono sarvices - this year the
support provided was valued at £70,300 (2022/23: £95,407) with a large proportion attributable
to Christmas donations of £18,000.
66
Our goal is not only to gather
support but to inspire empathyg
solidarity, and to showcase the
transformative power of small acts
of kindness. LDO staff, our brands,
and the Brent community all come
together to support this mission.
London Designer
utlet

things each session, as well os
feeling supported and safe was -
incredible: Her energy made mé:.
feel somethlng I've never feh
66
' Thank you so muchto my
ISVA) you have been absolutely
amazing. I would say that you ,
. helped mo fight as hard as I did.
l am beyond thankful for all the
help and support from you.
Solace Service User
. solacewomensaid.or

66
You did a fantastic jobj YOU
were kind yet efficientl YOU
judged the situation and
my needs perfectly and you
have made a significant
difference to my life.
Solace Service User
66
66
Thank you for being with me
and staying in touch throughout
this ordeal. You've been such
a kind and helping hand and I
just wanted to say how much I
app.reciate you throughout this
whole process. .
. Solace Service User

What we achieved this year:
Aspirations, Education and Employment
We are all too aware of the impact that violence and abuse can have on women's employment
and financial stability and also on young people's aspirations and education. We work to create
more opportunities within Solace and focus on supporting survivors to financial independence
as our strategy evolves we will look to focus on creating more employment pathways for
survivors in the wider job market. We achieve so much with the support of our volunteers and
they continue to allow us to help more survivors, as well as create pathways into employment.
LUCE Project for visually impaired women
Through a grant from the Vision Foundation (now Fight for Sight). we launched the LUCE Project.
It aims to make our Advice service more inclusive for people affected by blindness and visual
impairment, who have historically rarely accessed our services, and break down barriers to
employment for visually impaired survivors. Through the project, we have 3 active volunteers
(2 of whom are doing an IDVA qualification) who are answering calls in our Advice Line and 2
volunteers who are looking for other opportunities within Solace.
Expanding our peer mentoring scheme
Our WISER project for women experiencing multiple disadvantage, continues to deliver and grow
its, peer mentoring scheme. Women can access support from a team of peer mentors with lived
experience, in addition to their WISER advocates. We successfully expanded this scheme to our
advocacy scheme for young people in London's Major Trauma Centres. We recruited 10 peer
mentors and delivered training to provide ongoing emotional and psychoeducational support to
young people once advocates complete their support.
66
She was like a role model and
gave me a blt of hope, because
I knew If she could do It, I
might be able to too.
rvice User
ported
a Peer Mento
sola¢ovioin"énsald.'oi,

Our volunteers
In 2023/24, we received 7,197 volunteer and
professional hours from individuals and students .
Our volunteers worked across 28 different projects
(22/23: 5,336 hours). Based on the London Livin9
Wage, we estimate that they contributed £94,641
to our services this year (22/23: £63,765). We
hosted student placement throughout the year
working with education providers to increased their
understanding of supporting VAWG survivors and
for our staff's mutual learning.
66
Recovery is complex but you
need to keep turning up and
challenge yourself. It's easy
trying to find the new you but
it's difficult to unlearn th8 old
you - that'8 where the hard
work 18.
Survivor to employee
66
l am already 8eeing how
my time here at Solace has -'::
helped prepare metor my ::
other internship that l am
in right now. My time at
Solace has really helped my
confidence.
Solace Volunteer
- gnsaid.,

What we achieved this year:
Children and Young People
We continue to see the impact of the rise of online and technological
abuse on children and young people, and the impact of domestic
abuse in their homes and schools. Our work with children and young
people is crucial to support them on their own journeys to recovery.
With increasing levels of misogyny being seen across our society) it
is more vital than ever that we continue our work alongside children
and young people to prevent abuse and increase understanding of
healthy relationships.
(22/23.,19i)
Supporting young people in London's Major Trauma Centres
Our team of IDVAS have work in close partnership with Redthread
to provide crisis intervention support to young people of all genders
who present in London's Major Trauma Centres due to domestic
abuse and sexu81 violence issues. We provide training provision to
hospital practitioners to improve the identification of violence and
abuse across the four London major trauma centres.
Working with young boys
Our Protect our Women Project delivered a newly developed
'Working with young boys, programme in three secondary schools,
facilitating conversations around masculinityg identity, sexuality, and relationships through
an expert, professional framework. It aims to empower boys to share their learning and help
others to learn about positive and healthy models of masculinity. We are looking to expand the
delivery ot the programme as a vital way to tackle rising misogyny in young men and boys.
66
You have made a tangible
difference to the ways the
boys are able to express
themselves emotionally
and are providing crucial
space for them to talk as
a group and learn such
Important Ilfe lessons.
Teacher

Our STAR Programme
Solace's STAR (Supporting Trauma Awareness and Resilience)
programme is part of our whole family approach and supports
trauma awareness and building resilience for mothers and
children in three of our refuges. The programme provides
safe and confidential space to mothers and children in their
respective groups to unpack their experiences of abuse and
trauma while identifying new strategies, building resilienc8,
healing through growing hearts and minds, and strengthening
relationships.
66
Despite a lack of ringfenced funding for children as victims,
we continue to prioritise provision to support mothers
and children. We provide counselling for children and
younger people in our refuges, our family support workers
play a crucial role in addressing the devastating impact
that domestic abuse has on mothers and children and our
sessional play workers provide respite for mothers in refuge.
We work with many different partner organisations to bring
fun activities and new opportunities into our supported
accommodation services, includin9 music making with
Wigmore Hall, songwriting with Royal Opera House and yoga
with Kidsinmind.
I have eonfidence that
children are taken care of and
feel safe during the group so
they can separate from thelr
mums for the tirst tima.
Survivor taking part in
the STAR Programme
Supporting schools and universities
We have created a section on our website specifically for schools and universities with a range of
materials including resources and posters to raise awareness of VAWG and Solace services. We
provide training opportunities for schools and guides to for how young people can get involved in
raising vital funds for Solac8

What we achieved this year:
Empowerment, Engagement and
Accessibility
At Solace, w8 want to foster an environment of empowerment and amplify the voices of the
survivors. We rais8 awareness of violence against women and girls and develop services which
provide for survivors from intersectional backgrounds and the most hidden women.
Supporting women experiencing muliple disadvantage
Solace specialises in providing vital support to
the most vulnerable women in London including
those experiencing multiple disadvantages such
as domestic abuse, complex mental health,
substance misuse, rough sleeping, insecure
or uncertain immigration status and history of
children being removed from care and/or at risk
of further removals. Through our WISER Project,
two Housing First projects in Westminster and
Islington and our multiple disadvantage refuge,
we have supported 137 people who are frequently
excluded from mainstream services and/or find it
hard to engage with support {22/23:107).
66
When you'vo become homeless,
they only see you as homeless.
But wlth Solac8 they actually do
take Into account you are actually
person you had a Ilfe before that
and you do have a Ilfe to continue
and that's what they're trying to do
Is actually make you continue from
the Ilfe you actually had before.
Surviv
We published evaluations of our Housin
First
VAWG Westminster Service, in partnership with
Standing Together, and our WISER Pro'ect which
shows the continuing impact they have on women
and the ongoing improvements we are making.
A priority for Solace is to expand our servic85
providing this critical support across London and
our new Ruby Project partnership with Hopscotch
Women's Centre is the next step in ensuring that
Black and ethnically minoritised women are better
served by our services.
Supporting with the Sex Industry Toolkit
We published a toolkit which contains guidance
for staff on working with service users in the sex
industry. We also recorded a webinar containing
an overview of terminology, stereotypes, the law,
common barriers and challenges, as well as advice
and resources for how to support service users
who are in the sex industry.
Toolkit: Women in
the Sex Industry

Survivor Ambassador launch
In May 2023, we launched our new survivor ambassador prograrnme, a group of incredible
women who have accessed Solace's services and now want to share their stories to raise
awareness of sexual violence and domestic abuse, and empower other women and girls. From
media appearances, to public speaking engagements and consultation on our campaigns, they
use their voice, skills and passion in a rang8 of ways to advocate not only for themselves, but
other survivors.
Raising awareness of VAWG through the media
We work closely with the media to raise awareness and represent the women we support, and
to reach women who need our services. We also work to ensure that VAWG is reported on
responsibly and that we reach supporters and campaign for survivors. Where we can. we include
our Survivor Ambassadors and the voices and views of the women we work with. This year we
had more than 150 media engagements and were featured in magazines such as Cosmopolitan,
Stylist as well as on TV and radio such as Channel 4 News, BBC News, ITV, Sky News, Radio 4
and LBC.
Accessibility of our services
We work to improve the accessibility of our services so more survivors can reach tha
help they need. We use alternative text and subtitles on all our comms, and have Recite
Me on our website, which supports people in a variety of ways, including translating our
information into over 100 languages and adaptations for neurodiversity and sight impairments.
We created some short films about our refuges to help women and professionals understand
the support, and now have a online form to help wornen make self-referrals. You can learn more
about moving into a refuge or referring women into a refuge here and here.
Survivor Case Study .
My emotional and mental wellbeing was greatly improved by having my worker by my
side throughout the investigation and court case. She was extremely empathetic and
was so detail-oriented that she thought of everything. I felt taken care of and it put my
mind at ease knowing that someone who knew the criminal justice process inside and
out was looking out for me and advocating for me. This meant that I could focus more
energy on improving my wellbeing rather than worrying about the case too much.

Equityy Diversity? Inclusion
Solace continues to focus on advancing anti-racism practice. fostering inclusion, and ensuring
the safety and appreciation of our service users and staff. We want to take a proactive approach
to tackling the underrepresentation of colleagues of colour in management (and across the wider
charity sector).
The inclusivity of our services continues to be a focus - 93% of survivors said our services were
culturally sensitive. We deliver bespoke services for older women through the Silver Project,
young women through our CYP services and rape crisis centre, Irish Traveller women, and
women with no recourse to public funds. New staff training took place on meeting the needs of
Bangladeshi women and supporting LGBT+ survivors.
Our work has also focused on creating a new language guide to empower and equip staff with
the confidence to use respectful and sensitive language when interacting with colleagues and
survivors.
We continue to upskill our staff to be upstanders rather than bystanders, providing everyone
with skills to proactively challenge microaggressions and exclusionary behaviour experienced by
service users and colleagues through our bespoke 'Courageous Conversations training,. This year
we trained a team of staff co-facilitators to deliver these sessions, so that all staff can access this
powerful course. Our second annual Inclusion Awards showcased those team members who had
put this course into action through active allyship and celebrated staff who had taken broader
steps to spearhead inclusion and anti-racism in their support for survivors and staff.
This year we established our EDI and Culture Steering Group, developed a mentorship
programme and an aspiring leaders programme for colleagues from global rnajorities within
the organisation. These initiatives are seeking to nurture the talent of colleagues f rom global
majorities, pave the way for more inclusive leadership and drive tangible progress in creating an
equitable and inclusive workplace in which every team member feels valued, heard and seen.
We have also worked with the EDI and Culture Steering group to design questions for our
updated staff survey to help us to understand our staff's experiences and further steps to make
our workplace inclusive and anti-discriminatory. We
continue to provide specific support for women
f rom the global majority through our debriefs with
supervisors of colour and through our EDI open
sessions which are weekly sessions for staff
seeking assistance for EDI related concerns,
issues and challenges.
S.¢DSi.tiv•.,:

66
My main takeaway from thetraining
was you can call people IN rather
than OUT. I think this could changa
the narrative of challenging others
In a way where they could perhaps
not get so defensive about being
challenged.
EDI Training Participant
66
I feel like I'm part of
somethlng great.
Steorlng Group
Member
66
Llstening to other people'8 8torles about
mlcroaggresslons they have experienced
was very eye-opening as this training
allows you to see the subtleties of
microaggressions and how they can
impact on others. l also now feel
equipped to challenge others in work
settings and my personal life.
EDft Training Participant
66
The mentOY8hip allowed for
meto learn? grow and develop my
confidence. I was able to take questions
to my session and get an alternatlve
perspective on the management of
different projects.
Mentee 4)n tho
Peoole OS ColoJi r Program
IB6ewoinensald.or

Our thanks
. Mills & Reeve.LLP
'.New.Look..
Oak Foundation
.Olwyn Foundation.
Orbis Investments:.
Orla Kiely.,
-'>. Paramount
Pillars BreMiery-,
Property Hub
Public Interest La￿V'centre
Rafiki Golf Society
Rich Support,.Limited
-.4ti Rirnes
Slaughter and May
Southwark Charitable Trust
Squire Patton Boggs
-• STACK Agency
Abuse (STADA),
.The Big Give_
Hollick Family Foundation
-WO*. The Firebird Foundation.
The Football Association
The Glen Beg Foundation
The Golden..Bottle Trust->_.._
Th8 Grace.Trust
. The Hendonian Charitable-Trust
The.Rosa-Fund
The Screwfix Foundation
Jceland Charfitable.Foudnation
Irish Y_outh Fo.undation
IWIRC London Network .
Jack S.ealey"Ltd
Jade Blue-
.T.okyo.Marine HCC.-.
. MBA.S.tack. .
the London_Bo_roughs_of-Barn"et., Bexley:-Cam-den,-_ÉDfield, H?ringeyi
lslingtL>ri,- Leinbeth.-
Tower.140-mJets- Waltham_Forest-a-D_d_Wéstmirister-"rthe Mayor's Officefor Policing and

urvivrjr
tudy
My emotional and mental wellbeing was greatly improved by havin9 Sabrina by my
side throughout the investigation and court case. She was extremely empathetic and
was so detail-oriented that she thought of everything before l even had the chance to. I
felt taken care of and it put my mind at ease knowing that someone who knew the criminal
justice process inside and out was looking out for me and advocating for me. This meant
that I could focus more energy on improving my wellbeing rather than worrying about the
case too much.
ase
Sabrina also did a fantastic job at managing my expectations well in advance so that there were
no surprises or major disappointments. For example, she stressed how unpr8dictable court
schedules can be and prepared me for delays and last minute changes. When, inevitably, there
was a change to the schedule I was not as upset or stressed as I would have been without the
prior warning.
Sabrina 8180 helped me make better sense out of what happened to me, for example by
discussing concepts such as the 5 Fs (fight, flight, freeze, flop, friend). I had never he8rd
of this concept before but it has stuck with me ever since. It helped to better
understand and accept how l acted to the assault and comforted
. me knowing that my response was a common one to
trauma of this type.

Looking to the future
Our core focus continues to be on the continuous improvement of the support we give to
survivors, providing new services that meet the complexity of survivors lives and ensuring that
we have motivated and healthy staff and volunteers.
Transforming the culture of our organisation together with our staff is a key focus for the trustees
and leadership team in 2024/25. Our Solace Together workshops and naw EDI and Culture
Steering Group will bring together staff across the organisation setting out our common purpose,
what intersectional feminism means to us and how we all work collectively to become an anti-
racist organisation. Our Anti-Racism Strategy will become embedded and help us all to respond
to discrimination faced by staff and service users.
We will invest in our staff through improved induction and learning programmes and developing
management training. We will make improvements to the ways of working in our infrastructure
services such as HR, finance and business support, so they can better enable our frontline to
focus on delivering for survivors.
Across our services we will be embedding a psychologically informed framework to ensure
that our staff team feel confident in understanding and responding to the connections between
thoughts, emotions and behaviour with survivors and towards each other. We will also look to
improve the data we collect on the positive outcomes that our survivors experience and ensure
we can consistently tell their stories and achievements,
Our service users should be a key voice in all that we do and we will refresh our service user
strategy to ensure they have more avenues to shape and develop Solace as well as setting up a
shadow board to truly embed their voices in our governanc8 Structure.
With a new fundraising team in place, we will be focusing on retention of existing services with
full cost recovery, increased income generation and strengthening our reserves. This will enable
us to better meet the needs of our service users, staff, and volunteers at Solace.
We will support the organisation's growth by strengthening core services and seek to grow our
services around housing and preventing VAWG. We will review some of our core delivery models
to ensure they continue to meet the needs of the survivors we support.

Goals for 2024-25
Our 2022-27 strategy set out our ambition for the organisation to grow to achieve the dual
aim of supporting more survivors but also to support the f rontline staff working for the
organisation. Under our new CEO and trust8e board, Solace has developed some organisational
goals to sit alongside our five year strategy:
Inclusion, becoming an anti-racist organisation and cultural transformation
We introduced several new staff benefits including:
Work towards becoming an anti-racist organisation
Deliver EDI initiatives to provide solutions for staff and services to end discrimination
Continue our cultural transformation.
Inclusive service delivery
Review models of seniice delivery
Embed a psychologically informed framework (PIF)
Deliver new housing models
One team of valued, diverse and skilled people
Develop an excellent induction learning programme
Provide management training for existing and aspiring managers
Explore new non-staff benefits
Amplifying the service user voice
Establish a shadow board
Create lurther avenues for service users to have their say
Make prevention a priority
Increase the use of our 'whole school approach. to tackling misogyny in young people
Grow our partnership focusing on awareness raising and prevention
Raise more awareness of VAWG through the media
Strengthening our infrastructure services
Review inf rastructure services to ensure they support staff to deliver excellent quality services
Retain existing contracts with full cost recovery and an inflationary uplift
Data to measure effectiveness
Improve data collection across our seniices and increase the data literacy of our staff
Develop set outcomes to measure success across our services
Increase our use of storytelling to showcase our work

Financial Review
The financial results for the year ended 31 March 2024 are set out in the Statement of Financial
Activities, balance sheet, cash flow statement and notes to the accounts on pages 34 onwards.
Income
For the financial year 2023/24, total incoming resources was £14,386,000 (2022/23 £15,156,000)
with funding f rom statutory partners, trusts and foundations, corporates and the public which
have helped Solace maintain essential services during the year. The total reduction in income of
£770,000 (5.1%) compared to prior year is primarily dua to the planned closure of the Labyrinth
Project in December 2022 and cessation of services in Southwark in March 2023. The dip in
activity does not capture a number of new projects which came online towards the end of the
financial year which will partially rebalance activities longer term. The mix of income between
S8rvices has remained relatively stable between years.
2022.23
2023.24
Children &Young People
Therapeutic
Communily ba$8d advice, advocacy & Support
Refu98 accomodation- S8rvic8 contracts
Refuge accomodation- Rent and Service Charges
Donations & Legacies
Partner8hip work
Other Services
Our refuge services grew by £252,000 as funding streams awarded in 2022 were operational for
the full financial year and inflationary increases in core rental income came into effect f rom the 1
April 2023.
Community b8sed advice and advocacy services, which continue to represent the largest part of
our funding at 37°A, declined by £482,000 in the year. Our service delivery in Southwark came to
an end in March 2023. This saw us transition IDVA services to our sister organisation Refuge.
Therapeutic services, which deliver counselling in a trauma informed manner to survivors of
domestic and sexual violence, declined during the year by £27,000 as Southwark services
ceased.
Our work with Children and Young People saw a £73,000 increase in funding due to an uplift in
Ministry of Police and Crime (MOPAC) funding our team of IDVAS who work in close partnership
with Redthread to provide crisis intervention support to young people of all genders who present
in London's Major Trauma Centres due to domestic abuse and sexual violence issues.

Our partnership work saw a decline in income of £420.000 as the Department for Community,
Media and Sport (DCMS); Labyrinth project, which saw significant activity in VAWG sector
capacity building came to an end in December 2022.
Solace has successfully retained 100°A of our statutory contracts retendered during the period,
providing longer term financial security for Solace to withstand the continuing challenging
financial climate.
Voluntary income from donations contributed 3.1% of our funding base through the support of
the public, corporates and trusts and foundations. A drop of £47,000 during the year as the team
experienced a period of resource constraints due to the decline in the fundraising sector and the
t8am was restructured.
Expenditure
Our charitable spending on activities decreased by 5.7°A from £15,257,000 to £14,388,000
aligned to the fall i n income as we actively managed our bottom line in response to a reduction
in services and prudent management of central resources. The most sizeable drop was in
partnership funding which fell from £1,348,000 to £943,000 following the closure of the
Labyrinth project. Our financial position declined overall as we incurred closur8 Costs for services
in March 2023.
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Our biggest expenditure is on staff, 69.5% (2023: 68.3%). Our staff are at the heart of the
financial decisions we have to make. Solace continues to support the London Living Wage and all
salaries meet at least this level. In January 2023 and again in January 2024 Solace implemented
pay awards that recognise those on the lowest salaries have been hardest hit by cost-of-living
pressures. Our most junior staff received a 3.5°A pay award in Jan 2024 (2.5Yo Jan 2023) at a
time when our executive team received no pay increase. As a result our average salary remained
relatively flat year on year at £32,393 (2023:£32,385).
Occupancy costs are our second major expenditure as we seek to maintain our portfolio of
owned and leased properties. The average cost per unit of our housing stock increased year on
year from £7,658 to £7,868 as we saw increased utility, maintenance and insurance costs arising
f rom general market pressures.
During the year we invested in a new Finance system and moved to our new Head Office to
resource the needs of the organisation.

Central costs as a percentage of overall expenditure have remained constant as we have
managed support and governance costs in response to planned falls in income. This means that
for every £1 Solace receives 85p goes directly to supporting our service users.
Financial position
After the net expenditure on restricted funds, the overall result for the year was a deficit of
£2,000 (2022/23: deficit of £102.000). Th8 current year deficit aligns with the operational
objective for the year of delivering services within budget while facing a second year of higher
than anticipated inflationary cost increases in costs.
Achieving a surplus remains a key performance target to enable the charity to set aside funds
towards reserves for contingency requirements, further 8xplained in our reserves policy note. We
have p18nned to achieve a balanced budgat for the coming year which we believe is achievable
due to recant renewals and extensions of contracts and a more targeted approach towards
fundraising combined with tight mana9em8nt of costs.
Total fund balances as of 31 March 2024 were £1.999,000 (2022/23: £2,001,000) of. which
£1,021,000 (2022/23: £909,000) were designated funds and the remaining £978,000 (2022/23:
£1,092,000) represented general funds. Designated funds as at the balance sheet date represent
the net book value of tangible fixed assets.
Reserves policy and going concern
The reserves fund represents unrestricted general funds which are not committed or tied to any
tangible fixed assets held by Solace.
It is Solace's policy to retain sufficient reserves to safeguard its financial commitments and to
continue to provide essential services to women and children who are experiencing domestic
and/or sexual violence, in the event of unforeseen tinancial problems for a length of time to
enable those problems to be resolved.
The trustees have reviewed its reserves policy in March 2024 and agreed to build Solace's
reserves based on an analysis of the risks facing the charity. In determining the level of reserves
required by Solace, the following factors are taken into account by the Board of Trustees:
key strategic risks as described in Solace's risk register:
• our strategic goals;
financial strategy and sustainability;
liquidity management;
commitments to staff and other contractual obligations; and
needs of services and beneficiaries.
This level of reserves is to protect the charity f rom having to make quick structural changes
arising from the sudden loss of income, for example when contracts are not renewed or other
unforeseen circumstances, to enable the charity to function during unexpected periods of
financial difficulties. The Finance and Resources sub-committee reviews the level of reserves
required by Solace annually and recommends the appropriate level to the trustees.

Based on the analysis of risks, th8 trustees have set a satisfactory reserve level and a target
reserve level for the charity. A minimum satisfactory general reserves level of £1,004.000 was
agreed as being adequate. The currant unrestricted free reserves of £978,000 (unrestricted
reserves less those related to tangible fixed assets and designations) are just below the
satisfactory reserve level.
The desired target reserves level was set at £1,113,000 and at March 2024, there is a shortfall of
£134,000. The need to increase reserves to achieve the desired target levels will be a focus of
the charity in the median term, In the coming financial year Trustees have weighed the need to
increase reserves against our ongoing commitment to support staff and service users during a
period where both have experienced significant cost of living increases. In the coming year we
have set a breakeven budget with the plan to generate surpluses over the next 5 years to achieve
both satisfactory and desired target reserve levels.
Further notes on our reserves are outlined in note 15 of the financial statements.
The trustees have considered the material uncertainties which may cast doubts on the
appropriateness of the going Concern assumption with re9ards to the 2023/24 financial
statements. As noted above. these uncertainties are continually monitored by the board and
the senior management team, and remedial actions are implemented in a timely manner. Having
considered the risks of these unc8rtainties, the trustees have concluded that the going concern
assumption remains appropriate for the coming year.
Risk management and principal risks
Trustees have overall responsibility for establishin9 and maintaining the system of risk
management at Solace. The charity maintains a charity risk register which tracks key risks to
Solace and is reviewed by trustees at quarterly sub-committee meetings and full board meeting.
Unexpected and sudden changes in risks would be scrutinised by trustees over and above
planned meetings.
The principal risks facing the charity which operates in a challenging and demanding sector are
financial, operational, reputational, people and culture and regulatory and these are detailed
below.
Financial
Solace oper8tes in a challenging and demanding sector with uncertainties over longer term
funding, due to the commissioning of services by local and central government and the cuts
to public spending. Payments by local authorities, government bodies, trusts and foundations
are based on the achievement and add further pressures on cash flow and overall financial
management.
External risks to funding have been reduced by reaching and maintaining the standards required
by commissioners and funding bodies and implementing a strategy to diversify our funding base
through income generation from fundraising.

Financial risks arising from any contract renewals in 2024/25 are mitigated through TUPE
(Transfer of Undertaking Protection of Employment) arrangements and the maintenance of
adequate reserves to absorb central costs covered by these contracts. This has been significantly
reduced as Solace has retained and renewed several key contracts for a new term of three to five
years.
The ongoing cost-of-living crisis has added greater financial pressures and creates additional
risks through the need to increase salaries at a higher rate and the need to pay more for goods
and services.
Overall financial risks are monitored through regular reporting to the Finance and Resources
sub-committee and trustees with scrutiny of annual budgets, reforecasts, management accounts
and cash flow projections. Scenario planning with prudent income generation activities has been
prepared and reviewed with trustees to ensure that Solace continues to have sufficient resources
to deliver its services and remain solvent in the foreseeable future.
Operational
The nature of our service delivery which provides support to vulnerable women and children
suffering from domestic and sexual violence increases our operational risks which could result
from services providing inadequate support for our service users caused by unclear priorities,
lack of quality oversight and inadequate stafF resources.
Operational risks are managed through implementation of suitable policies and procedures
including good practices for casè management, appropriate caseloads, rigorous staff training,
staff supervision and support and regular reporting to senior management. Procedures are
in place to ensure compliance with health and safety regulations, risks assessments and data
protection regulations in respect of service users, staff, trustees. volunteers, and visitors.
Appropriate insurance cover is in place.
Risks on IT systems and cybercrime are managed through the use of accredited managed IT
providers using secure cloud-based technology. Monthly review of performance and IT risks are
undertaken with senior management and reported to trustees. Staff receive regular training on
IT and cyber security and induction training is provided to all new employees.
Reputational
In line with our operational risks, reputational risks are heightened as we engage with vulnerable
people in difficult circumstances. Service audits are conducted annually to review compliance
with funder agreements and reported to trustees. The senior management team works closely
with boroughs and other funder leads and attend meetings and events which enable issues to be
dealt with promptly and manage reputational risks.

People and culture
Solace is committed to being an actively inclusive charity and has reviewed its Equity, Diversity
and Inclusion action plan with trustees, staff and voluntears as outlined in the earlier sections of
this report. Specialist inclusive training and awareness programmes are being delivered to all
staff.
Risks and challenges on staff recruitment and retention are managed through continuous staff
learning and developm8nt. Like others in the charity sector, we continue to see high turnover
of staff and a priority is to improve our retention rates. For some roles, we have experi8nced
challenges in recruiting and have had to undertake multipl8 rounds of recruitment. Our expert
peripatetic team help to reduce the impact of gaps created by challenges in recruitment.
We undertake benchmarking of staff turnover and analyse leaver exit information to learn from
the changing needs of our employee lifecycle. We continue to work with our teams to adopt agile
working practices without compromising on the quality of client services.
Regulatory and compliance
Safeguarding is at the heart of our operational services and a key governance priority, keeping
women and their children safe is our primary responsibility and we take all appropriate steps to
protect everyone from harm.
We deliver robust safeguarding training to all our staff and volunteers, as part of their induction
training. This includes the18gal f ramework, how to spot signs and symptoms, how to respond
and what makes a good referral to social care. We also explain our whistle blowing polici8S to all
staff and volunteers during the training. Annual refresher training on safeguarding is mandatory
for all staff.
We have a suite of policies and procedures designed to manage this risk including those covering
acceptance of donations, unauthorised fundraising. procurement, IT security, anti-f raud, data
protection and social media. We undertake regular training on compliance and continue to
review and strengthen our training to staff and volunteers.
ol"_c'

Reference and
Administrative Information
The financial statements comply with the current statutory requirements, the memorandum,
and articles of association, the Companies Act and the Statement of Recommended Practice-
Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in
accordance with FRS 102.
Company number
03376716
Country of incorporation
United Kingdom
Charity number
1082450
Country of registration
England & Wales
Registered office
9 Appold Street,
London EC2A 2AP
Website
www.solacewomensaid.org
Board of Trustees
Trustees who senied during the year and up to the date of this report were as follows:
Chair (co-opted 19 July 2023, appointed 14 September 2023)
Interim Chair (retired 22 June 2023)
Vic8 Chair (19 June 2024)
Interim Vice Chair (steppad down as Interim Vice Chair 19 June
2024)
Ms. Priyanka Devani
Ms. Kirsty Telford
Ms. Hannah Cane
Ms. Madeline Church
Ms. Kerri Hartwell
(nee Podobnik)
Ms. Emily Florence Hutchings
Ms. Vivien Ma
Ms. Natalie Lopez
Ms. Meghan Roach
Ms. Amy Pritchard
Ms. Jo Jengo
Treasurer
(appointed 7 August 2023)
Principal staff
Ms. Nahar Choudhury
Ms. Bernadette Keane
Ms. Retna Thevarajah
Ms Arati Patel
Chief Executive Officer (appointed June 2023)
Interim Chief Executive Officer (Jan to Jun 2023)
Chief Operating Officer (resigned December 2023)
Interim Director of Finance and Business Support (Nov 2023 to
May 2024)
Director of Finance and Business Support (appointed June
2024)
Director of Business Development (left April 2023)
Interim Director of Business Development (appointed Nov
2023)
Director of Seniices
Ms. Julia Rank
Ms. Jane Jutsum
Ms. Paula Murphy
Dr. Jennifer Cirone

Bankers
HSBC plc
1 Aldermans Hill
London. N13 4YE
Auditor
Moore Kingston Smith
9 Appold Street,
London EC2A 2AP
Structure? governance and management
Solace is a charitable company limited by guarantee, incorporated on 28 May 1997, and
registered as a charity with the Charity Commission on 16 September 2000. The charity is
formed under a memorandum of association which established the objects and powers of the
charitable company and is governed under its articles of association.
The Charity undertook an exercise in 2018 to assess ourselves against the Charity Governance
Code. Following this we expanded our trustees recruitment to ensure the board was more
diverse and inclusive. We will perform a further review in 2024/25 to ensure we continue to have
the skills to meet the strategic needs of the organisation and to ensure our governance reflects
the voice of our service users.
Recruitment and appointment of members for the Board of Trustees
Solace welcomes women to the Board of Trustees who have the skills, dedication, and
enthusiasm to take overall responsibility for the organisation. The charity advertises for members
in a number of ways including recruitment W8bsites and other relevant publications.
Trustees serve for a period of six years in aggregate, Officers may serve for 8 period of 9 years,
and the maximum number of trustees at any time will be no more than twelve.. Solace has
a diverse Board, ensuring that our trustees represent the women we support. One third of
members must resign each year, with the longest standing members resigning first. In this the
first year of our new CEO, and following a number of Trustee changes in the preceding year
2022/23 we have not asked a third of Trustees to resign.
Induction and training for the Board of Trustees
All prospective members receive information regarding Solace including the most recent annual
report and audited accounts. as well as copies of relevant policies and procedures. They meet
with the CEO who carries out an induction that includes training on key policies (including
equality* diversity and inclusion, safeguarding. confidentiality. complaints. whistle blowingi
financial regulation, risk assessments, data protection and DBS checks), a tour of our services
and meetings with both staff and service users.
A skills audit is conducted annually, and any gaps identified are met through training, guidance
from the CEO and other members of the trustees and staff, as well as targeted recruitment.

Trustees are encouraged to attend relevant training in areas such as governance, human resource
management and financial management. The cost of this training is met by the organisation.
Trustees give their time voluntarily and receive no benefits from the charity. Any expenses
reclaimed from the charity are set out in note 6 to the accounts.
Public benefit
The trustees have referred to the guidanc8 provided by th8 Charity Commission regarding public
benefit, including its guidance 'Public Benefit: Running a Charity (PB2)', when reviewing the
charity's aims and objectives and in planning its future activities. In setting the annual plan each
year, the trustees consider how planned activities will contribute to the aims and objectives of
the charity.
Fundraising
We continue to be so grateful to all our supporters during 2023/24, including those that would
prefer to remain anonymous.
in 2023/24 we were successful in raising £451,093 (2022/23: £498,178) in donations. Our work
is made possible by the generous support and donations of individual donors, community
groups and companies. The income raised during the year reflects the continuing difficult
socioeconomic landscape and we continue to work closely with our existing supporters and look
at ways to increase income generation to benefit the impact of our work with beneficiaries.
With a cost of living crisis affecting survivors and those that donate to us, it continues to be a
challenging fundraising climate and that is why we are so grateful to all those that have donated
or fundraised for us.
Volunteer group, ecubed, once again held some fantastic events for Solace including Rock
Against Violence and Jazz Against Violence which raised over £10,000. We were proud to
have been selected for a second year as retail giant New Look's 2023 charity partner as part of
their'Kind to the Core, mission. Our sincere thanks also go to the London Designer Outlet who
generously provided us with a free pair of shoes for every woman and child in our refuges at the
end of last year as part of their 'ln Her Shoeg campaign. We were so grateful to also benefit from
their financial and in-kind support including advent calendars, hair care kits, homewares and
more.
Our approach to fundraising
Solace is a member of the fundraising regulator. We do not employ the services of any
fundraising agencies or third parties, nor have we run a telephone or door to door fundraising
campaign. Our relationship with our supporters is especially important to us and the charity does
not wish for our supporters to feel under any pressure to donate to the charity. We have a close
relationship with our fundraisers and support them in delivering their events and complying with
relevant codes of practice.

Where we work with commercial participators. contracts are exchanged so that we can ensure
compliance with the code of f undraising practice, applicable laws, and adherence to best
practice.
We received no complaints about our fundraising practices in 2023/24.
Quality Management
Solace prides itself on high quality support to our service users. Our staff team are committed
to providing a high standard of support to our service users and we continually look at how
we can improve our services. We continue to invest in accredited training for our staff and
have a comprehensive internal training programme to ensure we deliver quality services. The
organisation is supported by our business development, business support, HR and finance teams
who have been introducing new systems and procedures to better support our f rontline services
and the wider organisation. This helps us to continue to deliver excellent services and ensure
value for money for our funders.
In 2023/24, we achieved and retained several accreditations and quality marks, demonstrating
the high standard of Solace's work, including:
• Rape Crisis National Service Standards;
• Disability Confident Committed Employer;
• Advice Quality Standards;
ISO 9001; and
CHAS (The Contractors Health and Safety Assessment Scheme).
Or9anisational structure
The trustees meet every quarter and are responsible for the organisation's overall management
and strategic direction. The trustees also meet twice a year for Board Away Days. These women
are drawn from a variety of professional backgrounds relevant to our work including those who
have been impacted by domestic or sexual abuse. We are also committed to diversity and have
trustee board representative of our service users and staff.
The trustees delegate appropriate functions to the sub-committees listed below, of which at
least two members must be from the Board.
Business Development sub-committee: Oversees the overall strategy and business development
plans for the charity, as well as Training and Consultancy, Fundraising, and Communications.
Chair- Ms. Hannah Cane.
Finance and Resources sub-comrnittee: Oversees financial management to ensure optimum
use of resources. It scrutinises income and expenditure and regularly reports to, makes
recommendations, and clarifies options available to the trustees. Chair- Ms. Kerri Hartwell.

Human Resources and Governance sub-committee: Oversees staffing issues including
recruitment, retention. pay, equality and diversity, health and safety and environmental issues. It
acts as the appeal body for any disciplinary and capability matters and is responsible for overall
board governance. Chair- Ms. Natalie Lopez.
Services sub-committee: Scrutinises operational top-level reports and internal audits; discusses
policy, devises, and reviews the service operations strategy. Chair- Ms. Madeline Church.
Expert Advisors are selected to provide specialist advice to the sub-committees. They attend
and scrutinise reports together with trustees at sub-committee meeting. We currently have
three Expert Advisors: Ms. Judy Kawaguchi (Finance and Resources), Ms Rachel Galvin (HR and
Governance) and Ms Sian Elliot (HR and Governance).
Overall management is delegated to the CEO and Directors who are responsible for ensuring
that Solace delivers high quality services, meets contractual obligations and conditions of grant
aid. Principal staff are the CEO, Director of Services, Director of Finance and Business Support
and Director of Business Development who convene regularly to oversee the organisational
management of Solace. The Directors report to the CEO.
The wider Senior Management Team includes a Deputy Director of Services, Deputy Director
of People and Culture and nine Heads of Services who meet with the Directors and CEO on
monthly basis.
Team and Service Managers run the day-to-day activities with their staff teams delivering
services in refuge, community-based services and from our Head Office. They report to Heads of
Services and meet with the CEO and Directors each quarter.
Related party transactions
Related party transaction during th8 year related to professional pro bono services and valued at
Nil (2022/23: Nil), and donations from one trustee totaled £676 (2022/23: £518).
Remuneration policy or key management personnel
Solace awards a fair remuneration package to all staff including key management personnel.
Both the Human Resources and Finance and Resources sub-committees undertake an annual
review of salaries, and the trustees are responsible for setting the CEO salary* and with the CEO
set the salaries of Directors. The salary of the highest and lowest salaries in the organisation
does not exceed 1.4.
Statement of responsibilities of the Board of Trustees
The trustees (who are also directors of Solace for the purposes of company law) are responsible
for preparing the trustees, annual report including the strategic report and the financial
statements in accordance with applicable law and United Kingdom Accounting Standards
(United Kingdom Generally Accepted Accounting Practice).
efv'(siriens

Company law requires the trustees to prepare financial statements for each financial year which
give a true and fair view of the state of affairs of the charitable company and of the incoming
r8sources and application of resources, including the income and expenditure of the charitable
company for that period. In preparing these financial statements, the trustees are required to:
select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards and statements of recommended practice
have been followed, subject to any material departures disclosed and explained in the financial
statements; and
• prepare the financial statements on the going concern basis unless it is inappropriate to
presume that the charitable company will continue in operation.
The trust88s are responsible for keeping adequate accounting records that disclose with
reasonable accuracy at any time the financial position of the charitable company and enable
them to ensure that the financial statements comply with the Companies Act 2006. They are
also responsible for safeguarding the assets of the charitable company and hence for taking
reasonable steps for the prevention and detection of fraud and other irregularities.
As far as the trustees are aware:
there is no relevant audit information of which the charitable company's auditors are unaware;
and
the trustees have taken 811 steps that they ought to have taken to make themselves aware of
any relevant audit information and to establish that the auditors are aware of that information.
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 United Kingdom
governing the preparation and dissemination of financial statements may differ f rom legislation
in other jurisdictions.
Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the
charity in the event of windin9 up. The total number of such guarantees at 31 March 2024 was
10 (2022/23- 13). The trustees are members of the charity, but this entitles them only to voting
rights. The trustees hav8 no beneficial interest in the charity.
Auditors
Moore Kingston Smith LLP were appointed as auditors in 2018 and are deemed to be reappointed
to under Section 487(2) of the Companies Act 2006.
The report of the Board of Trustees has been approved by the trustees on 12 December 2024 and
signed on their behalf by
Priyanka Devani- Chair

Independent Auditor's
Report to the members of
Solace Women's Aid
Opinion
We have audited the financial statements of Solace Women's Aid ('the charitable company,)
for the year ended 31 March 2024 which comprise the Statement of Financial Activities
(incorporating the Summary Income and Expenditure Account), the Balance Sheet, the Cash
Flow Statement and notes to the financial statements, including significant accounting policies.
The financial reporting framework that has been applied in their preparation is applicable law
and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard
Applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting
Practice).
In our opinion the financial statements:
• give a true and fair view of the state of th8 charitable company's affairs as at 31 March 2024
and of its incoming resources and application of resources, including its income and
expenditure, for the year then ended:
h8v8 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 lor 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 r8sponsibilities 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 90ing concern
In auditing the financial statements, we have concluded that the trustees, use of the going
concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed. we have not identified any material uncertainties relating
to events or conditions that, individually or collectively, may cast significant doubt on the
charitable company's ability to continue as a going concern for a period of at least twelve months
f rom 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
Th8 other information comprises the information included in the annual report, other than the
financial statements and our auditor's report thereon. The trustees are responsible for the other
information 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 rèsponsibility 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 there is a material misstatement in the financial statements themselves. If, based on
the work we have performed, we conclud8 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, annual report for the financial year for which the financial
statements are prepared is consistent with the financial statements; and
the trustees, annual 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 company and its environment obtained
in the course of the audit, we have not identified material misstatements in the trusteeg annual
report.
We have nothing to report in respect of the following matters where the Companies Act 2006
requires us to report to you if, in our opinion:
adequate accounting records have not been kept. or returns adequate for our audit have not
been receiv8d f rom branches not visited by us: or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trusteeg remuneration specified by law are not made. or
we have not received all the inforrnation and explanations we require for our audit.
Responsibilities of trustees
As explained more fully in the trustees, responsibilities statement set out on page 42, 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
goi ng 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
material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in aggregate, they could reasonably be expected to
influence the economic decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with ISAS IUK) we exercise professional judgement and
maintain professional scepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether
due to fraud or error, design and perform audit procedures responsive to those risks, and
obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion.
The risk of not detecting a material misstatement resulting from fraud is higher than for
one resulting from error, as fraud may involve collusion, forgery? int8ntional omissions,
misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purposes of expressing
an opinion on the effectiveness of the charitable company's internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by the trustees.
Conclude on the appropriateness of the trustees, use of the going concern basis of accounting
and, based on the audit evidence obtained. whether a material uncertainty exists related to
events or conditions that may cast significant doubt on the charitable company's ability to
continue as a going concern. If we conclude that a material uncertainty exists, we are required
to draw attention in our auditor's report to the related disclosures in the financial statements
or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on
the audit evidence obtained up to the date of our auditor's report. However, future events or
conditions may cause the charitable company to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including
the disclosures, and whether the financial statements represent the underlying transactions
and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the
planned scope and timing of the audit and significant audit findings, including any significant
deficiencies in internal control that we identify during our audit.
Explanation as to what extent the audit was considered capable of detecting
irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations.
We design procedures in line with our responsibilities, outlined above, to detect material
misstat8ments in respect of irregularities, including fraud. The extent to which our proc8dur8S
are capable of detecting irregularities, including f raud is detailed below.
Th8 objectives of our audit in respect of f raud, are. to identify and assess the risks of material
misstat8ment of the financial statements due to f raud; to obtain sufficient appropriate audit
evidence regarding the assessed risks of material misstatement due to fraud, through designing
and implementing appropriate responses to those assessed risks; and to respond appropriately
to instances of f raud or suspected fraud identified during the audit. However, the primary
responsibility for the prevention and detection of fraud rests with both management and those
charged with governance of the charitable company.
Our approach was as follows:
We obtained an understanding of the legal and regulatory requirements applicable to the
charitable company and considered that the most significant are the Companies Act 2006,
the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the
Financial Reporting Council.
We obtained an understanding of how the charitable company complies with thes6
requirements by discussions with management and those charged with governance.
We assessed the risk of material misstatement of the financial statements, including the
risk of material misstatement due to fraud and how it might occur, by holding discussions with
management and those charged with governance.
We inquired of management and those charged with governance as to any known instances of
non-compliance or suspected non-compliance with laws and regulations.
Based on this understanding, we designed specific appropriate audit procedures to identify
instances of non-compliance with laws and regulations. This included making enquiries of
management and those charged with governance and obtaining additional corroborative
evidence as required.
There are inherent limitations in the audit procedures described above, We are less likely to
become aware of instances of non-compliance with laws and regulations that are not closely
related to events and transactions reflected in the financial statements. Also, the risk of not
detecting a material misstatement due to fraud is higher than the risk of not detecting one
resulting from error, as fraud may involve deliberate concealment by* for example, forgery or
intentional misrepresentations, or through collusion.

Use of our report
This report is made solely to the charitable company's members. as a body, in accordance with
Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertak8n so that
we might state to the company's members those matters we are required to state to them in
an auditor's report and for no other purpose. To the fullest extent permitted by law, wa do not
accept or assume responsibility to any party other than the charitable company and charitable
company's members as a body, for our audit work. for this report, or for the opinions we have
formed.
J_A LLP
Neil Finlayson (Senior Statutory Auditor)
for and on behalf of Moore Kingston Smith LLP, Statutory Auditor
Dat8: 20 December 2024
9 Appold Street
London
EC2A 2AP

Statement of
Financial Affairs
Slaloment of financlal activitie5 lincorporaling an income aM18xp8ndilure acwunl)
2024
Total
2023
Tolal
Unreslricled R8Stricted
Unreslricled Restricted
Nole
Income from..
Donations and lega¢ias
Chadlabl8 activities
451,093
451.093
498.178
498,178
Provision and Prevenllon
Refuge 8ccommodalion
Community based advlc8, advocacy
and support
Therapeullc
Children antl Young People
Other soryices
3,712.652
1.434.959
4.016.559 1.362,948
5.147,611
5,379,S07
3,791,608 1,103,832 4.895.240
4,267,107 1,594,258 5,861,365
164,700 1,727,647
67.078
494,098
1,892,347
561.178
22,061
1,919,511
425,022
42,497
1.919,511
488,573
1SO,550
63,551
108,053
22.(*1
Partnership work
Ascent Plus and other partnership
work
Inveslmenl Incoma
920.648
920,648
1,340,654 1,340,854
11,467
11,467
14,385,910
1.411
1.411
Total Incomo
8A45,610 5.940,300
8,729,908 6,425.774 15,165,682
Expenditure on-.
Ralsing funds
Charitable aclivilie$
Provision and Prevention
284,854
284.854
393,143
393,143
Rafuga accommodation
Communily based advice, advo¢acy
and support
Therapeuli
Children Ond Young People
Othèr Services
3,648.345
1,434.959
4,215.315 1,362,948
5,083,304
5,578,263
3,604,802 1.166,185 4,770,987
4.576,286 1.609,814 6,186,100
155.060
61,485
42.154
1,727.647
512.465
1,882,707
573,960
42,154
4,357 1.930,044 1.934.401
58,664
436,014
494,678
87,618
41,948
129.566
Partneiship work
Ascent Plus and other partnership
work
Total 8xpenditure
942.512
942,512
1,348,447 1,348,477
BA07.213
5,980,531
14,387,744
8,724.8TO 6.532.452 15.257,322
Not IExpendlturel I Income for the
year
Transfars between funds
38,397
{40.2311
{1,834)
5,038 1106,67BI 1101.6401
{40,231)
40,231
{106.678}
106,678
Net movement In funds
11,834}
11.834}
1101.640)
{101,640)
Raconclllalion c*f
funds.. Total funds
brought forward
2,(KJ1,101
2.001.101
2,102,741
2,102,741
Total funds carried forward
1999 267
1999 267
2001 101
2001 101
All of the abova results are derived from conllnuin
There weie no other recognised gains 01 losses o
$13lemenls.
acliviltes unless noted olhetWi5e.
ei Ihan those slaled above. Noles on pages 52 10 68 form part of these financial

Balance Sheet
Company no. 3376716
As al 31 IAaich 2024
2024
2023
Not8
Flxed ass¢ts:
103
963,053
825.339
Tangibl8 fixed assets
Inlangiblo 85S81s
10b
57.728
83,409
1,020,781
908,748
1.842.492
2,605,070
Current assets: Debtors
11
Cash al bank and in hand
2 074 933
1,325.211
3,917A25
3,930,281
Llabllllles:
Crgdltors.. amounts falllng due wlthln one year
12
2,938,939
2,772,274
N&1 current assets
978,486
1,168.007
Total ass8ts tess ¢urrenl liablities
1,999,267
2,066,755
Creditors.. amounts falling du8 atterofte year
13
65,654
Total net assets
14
1,999,267
2,001,101
Representèd by:
Unr8slrieted ineome funds..
Dosignaled funds
15
1,020,781
9Q8.748
General fund8
15
978.486
1.092,353
Tolal unreslrTCted lund8
1999 267
2001 101
Total charity lunds
1.999.267
2,001,101
Note9 on pages 5210 68 forrn parl of these finarKial sta(emetM&
Appro￿￿ by the Iiustees on 12 Decen-ber2024 and sign•J on ihew tthalfby
Ms Pnyanka Devani
M5 Kerri Har￿11
Chair
Treasurer

Statement of Cash Flows
Note
2024
2023
Cash flows from operatlng actlvities.,
Nel cash flows prowded by I (used in) operal#)g acbvilws
16
1,222,278
{1,299,2841
Cash flows from Invesllng actlvltles:
Dividends, interest and rents from investments
11,466
1,411
Pur¢hase of propeity, plant and equipment
{216.744)
199,1551
Net cash flows (used in) investlng actlvltlgs
{205,2781
(97,7441
Cash fflows from ffnanciny actiwlies..
Inle¥esl pald
111,8931
120,1391
1180,319
Repayrnenls of borrowing
{265,3851
Net cash flows {used In) Iprovided by financlng a¢tSvltl8s
1267,2781
1200,458)
Change in cash and cash equivdenls in the year
749,722
{1,597,4861
Cash and ¢ash gquiva18nls at the beginning of the year
1,32S,211
2,922,697
Cash and cash equivalents at thg ond of th8 year
2,074,933
1325 211
Analysis of cash and changes in net debt
CASH AND CASH EQUIVALENTS
1 N)ril 2023
Cash flows
31 Maf¢h 2024
Cash in harsd
31.560
5,795
37,355
Cash in bank
535.763
720,191
1,255,954
Immediale notice deposits
757,888
23.736
781,624
Total cash and cash equivalents at thè end of the year
1,325,211
749,722
2,074,933
BORROWINGS
CBILS loan falling due within one year
{254,0271
189,731
164,2961
CBILS loan falling due after c￿e year
{65,6541
65,654
Total
1.005,530
1,005.107
2,010,637

Notes to the financial statements
For the year ended 31 March 2024
1 Accounting policies
a) Statutory information
Solace Women's Aid is a charitable company limited by guarantee and is incorporated in the
United Kingdom. The registered office address is 6th floor, 9 Appold Street. London EC2A 2AP.
b) Basis of preparation
The financial statements have been prepared in accordance with Accounting and Reporting by
Charities: Statement of Recommended Practice applicable to charities preparing their accounts
in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland
(FRS 102)- (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and
Republic of Ireland (FRS 102) and the Companies Act 2006.
Assets and liabilities are initially recognised at historical cost or transaction value unless
otherwise stated in the relevant accounting policy or note.
The presentation currency of the Charity is British Pounds Sterling. The amounts in th8 financial
statements are rounded to the nearest pound.
c) Key judgements and Assumptions
In the application of the company's accounting policies, trustees are required to make
judgements, estimates and assumptions about the carrying amount of assets and liabilities
that are not readily apparent from other sources. The estimates and associated assumptions
are based on historical experience and other factors that are considered to be relevant. The
estimates and underlying assumptions are reviewed on an ongoing basis and actual results may
differ from these estimates.
d) Public benefit entity
The charitable company meets the definition of a public benefit entity under FRS 102.
e) Going concern
The trustees have considered the principal risks of the charity and the potential financial impact
of these risks materialising in a range of adverse and worse case scenarios. The detailed cash
flow forecast and the adequacy of cash resources under these scenarios have been reviewed by
trustees. Based on these detailed scrutiny, the trustees have concluded that there is reasonable
expectation that the charity is able to meet its obligations as they fall due for at least 12 months
following approval of the financial statements. There are no material uncertainties which may
impact on the going concern assumption. Accordingly the financial statements continue to be
prepared on the going concern basis.
f) Income
Income is recognised in the Statement of Financial Activities on an accruals basis once the
charity has entitlement to the funds, any performance conditions attached to the income have
been met, it is probable that the income will be received and that the amount can be measured
reliably.
Income from government and other grants, whether'capital, grants or 'revenue' grants. is
recognised when the charity has entitlement to the funds, any performance conditions attached
to the grants have been met, it is probable that the income will be received and the amount can
be measured reliably and is not deferred.
Personal charges from service users are recognised on a receipts basis as this is the most reliable
form of measurement.
Income received in advance of the provision of a specified service is deferred until the criteria for
performance related or other conditions of income recognition have been met.
8aid-'o

g) Intangible assets
Computer software are capitalised when direct expenditure enhances or
extends the performance of the software beyond its Specifications and can
be reliably measured as a capital improvement. These costs are amortised using
a straight line method over the estimated useful lives of three to five years.
h) Donations of gifts, services and facilities
Donated professional services and donated facilities are reco9nised as income when the charity
has control over the item or received the service, any conditions associated with the donation
have been met, the receipt of economic benefit from the use by the charity of the item is
probabl8 and that economic benefit can be measured reliably. In accordance with the Charities
SORP (FRS 102)> general volunteer time is not recognised. The trustees, annual report describes
thier contributions in more detail.
On receipt, donated gifts, professional services and donated facilities are recognised on the basis
of the value of the gift to the charity which is the amount the charity would have been willing
to pay to obtain services or facilities of equivalent economic benefit on the open market; a
corresponding amount is then recognised in expenditure in the period of receipt.
i) Financial instruments
Financial instruments are recognised in the company's balance sheet when the company
becomes party to the contractual provisions ol the instrument to meet the requirements of
Section 11 'Basic Financial Instruments, and Section 12 '0ther Financial Instrurnents Issues,
of FRS 102. Financial assets and li8bilities are offset, with the net amounts presented in the
financial statements, where there is a legally enforceable right to set off the recognised amounts
and there is an intention to settle on a net basis or to realise the asset and settle the liability
simultaneously.
j) Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured
reliably by the charity; this is normally upon notification of the interest paid or payable by the
bank.
k) Fund accounting
Restricted funds are accounted for in accordance with the express or implied wishes of donors in
so far as these are intended to be binding on the charity. Expenditure which meets these criteria
is charged to the fund.
Unrestricted f unds are donations and other incoming resources received or generated for
the charitable purposes which are not subject to any special restrictions and are classed as
unrestricted within the General fund.
Designated funds are unrestricted funds earmarked by the trustees for particular purposes.
l) Irrecoverable VAT
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a
third party, it is probable that settlement will be required and the amount of the obligation can b6
measured reliably. Expenditure is classified under the followin9 activity headings:
Costs of raising funds relate to the costs incurred by the charitable company in inducing third
parties to make donations.
Expenditure on charitable activities includes the costs of delivering services and other
charitable activities undertaken Irrecoverable VAT is charged as a cost against the activity for
which the expenditure was incurred.

m) Allocation of support costs
Resources expended ar8 allocated to the particular activity where the Cost relates directly to that
activity. However, the cost of overall direction and administration of each activity, comprising the
salary and overhead costs of the central function, is apportioned on an estimate, based on staff
time, of the amount attributable to each activity.
Where information about the aims, objectives and projects of the charity is provided to potential
beneficiaries, the costs associated with this publicity are allocated to charitable expenditure
based on costs incurred with the publicity event.
Governance costs are the costs associated with the governance arrangements of the charity.
These costs ar6 associated with constitutional and statutory requirements and include any costs
associated with the strategic management of the charity's activities.
n) Operating leases
Rentals under operating lease charges are charged to the Statement of Financial Activities on a
straight line basis over the term of the lease.
o)Tangible fixed assets
Items of equipment are capitalised where the purchase price exceeds £1,000 or groups of similar
assets purchased in bulk exceeds £7,500. Depreciation costs are allocated to activities on the
basis ol the use of the related assets in those activities. Assets are r8viewed for impairment if
circumstances indicate their carrying valu8 may exceed their net realisable value and value in
use.
Freehold land and buildings are carried at cost.
Where fixed assets have been revalued, any excess between the revalued amount and the
historic cost of the asset is provided at rates calculated to write down the cost of each asset to its
estimated residual value over its useful economic life
Freehold land
Freehold buildings
Leasehold property
Office equipment, fixtures and fittings and play area
Not depreciated
2°A on cost
Over the life of the lease
25Yo on cost
p) Stocks
Stocks are stated at the lower of cost and net realisable value. In general, cost is determined on a
first in first out basis
q) Debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount
offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
r) Cash at bank and in hand
Cash at bank and cash in hand includes cash and short term highly liquid investments with a
short maturity of three months or less from the date of acquisition or opening of the deposit or
similar account.
s) Creditors
Creditors and provisions are recognised where the charity has a present or constructive
obligation resulting from a past event that will probably result in the transfer of funds to
third party and the amount due to settle the obligation can be measured or estimated reliably.
Creditors are normally recognised at their settlement amount after allowing for any trade
discounts due. Provisions are made for obligations when there is a legal or other obligation as
a result of past events. It is more likely than not that an outflow of resources will be required to
settle the obligation and a reliable estimate of the amount can be made for the provision based
on the expected settlement amount.

t) Pensions Solace Women's Aid operates a defined contribution pension
sch6me. The assets of the scheme are held separately f rom those of the
charitable company in an independently administered fund. The pension cost
charge represents contributions payable under the scheme by the charitable
company to the fund. The charitable company has no liability under the scheme
other than for the payment of those contributions. It provides a contribution at
3Yo of annual basic pay for those staff who have joined the scheme. The pension
charge recorded in thes8 accounts is the amount of contributions payable in the
accounting year.

Notes to the Financial Statements
2 Donations and legacie5
2024
Total
2023
Total
Unre51ricted
Restricted
Individuals
Community fundraising and events
Corporates
Trusl and Foundalions
Donated services
241,738
9,230
64,534
65,291
70.300
241,738
9,230
64,534
66,291
70.300
206,981
25,207
91,256
79.327
95,407
451.093
451,093
498,178
3a Income from chaiilable aclivities
2024
Total
2D23
Total
Unieslrtcled
Restricted
Proiision and Prevèntion
Local Boroughs
Core Renls
Personal Charges
MOPAC
London Counci15 via Ashiana Inole 3b)
Ministry of Housing, Communilies and Lo¢al Govemment
REFUGE
Greater London Authority
Walcot Foundation
L&Q Foundation
Hollick Foundation
Soulhall Black Sisters
Gallaher
The Youth Endowment Fund
London Community Foundation (MOPAC PIE)
Other
1,317.742
2.283,105
103,543
112.622
1,430,364
2,283,105
103,543
539,428
272,047
153,034
102,969
60,529
1,533.924
2,170,452
99,957
494,477
249,816
161,007
85,808
30,538
24,968
24,055
7.638
10,410
539,428
272,047
153,034
lo2,￿9
60,529
11,218
11,218
45,000
54,615
79,116
4,381
45,000
54,615
79,116
12,643
8,262
2,190
Sub-total for Refvge Accommodation
3,712,652
1.434,959
5,147,611
4,895,240
Priof year income from tharilable Reluge Accommodalbjn acltvilies N)cluded £3,791,608 attributable to unrestricted
aclivili&s and £1,103,6321o restricted activilies.
Local Boroughs
Mayorfs Office for PoliGing and Crime (MOPACI
Soulhall BlaGk Sisters
Women and Girts Network
The Connection al St Martin-in-Ihe-Field$
Bruno Schroder Trust
London Councils via Ashiana (note 3b)
Departrnenl of Foreign Affairs and Trade, Emigrant
Tiusl For London
Olwyn Foundation
31 Foundalion
Irish Yotjlh Foundalion
City of London
City Bridge
Vision
Other
Sub-lolal for Communily based advice, advocacy and
support
4,013,187
16.764
886.396
160,592
I88,￿2
4,029,kS1
886,396
160,592
186,562
4,285,954
869.312
173,112
176,625
82,023
80,258
36.506
35.000
13,500
35,000
42,567
11,000
17,856
35,000
35.000
18,356
18.356
8,715
8,715
19,293
24,984
19,293
24,984
4.016,559
1,362,948
S,379,SOY
5,861,365
Prio( year income from chaiilable Community based advice. advocaLy and support aciivities included £4,267,107
attiibulable lo unieslricted activities and £1,594.2581o resliKled ￿livi1*e$.
".501a¢owo

3a Income trom charitable actfvttles Iconlinued)
2024
Total
2023
Tolal
Unreslricled
Reslricled
1.138.777
100.000
425,578
Mayovs Office for Policing and Crime IMOPAC)
Local Boroughs
Women and Girls Netwo
NHSE
T¥i-boiough Angelo
BBC Childien in Need
31 Foundation
Ruth and David Foundation
Cloudesloy
Big Glv8
Other
1,138,777
264,700
425.578
1,118,954
279,147
234,785
90.154
44,300
23.199
74.100
12.857
14,375
27,640
164.700
44,300
44,300
16.042
16.042
Su￿10181 for Ther8peulic
1 727 647
1892 347
1919 511
Pilor year income from charitable Theropeulic aclivilies was fulty allrtrfyutabte lo resthcted funds.
Mayor's Office for Policing and Crime {MOPAC)
Local Boroughs
Women and Girls Ngtwork
Big Give
Fireb1￿ Foundation
Banham Famlty Fund
Other
380.793
380.793
67.078
89.972
298,091
63,551
88,823
19,212
15,000
67.078
89,972
23.333
23,333
Sub-lolal for Children and Young People
Prior year income from charitable Children and Young People aclivi1Ses induded £63.551811dbuiable lo unreslricled
aclivilles and £425,022 to restricted 8¢Xrvllles.
561176
488 573
Exlèfnal training
Local Boroughs
The Youlh Endowment Fund
Ministry of HousSng, Communllle8 and Loc81 Government
Other
21,711
21,711
67,053
20,000
11,723
30,225
1,549
350
350
Sub.lolal for Other s8ry1¢88
22,061
150550
Prior year Income from chaiilable Oth81 servlces included £108,053 allributab18 to unrnslricted actlvllles and £42.497
lo reslricled aGlivllies.
Partnershlp work
Mayor's Offl¢e for Pollcing and Crlme IMOPACI
Department of Culture. Media and Digital
GreAler London Aulhorlty
69S.722
895,722
695.721
473,203
171930
224 926
224 926
Sub-lolal IOT Partnerships
920 648
920 648
1340 854
Prior year income from ch8rilable Partnership activi118s were fulty allribulable lo r051rKled services
Tolal Income from ch8ri18ble activities
7,983,050
5.940.300
13.923,350
14,656.093
Tolal income from chafilabl& adivilies in 2023 Induded £8,230.319 allit)ulable lo vnreslricled activities and £6,425,774 to reslricled aclivilles.
'en$8id'or

(O WJ
pj v) -
10 Ifj w ID 10 O
oror
Ir• Wl r
*VJrnr
L¥l￿tya

10
otno
r7*￿-
58¥1
Tr-
111

Notes to the Financial Statements
5 Nel (oxpenditureyincome for the year
This is slated after charging I cre(Jiling'.
2024
2023
Depreclallon
104,711
103,669
Interosl payable
Operating lease renl81s-.
Property
Other
Auditors, remunerallon16xcluding VAT)..
Audil {slalutory audit)
Analysis ol staff costs, Irusl88 remuneralion and expenses. and the cost of key managemont
8 personnel
Staff costs were as follows..
11,893
20,139
876,727
17,416
776.247
60,610
2024
2023
Salarles and wagès
Social secufily costs
Employef's conlribulion lo defined conlrtbulion pension schemes
Redundancy and lerrninallon payment8
Staff training, gupervlslon. Iravel and volunleer cos18
Ses81onal counsellors antj self employed
Agency & locum Slaff
Other fomis of employee beneffls
7.680.157
714.277
212,352
12,055
292,838
8,064,069
794,994
224,838
275,052
367,128
636,415
292,926
749,637
10 004495
10416711
Staff costs abov8 hav8 been 8llocaled lo 8xpendilure 85 follow5..
2024
2023
Cost of ralsing funds
Refuge accommodation
Communily advieè. advocacy and support
Therapèutic
Children and Young People
Other seryicas
189.230
2.466,248
3.933.S80
1,239.188
433,276
18,798
145.390
1 S78 786
186,496
2,253,809
4,444,782
1,250,540
395.272
50,809
202,642
1632 361
Asconl CRISIS and other partnerships
Support and governance
495
10416711
The following numbeT ol employees r8cer¥ed emokjmenls exceeding £60k (excl pensk)n conlribullonsl duriThJ the year, between:
2024
2023
No.
No.
£60,000- £69,999
£70,000- £79,999
All tiigher paid slaff are members of the key management personnel.
The lo181 employee benefits paid to Ihe key management peisonnel (Chief Executive Officer, Inlerim Chief Executive Officer,
Chief Opefaling Officer, Directoi of Setvices and Director of Busirkess Developmenl) werg £273.929 {2023' £343,071).
Employee benefits included èmployer pension conlribulions, on call payments and employer's Nl. Pensions Costs paid in
respecl of Ihe higher paKI employees above amounled lo £6.53612023.- £8.896).
ND charily Iruslee received a payment for olher seryices supplied lo Ihe charÈty (2023- £150)- Reimbursement of travel and
other expenses to Iruslees in 2023 wa5 £nil {2022= £253).

Staff numbers
Tha average nurrbar of omployees (head count based on number ol staff employed) during the
year was as folk)ws'.
2024
No.
2023
Cost of raising fvnds
Refuge aecommodalion
Community advice, advocacy and suppori
Th6rapeulic
Children and Young People
Other services
68,3
56.7
101.4
125.9
24.8
30.7
12.1
13.3
As￿nI CRISIS and other partnerships
Support and goveinance
52.0
41.9
265.7
280.5
Related paty transactions
Total don8tions from 2 trustee were £ 67612023.. £518).
9 Taxallon
The charllable company Is &x8mpl from cofpof81ion lax as all its Income i8 charilable and Is aPpl￿d for charllabl8 purpos8S.
10a Tanglble fixed ass81s
Play
area
Fre6hokl
property
Frxlures arml
fillings
Head Offic
Total
Cost or valuation
Al the slart of the year
51.908
1,662
278,515
1,292,085
191,504
Additions In year
49,509
141,995
Al th6 end of the year
51,908
961.662
328.024
141,995 1,483,589
Depreaalion
At the start ol Iho yegr
Charge for the year
51,908
182,451
11,381
232.387
27,274
46$,746
53,790
15,135
Al Ihe ond of the year
Nel book value
Al the end ol tho year
51.908
193,832
2S9,661
15,135
520,536
767,830
68,363
126,860
963.053
Al the start of the yèar
779211
825 339
Land with a value of £480,831 12023.. £480,831) is included wilhln fr8ehold property and r￿1 dep¥ecialed. All of the above assets are
used for charitable purpos8s.
ILlb Intangible f4xed assets
Software
Co81 or valuation
Al the slart ol the year
392.643
Additions in year
25,240
Al the end of the year
417,863
Depreciation
Al the start of the year
309,234
Charge for the year
Al the end of the year
360.155
Nèl book value
Al Ihe end of the year
57,728
Al Ihe start ol Ihe year

Notes to the Financial Statements
11 Debtors
2024
2023
Amounts due from Local Authorities arKI government agenci8S
Olher debtors
980,024
96,087
111,150
655,231
1,794,867
147,106
Prepayment8
Accrued Income
106.407
556,690
42 492 ￿QLo
12 Credilors.. amounts falling ¢Jue within one yaar
2024
2023
CBILS Loan pay8bk {se8 note 13 below}
Trade credllors
64.296
348.240
254,027
570,301
252.712
29,757
T4xalion and social securfty
Olhei creditors
236.379
96,978
250,000
15.379
Piovislon- sèè 12a below
2SO,000
22,286
Funds held on behalf of clienls
Accruals
825,066
1102 601
672,356
720 835
Deferied in¢ome- Iseo 12b bebw)
128 Provision
The provlslon al Ihg balance $heèl dale was the esllmatsd sétllemenl cost relaling lo the planned exil al one of Quf seNIc68.
Thè liming of tha sèlllernenl has nol yel been agieed wilh thè (under.
2024
2023
Balance al the beginning of the year
Amount r818ased lo expenditure in the year
250.000
105,000
1105,0001
Amount charged lo expendilure in the year
B81gn¢8 al the end of Ihg year
250 000
250 000
25
12b
Deferred income
Deleried income comprises incomg receNed in advance on conlracts aTKI
projects which are delNered in the following yeai.
2024
2023
Balance al the beginning of the year
Amount released lo income in the year
Amount deferred in the year
720,385
(720.3851
1.309,558
(1,309,558)
720 835
Balance al the end of the year
13
Creditors.. amounts falling due after one year
2024
2023
CBILS Loan payabte

13a
Loans payable
Loans poyable inclL¢des £64,296 {2023'. £319.681) relating lo the govemmenl backed Coronavirus Business Interruption
Loan Scheme, which carries inlerest al 6.5% and a final Scheme payable to Soc481 Inveslmenl Business FM Limit&cl
IS181.
Interest is charged at 6.5% and monthly capiial and Interesl payments commenced in July 2022 and is planned lo end by June
2024
2024
2023
Capital repayments are due as follows:
up lo one year (see note 12)
o lo five yeafs (see note 13)
Balance al the end of the year
64,296
254,027
319 681
The loan is seoured with a debenlure chafge ov8¥ the ¢harlils assets In favour of SIB.
14 Analysls of nel assels bolweon funds {cuirenl year>
Geneial
unr8slricled
Designated
Reslrlded
Tokl lunds
Tangible lixed ass818
Intangible fixed assets
Nel Current pssels
963,053
57,728
963,053
57.728
978 486
978 486
Net asséts at the end ol the year
978 486
1020781
1999 267
140 Analysis of net ossèls between funds {prior year)
Geneial
un16s1ricled
Reslricted
Total funds
Oesignaled
Tangible fixed ass818
Inlanglble fixed Assets
Nél curfenl assets
825,339
825,339
83,409
83,409
1,158,007
1,158.007
Non cuirenl liabilities
Not p5s¢ls al the end of Ihè year
1092 353
908 748
2 001 101
onl'en8aid,'

Notes to the Financial Statements
15 Mov8mènts in lurmjs Icurrenl year)
Al the start of
Expenditure & Transfers
kJ5ses
Al the end of
Ihe
year
Income & gains
the year
Reslricled funds-
Provision and Prevenlion
Refuge services
Communily advice, advoc8cy & support
Therapeullc
Children and Young People
Other seNices
1.434,959
1.362,948
1,727.647
494.098
{1.434,959)
(1,362,948)
(1.727.647)
1512,465)
18.367
Partnership wofk
A$¢enl Plus and olher partnershlp
920.648
1942.5121
21,864
Total re8trlctgd lunds
5,940.300
{5,980,S311
40,231
Unreslrt¢ted lunds..
Oesignaled funds:
Capllal
Total deslgnated funds
9)8,748
1104,711)
104.7111
216.744
1,020,781
908.748
216,744
1.020.781
General funds
1,092.353
8,445.610
18.302,5021
1256.9751
978,486
Totsl unrestrlctèd fund8
2001101
8445610
407213
1999 267
Totsl fund8
2,001.101
14,385,910
114,387,744)
1.999,267

15a Movements in funds Iprior year)
At the slart of
the year
Income & gains
Expendilure Transfers
& losses
Al the end
of the year
Re51ricled funds..
Provision and Prevenllon
Refuge servlces
Community advice, advocacy & support
The¥8peullc
Children and Young People
Other seNice5
1.103.632
{1,166.1851
j1,609.814}
{1,930.044)
(436.014)
(41,948}
62,553
15.556
10,533
10,992
(549)
1.594.2S8
1,919,511
425.022
42.497
Partnership work
Ascent Advice and Counsèlling
partnershlp
1340 854
1348 447
Total reslilclèd funds
425 774
6 532 452
106678
UnresliScled funds..
Designaled funds..
Capllal
Total designated fvnd$
913262
103 669
908.748
913,262
1103.669)
99.155
908,748
GeneTal funds
1189479
8729￿8
8621201
205 833
1092 353
Tol81 unreslrlcled fund8
2 102741
8 729 908
8 724 870
106678
2 001 101
To181 funds
2 102741
15 155682
15257 322
2 001 101
15b
Purposes of reslrlcted funds
Refuge s8rvlces'. This lund is dedicaled lo help lh8 women and chldren 51aying In our ￿(uge5. Restricted fundlng was re¢8lved
Irom London Councils (via Ashiana 18ad partner) for the CoM￿X needs r8fuge in Camden.. MHCLG funding for Family Support
and Reselllemenl workers across our London boroughs. The MOPAC Tler 1 Aceommodalion fundlng support8d sèveral
mulllple disadvantage worker5 al our r8luges. The GLA and L&Q Foundation funded Ihe new move on accommodation NEST
projocl across three London borotsghs. The Youth Endowm8nl Fund was used lo pllol an emolional coaching program lo
molh8rs living in refuges lo exercise posilNe parenting skills and build healthy relalionshlp with their children. London
Community Found8llon ha5 been a pilot lo transform thè Haringoy refuge into a psychologkalty trauma informed environmenl.
Part of the work has been lo ¢reale a multi-funclional area In the loung8 space for both Ihe women lo havo a rolaxing spaoe,
and the chiklren lo have a safe play area.
Community advice. adV0￿cy 8nd support.. This fund is for the advlce. advocacy and outrea¢h work lo suNivors of domegti¢
violence. Women a()d Glrls Nelwoik have channeled London Counci15 funding lor our Advi(£ hub. Other lunders include
SoulhalS 81ack Sisl8rs for women with no recourse lo public funds. London Council for a Women's Homelessness piojecl, tha
Department of Fofeign Affalrs and Trade.. Emigrant Support Program, logelhei wilh the Irish Youth Foundation for the Irish gnd
Irish Traveller communit￿$ and Trust Tor London towards Ihe Immigrallon advts lawy8r. The Olywn Foundallon Plovides
servlce user grants.
Therapeutic.. The counselllng service 15 free lo resldenls and seNi¢e users of the organisalion and is accossod through Ascent
counselling and the North London Rape Crisis services. The funders ale MOPAC. Women and Girls Nelwoik, Trl-borough
Angglou, and Richard Cloudesley.
Children and Yo(Fng People (CYP).. Oui work in p8rtneTship with VRU 15 to provldg crisls inte￿entIOn sUPPOrt lo young people In
hospital emergency depariments is funded by MOPAC. WGN fund our work with Black and minorilised young women who have
experienced domestic anil sexual abuse. The Banham Famity Fund has funded counselling for chlldren and young people in
cornrnuniltes and schools.
Ascent Plus and olhei partnèrship.. This fund was for the piovisK)n of Violence againsl Women and Girls services delivered
through the partners from the AS￿nI Plus project funded by London Councik_ Greater London Aulhofily has lunded ou( Casa
Pfojo¢l giving women second stage accommod31￿nS delivered through different partners.
A lolal of £218,578 unresliicted genoral ftjnds was Iransferted. of which £216,744 was used towards designated fund5 as
explained below arEd £1.834 was Used towards supporting ieslFicled charitable activrti8s_
Puipos68 of designated Ivnds
Capital.. This fund represenis the n81 book value of all tangible and in1ang1b￿ r￿ed assets. The expendiluie reflèct the
movements in (iepreeialion charges and transfers from unreslricted funds rnade lo align tho langible and inlangible fiyed assets
lo nel book valuè.

Notes to the Financial Statements
16 Reconciliation of net lexpendilLtre} lo net cash flows (used in) I provided try operalir¥J aclÉvilies
2024
2023
Nel lexpendilurel for the reporllng period
Investment income
(1,8341
11.4661
11,893
104.711
{101.640}
{1,411}
20,139
103.669
Loan inleresl pa¥J
Deprecialion charge5
Ilncrease) I decrease in debtofs
IDecreasg1 l increase in creditors
N¢t cash flows provlded by (used In) operatlng actl¥itle5
762.578
1559.642}
1760,3991
3S6.396
1,222,278
11,299,284)
17 Operating lease Gommllmenl$
The charity's lolal fuluf8 mlnlmum Igase paymonls under non-GancellablE operaling18890s1$ as folows for each of the following
periods
Property
2024
Equlpment
2024
2023
2023
Up lo one year
Two lo fwe years
Over flve years
865.504
211.656
827.151
65.932
3.375
32,398 12,749
40.065 22,440
1 077 160 896 458
72463 35189
18
81 sla
us of Ihe charil
compan
Iiimlted by guaranle8 and has no share capilal. The liability of each member In the event of wlnding up

66,
hank yo
so much
for everything. You
have no idea how
much I truly
appreciate your..
support and
Solace
as a whole '