Registered number: CE027025 Charity number: 1119299 ## Annual Report This report covers the activities of the London Institute of Social Studies from February 2024 to the end of January 2025. The report also includes activities planned for the period of 2025-2026. +44 2079 530 228 thelondoninstitute.org.uk info@thelondoninstitute.org.uk Hamilton House, 4 Mabledon Place, London, WC1H 9BB, United Kingdom A Charitable Incorporated Organisation (CIO) | UK Charity Number: 1119299 ©2025 | The London Institute of Social Studies The London Institute of Social Studies, Annual Report, 25 October 2025 This publication is available at: https://register-of-charities.charitycommission.gov.uk/charity-search/-/charity-details/4031711/accounts-and-annual-returns All rights reserved except for downloading and storing this publication from the websites mentioned above for personal use. No part of this publication may be reproduced or made available on any information storage and retrieval system or on any other website. ## Contents **----- Start of picture text -----**
||||| |---|---|---|---| |1. Introduction .................................................................................................................4| |2. Vision, Mission and Values ........................................................................................4| |2.1. Mission .....................................................................................................................4| |2.2. Vision .......................................................................................................................4| |2.3. Values .......................................................................................................................5| |2.4. Supporting Values ....................................................................................................5| |2.5. Constitutional Objects ..............................................................................................6| |3. Action Plan ..................................................................................................................6| |4. Activity Report ............................................................................................................7| |4.1. Academic Events ......................................................................................................7| |4.2. Society and Community Engagement ..................................................................... .9| |4.3. Research ....................................................................................................................9| |4.4. Services and Programme Development ..................................................................10| |4.5. Institutional Development and Governance ............................................................10| |5. Impact Summary .........................................................................................................11| |6. Future Plans (202|5|2|026) ...........................................................................................11| |6.1. Strategic Scientific Events ...................................................................................... 11| |6.2. Learning Management System (LMS) Implementation ......................................... 12| |6.3. Expansion of Research and Community Projects ....................................................12| |6.4. Strengthening Organisational Capacity ................................................................... 12| |7. Conclusion ................................................................................................................. .12| |.14| |.15| |..16| **----- End of picture text -----**
## **1. Introduction** This Annual Report presents the activities and developments of **The London Institute of Social Studies (TLI)** from **February 2024 to January 2025** . During this period, the Institute continued to deepen its commitment to empowering disadvantaged academics, delivering high-quality academic events, and strengthening its organisational infrastructure in line with the UK ° s charitable governance requirements. ## **Key Highlights:** The past year marked a significant phase of **expansion, visibility, and consolidation** . Two flagship academic conferences - **RMC 2024** and **ADRES 2024 -** were successfully delivered, further enhancing TLI ° s reputation as a hub for methodological innovation, academic development, and research capacity-building. The Institute also broadened its support for displaced scholars, improved its internal quality management processes, and explored future technological tools such as an LMS to support its educational mission. ## **2. Vision, Mission and Values** ## 2.1. Mission ## 2.2. Vision As an independent research institution, The London Institute organises academic events, conducts research and offers educational activities in social studies for the benefit of society. The London Institute aims to be a recognised research institution striving to contribute to a peaceful, inclusive, and sustainable society by organising academic events and conducting quality research and education. ## 2.3. Values inclusion, equality, and integrity Y nS diversity yu cy accountability trustworthiness 4 social responsibility respect lifelong learning justice ofa academic freedom and honour |G honesty critical thinking modesty f professionalism courage quality wisdom empowerment ## 2.4. Supporting Values Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Reduce inequality within and among countries Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels ## 2.5. Constitutional Objects According to the Constitution of TLI (amended April 2022), the Institute pursues two primary charitable objects: 1. **To encourage, undertake, sponsor and disseminate research** addressing social, political, economic, educational and cultural issues relevant to academia, society, public and voluntary sectors. 2. **To advance the education and knowledge of academics** , particularly those from disadvantaged backgrounds, by providing support for academic development, research capacity, training, networks, and project collaboration. These objects remain central to the work of the Institute and continue to shape its activities and strategic direction. ## **3. Action Plan** ## **2025-2026** The Institute’s Action Plan was built upon the Strategic Plan 2021-26 1. Academic Events - 1.1. organising academic events - 1.2. applying for academic/research/community projects - 1.3. curriculum building 2. Research - 2.1. producing research output - 2.2. applying for academic/research grant projects 3. Services - 3.1. Consultancy - 3.2. Summer schools 4. Institutionalisation - 4.1. developing quality management in the Institution - 4.2. producing alternative ways of fundraising ## **4. Activity Report** ## 4.1. Academic Events ## **4.1.1. Research Methodology Conference (RMC 2024)** The 2024 Research Methodology Conference (RMC) built upon the success of earlier editions and further expanded TLI ° s academic reach. This year ° s theme focused on innovation in qualitative and quantitative methods, research ethics, digital research tools, decolonial perspectives in methodology, inclusion of marginalised voices in academic research. The key topics are listed below: - Innovative Data Analysis Techniques in Environmental Research - Ethical, Sustainable, and Participatory Research Practices - Integration of Technological and Traditional Methods in Environmental Studies - The future of research methodologies - Social and Economic Impacts of Climate Change - Emerging methodologies - Education and Research for Sustainable Development - Interdisciplinary and Inclusive Approaches in Climate Change Research Collaborative Methodologies for Global Challenges - The Role of Diverse Methodologies in Environmental Policy and Decision Making - Advances in Climate Modelling, Forecasting, and Indigenous Knowledge Systems - Community-based Research and Local Solutions to Environmental Challenges The conference attracted a diverse international audience and featured keynote speakers, workshops, and a publication component. RMC 2024 reinforced TLI’s standing as a hub for methodological dialogue. ## **4.1.2. Adaptability, Resilience, and Sustainability (ADRES 2024)** In the rapidly evolving global economy, businesses, educational institutions, and organisations face the critical challenge of maintaining **relevance** and **operational stability** . The evolving nature of technologies, educational methods, and business models demands adaptability, while environmental and ethical expectations require robust strategies for **sustainability** and **resilience** . Failing to enhance these capabilities can lead to significant disadvantages in a competitive market where long-term viability hinges on integrating **economic growth** with **educational advancements** and **social responsibility** . Organisations needing more adaptability risk losing their competitive edge, while those weak in sustainability may face increasing regulatory pressures and consumer backlash. **Adaptability, Resilience, and Sustainability - an ESG-oriented and SDGdriven inter-disciplinary conference** (ADRES-2024) serves as a premier platform to exchange cutting-edge ideas and strategies that foster resilience, adaptability, and sustainability in businesses and educational systems. This conference aims to equip stakeholders with the necessary skills and knowledge to thrive in an **ESG-oriented** and **SDG-driven** environment through interdisciplinary collaboration and shared expertise. The main themes of the conference are listed below: - Sustainability reporting - Standards and Regulations - Reshaping Educational Efforts - Emerging Technologies - Politics and Society / Building Trust - Psychology and Health - AI Tools in ESG and SDG Implementation - Business Strategy - Finance - Risk Management - Human Resources and Management - Rural Transformation, Urbanization and - Environment - Agriculture and Food Security - World Heritage Tourism and Hospitality - Work Ethics ADRES 2024 was a major milestone for the Institute and will continue as a biennial event, feeding into the long-term plan for **ADRES 2026** . ## **4.1.3. Academic Workshops and Training Sessions** In addition to its conferences, TLI provided or curated a number of standalone online sessions offering targeted support and development opportunities: - Academic writing and publishing sessions - Guidance on applying to UK universities - Sessions for early-career researchers on research design and fieldwork Online mentorship meetings with displaced scholars These sessions addressed capacity gaps and offered accessible professional development opportunities. ## 4.2. Society and Community Engagement ## **4.2.1. Support for Displaced Scholars** TLI followed up and offered the following for displaced academics in individual sessions, including but not limited to: - Academic mentoring - CV and job application clinics - Professional orientation activities - Networking opportunities with UK academics - Guided cultural visits - Psychological and academic well-being support These activities directly contribute to SDG 10 and SDG 4. ## **4.2.2. Community Integration Initiatives** Throughout the year, the Institute announced several engagement opportunities for migrant and diaspora communities, including: - Information sessions on navigating UK academia - Awareness-raising activities on the value of higher education - Facilitating paren ~~t s~~ tudent dialogue to encourage academic aspirations ## 4.3. Research ## **4.3.1. RMC 2024 Publication Output** The Institute prepared a collection of keynote papers and abstracts of accepted presentations in pdf documents. ## **4.3.2. Research Projects and Grant Applications** TLI continued its work on preparing and following up on applications for: - British Academy schemes (Cross-country research collaborations) Community research initiatives ## **4.3.3. Academic Contributions** Through the events mentioned above, staff and affiliates contributed to: - Policy discussions - Academic workshops - Networks addressing inclusion and the experiences of displaced scholars ## 4.4. Services and Programme Development The Institute strengthened and broadened its service offerings: - **Academic Visits Support** - facilitating links between international institutions and UK universities - **Curriculum Development & Consultancy** - supporting organisations in building academic programmes - **Training and Summer Schools** - planning new offerings for 2026 onwards - **Research Fellowship Opportunities** - expanding pathways for earlycareer researchers on individual basis ## 4.5. Institutional Development and Governance ## **4.5.1. Quality Management** Building on previous years, TLI advanced its quality management processes: - Updated internal documentation - Streamlined administrative procedures using digital tools and AI - Strengthened feedback mechanisms via online and hardcopy forms - Improved consistency across academic activities using (academic) event management platforms ## **4.5.2. Policy and Governance Updates** Throughout the year, TLI continued reviewing and updating policies in line with the Constitution: - Safeguarding - Equality, Diversity & Inclusion - Data Protection - Financial controls - Project management ## **4.5.3. Branding and Visibility** New conference pages, improved navigation, and clearer presentation of activities increased organisational visibility and stakeholder engagement. ## **5. Impact Summary** Across the reporting period, TLI generated significant impact: ## **Academic Reach** - A large number of attendees across RMC and ADRES events - Increased international participation ## **Support for Displaced Scholars** - Expanded mentoring - Greater academic integration - Enhanced career-readiness ## **Knowledge Generation** - Conference publications - Cross-country communication for research collaboration ## **Institutional Growth** - Improved organisational systems - Expanded service portfolio - Enhanced digital presence ## **6. Future Plans (202** ~~**5 2**~~ **026)** ## 6.1. Strategic Scientific Events ## **6.1.1. RMC & ADRES Conference Series** Preserving and further developing the Institute s established tradition of delivering the RMC and ADRES conferences, ensuring that both series continue to evolve, attract diverse audiences, and contribute meaningfully to academic development. Preparations will include partnership building, expanding thematic areas, and planning for hybrid delivery. TLI will pause the conference series for one year in order to focus on strengthening its foundations and preparing high-quality events for 2026. ## 6.2. Learning Management System (LMS) Implementation The Institute will explore: - Platform selection - Conversion of existing training into online modules - Developing micro-credentials - Interactive and accessible learning environments - Identifying teaching staff willing to use the platform to deliver courses ## 6.3. Expansion of Research and Community Projects - New British Academy applications - Further collaborations with national and international partners Increased support for displaced scholars ## 6.4. Strengthening Organisational Capacity - Improving digital/online systems and the website - Volunteer engagement - Enhanced quality assurance processes - Updated policies and governance ## **7. Conclusion** The period from February 2024 to January 2025 was a steady and transitional year for The London Institute of Social Studies. While the level of activity was more modest compared with previous periods, the Institute maintained its core commitments, delivered its key academic events, and continued supporting its beneficiaries where needed. Important groundwork was also laid for future developments, particularly regarding upcoming conferences and the exploration of an LMS. Despite being a calmer year, TLI has remained consistent in its values of quality, inclusion, and social responsibility. This ongoing commitment ensures the Institute is well positioned to build on its foundations and continue contributing usefully to academia and society in the years ahead. THE LONDON INSTITUTE OF SOCIAL STUDIES Report to the directors on the preparation of the unaudited statutory accounts of THE LONDON INSTITUTE OF SOCIAL STUDIES forthe year ended 31 January 2025 In order to assist you to fulfil your duties under the Companies Act 2006, we have prepared for your approval the accounts of THE LONDON INSTITUTE OF SOCIAL STUDIES for the year ended 31 January 2025 which comprise of the Profit and Loss Account, the Balance Sheet and the related notes from the company's accounting records and from infomation and explanations you have given us. As a practising member firm of the Association of Chartered Cerbfied Accountants, we are subject to its ethical and other professional requirements which are detailed at http.'Ilrulebook.accaglobal.coml Our work has been undertaken in accordan￿ wth the requirements of Ihe Assoaation of Chartered Certified Accountants as detailed at http:IlwMv.accaglobal.com/factsheet163. AA Accounlancy Services Chartered Certified Accountants 244 Chase Road London N14 6HH 28 November 2025 13 THE LONDON INSTITUTE OF SOCIAL STUDIES Surplus and Deficit account for the year ended 31 January 2025 2025 2024 Income 153,344 227,881 Cost of sales (121.073) (192,492) Gross Surplus 32,271 35,389 Administrative expenses (32.040) (34.331) Operating Income 231 1,058 Income before taxation 231 1.058 Tax on Surplus Surplus for the inancial year 231 1,058 14 THE LONDON INSTrruTE OF SOCIAL STUDIES Registered number: CE027025 Balance Sheet as at 31 January 2025 Notes 2025 2024 Fixed assets Tangible assets 1,257 1,757 Current assets Stocks Debtors Cash at bank and in hand 46.000 15,239 1,056 62.295 25,950 16,971 4,208 47,129 Creditors: amounts falling due within one year (29,218) (14,783} Net current assets 33,077 32,346 Net assets 34,334 34,103 Funds Surplus and Deficit account 34.334 34,103 Reserves 34,334 34,103 The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006. The member has not required the company to obtain an audit in accordance with section 476 of the Act. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts. The accounts have been prepared and delivered in accordance with the special provisions applicable to companies subject to the small companies regime. The profit and loss account has not been delivered to the Registrar of Companies. Ali Said PEHLIVAN Director Approved by the board on 28 November 2025 15 THE LONDON INSTITUTE OF SOCIAL STUDIES Notes to the Accounts for the year ended 31 January 2025 1 Accounting policies Basis of preparation The accounts have been prepared under the historical cost convention and in accordance with FRS 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (as applied to small entities by section 1A of the standard). Tumover Turnover is measured at the fair value of the consideration received or receivable, net of discounts and value added taxes. Turnover includes revenue earned from the sale of goods and from the rendering of Se￿ices. Tumover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have transferred to the buyer. Tumover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs. Intangible fixed assets Intangible fixed assets are measured at cost less accumulative amortisation and any accumulative impairment losses. Tangible fixed assets Tangible fixed assets are measured at cost less accumulative depreciation and any accumulative impairment losses. Depreciation is provided on all tangible fixed assets, other than freehold land, at rates calculated to write off the cost. less estimated residual value, of each asset evenly over its expected useful life, as follt)WS: Freehold buildings Leasehold land and buildings Plant and machinery Fixtures, fittings, tools and equipment over 50 years over the lease temi over 5 years over 5 years Investments Investments in subsidiaries, associates and joint ventures are measured at cost less any accumulated impairment losses. Listed investments are measured at fair value. Unlisted investments are measured at fair value unless the value cannot be measured reliably, in which case they are measured at cost less any accumulated impaimient losses. Changes in fair value are included in the profit and loss account. Stocks Stocks are measured at the lower of cost and estimated selling price less costs to complete and sell. Cost is determined using the first in first out method. The carrying amount of stock sold is recognised as an expense in the period in which the related revenue is recognised. Debtors Short term debtors are measured at transaction pri￿ (vthich is usually the invoice price), less any impairment losses for bad and doubtful debts. Loans and other financial assets are initially recognised at transaction price induding any transaction costs and subsequently measured at amortised cost detemined using the effective interest method. less any impaiment losses for bad and doubfful debts. 16 THE LONDON INSTITUTE OF SOCIAL STUDIES Notes to the Accounts for the year ended 31 January 2025 Creditors Short tem creditors are measured at transaction price (vthich is usually the invoice price). Loans and other financial liabilits.es are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method. Taxation A current tax liability is recognised for the tax payable on the taxable profft of the current and past periods. A current tax asset is recognised in respect of a tsx loss that can be carried back to recover tax paid in a previous period. Deferred tax is recognised in respect of all timing differences be￿een the recognition of income and expenses in the financial statements and their inclusion in lax assessments. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other fvture taxable profits. Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the reporting date and that are expected to apply to the reversal of the timing difference. except for revalued land and investment propety where the tax rate that applies to the sale of the asset is used. Cu￿ent and defe￿ed tax assets and liabilities are not discounted. Provisions Provisions {ie liabilities of un￿rtain timing or amount) are recognised when there is an obligation at the reporting date as a result of a past event, it is probable that economic benefit will be transferred to settle the obligation and the amount of the obligation can be estimated reliably. Foreign currency translation Transactions in foreign currencies are initially recognised at the rate of exchange ruling at the date of the transaction. At the end of each reporting period foreign currency monetary items are translated at the closing rate of exchange. Non-monetary items that are measured at historical cost are translated at the rate ruling at the dats of the transaction. All differences are charged to profit or loss. Leased assets A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. All other leases are classified as operats'ng leases. The rights of use and obligations under finance leases are initially recognised as assets and liabilities at amounts equal to the fair value of the leased assets or. if lower, the present value of the minimum lease payments. Minimum lease payments are apportioned behveen the finan￿ charge and the reduction in the outstanding liability using the effective interest rate method. The finance charge is allocated to each period during the lease so as to produce a constant periodic rate of interest on the remaining balance of the liability- Leased assets are depreciated in accordance with the company's policy for tangible fixed assets. If there is no reasonable certainty that ownership will be obtained at the end of the lease term, the asset is depreciated over the lower of the lease term and its useful life. Operating lease payments are recognised as an expense on a straight line basis over the lease tenn. Pensions Contributions to defined conth'bLrtion plans are expensed in the period to which they relate. 17 THE LONDON INSTITUTE OF SOCIAL STUDIES Notes to the Accounts for the year ended 31 January 2025 2 Employees 2025 Number 2024 Number Average number of persons employed by the charity 3 Tangible fixed assets Plant and machinery etc Cost At 1 February 2024 At 31 January 2025 2,757 2.757 Depreciation At 1 February 2024 Charge for the year At 31 January 2025 1,000 500 1,500 Net book value At 31 January 2025 1,257 At 31 January 2024 1,757 4 Debtors 2025 2024 Trade debtors Other debtors 1,570 13.669 15.239 80 16,891 16,971 S Creditors: amounts falling due within one year 2025 2024 Trade creditors Taxation and social security costs Other creditors 1.418 11,043 16,757 29.218 2,171 12,612 14,783 6 Other inforniation THE LONDON INSTITUTE OF SOCIAL STUDIES is a charitable incorporated organisation and incorporated in England. Its registered Offi￿ is= Office 160 Unit 5 399-405 Oxford Street London W1C 2BU 18 THE LONDON INSTITUTE OF SOCIAL STUDIES Detailed Surplus and Deficit account for the year ended 31 January 2025 This schedule does not fomi part of the statutory accounts 2025 2024 Income 153,344 227,881 Direct expenses (121.073) (192,492) Gross Surplus 32,271 35,389 Administrative expenses (32.040) (34,331) Operating Surplus 231 1,058 Surplus before tax 231 1,058 19 THE LONDON INSTITUTE OF SOCIAL STUDIES Detailed Surplus and Deficit account for the year ended 31 January 2025 This schedule does not fomi part of the statutory accounts 2025 2025 2025 2024 Income Sales Donations FundslGrants Other Income Unrestricted Restricted 132,398 17.434 3.512 Total 132,398 17,434 3.512 193,807 15,800 17,761 513 153.344 153,344 227,881 Cost of sales Purchases Decreaselincrease in stocks Subcontractor costs Commissions payable 122,393 (20.050) 18.730 122,393 (20,050} 161,163 2,050 29,230 49 121.073 102,343 192,492 Administrative expenses Employee costs= Wages and salaries Pensions Employer's Nl Travel and subsisten 9.663 256 781 7,595 17,258 256 781 18,788 125 513 966 20,392 10,700 7,595 18,295 Premises costs.. Rent 827 827 827 827 7,814 7,814 General administrative expenses= Telephone and fax Courier services Event expenses Subscriptions Bank charges Ebay fee So￿are Depreciation Sundry expenses 1.218 297 162 271 1.053 857 500 20 4.378 1.218 1,240 162 271 311 145 1,417 903 500 15 4,542 857 500 20 3.028 Legal and professional costs= Accountancy fees Advertising and PR Other legal and professional 1,550 1,550 1,550 33 6.990 8.540 6,990 8.540 1,583 24.445 7.595 30,690 34,331 20 Hamilton House, 4 Mabledon Place, London, WC1H 9BB United Kingdom +44(0)20 7953 0228 info@thelondoninstitute.org.uk https://thelondoninstitute.org.uk/ A Charitable Incorporated Organisation (CIO) | UK Charity Number: 1119299