RECISTERED COMPANY NUMBER: 04041294 (England and Waks) RECISTERED CHARITY NUMBEI R: 1149833 Report of the Trustees and Audlted Flnanefial Statements for the Year Ended 31 MAreh 2024 for Musllm WelfAre House (A Company Llmlted by Guarantee) Prestons & Sacksons Partnership LLP Statutory Auditors 364 - 368 Cranbrook Road Ilford IG2 6HY Muslim Welfare House Contellts of the Flnanclal Statements for the Year Ended 31 March 2024 Page Report of the Truitees I to 21 Statement of Tru8téts' Re8pon81bllfitles Report of the Independent Audltorj 23 to 25 Statement of FlnAnclal Actlvltle8 26 StAtement of FlnanclAI Posltlon 27 to 28 Statement of Ca&h Floiys 29 Notsl to the Statement of Cash Flow$ 30 Notes to the FlnAnclal Statementi 31 to 43 Detalled Statement of FlnAMclal Actlvltlei 44 to 46 Muslim Welfare House Report o( the Trustees for the Year Ended 31 March 2024 The Chafirman's Messa e: This past year has truly exemplified our resilienc4 growdL and steadfast dedication to our mission. While we faced nunwrous Challenges alung the W8y> each obstacle 8¢rved as an opportunity to reinforce our detennination and refine our appi'oach, These experiences have not only strengthened our resolve but have also inspired us to broadeii our impact and extend our reach in serving communities across the UK. Together, we have demonstrated that even in the face of adversity, progress Is p08sible when guided by purpose and commitment. I take immen8¢ pride in celebratin8 tlie remarkable growth and expansion of MWH'6 services and initiatives ovei. the past yeai.. This pL￿￿'eSS has been inade possible through the genei'osity of oui. donors, the unwavering support of our 8takeholder8. and the tireles8 dedication of our incredible volunteers. Tog¢thcr, we reached an extiyordinary milestone in 2024 with the aquisition of three additional propertie8. These new spaces ale more than just buildin88,' tliey 8ynibolize hope* Potential, and a commitment to empowerin8 individual8 and communities. These propertie8 will Soon be transforn￿d into a dynami¢ community hub, Se￿ing as a Cornerstone for change. Th¢8e centr¢8 will provide vital re80urc¢8, including edu¢ation and training progiyms, social initiatives, and a host of other e8sential 8eTvlces designed to uplift and empower those we seiv¢. This milestone nMik8 a pivotal 8t¢p forward in our journey• and it reinforces our mission to make a la$tin8> Posltive impact in the live8 of countless individuals. In the face of ongoing economic challenses, MWH ha8 remained unwavering in its commitment to providlng Accessible. high-quality 8ocial, educational, and trninins centres across the UK. Our organization continuos to serve a8 a vital brid8e, connectins diveABe communities to mainstream society and championiiig ¢mpowernien4 inclusion, and equality. For many vulnerable ittdividuals-whethtt th¢y al'e refugees, women, children, the elderly> Ot Me￿berS of Black and Minority Ethnic (BME) ￿'Oups-aCce98ing professional advice and essential 8UPPOIt services remain8 an arduou8 task. These barriers Can leave indivAdual8 feelin8 i801ated and m8rBinalized. How¢ver, by strengthening strategic paitnerships with lo¢al, national, and irtternational in8titutions, we ￿'e working tireleysly to dismantle these ob6tacle8, Through collaboration and innovation, we are en8uring that no one is left behind. Our effoits not only create pathways to profe8sional gUIdan￿ and resow¢es but also foster a sense of belonging and oppoi'tutiity for those most in necd. In doing so. MWH reRffirnvd its role as a cornerstone for comrnunitie8, offering hope and tangible 801ution8 iii challenging tinies. It is both an honour und a privilege to lead a Board of Trustees 80 profoundly dedicated to championing diversity, equity, and compassion. Togethe¥, we are not just responding to inllnedlate needs. we are ¢reating lasting pathways out of povety, opening doors of opportunity for tlios¢ who ne¢d them most, and bi'lnging communities together undei. a shai'ed vision of hop4 progress. and possibility. To our donors, partners, and 8UPPOrters: your unwavering conunitment and generosity fonn th¢ cornerstone of our effoits. Every contribution you make. whether in time. resources. or advocacy, ￿elS a￿. missiofi and propels us forward. You inspir¢ us to dream bigger. reach further, and sts'iv¢ harder to make meaningful With your continued support. l am confident that MWH will not only grow and thrive but also solidify its role as a bcacon of hope for countlcss individuals and famili¢s. Together, we will keep building a futUTe defined by inGIu8ion, empowem]ent, and opportunity, ensuring a lastlng and positive impact for generations to wme. Page I Musllm Welfare House Report of the Trustees for the Year Ended 31 Mareh 2024 The CEO'8 message The year 2024 has biThight unprecedented challenges, witli the cosl-of-living crisis profoundly affecting Ihe doily lives of countless individuals and fainilies in our cominunities. Inflation has surged trj histoJ'i¢ highs, rendering basic necessities-such as hou8in& utilities. and food-prohibitively expen8ive for many households. Compounding these difficulties> global conflicts and geopolitical instability have drlven up the prices of fuel and staple goods, placing additional financial strain Im vulnerable families already Sh￿ggling to make ends nieeL ID the face of the8¢ mounting pres8utts, the Muslim Welfare House (MWH) has risen to the occasioD with unwaveijD8 deteAmination. Our Food Bank initiative has become a lifeline for those in need, now supporttng over 1.000 individuals every week by providing essential food and household it¢ms. Tbi8 crucial effort not only alleviates inimediate bw'dens but al80 brings hopc and relief to families durin8 their most ihallenging tim¢8. By addressing these pi'essin8 needs, MWH continues to reaffirm its commitsnent to compassion, community. and 801idarity, standing I'csolutely with those most affected by these challeAigin8 tim¢s. Thanks to tlie unwaveillng generosity of our donors. the $t¢adfast eommitnMt of our partners, and the tireless efforts of our dedicated volunteers, we hav¢ not only sustained but also expanded the scope of our essential piY)grams and services. These initiatives have become a comerslon¢ of support foi. individuals and families iiavlgalillg the often-daunting complexities of injmisration. housin& h￿1thcare, educatio￿ and employment. Our educational and ti'aining programs continue to make a profouiid diffeirnce in tlie lives of tliose we serve. From suppl¢mentary schools for children to ESOL (English for Speakers of Other Languages) classes for non-native speakers, and from financial literacy seminors to digital 8ki118 work81iops, these initiatives provido vltal i'esoui'ces and opportunities. Together. tliey have positively impacted over 800 participants ea¢h week, equipping tl)¢m widi th¢ knowledge, ski118. and confidence need￿ to build a brigbter more secu future. This collective effort undeiscor¢s our enduriiig mission: to empower indAviduals, Strengtlien communities, and create patliuoys to opportunity and success. Our community events have continued to thrive. servin8 a8 vibrant expre5sion8 of unity. joy? and shared elebration. This year, the third conseciitiv¢ Eld lu tlie ParJL event was an extraordinary success. drawing an impressive 6,500 attendees. Sin)ilarly, ow. 7th annual Street Iftar brouglil tO8¢ther ov¢r 2.500 pai'ticipants. creating a warn] and welcoming atmosphere for individuals and famili¢s from diverse backgrounds to break breaij and connect. These events do inore than celebrate cultsjrnl and religious miEestones41Jey foster a deep 8ense of belonging. strengtben communal bonds. and provide a platfonn for meaningful connection and shared experiences. Beyond Celebratio￿ our efforL8 to build safer and more inclusiv¢ Communities l)ave been bolstaEd by the ongoiJi8 success of the Blackstock Road Project. This vital initiative ha8 niadc remarkable pi'ogress in addrc&8iDg critical challenges such as anti-social behaviour, sub8tance misuse, and violenee against wome and gil'ls. By combining tai'geted interventions wtth community41riven approaches, th¢ pmject exemplifies our ¢oAnmitsnent to tackling pressin8 social issues and creating envAronmenÉs where everyone can feel safe and valued. Together. these •¢hievements Iilghligbt tli¢ power of corning togeth¢r to build resilien( conwa8sionate, aod unAted coinmunitics. Page 2 Muslim Welfare House Report of the Trustees for the ye￿ Ended 31 M2reh 2024 One of our central priorities this year has been to foster Strategic paitner8hips with local Bovernments And organi7Jtions, laying the foundation for sustsinable, lon84enn developinent programs that create lasting change. We are thrilled to announce the 8uc¢essfiJl sexuring of additional funding from the Clty Brfdge Foundvdtfion, a significant boost tbat will enhance our outreach efforts and allow us to d¢epen our engagement WAth the cominuniti¢s w¢ s¢rv¢. Our collaboration8 Witb respected organizations such 88 the Refugee8 Forum BME Forum, and 18llngton Hate Crlme Forum have been pivotsl in driving the success of ow, initiatives. These partnerships have enabled us to pool resources, expertise, and netwth*s, allowing us to addres8 complex social challenges more effectively. Tkn'ough these alliances, we have expanded 0￿. reach, extended vitsl 8ervice8, and amplified Qui. collective irnpact OD the lives of those in need. By prioritizin8 Collaboiation and building strong relation8hips with like-mind¢d partner8, we aye ensuring that our efforts r¢m8in imp8¢tful, su8tsinabl¢, and deeply rooted in the princAple8 of in¢lu8ivity and empowernient. As we look to the ￿tllre. we rem8in unwavering in our commitsncnt to tackling the ongoing cost-of-living crisis and supporting the communities thal i?ly on us duiin8 ih¢s¢ Clwllenging times. This mission is ll￿¢ 'itical tlian ever. ajid we are d¢t¢m)ined to continue providing the resources. progr8illS, 8nd 8eivic¢B that offei. Stability and hope to tl)osc in need. l extend my deepest gratitude to our remarkAble staff, dedicated volunteer8. genwous donor8, and st¢adfast paitnci3. 1¢ is your unwavering commitment, compassion, and shared belief in our vision that make our not only po85ible but Impact￿1. To8ether, we are mor¢ than an organiz&tion; we ar¢ a con]munity united by the value8 of $incerity> 8¢1vice, and hope. With your continued support, l am confident that we will rAse to meet the challenges ahead and en8ure a brighter future foT all those we 8erYe. Hwe's an in4rov¢d and more heArtfelt version of your text: May Allah (SWT) ble88 US with the strength, reSOu￿e8, and wisdom to sel've humanity with unwavering compa88Éon, humility, and dedication. May He guide us in going above and beyond in our efforts. enabling us to contribute to the prosperity and 8rowih of MWH, cn8uring it continue8 to flourish a8 a beacon of hope and support for those in need, Page 3 Musljm Wdf8re House Report of the Trustees for the Year Ended 31 March 2024 OBJECTIVES AND AcfIviTIES Mlsjion Statement and aims To provlde the best practice soctal, educational, and training centcr8 S¢Dsitive and complin]entaiy to Cultural diversity. geared to fulfilling the needs of m8rginalis¢d and ¢thniG communities in line with our dediclltion to SeTvill8 the con)tnwty across tli¢ UK. We allnto: - To look aft¢r the local conllnunity - accommodating their ¢dU￿tiOnal, 80cial and Welfa￿ n¢cd8, With a focu8: To help promote awaren¢&8 and understanding of beli¢fs) practices and culture-linking with mainstream providw3 and others, including voluntary? organisations to facilitat¢ better mutual unda'standing and provision. To work positively for the community'8 participation in society - by particularly encouraging socially excluded communities to improve their quality of life by 458es8ing main8ts.eam oppoM]Dities in education, employmen( and training. ObJe¢tlve$: - TrAlnlng *klll8 for moit dlsaffected To provide a hoEistic package of support measures to our user community during focuged ski118 ti'ainiDg - to achiev¢ this we will have one40-one ¥upport and counselling which 18 of particular ben¢fit lo tliose most disaffeckd. - Promole Aworeness and Uiider8tandlng To help promote awaThes8 and understsnding of 1818mic beliefs, practices and culture-linkÉng with mainstream provid¢i% and other, including voluntary, organi8ation$ to facilitate better mutual understanding and provision. - To work positively for the Muslim cominuolty To woi'k positively foi. the Musliii) community's participation In sodety by particularly encouraging 80cially excluded communities to improve their quality of life by asgessAng mainstream q)portunities in education. employrnent and training. Uie of Propertles for othcr Charltable Pllrposes Muslim Welfaie House l)Rs njade several of its properties available to local communitie8 free of charge or at a n)uch-redu¢ed rental rates foi. the use of edi￿atIOn, social and other cl￿ritable activAties. SoelAI Advlce and Communlty Engagement In collaboration with Ioc81 counci18 and partn¢r or8anizations. the Musliin W¢lfare House (MWH) lias or88nized a variety of inltiatives to address rAitical i&sues impacting our community> includin¥ domestic violence. substance misuse, alcohol abuse, extremisjn, and more. These activities Teflect our COmTnittnent to fostcring a safer. more inclusive. and supportive environment all. Key initiatives include: - Aivareness and Advo¢A¢y: o Deliverillg dedicaled Friday sernions (khutb8hs) that address pressing community Concerns. o Conducting a Raising Awareness Campaign on hale crimes and l$lamophobia. wliieh included leaflet distsibulion al station entrances, outside our cents'e, and d1￿cl engagement with the public. Page 4 Musllm Welfftre House Report of the Trustee8 for the Year Ended 31 March 2024 o Hosting a 'Gtving Up Smoking" ￿￿paIgn in collalx)ration with the NHS. - Youth Engydgement: o Organizing a bi-weekly youth club for young people aged 16-25 during weekends, providlng th¢tn with a sofe space for 8oGialization, suppo¢ and guidance. o D¢veloping n¢w programs in collaborntion wAth relevant partners to Combat knife crimc and an11￿0claI b¢havioui' among youtt8 people. - Support Servlce8: o R¢ferring servAce usern to appropriate statutory services, including housin& immigration, ¢du¢ation, and nployincnt support. o Providing translation servlces to refugees and service users in Jslingto o Offering ESOL c1285e8 for on Tue8day8 and Thur8days to enhance language proficiency and integration, - Communlty rdnd Cultur41 Events: o Or8anizin8 numa'ous community bazaars that bring people tO8¢th¢r and celebrate cultural diverBity. o Hosting EAd celebrations across our UK bra￿1]¢8, attended by thousands of community members. - Infrastructure Improvements. o Bnhancing facilities and Anfi'astructtire in key location8, including Sheffield, Newc&stle, And BirminBham. Safe Shelters for Vulnerable IndlvlduAII: o Operating four shelter8 for victims of doinestlc vlolence in Lnndon, Bradford, Birniingh￿ and Sheffield, providing critical support to those in crisi8. - CommuDfjty Collaboratlon: o Hosting and attending meeting8 With various oi'ganizations, including the Islington Faith Forum (IFF), Islington Council, Octopus Cominunity Hubs, the Islington Somali Community. UK Citizens, local mosques, churche8, and the Ernployment CIu8ta. o Working closely with the Community Reference Group and local polic¢ to address community Safety oncerns. Building upon these impactful initiatives, MWH r¢mains conynitted to developill8 and implementing specializ¢d prow'ams tailored to the unique needs of women, youth, and older individuals. These efforts are guided by our steadfast mission to uplift and empow￿. every segment of our communlty. With a focus on nipassion. inclusivity, and strategic collaboration. we continue to create Me￿Ing￿l opporbJnitie8 and provid¢ ¢ss¢ntial support that fosters irsilience, ￿oWth, and a sa]sc of bclongins foi all. Page 5 Musllm Welfare House Report of the Trllstees foi. the Year Ended 31 March 2024 STRATEGIC REPORT Achievement and performanee Recent Achievemellts Eden House Eden House: Provldlng Safe HAvens for Women In Cr1818 Across the UK, countle&8 woni¢n ¢nduK the devastating in)pacts of domestic violence. TragieAlly, Inany of tljese won)en find tliemselves homeles4 without food or shelter, as tl)ey grapple with immense challengcs withiii tlieir familtes. Ed¢ii Hous¢ 18 a dedicated project establish¢d to 8UPPOrt and empower the8e women in tl)eir time of need. Eden House UK (EHUK) opcrates women's refuges attd supported temporary accommodations, offering over 60 bed spaces aeross England. While w¢ specAalize in providin8 tailored 8UPPOrt for BME W0n￿ll and their children, our g￿ViCeS are inclusive and available to all women in need. Refenals coine fron) a varAety of sour¢e& in¢ludin8 partner or8aniza¢ions, Social 6erviw the police, 8elf-Irferrals, and concerned fiiends or family m¢mb¢rs. For women on spousal visas who are vi¢tims of domestic vlolenc4 Eden House provides a $pe¢lalized se￿1¢¢ to address tlieir unique challenges, Tl)ese wojnen are offered secure housAng. emotional Support thi'ough fre¢ counselling, and a3SiStance with legal documentation to help them regain stability and Independence. centreÈ are stratsgically located in Loiidoii, Blrmlnghain Sheffleld and Bradford, ensuring aece8S to essuitial services and Support acmss nNltiple regions. Thi'ougli our ¢ompassionaie approach and commilment to addressing the complex needs of women in crisis, Eden House continue8 to bc a vitsl lifeline foi. thth%e s¢ekin¥ safety. dignityj and a fresh starL Food Bank$; Provldlng Ufellne$ to Famlllu ID Iqeed Hundi'eds of pairnt5 in ouy local coinmunities face the Iieartbreakin8 challenge of feeding their families. This Struggle Ims only deepened in thc wake of th¢ pand¢mi¢ and the soaring infl8tion rat¢8, wbich have signifi¢dntly ¢xa¢¢rbaled poveity levels. In response to this iirgent need, the Muslim Welfare House (MWH), in collaboration with ow. sponsors at tli¢ Fellx PrOj￿t, logal shop8, and generous donor4 has established a vital fwd bank initiative to 6UPkXlTt those inost affected. Our w¢¢kly food banks have become a corna'stone of relief for the community. offerin8 e88ential 8upplies and i'estoi'ing dignity to families during difficult tiines. To date, we have dists'ibuted over IOIJO famity parcels, each providin8 a week's wortb of nutritious food to households in iieed. This initiative reflects MWH'S ollgoing ￿)UnIt￿¢￿t to addresstng food insecurity and en8uring t]ial no family goes hungiy. Through th¢ continued suppori of our spoiisors, doftor8, and volunteerya, we al'e determiDed to si￿taIn and expa1￿ this lifelin4 bringing hope and relief to even inore families in the montbs ahead. Cgmpgigns: Empowerlng And Upllftlng Our Cominunfity At the Muslim Welfare Hoiise {MWH), we are committed to addressing the PA'essing challenges faced by our coJ)Mnunity. TIuDuBh oui. main cents'e, we l)ave launched a series of impectful canjpaigns designed to 8UPPOrt, educate, and empowth. those we serv¢. - Vaccfine Awareness CAmp8ign$: Page 6 Musllm Welfare House Report of the Trustees ror the Year Ended 31 March 2024 tn response to public health concerns. we organized va￿l￿e awareness campaigns to provide professional dvicc and encourage local residents to participAte in vaccination program5. These efforts playcd a crucial rol¢ in d[S￿ling misinformatiim and promoling commutiity health and safety. - Knife Crlme Awareness C&mpalgn8: Re¢ognizing the devastating impact of knife Crime, we launched campaigns aimed at raising aW￿'enesS and fostering cominunity action to combat this issue. By engaging youlh and woi'king closely with local authoritie8. we strive to make our neighborhoods safer for everyone. - Hate Crlme Prevtntlon CampAlgn8' Tn collaboration witb the council and other partner8, we octiv¢ly tackled hate crime by en¢oui7ging community membei's to itpoit incidents and s¢¢k 8UPPOrt. Th¢s¢ efforts have been pivotal in building a more inclusive and respectful environment. - Vlolence Agalnst Womell Gli'ls (VAWC): Addressing violence against women aiid girls iemains a Icey priority. We have oi'8aniz¢d numerou8 activities aTKI initiatives, in¢ludin8 aWAirnes8 walk8, to highlight and combat tbis oj'itical issue, while fost¢rins a cultur¢ of resp￿t and Bafety for all. Antl-soclvdl Behavlor Inldatlv¢$: To addi'ess issues of anti-social behavioi., we conducted community walks and outreach pl￿g￿l￿8 aimed at fostering dialogue. buAldinB undei'8tandin8, and promoting safer communal spa¢e8. Ramadan Aetlvltles: RaiKadan is our busi¢st and most vibrant time of the year. Bacl? day, we provide meals for over 500 Andividuals, ¢nsurin8 that everyone has access to wam] and nutiitious food. Jn additioll, we host daily talk8, dis￿18$10n8, and other spiritual and ¢ommunity4)uildin8 aotivlties, making this sacred month a time of r¢flection, ¢onne¢tion, and 8ivin8. The$¢ ¢amp&ign8 and initiatives under8cor¢ MWWS unwavering commitment to addressin8 the diverse challenge8 faced by our community. By fostering part￿ShIpS and engaging dire¢tly with those w¢ serve, w¢ continu¢ to drAve meaningful cliange and create opportuniti¢$ for a brighter future. New Cent1￿1. Expandlng Our ReAch And Impact Over the pa8t year. the Muslim Welfare House (MWH) has pii)udly expanded its footprint by opening two new eenters and investing in a PTOPerty as an endowment for fUtL￿¢ sustainability. These new centets, locatsd in M*nehester and Dover, reflect our ongoing ¢ommitment to suppoitins local communities and fostering unity. The Manchester and Dover centers 8¢rv¢ as vltsl hubs, offering essential 8ervicesg Pl,0￿rnA, and activities tailored to tneet the unique needs of their respe¢tive communitics. Beyond providing support. these centers are designed to bling people together, creatin8 spaces for Connectio￿ learning, and collaboration. By extending our reach to new Jegion4 we aim to addre68 local challeng¢s, build Stronger comllwnities, and ensure that more individuals have &ccess to the ￿sourCeS and opportunities they need to thrive. The addition of an endowment property further 8ti'en8thens our capacity to sustain these efforts for generotions to come. Edueatlon: Empowerlng Through Knowledg¢ and Lexrnlng Page 7 muS￿m Welfare House Report of the Trustees for the Year Knded 31 Mydrch 2024 TIK Muslim Welfare Ilouse (MWH) is deepIy coinmitted to fostering education and wsonal development within the cornmuiiity. To this end, we operate part-time supplementary sch(M)Is at several of our cent¢r8. These schools provide vital education81 support during weekday evenings andlor weekends, helping stt)dents enlwice their le￿llIng beyond regular sd)ool hours. Our school n&￿￿gers and staff are well-trained and equippe41 to maintsin the highest standards of education and safety. All manage1% have undergone ehlld protectlon ti'fdlMln89 hold valid DBS check8, and regulai'ly participate iii staff Ivork8hops to eJvJure continuous improvement in teaching quality and adheren¢e to safeguarding protocols. In &ddition to our suppleinentary schoo18, MWH is proud to offer free trainin8 and courses, fvrtljer expanding opportunities for skill development and pei'sanal growth. These initiatives provide: - LAngllage Support (e.g., ESOL classes). - Ski118 DeYelopmeDt (e.g.. fiiwicial lite￿CY* digil818ki118). - Vocatlonal Tralnlng tailored to community needs. By prioritizing education 2nd a¢cessible learning, MWH continues to empower individual$ witli the tools they need to succeed, fostering a culture of lifelong learning and growth. Educatloll aiid Welfare Servlces: Empowerlng Communltle8 Througli Knowledge aDd Support At the Muslim Welfare House (MWH), we believe in fosterAng holistic developmcnt by providing a varlety of educatlODal and welfare services tailored to meet the needs ofour diverse cominuaity. Educatlonal Servleej -ESOL Claise8: Our ESOL courses are designed to in]prove English languag¢ proficiency, witli a particular focus on enhancing employability skills. These cla&ses equip participants Witli the language tools necessary to Access better opportunities aiid integrate 8uccessfully into 80ciety. - MadraBsah: The MWH operates a part-time evening ￿h0o1 at its main centse, offering a structuiEd MadTa8sah program. class￿ n]n on weekday8 fiDm 5:00 PM to 7:00 PM and on weekends, delivaing a Cu￿1¢u1uM that llnparts essential Islamic knowledge. Our Madrassah pi'ioritizes Student saf¢ty and quality by ensuring all staff undergo Child protection training• hold valid DBS checks, &nd particip8te in i'egular workshops to contiDually enhance teaching StaDdards. - Quran and Tajweed for Women.. MWH offers 8pecialized Quran and Tajweed classes for women, accommodating learners froni be8inners to advanced levels. Women can prO￿¢s8 tbrougb four levels, with the opportunity to eam att ljazxh eertlfieat4 wljicli authorizes them to teach the Quran to others. This iijitiative empowers worncn to deepen their undeiBtanding of the Qw8n and shwE th¢Ar knowledge with the conununity. Welfare Servlce8 MWH is dedicated to supporting the we]l-being of our comllwnity Ll)rough 8 widc 17nge of welfare services, offered directly or through supported projects: - Advlsory S¢rvl¢es: Page 8 Musllm Welfare House Report of the Trustees for the Year Ended 31 Mayeh 2024 Our ce￿tr¢S piovide guidance and advice on various issues. including religious, legal. so¢ial. and family matters. Topics often addressed include marriag4 mental health, inheritance, family conflicts. and business disputes. - Support Services: o Th'ee tianslation assistance f￿. non-native speaker8. o R¢fenYls to appropriate s￿vICes, such as housing, healthcare, or l¢gal aid. o Phone support and other ￿SentIal servic&8 to ensure beneficiaries have access to the iEsour¢e8 th¢y need. By combining educational and welfare initiatives, MWH Continu￿ to serve as a vital resource for tbe community, addressing immediate need8 while empow¢rAng individuals for a better future. Youth Clubs: Fosterlng Growth, Sklll& and Communfity SpArlt At the Muslim Welfare House (MWH), we understand the Impol'tat￿e of nurluiing the physical, mental, and social development of young people, Our Youth Club. based in North London, is dedicated to providing safe and cngaging environment where youth can grow, leern, and thrive. ProgrAm# and A¢tlvltlei Sports and Phy$lc41 A¢dvlll¢6: Our youth club offers a varlety of sportin8 a¢tlVAties desi8ned to promote fithess, teamworK and di8ciplin¢. The8e include KarAte, Football, and other physical exerelses aimed at enhancing the phy8ica] and mental skills of participant8. - Age*Spe¢lflc Clubs: o Youth Club for Age¥ 11-16: Held weekly during weekends. this club fo¢use8 on fosterins eyeotivlty, building conf￿¢ll¢¢, and ¢nL￿ra8ing positive social interactions among younger participants. o Youth amb for A8ei 16-25: Or8anized biweekly on week¢nd8, this pmgram provid¢s older youth WAth oppoitunitie8 to develop leadership Bkills, engage in meaningful discus8iong, and paiticipate in skilJ-buAldin8 activRties, - Coinmunlty EngA8ement Through Trlps and Camplng: To strengthen bonds witliin the community and provide enriching experiences. we organized four ¢￿1vIng trips and foul. communlty exeursioiis over the pasi ycar. These outlngs offered paitlcipants the chance to ¢xplore new environments, develop ￿$11A¢nCe, and conne¢t with peers in a supportive sclting. Our Mission The MWH Youth Club aftms to inspire and empower young people by offering diverse progrnms that enhance their physical health, mental well-b¢in& and social dev¢lopm¢nt. Througb th¢se ¢ffoits, we seek to foster a genttation of CODfident, capable, and community-minded indivlduals. Volunteers: The HeArt of Our Oryanl8atJon voluntee￿ are the lifeblood of th¢ Mu81im Welfare House (MWH), playing a pivotal role in ensuring the smooth opcration of our dfiverse pl.0￿an￿ and services. Our dedicated team of 200 volunteers, including 1611 re£ular volunteer8, works tirele&sly to support the conunuwty and uphold the values of service and compas8ion. Page 9 Muslim Welfare House Report of the Trustees for the Year Ended 31 March 2024 Roles and Contributlons - Faclllty MxlDtenanee: Volunteer8 assist with cleanin& perfornjing small gener81 repairs. and preparing our premises for Wdi'iOUS events aJ)d activities, Their efforts ensure that our facilities r¢niain welcomin& fvnctional, atld safe for all users. - Event Support: A 8Agnificant ¢ontribulion comes during FrldAy Prayei. gAtheilngs? Whe￿ volunteer8 manage the flow of attendees, maintain 01￿¢r, and p￿)vIde logistical 8UPPOrt, Their involvement is crucial in ¢tEatln8 a positive attd seamless experience for the community. - Community Engagement: We actively encourage all u8er8 of our facilitie8 to participate in voluntary activities. By Involving themselves in these initiatives, individuals ¢ai) share theii. unique skills, biiild stronger Connections within the community, and contribute to the ¢oLlective mi88ion of MWH. SafeguardlDg Stfindards For volunteei? involved in projects that sgive children and otlier vulnerabl¢ groups. we uphold 8triot 88feguarding measwcs: - DMS Checks: All 8u¢h volunteers undergo enhanced Disclosure and Barring Seryi¢e (DBS) check8 to ensure their 8Uitability for these rol¢8. ProfesslonAI Verftlcatlon: We verify their professional backgrounds and referenc¢s to maintain the highest stsndai'ds of care and safety. Our Viyioii for Voluntee At MWH, we recogniz¢ and celeb￿te the invftluable ¢onlribution6 of our volunteers, Their dedication not only 8UPPOrts the 8mooth iiinning of our organisation but also strengthens the spirit of seivice and unity within th¢ conthiiinity. We are comii]itted to fostering au environment where voluDteeiY feel valued. empowered. and inspired to continue inaking a diffei'ence. Communlty Coheslon: Bullalng Brldges for a Stronger Soclety Tlie Musliin Welfare Housc (MWH) AS eojninitted to fostering unity, understandin8* and niutual respecl among dlvetse communities. Through strategic partsierships and proactive iniiiatives, we work to improve cominunily cohesion. dispel misconeeptions. and proii)ote a more inclusive society. A core focus of our efforts is addiTssing and reducing Islamophobla and hate erljnes, ¢reating an envimnment wheit 811 itidividuals feel 88f¢ and respected. CollAborAtlve Efforts To achieve these 808ls, MWH collaborates with a wtde range of national and local ￿'8￿lISatiOnS. These partnerships enable us to reach broad￿. audiences. amplify our impact. and implement effective Solutions to 80¢ial Challenges. Som¢ of the organisations we work witli include: Local Counells: Workin8 with local goveriunaits to identify and address 8kK¢ific community lleeds, ensuring tliat Tesources and initiatives are well-tsigeted and irnpactful. Page 10 Musllm Welfydre Hou8e Report of the Trustees for the Year Ended 31 March 2024 Police 4nd Community Safety Groups: Partnering with law enforcement to tP¢ckle hat¢ ¢rime, promote reporting mechanisms, and ensure the safety of vuln¢rable individuals and groups. Commuiilty Forums and Networks.. Engaging widi platforms like the Refugees Forum, BME Forum, and lsllngton Hate Crime Forum to shBI'e knowledge, resources, and sttBtegie8 foi. promulin8 inclusivity and tadding dlscrimination. Fallh-Based Orgv4nisation8: Collaborating with mosques, churclies, and other faith groups to foster intafaith dialogue And unityj demonstrating shared values and goals. Our Vlslon Through these partnerships and our own community-drlven initiative8, MWH aims to create 2 Soctety rooted in understandin81 trust, and 8har¢d pro8pcrity. We beli¢v¢ that building bi'idg¢s bctwecn communitie8 is ¢8sential for coinbating prejudice. ci'adicating hate, and layAn8 the foundation for a brigh*r, moir hamionious futu￿. The organlsation we work WAth includes - UK citizens - Standup lo racism - Christian Muslim Forum - LA)ndon Faiths forujn - Islington faiths forwn - Somali community Islingion Mu81iin Foru - Hate crime foium. Islington council - Th¢ Met PolieA - Int￿.natIonal areen Hand8 - Alld many other organisations - Churches and mosques dia108ue Pag¢ll Musllm Welfare House Report of the Trustees roi" the Year Ended 31 March 2024 STRATEGIC REPORT Financlal revlew Flnvdnclal Revlew and Reserves Policy At the Muslim Welfare House (MWH), financial stability is a cornerstone of our opa?tions. We striv¢ to Inaintaii) sufficient funds to ineet our obligations in en)ergen¢ies and ensure that our ¢sseiitial activities and services continue uninterrupted, even in challenging circumstsnces. Reserves Pollcy Our reserves policy 18 designed to safeguard the 8U8tainability of MWH'S programs alld 8crvices. This policy en8ure8 that we: - Have adequate financial resources lo address unexpected situ&tion& - Minimize the iisk of opeiational di￿.uptiO11 due to a lack of funds. - Maitstaill the confidence of ow. benefiLiaries, donors, and stakeholder8. Thunks to tlie tireless efforts of our Trustees, CEO, Jtaff, and volunteer4 w¢ have successfully built i'obust finAn¢lal foundation. Assets a8 Regervei MWH'S varith18 assets and propertlcs 8¢rv¢ as a critical part of our r¢s￿'v¢,8 strategy. These assets not only provAde a safety net for emergettcies but also contl'lbule to th¢ lons-term stsbility of OUT organization. New Investments This year, wc achieved a significant milestone by acquiring three neiv properlle& These InV￿tmentS will: - Generdte additional in¢om¢ 8tream8. Enhance our capacity to support the smooth and sustainable opeixtion of the ¢harity. - StsEngth¢n our financial Tesilience and ensuit that we eAn contii)ue 8¢rving communities effectively. Commltment to SustAlnablllty Our financial stewardship reflects our commitment to 8uslainability and transpaiency. By prudeJ]tJy mwiaging our resources and planning for the ￿ture, MWH is well-positioned to continue inaking a meaningful impact on the lives of those we save. Llquldlty and Fundralslng Effort8 The Muslim Welfare House (MWH) remain8 comiiiitted to ensuring a stron8 fxnan¢ial position by bolstering its liquidity through effective ￿ndraISing initiatives and strategic planning. Enbgnced Fundraljlng Initlatlves To stsro8then our financial iTsources. MWH has: Expanded Local Fundrglslng Efforts: Iiitensified local fundralsing campaigns, including extu'nal collections throughout London, which have garnered widespi'ead support from th¢ commuDity. Maxlmlzed Intei'nAI Contrtbutlons: Optimized collections durAng Frlday prayer gAthering4 a crucial source of regul￿ ¢ontribulions froni our genetx)us Supporters. Page 12 Muslim Welfare House Report of the Trustees for the Year Ended 31 March 2024 STRaTEGIC REPORT These initiatives have significantly boosted MWH& liquidity, ensuring we can ineet our operational needs Ind continue to grow. Future plan8 Future Revenue Growth Looking ahead, w¢ ar¢ GoDftdent in our ability to in¢rease operating revertu¢ in th¢ next finencial year through: Extenslon of Centrei; Bxpanding our network of centi'es to serve morc communities and enhance our T¢a¢h. sti'ateglc Investments: Lever8ging newly acquired investment properties to geneiBte su8tsin&bl¢ income stream8 that will support our programs and services. Coinmltment to FlnAnclal StAblllly By prioritizlng liquidity and adopting a proactive approa¢h to fundraising and inveNtmenk MWH 18 well*08itioned to n￿IntaIrt its fJnAllcial stsbility whil¢ s￿ling its impact. This fllwnGial r¢sille￿¢ ¢nsure8 that we can coiitinue to fulfil our mi88ion of supporting and uplifting communities acmss the UK. STRucfuRE, GOVERNANCE AND MANAGEMENT Governance Summiry The charity is controlled by its goveAning document, a deed of tiwL and constitutes a limited wmpanyj limited by guarantee, as deflned by the Cotnpanies Act 2006. Page 13 Muslim Welfare House Report of the Trustees for the Year Ended 31 March 2024 Goveriianee Summary The Board of Trustees plays a pivotal role in ensuring the ¢ffcctive governance of the Muslim Welfare House (MWH). Its primary responsibilities include sctting th¢ ¢haritys overarching framewort policies, and stsxtcgic direction to achi¢ve its mission and objectives. Key Responslblllties l. Strateg1¢ Overslght: The Board deterniin¢8 the general strate8ies and organizational direction. ensuring aligntnent with the charitys values and long-tcnn goal8. 2. Poll¢y Development: Trustees are Jtspoiisible for cstablishing and reviewing policies thot guide MWH'S operations, ensuring they are robust, transparent, and fit for purpose. 3. Remuneratlon Revlew: The BoaiMI overs¢e8 remuneration 8rrangdnent8 foi. fflnployee4 particularly those witl) salaries ¢xceeding Specified thresholds. This ensures fairness, accountability, and eompliall¢¢ WAth belt practice8. CommltmeDt to Good Governance Tbrough regular I￿1¢W8 and aetive engagemenl the Board upholds MWH'S commitment 10 strong goveAnance, flnancial integrity* and th¢ effective deliveiy of 8etvic¢s. Their leadership en8ure8 the ¢liarity reniains accountable to its stakeholders and continues to make a meanin8ful impact on the communities it 8erve8. Governlng document The charity is controlled by its governing documents; a deed of trust and con8titutes ￿ unincoiporated charity. Muslim Welfare Hous¢ is CODStituted under a trust dced dated 07 October 1975 and JE8iSter¢d witb Charity Commi88ion in July 1976 (Cli8rAty No: 271680). MWH l)as changed its stakn8 by cirating a new d)aritable company by Guarantee: the compony No (0404J294) and the trust No (1149833). Governance Code At the Musliiii Welfare House WWH), we al'e committed to upholding the highest stand￿lIS of gijvanance to ensure transpar¢n¢y* accountability. alld the effective delivery of our mission. Trustee Developmenl and Updates To support their a'itical i'ole in guiding the charity, trustees are regularly Npdated on governance developments by the inanagement tean). This includes: Changes in Regulatory Requirements: Ensuring compliance with the latest legal and regulatory frameworks. - Best Practices: Pmviding illsights into enwgins governance trends and standards to strengthcn oversigbt and decision-making. - Training And ResouTces: Offering opportunities frir trustees to enhance theii" undei'standing of govomance responsibilities tlwough worksbop& training sessions. and acces8 to relevant resouir¢8. Commitment to Stroiig Goverii4nce Page 14 Musllm Welfare House Rep(bi't of the Trustees for the Year Ended 31 March 2024 By fostei'ing an cnvir<)nm¢nt of contillUOUS le￿I)Ing and improvemenl MWH eDsur¢s that its trnstexs arc well-equipped to lead with confidencc and int¢grity. This proactive approach to govcrnanc¢ rcinfor¢es th¢ charity's con)mitment to excellence alld accountability in seriiing its conununities. Publlc Beneflt The Trustees of the Muslim Welfare House (MWH) are dedicaled to ensuring that all the charity% work aliw with public benefit i'cquirements, as outlined by the Charity Commission. Ensurlng Publlc Beneflt l. Aeeountablllty Aiid Reportlng: Tn￿teeS actively review the charitys ￿tiVItIe￿ to confmn they meet public b¢n¢fit criteria. This Commitment is retlected in their detalled i'¢poiting within the Annual Report, off¢Ting tran8parency to stakeholders and betteficiarieA. 2. Guided De¢ision-Making.' In all sti'alegie and operational decisions, the Trnstees have thoroughly considered the Charlty Commlsslon's guldance on publlc benefit. This ensures that resources are utilized effectively to gddress the need8 of the coiKmunities we serve. Impget Through A¢tlvltleJ MWH engages in a broad range of initlatives aimed at providing essential support to vulnerable group3, fostei'ing Community cohesion, and improving quality of life. Th&5¢ activities, which are summarized tlvoughout this report, exemplify MWH'S misslon to deliv¢r meittingful al￿ measurablc publlo benefits. Conunitment to Public Good By adhei'iii8 to public bcnefit principles and maintsining ri8oiYJu8 ovei'8igh4 MWH reaffinng its responsibility to create positive chan8¢, uphold public trus¢ and serve a8 8 voluable as8et to Bo¢ieiy. Page 15 Musllm Welfare House Report of the Trustees for the Year Ended 31 March 2024 STRucfuRE, GOVERNANCE AND MANAGEMENT RecruItM￿t Jnd appolntment of new trnstees The recruitsnent and appointment of new Trustees are nydiiaged by tlie existing Board of Trustees, ensuring continuity, integrity, and alignment with the values of the MuslÉm Welfare House (MWH). Incluslve Appolntment Proce88 l. Communlty Recommend2tlona: The appoiiitmei)t process 18 guided by &DPUt fi'om communfity leAders. whose insights and A'ecommendatiDns ensure that prospective TnvJke8 att individuals who are both hi8hly re8at.ded and trnsted by the local ¢ommunity. 2. Bulldlng Communlty Trust: By inCo￿orating comniunity perspectives, thc recniitment approach f08ters sti'onger relationships between tlie centiw and the commLinities th¢y serve. Tliis en8ures that Trns¢ees I'eflect tlie diversity, value8, and aspirations of th¢ people they repi'esent. 3. Selettion CrAtei'la: The Boai'd seeks candidates who d¢monsti?te: o A commitment to MWH'S mission and objectives. o Relevant skills, expei'tise, or expa'ien¢e tbat Contribute to the BtIAtegic over518bt and Bovernance of the organization, o A genuine passion for community 8aVAce aiid public benefit, Stren8thenlng GoverDAnce through Colliboratlon This collaborative and community-focused recruitment pr¢xu8 ensures that the Boai'd rcn14in8 inclusive, effective. and deeply Connected to the people it serves. Tlie appointment of respected Trnstees enhances 80vemance and reinforces MWH'S position as a tNsted institution dedicated to public welfare. Page 16 Musllm Welfai'e House Report of the Trustees for the Year Ended 31 MArch 2024 sTRu￿uRE, GOVERNANCE AND MANAGEMENT Orgalllsatioiial structure The governance and operations of the Muslim W¢lfare House (MWH) are strnctured to ensure efficient nagemenL strategic oversight, and effective service de]ivery. Role of Trustees The Tn￿tee& hold ultimatr responsibility for the general control and management of the charity. Key aSp￿ts of thelr role in¢lud¢: - Voluntsry Commltment; Trustecs dedicate tlieir time to gov¢rnan¢e and management without char8in8 for thcir cfforts. Strateglc Overslglit: One Tn￿lee serves as the chairma￿ witli a dedicated focus on developing CU￿ent and future stsite8ia4 a8 well &8 managing media i'elations. CEO Appolntment and Respon8lbllltles The Trustees appoint a Chief Executive Officer (CEO) to over8ee the charitys day-to-day operntions and activities. The CEO serves as a critical link betwe¢n th¢ Trust¢es, the orgallization, and external stakeholders. Key responsibilitie8 Includ¢.' OpeY4tloiial Leid¢rshlp: Managing all intaThal activities, staff, And programs to ¢nsur¢ 8liBnmMt with MWW8 objectives. Commmnlty and Externgl Relallon8: Representing MWH An dealings with ext¢n￿l bodie8, local ¢ommunitie8, and pyi'tn¢r organiz&ti4)ns. Reportlng to Trustee8: Maintaining regular con]munieation with the Tru8tee8 to provide updates on the organization'8 perfomianc£. operational ¢hallenge4 and any ¢merging limitations or ri$k8. Collaborative Goveillan¢e Model Thi8 8truetiire fosters a collaborative govenlance model where TNstees focus on 8tiTtegic dircction and over8igh¢ wbile the CEO nmnages execution and external engagement. By maintaining clear ADles atsd responsibilities, MWH cn8ure8 accountability. tisnspaitn¢y, and ¢ontinuou8 impi'ovement in serving ils communities, Page J7 Musllfft Welfai* House Report of the Ti'ustees for the Year Ended 31 March 2024 STRUCTURE, GOVERNANCE AND MANAGEMKNT Remuneratlon At Muslim Welf8re House (MWH), we recognize tliat our dedicated staff and volunteers are essential to delivering high-qu81ity services WAtliin our communities. To attrad and rclain individuals wAth ihe necessary skills and tslents, we li&ve implemented A comprehensive ￿muneratIon strategy. Competltlve Salary Revlew W¢ regularly assess our salary Btructures to ensure they are eornpetitive withtn the charity sector. This involves benclimarking against industry standards to offer fair c(Mnpen8ation that reflects the i%sponsibililies and expalise required for each role, R¢c¢nt reports, such as tbe Charityjob Salaiy Report 2024, provide valuable insAghts into aV￿.age 8alai.ies aci'o8S VariOU8 position8 in the ￿tOr, aiding in our benchrnarking ¢ffoits. Job Evaluarfon System Our remuneration leve18 ar¢ determined througl) 8 Stn]ctured job evalu8tAon systsrn desigued to ensure fairness and quity. This system assesÈes roles based on specific criteri4 including 8ki118. i'¢$ponsibiliti and experience, to establisli appropriate pay bands. Utilizill8 established job ¢valuation methods bcjps US maintsin a transparent and unbiased approa¢h to coinpensation. Commltmemt to Falr Compeiisatlon By maiiitalning coinpetitive and fair Nnuneration pradi¢e8, MWH ensures that we can attract and retain tslented individuals who air comniitted to advancin8 ow. Inission and effectively serving oui. communities. The New Bulldlng Projeet Over the p8St five yeai's, Muslim Welfare House (MWH) ha8 been diligently workin8 towards securing a new buildiiig project An partneh%hip with Bode. This an)bitious piM)ject represents a sigtiifi¢ant mllestone in our cornmitment to providing enhanced facilities and services for oui. b¢nefi¢iaiies. Due Dlllgenee and StrAtegle Plannlng To en8ure the 8uc¢&8s of ihis piyiject and safeguard l￿WH,$ interests, we have undertaken a comprelien8ive due diligence pi'ocess thet includes: - Enggglng Legal Experts: Consulting fjve solicitors to c8iEfully review and negotiate the contract tern￿, ensurlng full compliance with reguEatory ￿quirementS and allwnent with our long4erni objectives. Surveyor Assessments: Engaging two professional surveyors to conduct detailed evftluations of the site, providin8 critical ii)sights into its colldÉtAon and dcvelopment potential. In8uron¢e Pyotecllons: Including a robust insuitnce policy iii the contiyct to mitlgate risks and protect the d￿lity'S assets and interests throughoiit tbe development process. A Vlslon for the Future This project embodies our strategic goal of developing & site tliat not only mects the immediate needs of MWH but also creates a suslaiiiable. An]paclful space for future 8¢n¢ratioIis, By combillin8 ineticulous planning. expert consultation. and unwavering dedicatio￿ we aim to deliver a facility that will se￿e our bcneficiaries in the most meaDingful way FKKssible. We remain committed to completing this project to the higbest standards, ellsuiing it aligns with our mission of einpowering 2nd uplifting conununitie3. Page 18 Musllm We]fare Hollse Report of the Trustees ror the Year Ended 31 March 2024 STRUCTURL GOVERNANCE AND MANAGEMENT Rlsk M8n8gement Framewoi'k The trustees have a duty to id¢ntify and review the risks to whi¢li the charity is exposed and to ¢ll8ure appropriate conts'ol8 are in place to provide reasonabl¢ 8ssur4nce agall￿t ￿ud and ermr. Oui" iisk manag¢ment system ainu to: - Mitigate major risk8, although it cannot entirely eliminate them. - Provide reasonable (but not absolute) a89urance against materlal emir8 or IoA8es. - Ensure tlie Charity's resilience in facing unexpected challenges. Atstssment Proce88 Risks are assessed based on two key criterl8: . Potentlgl Jmpact: The dcgi'ec to whi¢h th¢ risk could aff¢¢t the Charity8 operation8, beneficiaries, oi. reputation. 2. Llkellhood of Occurrence: The probability of the risk mat¢rializing. Control MeA$ure• To address th¢8¢ ri8k8. ihc following mea8ure8 have been implemented or are being fiwtbei thanced.. - Intern81 Controls: Robust finan¢ial and operational systems to detect and prevent errors or iffe8ularitie8. Friud Prevenllon: Polici￿ and prncesses to prevent, detect, and i.e8￿￿d to fraudulent actsvitic8 effeetively. TrAliilng and Awarene8s; Regulai training for staff and volunteer8 to ¢n8ure compliance with best practices in risk managemenL - Perlodlc Revlews: Regul&r review8 and updates to the risk maDa8em¢nt framewoi'k to address emerging threats attd adapt to th¢ ¢hanging environmenL PrIncIp￿ Rl8ks and Mltlgattng A¢tlon8 The Principal rAsks facing ihe Charit18 objecti￿5 include: - Flnanclal Rl8k$: o Mitigating A¢tiODS: Diversified fimding streall￿ regular financial audits, and mftintainillg re8¢rv¢s. - OpeYAtlonAI Rlsks: o Mitigating Adions: Clear policies and procedures, effective staff and volunteer management. and contingen¢y plannin& - Reputatlonal Rlsks: o Mitigating Acti￿￿. Transparent commuDication. stakeholder ¢ngagemen¢ and adherence to ethical standards. Ongoing Commilment The Trustees remain vigilant Én their oversigbt of rlsk management proc&89es and continue to enhance internal controls to align WAth best practic¢s. This proactive approach ensures that MWH Can fulfill its mission with confJden¢e and integtity while safeguarding the intel￿ts of its beneficiaries. Page 19 Musllm Welfare House Report of the Trustees for the Year Ended 31 March 2024 REFERENCE AND ADMINISTRATIVE DETAILS Regl8tered Company number 04041294 (England and Wales) Regl8tered Charlty iiumber l J49833 Reg18tered offlee 233 Seven S￿t￿5 Road London N4 2DA Trustees Mr Riyadh At-RawA Mr Mohamed Haj Mi. H Y M Mohairnned Mansour Mr Ali Boudjalat Mr A A A Majeed Abdulsainei Mr Osman Yusuf Hagi Ahmed Di. Omer Has¢m El-Hamdoon- Resigned 2nd September 23 - Reappointed on 1st March 2024 Mr Abdullah Adnan Saif Mr Obada Mohammad Sawalha Webslt¢ www.Mwht.or8.uk CEO . Tour￿ Kacimi Audltors Prestons & Jack80ns Partiiership LLP ststu￿ry AuditOl'8 364 - 368 Cranbrook Road Ilford Essex IG2 6HY Soll¢ltor Johns and Sa88ar LLP 34-36 Grays Itm Road London WCI X 8HR Lee Bolton Moni¢r Willian)s LLP l The Sancthary Westmin$ter London SWIP 3JT Page 20 Musllm Welfare House Report of the Trustees for the Year Ended 31 Marth 2024 REFERENCE AIYD ADMINTSTIL4TYVE DETAILS Ballker8 Metro Bank PLC One Southampton Row London WCIB SHA Al Rayan Bth PLC 44 Hans Cr¢s¢ent London SWIXOLZ Natwest Bank PLC 298 Seven Slsterfj Road London N4 2BW AIJDITORS The auditors, Pl'estoiis & Jacksons Partn¢r6bip LLP, will be proposed for ttpappolntment at the forthcoming AnnuLI General Meeting. Report of the trustees, incorporatill8 a strategic report, approvcd by order of th¢ bo&rd of ttU8tees, As the company dii'ectoi's, on ...11.-..A.i. -..LQ.U.......... and Signed on the board's behalf by: Mr H Y M Mohammed Man80￿ - Trnstee Mf Page21 Musllm Welfare House Statement of Ti'ustsesl ResponsibllAtles for the Year Ended 31 March 2024 Tlie trustees (wlio are also dje directors of Muslim Welfare House foi. the puiposes of company law) are responsible for preparing the Repol't of the Trustees and the financial statsments in accordance WAtII applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting StaDd&rd 102 'Tbe Financial Reporting Standai'd applicable in the UK and Republic of Ireland" Company law ￿quI1'eS the trustees to prepare finaiicial Statements for each financial year which 8ive a true alld fair view of the 8t&te of affairs of the cliaritsble eompafty and of the in¢oming resources and Bpplication of resour¢e8, including the in¢ome and expenditure, of the charitable conipany for that period. Jn preparing those financial stateinents, th¢ Irustees are requii'ed to sel¢Gt suitable accounting policies and then apply them ¢onsistently* obseiv¢ the metliods and principles in the Charity SORP; make judgements and estin)ates that are reasonable and pNdent; State whether applicable accowiting st8ndaj.ds have been followed, subject to any material departutts disclos￿ and explained in tl)¢ fjnancial 8tatement8; prepare tlie financial staten￿ntS on the going concern b88is unless it is inappi'opriate to presume that the hai'itable company will continue in busine88. The trustees are izsponsible for keeping proper accounting iE¢ords which di8close with reA80nable accwxcy at any tim¢ the flnancial position of the charitable conipany and to ¢nable thein to ensure that the fmancial Rtatements comply with the Companies Act 2006. They are also responsible for safeguaiding the assets of the charitable conipany and lience £￿, taking r¢a80nabl¢ skps foi. the pr¢v¢ntion and detection of fitud and other irregularities. In so far 8S th¢ tru8tee8 ar¢ aware.. there is no relevaiit audit inforillation of which the charitable company's auditor8 aje unaware: and the trustees have tsk¢ii all steps that tl)ey ought to have taken to Anake themselves awai'e of any relevant audit information ai)d to establi811 tliat th¢ auditor8 are aware of that information. Page 22 Report of the Independent Audltors to the Tnistees of Musllm Welfare House Oplnlon We have audited the financial statements of Muslim Welfare House (die 'charitable companl) for the year ended 31 March 2024 which compris¢ th¢ Ststement of Financlal Activities. the Statement of Financial Position, the Statement of Cash Flows and notes to the financial 8tatemcnts, including a sumnmry of siEnifieant accounting policies. The financial reporting framework that has been applied in thelr prepai?tion is applicable law and United Kingdon] Accounting Standards (United Kingdom G¢ncrally A¢ccpted Accounting Practice), including Financial Reporting Standard 102 Th¢ Fitsa￿la1 Reporting Standard applicable in the UK and Republic of Ireland,. In our opinion Éhe fjnancial Statements.. give a true and fair view of the state of the charitable companVs affairs as at 31 March 2024 and of its incoming ir60urces and applic&tion of resources, including Ats illcon￿ and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Gen￿￿lly Accepted AccouDting Piyctice, including Financial Reporting Standard 102 'The Financial Reporting Standard applA¢able in the UK and Republic of Ireland and have beeii prepared in a¢¢oi'(qan¢¢ with the requirements of the Companies Act 2006. B9818 for oplnloD We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable 18w. Oui i'esponsibilities under th05¢ slajidards are further deBci'ibed in the Auditor8, responsibilities foi the audit of the financial stateinents section of our report. W¢ are independent of the charitable company itt accordance witb tlie ethical requirements that are relevant to our audAt of the fttmncial st&tein¢nts in th¢ UK, including the FRc￿ Ethical Standard, and we have fulfill¢d our other ethical responsibilities in accordance with these requijrments. We believe that the audit evidence we have obtained is sufflcient and appropriate to provid¢ a ba818 for our opinion. Coiielu81on8 relatln8 to golng concevll In auditing the financial statements. we have Concluded that the tsv$tees' use of di¢ going concern basis of accounting in the preparation of tILe financial 8iatement8 18 appropriate. Based on the work w¢ have perfonned, we have not identified any material uncertaintie8 r¢latin8 to events or Conditions that, individually or collectiv¢Jy, may cast $18nificant doubt on the charitablc ¢ompa0￿8 ability to continue as a going Concern for a pcriod of at least twelve months from when the financial stotements are uutliorised foi. issu¢. Our responsibilities and the responsibilities of the trustees with tt5pect to going concern ar¢ described in the rcl¢vaiit 8ections of this repoit. Other inforniatloii The t￿Stee8 are responsible for the other inforn]ation. The other information comprises the information included in the Annual Report, other than the fJnan¢ial statements and our Report of the Jndependent Auditorts thereon. Our opinion on the financial statements dixs not ¢ovtt th¢ other information and, except to Ilie extcnl otherwise explicitly stated in our report, we do not expr￿8 any forni of assurance conclusion thereon. In ¢onneGtion with our audit of th¢ finaneial statements, oui. responsibility is to read the other inforn)2tion and, in doing Bo, consid￿, whether the othcr inforniation 18 materially inconsistent with the financial stat¢mcnts or our knowledge obtained in tb¢ audit or otherwise appeArs to be materially misstated. Il we identify such materiHJ inconsistencies or apparent material misstatements, we aTe Tequired lo detcmline whether this gives rise to a material misstatement in the financial statements themselves. If, b8sed on the WO￿ we have performed, we conclude that there is a material misstatement of tbis otliei infornlation, we are r¢quir¢d to report that fact. We have nothing to report in this re￿XI. Page 23 Report of the Independent Audltors to the Tru8tees of Musllm Welfare House MattsA'$ on whlch we art requlred to report by exception We have notl)ing to ryoit ill respe¢t of the following mattcrn whcrc th¢ Charities {Accounts and Repmts) Regulations 2008 iEquitrs us to report lo you if. in our opinion: the inforniation given in the Rq)ort of tlie T￿￿tee8 is iii¢onsi8tent in any material respect with the fmancial statements; or the ¢baritable conipany has oot kept adequate a¢¢ounting records. or the financial statfflnents al'e not in a￿tement witli the accounting Jecoi'd8 and returns. or we have not received all the inforn]ation and ￿planationS we requir¢ for our audit. Rexpon$lbllltle8 of trustees As explained more fully in the Statement of Trustees, ResponsibilitiC8, the tsu8tee8 {who are also the diiTCtors of the cbaritable company for th¢ purposes of company Iaw) are responsible for the preparation of the finan¢Aal statements llnd foi. being 8ati8fied that they give a tsue and fail. view. and for su¢h internal control a8 tlie bvstees deteiThAne is necessaiy to enable the pre￿.ation of fthattcial Statements th&t are fiE¢ from material misstatement, wl)ether due to fraud or error. In pieparing tke financial ststem¢nts, the tsv8tee8 are responsible for assessing the charitable ¢oJnpany'8 ability to continue as a goiiig concern, dis¢losingi as applicable, matt¢rs ￿lat¢d to going concern and using the going concern basis of accounting unless the ttwstees eit1)￿. intend ts liquidat¢ th¢ thai'itable company or to cease o￿atIons, or have no realistic alternative but to do so, Our rtsponslbllltles for the gudlt of tbe IlnaDclal statements We liave been appointed as auditors ui)der Section 144 of the aiaritie8 Act 20] l and report in accordance WAtli the Act and relevant regulations made or having effect thereundei. Our objectives are to obtain ieasonable issuiynce about whethei. the finan¢ial statements as a whule ait fiEe fiDm material misslatement, whetl)eJ' due to fraud oi, ettor, aod to issue a Report of the Indcpendenl Auditors thal incliides our opinion. R¢8sonabl¢ assui?nce is a Iyigh l¢v¢l of assurance. but is not a guaJ'ant¢e that an audit conducted iti accordance with ISA8 (UK) will always detect a materlal misstatement when it exists. Misstatcments can ai'ise fiyim fraud or error and ar¢ conside￿d material if, individually or in the aggregate, they could reasonably be expected to influence the economic d￿ls1onS of users taken on the basis of the8e fmancial Btatements. The extent to which our pr 39,906 TOTAL FUNDS I,50￿916 (1,063J07) 437,609 Page41 contftnued.,. Musllm Welfare House Notes to the Financla] Statements - contlnued for the Year Ended 31 Mareh 2024 18. MOVEMXNT lly FUNDS - contlnued Coniporatlves for movtinent lil funds Net movement in funds At 3113123 At 114122 Unrestrlcted fund General fund Revaluation Yeseive 14,839,815 32,523 5,215 14,845,030 1,01fj911 1,049,434 Restrieled funds Restricted fund 14,872.338 1.022,126 15,894,464 120.888 73,921 194,809 TOTAL FUNDS 14,993,226 1,096.047 16,089,273 Coinpai'ativc n¢t movem¢nt in fimds, included tn the above are as follows: Incoining Resources resources expended Gains and Movemait losses in funds Unrestrlcted funds Gen¢i71 fund R¢vaLuation R8er 1,090,473 (I,Q85,258) 5,215 1,016.9ll 1,016,911 Re8trleted fundj Restricted ￿nd 1,090,473 (1,085,258) .016,911 ,022,126 79,121 (5,200) 73,921 TOTAL FUNDS 1.169,594 (1,090,458) I,OI6,911 1,096,047 Re$trACted funds caffied foi'ward 8s at 3 1st MArch 2024 were £234.715 (2023: £194,8Q9) out of whlch £109,809 related to donations fi'om an overseas donor foi. the miovation of the propeitie8 and £85,000 pertains to VCF infrastructure grant. Page 42 continued... Musllm Weff*re House Notes to the Financiydl Slalements- continued for the Year Ended 31 March 2024 19. REIATED PARTY DISCLOSiJRES The￿ was no related paty transactions in this year prior Y￿.. Page 43