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← West London Islamic Cultural Centre

2024-12-31-accounts

WLICC

WEST LONDON ISLAMIC CULTURAL CENTRE

CHARITY REGISTERED NUMBER: 1155992 TRUSTEES' REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 December 2024

Topic Page
Chair’s Message 3
Manager’s Report 4
Trustee Report 5
Legal and administrative information 6
Who are we? 7
Our objectives and vision 8
A summary of main services 9
Departments work, activities and achievements 10-24
Statement of Trustee’s and Director’s responsibilities 25-27
Risk Management 28
Plans for Future 30
Financial Review 31-32
Independent Examiner’s report 33-43

Chairperson’s Message

In the Name of Allah, the Most Gracious, the Most Merciful.

It is with profound gratitude to Allah Almighty that I present this message on behalf of the West London Islamic and Cultural Centre (WLICC). The past year has been one of exceptional progress and community service, marked by the dedication of our staff, volunteers, trustees, and the steadfast support of our congregation. Together, we have continued to build a Centre that serves as a spiritual, educational, and social pillar for our community.

Throughout 2024, WLICC expanded its reach across all departments. Our educational and Qur’anic programmes grew steadily, engaging hundreds of students and families. The Sisters’ Department, Youth Department, and Community Services each played a vital role in empowering individuals and fostering unity. From delivering hundreds of classes, sermons, and events, to supporting vulnerable families and creating spaces for youth development, our Centre remained deeply committed to nurturing both faith and social wellbeing.

These achievements are not merely numbers; they reflect the heart of WLICC — a community inspired by faith, united by purpose, and driven by service. Despite financial challenges, our team has demonstrated remarkable perseverance, ensuring that every initiative is carried out efficiently, transparently, and in accordance with our mission.

As we look to the future, we are committed to strengthening our governance and operational structures, enhancing financial sustainability, and continuing to embrace innovation. One of our priorities for the coming years is to transform WLICC into a “Smart Centre” — integrating technology, renewable energy, and artificial intelligence to improve our efficiency and environmental stewardship. This vision aligns with our belief that every modern Islamic centre should combine spiritual guidance with forward-thinking solutions to better serve its community.

On behalf of the Board of Trustees, I extend my heartfelt appreciation to all who have contributed to this year’s successes — our staff, volunteers, partners, and the wider community. Your trust and participation are the foundation of our progress.

We pray that Allah the Almighty continues to bless our efforts, guide our decisions, and enable us to serve with sincerity and excellence. May He make WLICC a beacon of light, learning, and compassion for generations to come.

Dr. Saeed Alghadie

Chairperson, Board of Trustees

Manager’s Report

It is my pleasure to present this annual report to the Trustees of the West London Islamic and Cultural Centre (WLICC) for the period ending 31st December 2024. Over the past year, by the grace of Allah, we have continued to expand our services and deliver a diverse range of programmes that strengthen our community, nurture faith, and inspire growth across all departments.

Educational and Religious Development

Our AQA Department marked another remarkable year, delivering 16 classes that served over 200 students, alongside 23 study circles holding 736 sessions for nearly 300 participants. These sessions have played a key role in promoting both learning and spiritual growth.

The Sisters Department continued to flourish, organising 3 educational camps, 2 charity bazaars, and 2 Eid celebrations. Women’s education further expanded through 33 courses and lectures, while the Educator

Programme successfully nurtured 30 students across three specialised groups.

The Anwar Al-Huda Institute also maintained its vital contribution, offering Qur’an, Tajweed, and memorisation programmes in both Arabic and English to more than 40 students, in addition to daily online recitation circles that enhanced accessibility and engagement.

Youth Empowerment and Engagement

The Youth Department continued to thrive as a space of empowerment, mentorship, and creativity. Throughout the year, it organised 35 educational trips benefiting 200 young people, 5 training programmes involving 150 participants, 2 educational initiatives reaching 80 learners, and 4 recreational activities that gathered over 300 youths. These initiatives helped young people build confidence, leadership, and a strong sense of belonging within the community.

Community Services and Outreach

Our Community Services Department supported approximately 160 families and 50 individuals through family assistance programmes and the Zakat scheme. Spiritual support was strengthened with 52 fatwa sessions and 216 one-to-one consultations, providing essential guidance to community members.

We also fostered unity and togetherness through 137 Iftar gatherings, 52 weekly community meetings, and 2 social trips, which offered opportunities for connection and collective growth. Over the year, the Centre hosted 320 educational lessons, 106 Friday sermons, and 48 public lectures, ensuring continuous spiritual enrichment. The Eid prayers in the park once again brought immense joy and unity, serving as a true reflection of our shared faith and community spirit.

Facilities and Operations

Significant progress was made in the management and maintenance of our facilities. The Centre successfully managed six community spaces, carried out essential upgrades, and completed restoration works on ceilings, bathrooms, and other key areas. Security and safety were further reinforced through updated licences, installation of new cameras, and an increase in trained personnel, ensuring a safe and welcoming environment for all visitors.

Looking Ahead

This year’s achievements are a testament to the unwavering dedication, teamwork, and sincerity of our staff, volunteers, and trustees. Despite financial challenges, WLICC remains steadfast in its mission to serve as a vibrant, supportive, and forward-looking hub for the entire community.

With gratitude to Allah Almighty and the continued trust and cooperation of our community, we look forward to another year of growth, service, and shared success.

Trustees’ Report

This document constitutes the 2024 Annual Report of the Trustees of the West London Islamic and Cultural Centre (WLICC). It is accompanied by the Trustees’ Responsibilities Statement, the Independent Examiner’s Report, and the financial statements for the fiscal year ending 31 December 2024.

The financial statements have been prepared in accordance with the Charities Act 2011, the Companies Act 2006, and the Centre’s Memorandum and Articles of Association. They also comply with the Statement of Recommended Practice (SORP) applicable to charities preparing accounts under the Financial Reporting Standard (FRS 102) , effective in the United Kingdom and the Republic of Ireland.

Each year, the Trustees undertake a comprehensive review of the Centre’s aims, objectives, and activities. This annual reflection highlights key achievements and outcomes, reaffirming our unwavering commitment to transparency, accountability, and good governance. Through this report, we provide insight into the positive impact of our initiatives and the tangible benefits delivered to the communities we serve.

This evaluative process ensures that the Centre’s mission and activities remain firmly aligned with its founding values and objectives. By consistently assessing and refining our programmes, we ensure that WLICC remains responsive to the evolving needs of our diverse community, fostering inclusivity, engagement, and social cohesion.

The report also presents a comprehensive overview of our progress throughout the year, showcasing the breadth of our services and programmes. These include initiatives in spiritual development, education, youth empowerment, women’s engagement, and community welfare—all of which reflect our dedication to enriching lives and nurturing a sense of belonging and shared purpose.

In conclusion, the 2024 Annual Report embodies our continued commitment to strong governance, ethical leadership, and community service. It reaffirms our determination to enhance our programmes, strengthen our partnerships, and address the needs of those we serve. Looking ahead, we remain steadfast in our mission and ready to embrace new opportunities and challenges as we continue building a stronger, more compassionate, and united community.

LEGAL AND ADMINISTYRATIVE INFORMATION

West London Islamic Cultural Centre is a registered charity

Date formed and registered as a charity: 1 November 2013 Website: www.wlicc.org

Board of Trustees Dr Saeed Alghadie (Chair) Appointed 05-04-2023 Abdullah Nasir Al-Bagieh Resigned 14 March 2024 Hussain Takheroubt (Trustee) Appointed 11-01-2016 Salah Taifoor (Trustee) Appointed 01-09-2016 Musaab Eltaib Babiker Elkhed Appointed 14-03-2024 Registered Office 7 Bridges Place Parsons Green, Fulham, SW6 4HW Principal Office

7 Bridges Place, London SW6 4HW Bankers

Cashplus 6, London Wall, London EC2Y 5EB

Independent Examiner

HRHS Accountancy 41 Revere way, Epsom, United Kingdom, KT19 9RQ Section 3. Who Are We?

The West London Islamic Cultural Centre is located in the vibrant, multi-ethnic borough of Hammersmith and Fulham, serving as a beacon of spiritual guidance for the wider Muslim community, with a particular focus on local residents. The Centre plays a central role as a hub for social, cultural, educational, and recreational engagement, addressing the diverse needs of its members.

Over the years, the Centre has become an integral part of community life, building strong and lasting relationships with neighbours through active participation in initiatives that uphold local rights and wellbeing. Through this engagement, we continue to share the message of Islam as a faith of peace, unity, and positive contribution to wider British society. At present, the Centre facilitates five daily congregational prayers, hosts Islamic lectures, runs youth programs, and provides Quran memorisation classes for both children and adults. Alongside these, a wide range of year-round activities and services are dedicated to supporting those in need. Looking ahead, we remain focused on empowering the next generation. With this in mind, we have established a Youth Centre—a dedicated and safe space offering enriching activities during school terms and holidays, designed to inspire young people and equip them to strengthen the community we share.

Section 4. OUR OBJECTIVES & VISION:

Our main objective

To guide the Muslims of the UK towards practicing Islam, preserving their identity and presenting the correct understanding of Islam to the wider society.

What do we mean?

Preserve

To preserve the Muslim identity by providing Islamic educational services tailored for youth, women and the local community in general.

Guide

To guide Muslims towards the straight path of Islam and engage with non-Muslims throughout community activities.

Develop

To develop a Muslim community that enriches wider society through a range of activities.

Our Vision:

Section 5. A SUMMARY OF MAIN SERVICES

Section 6 Department work, activities and achievements

7.1 Sisters Department

The Sisters’ Department and educational programs continued to thrive in 2024, offering a wide range of activities that nurtured learning, spirituality, and community connection. Family-focused events included two enriching camps and a charity bazaar, providing sisters and families with opportunities for engagement and support during the year. Women’s lessons and courses grew steadily, with 8 general courses and 14 lectures delivered, addressing both personal development and spiritual growth. The Educator Program (Light Up Your Life) remained a central initiative, supporting sisters in their journey of self-improvement and community contribution.

The Anwar Al-Huda Institute for Quran Recitation and Memorisation continued its vital role, running weekly sessions across multiple stages. Beginner classes welcomed new students, as did the Quran and Tajweed courses in Arabic, English, and oral recitation, each embracing fresh learners during the year. Memorisation programs supported students at different stages, with groups completing portions of the Quran as well as additional surahs, involving a large number of participants. In addition, daily online recitation circles maintained strong engagement, with several sessions taking place each day and small groups of students actively participating.

Alongside this, Islamic education classes engaged a steady cohort of learners across numerous sessions, while Arabic language courses also drew significant interest. The Quran Recitation and Memorisation Program thrived as well, with a wide body of participants attending many sessions throughout the year.

Together, these initiatives reflect the Sisters’ Department’s ongoing commitment to empowering women and families through Quranic study, educational opportunities, and spiritual growth, ensuring that the light of knowledge continues to reach every generation.

8. Youth and Educational Department

Our commitment to engaging and empowering the younger generation remained a cornerstone of our work in 2024. The Fulham Youth Centre continued to provide a safe, inclusive, and vibrant hub where young people could come together, grow in confidence, and feel a strong sense of belonging within the community.

Educational support was a key priority, with two structured programs benefitting 80 young people. These initiatives offered focused academic guidance and created an environment where students could strengthen their learning skills, develop discipline, and gain confidence in their studies. Beyond academics, the Centre also offered essential life lessons—helping youth recognise the importance of responsibility, leadership, and personal growth.

Recreational activities were another highlight, with four major programs engaging over 300 young people in sports, games, and creative pursuits. These activities provided not only enjoyment but also a platform to strengthen friendships, encourage teamwork, and promote healthy lifestyles.

A strong emphasis was placed on personal development through five dedicated training programs, which supported 150 participants. These programs equipped young people with practical skills, from leadership and communication to teamwork and resilience, ensuring they are better prepared for the challenges of the future.

The year was also enriched with 35 trips, benefitting 200 youth by giving them opportunities to explore new environments, experience different cultures, and broaden their horizons. These trips—ranging from educational outings to recreational excursions—were designed to inspire curiosity, create lasting memories, and foster stronger community bonds.

Together, these initiatives reflect our ongoing vision of creating a nurturing and dynamic space for young people—one that supports their academic, spiritual, social, and personal development. The Fulham Youth Centre has grown into far more than a building; it is now a vibrant symbol of our commitment to the next generation, empowering them to flourish and contribute positively to the wider society.

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8.2 AQA Activities.
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The AQA program continues to stand as a cornerstone of our organisation, offering a structured environment where students A te ! fa & C y é paw ‘
can strengthen their Quranic recitation, memorisation, and foundational Islamic studies. Our vision remains to nurture young 8 b>? z's : in y i) Z|
Muslims who are confident in their ability to recite the Quran with precision, understand its meaning, and live by its
guidance. By blending knowledge with spiritual practice, AQA aims to raise a generation of conscientious individuals who
contribute positively to both their faith and society.
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" In 2024, our Islamic Education lessons welcomed 65 registered students, who attended a total of 192 sessions throughout the , 2 ary & _ \
academic year. These classes, delivered in a consistent and structured format, supported students in their journey of learning
and helped them to build confidence in both recitation and understanding of key Islamic principles.
The Arabic Language program also flourished, attracting 80 students. These lessons provided the essential linguistic
foundation for engaging with the Quran, enabling students to deepen their comprehension of the sacred text and develop
valuable language skills.
A major highlight was the Quran Recitation and Memorisation Program, which engaged 270 students across 552 sessions.
While the original plan outlined 736 sessions, the program still achieved remarkable outcomes, with students making steady
progress in their memorisation journey and demonstrating strong commitment to regular study circles.
Beyond the classroom, AQA fostered a sense of community and celebration. Families were invited to special events,
including ceremonies that recognised the achievements of students at all levels. Parents expressed enthusiastic support for
their children’s learning, and teachers were commended for their dedication and guidance. To ensure continued success, an
open enrolment week was held to make registration easier for families, and a yearly academic calendar was distributed to
keep parents informed and engaged.
The physical environment of the school also received attention, with refurbishment works, painting, and deep cleaning
undertaken to create a welcoming and inspiring atmosphere for learning. These improvements reflect our commitment not
only to academic and spiritual excellence but also to the comfort and well-being of our students.
Taken together, these achievements underscore the pivotal role of AQA in enriching the lives of our young learners. The
program continues to blend education, spirituality, and community engagement, ensuring that every student is supported in
isp ee if - —
their growth as a confident, knowledgeable, and faithful Muslim.
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9. Islamic/ Spiritual Services & Support
~ \
One of our central responsibilities continues to be the organisation of the five daily prayers, which are delivered with | |
consistency and care, providing a sacred space where community members gather for reflection, connection, and guidance. In
: | |
addition, weekly sermons remain a highlight, delivered in both Arabic and English, drawing participants from across London
and addressing themes that connect Islamic principles with the challenges of everyday life. Our Imam also plays an important
pastoral role, offering personal advice and support through 36 fatwa meetings and 144 consultation sessions, ensuring
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members of the community receive guidance on both spiritual and family matters.
Community engagement remains a cornerstone of our mission. In 2024, we provided family services to more than 100
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families and extended social and financial assistance to 33 families through the Zakat program. These initiatives reflect our
deep commitment to supporting those in need and strengthening the bonds of compassion within our community. ~ .-
Our events brought people together in moments of unity and joy. The Centre successfully hosted 96 Iftar gatherings during
Ramadan, alongside 34 weekly community and immigrant meetings and 2 social trips, all of which helped to foster belonging
and mutual support. Educational and spiritual enrichment also continued to thrive, with 190 weekly lessons and 64 lectures, aes «@ 4 4 F comm"
complemented by regular sermons that nurtured faith and learning across all ages.
Finally, the heart of our religious life was marked by the daily congregational prayers and the special celebration of Eid
prayers held in the community park, which once again brought together large numbers of worshippers in a spirit of gratitude F b x ~~ he
and joy.
Together, these activities reflect our enduring commitment to being a dynamic hub of faith, support, and engagement,
ensuring that the needs of worshippers, families, and the wider community are met with care, compassion, and dedication. 1 we eS ih .eee y=!) an
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9.2 OUR IMAMS

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SHEIKH SALAH TAIFOOR

Sheikh Salah has been with the WLICC since the very early days. He is the main Imam and an executive member of the board and a trustee. Over the years, he has gained immense respect from the community by delivering valuable knowledge in an accessible style. Sheikh Salah is seen as a father figure for the Muslim community in Hammersmith and Fulham. He is also an advisor to all staff members in WLICC.

Dr. Anass Kadiri

Sheikh Dr. Anass Kadiri is a Quran reciter and instructor from Oujda, Morocco. He memorized the Quran under the guidance of his father and studied Tajweed and the art of Quranic performance with prominent sheikhs. He has over 20 years of experience as an Imam leading Taraweeh prayers and delivering sermons in both France and the UK, and has earned high recognition, including achieving a 93% score in Tajweed and Voice at the International Global Reciter competition in Bahrain.

While pursuing his PhD in Physics in Paris, he served as the official reciter for Friday prayers at the historic Grand Mosque of Paris, with his recitations broadcast live on Radio Al-Sharq. His main passion is bridging physics and Islamic sciences.

Funeral prayers

This service has been a fundamental aspect of our offerings. We have established a partnership with local funeral directors who prepare the deceased and transport the body to our mosque for the funeral prayers. Throughout the years, we have conducted a multitude of funeral prayers for individuals from diverse backgrounds. Additionally, we frequently send volunteers to assist with the burial process, especially in situations where the deceased's family members are few in number.

Marriage Solemnisation Ceremony

Throughout the year, numerous families and couples from various regions of London have reached out to us to officiate their marriages. We have established a streamlined process that begins with individuals booking appointments for their ceremonies. Following this, we conduct thorough due diligence to ensure that all parties meet the necessary residency requirements and that there is mutual consent to the marriage. Our facility includes a specially designated area where families can comfortably gather, and the ceremony is conducted with respect and dignity.

Statement of Directors’ / Trustees’ Responsibilities

The Trustees of the West London Islamic and Cultural Centre (WLICC) are responsible for preparing the Annual Report and the Financial Statements in accordance with applicable United Kingdom law and accounting standards. Under the Companies Act 2006 and the Charities Act 2011, the Trustees must prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charity and of its incoming resources and application of resources, including its income and expenditure for the period.

The Trustees are responsible for maintaining adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose, with reasonable accuracy, its financial position at any given time. These records must also ensure that the financial statements comply with the relevant provisions of both the Companies Act 2006 and the Charities Act 2011.

Furthermore, the Trustees are responsible for safeguarding the charity’s assets and for taking reasonable steps to prevent and detect fraud or other irregularities.

In preparing these financial statements, the Trustees are required to:

As far as the Trustees are aware:

Independent Examination

An independent examination of the financial statements has been carried out by HRHS Accountancy, Certified Accountants.

This Trustees’ Report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. In line with these provisions, no strategic report has been presented.

The report has been approved by the Trustees and signed on their behalf by:

Dr. Saeed Alghadie

Chairman of West London Islamic and Cultural Centre

Date: 15.09.2025

Trustees’ responsibilities

The Trustees are responsible for preparing the Trustees’ Report and the financial statements for each financial year in accordance with the law applicable to charities in England & Wales.

The Trustees have elected to prepare the financial statements in accordance with the United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law, and in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Charities SORP (FRS102)).

Under Charity Law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity, its income and application of resources of the Charity for that period.

In preparing these financial statements, the Trustees are required to:

So far as each of the Trustees at the date of this report is aware, there is no relevant audit information of which the charity’s auditor is unaware. Each Trustee has taken all the steps that he/she ought to have taken as a trustee to make himself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

The Trustees have exercised due diligence and care in protecting the integrity of the Charity and its reputation.

The Trustees take this opportunity to thank West London Islamic Cultural Centre stakeholders, in particular, our generous donors and benefactors and staff for their support and faith in West London Islamic Cultural Centre commitment and ability to serve the community where needed most.

Staff, volunteers, and friends remain steadfast in their resolve to work for the service of humanity.

Risk and audit Committee

• The risk and audit committee has an important role to play in overseeing all aspects of financial reporting. The key duties of the Committee are as follows:

Trustee Induction & recruitment:

To make sure we benefit from a professional, appropriate board, we provide trustees with a comprehensive induction and ongoing training in new or emerging areas of responsibility. New trustees receive a full overview of our strategic and operational functions, as well as a welcome pack which includes a copy of the Memorandum and Articles of Association, the financial statements, Board minutes and the Charily Commission guidance ‘The Essential Trustee’. Trustees are encouraged to identify their training needs. The Chief Executive Officer (DIRECTOR) keeps trustees up to date with changes in regulatory standards and training possibilities. The Board of Trustees receives regular performance reports, annual financial reports, plans and budgets.

West London Islamic Cultural Centre shall develop and maintain a skills matrix to identify and recruit trustees and in selecting individuals for appointment as charity trustees, shall have regard to the benefits of diversity among the trustees

Key Management Personnel and Remuneration Policy

The organisation is made up of structured departments functioning as independent units with clear reporting lines. Systems for line management, appraisals, staff development and supervision are in place, together with an accountability framework as well as grievance and complaints procedures.

The Senior Leadership Team (SLT) is considered to be key management personnel and consists of the general manager and heads of each Departments.

Remuneration for all senior staff is based on annual appraisals carried out by the Chairman and then reviewed by an appropriate committee. The review of pay takes into consideration roles and responsibilities together with relevant market rates.

Pension

The Charity has complied fully with the auto-enrolment legislation Since October 2017 employees have been offered an employer contribution of 1% against a 1% employee contribution. This has been raised to between 2% and 3% in 2018 and rise between 3% and 5% in 2020.

Independent Examiner

HRHS Accountancy has acknowledged its willingness to be reappointed as auditor for the year ending 31 December 2024.

Bankers

Cashplus 6, London Wall, London EC2Y 5EB

Independent Examiner

HRHS Accountancy 41 Revere Way, Epsom, United Kingdom, KT19 9RQ

Solicitors

Lee Bolton Monier-Williams 1 the Sanctuary, Westminster, London, SW1P 3JT

Risk Management

The West London Islamic and Cultural Centre (WLICC) operates within a dynamic environment and therefore faces a variety of risks — including economic fluctuations, evolving community needs, and changes in regulatory and social landscapes. Recognising the importance of a proactive approach, the Trustees have developed and implemented a comprehensive risk management framework designed to identify, assess, manage, and monitor risks that could affect the Centre’s operations and mission.

A detailed Risk Register is maintained to record and evaluate the most significant risks. Each risk is categorised according to its potential impact and likelihood of occurrence. This tool enables leadership and trustees to prioritise areas of concern, allocate resources efficiently, and implement timely mitigating actions.

Risk management at WLICC is integrated into the organisation’s overall strategic and operational planning. It is not treated as a standalone process but as a fundamental part of decision-making at all levels. This ensures that key initiatives and programmes are aligned with both our mission and long-term sustainability objectives.

By regularly reviewing and updating our risk management processes, WLICC remains responsive to new challenges and opportunities. This proactive approach enhances organisational resilience, safeguards community trust, and ensures that the Centre continues to operate with transparency, accountability, and sound stewardship.

Plans for the Future

The West London Islamic and Cultural Centre remains firmly committed to continuous improvement, innovation, and community service. Our strategic priorities for the coming years are structured under four key areas: Governance and Administration, Fundraising and Income Generation, Projects and Services, and Assets and Premises.

  1. Governance and Administration

  2. Continuously assess and strengthen policies and procedures to establish a more robust governance framework.

  3. Develop a comprehensive induction programme and annual training schedule for trustees.

  4. Complete a thorough review of staffing structures and departmental oversight to ensure efficiency and accountability.

  5. Fundraising and Income Generation

  6. Sustain the charity’s annual net income at a viable level of £150,000 or more.

  7. Optimise digital fundraising by expanding the use of internet and social media platforms.

3. Projects and Services

4. Assets and Premises

Financial Review

The financial statements have been prepared in accordance with the accounting policies set out on pages below of the attached Financial Statements and comply with applicable laws and requirements of the ‘Accounting and Reporting by Charities: Statement of Recommended Practice’ (Charities SORP (FRS102)) issued by the Charity Commission.

Income and expenditure overview

Overview

Surplus of the year was £73k (2023: Deficit £69k), the surplus was due to increase of donations received was 20% more than 2023 and 12% expenses less than 2023

The income trend shows a positive steady increase for the last four years as result of a successful diversifying the sources of donations.

WLICC remains in a stable financial position at the year-end despite unsustainable economics situation and the ongoing impact costs of living.

Three years’ income trend

Income 2022 2022 2023 2024 Variance Variance Variance
Donations and legacies 179,705
355,404
481,859		 481,859 36%
Charitable activities 185,733
60,555
18,437		 18,437 -70%
Total 365,438
415,959
500,295		 500,295 20%
Three years income trend Three years income trend
2022 2023
2024
-
200,000
400,000
600,000		 179,705
185,733
355,404
60,555
481,859
18,437
—0U) oo.		 18,437
 365,438
415,959
500,295
OOL
Donations and legacies Charitable activities Total

Expenditure

Total expenditure for the year was £427k down by 12% from £485k year 2023.

The reduction in the carity expenditures was a result of staff costs cuts and focusing on using contractor’s services.

Expense 2022 2023 2024 Variance
Raising funds 8,113 26,966 19,733 -27%
Charitable activities 461,950 458,064 407,275 -11%
Total expenditures 470,063 485,030 427,008 -12%

Three years expenses trend

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Expense 2022 2023 2024
485,030
600000
461,950 458,064 407,275 470,063
427,008
400000
200000
0 8,113 26,966 19,733 0 0
0
Raising funds Charitable activities Total expenditures
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Net assets

The balance sheet for the Charity shows net assets of £58K compared to 2023 -£15k as a result of the £73K surplu.

Tangible fixed assets

The changes in tangible fixed assets during the period are shown in Note 8 to the financial statements.

Reserves policy

Our reserves policy ensures our work is protected from the risk of disruption at short notice due to a lack of funds, while at the same time ensuring we do not retain income for longer than required. The reserves policy is kept under regular review and target levels are adjusted as assessments of risk and other factors develop or change. Unfortunatly, The charity did not manage to secure a free reserve this year due to internal and external factors. The charity recognise the seriousness of operating without a reserve and working hard to solve it.

Trustees’ assessment of Going Concern

The going concern assessment undertaken by the board involves analysing key current and future risks and controls, resulting in a clear picture of the risk profile across the organisation. The principal risks and uncertainties, including specific operational risks such as the impact of the coronavirus pandemic and increase in costs of living are summarised in the ‘Risks’ section in the Trustees’ Report. Financial and cashflow projections have considered the estimated ongoing impact of the coronavirus pandemic on our resources. The uncertain nature of the circumstances related to the pandemic mean it is difficult to forecast that impact with accuracy. However, the board of trustees is satisfied that reasonable financial assumptions have been incorporated in financial projections. We will continue to monitor all relevant factors and manage finances accordingly. Based on the financial review and assessment undertaken, the board confirms it has a reasonable expectation that West London Islamic Cultural will be able to continue in operational existence for at least a year from the date of signing this Trustees’ Report and Accounts and for the foreseeable future. For this reason, the board of trustees continues to adopt the going concern basis of accounting in preparing the accounts.

Risk Management

West London Islamic Cultural Centre is exposed to a range of risks, particularly due to the externalfactors such as economical factors . We have a risk management framework in place to ensure risks are identified, assessed, managed and actively monitored. This is supported by a risk register, which sets out our top risks. Risk management also forms part of our strategic and business planning processes. The trustees have considered risk by assessing our strategic objectives, and with particular regard to the ongoing effect of Covid-19 pandemic and rise in costs of living.

Risk theme Risk Mitigating action
We are unable to attract, develop, and retain the
staff and volunteers we need to deliver our Implementing a new people strategy
Strategic strategy and services.
Working to continuously improve the volunteer
journey
Responding to engagement and wellbeing survey
feedback from staff and volunteers
Our strategy and operations are not fully
aligned, and we are unable to deliver change
effectively. Implementing a new operating model

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|||| |---|---|---| |Delivery of change governed through a Strategic| |change Programme Board| |We do not have the funding we need to deliver| |Financial|our strategy and protect our future.|Revised fundraising strategy| |Ongoing programme to diversify income and deliver| |new and sustainable funding streams| |Ongoing programme to realise efficiencies in our cost| |base| |Management of costs within budget and continuous| |monitoring of financial performance| |Theft, fraud, bribery, corruption or inadequate| |control diverts funds from charitable purposes.|Counter-fraud framework in place| |Clear organisational code of conduct| |Robust internal controls in place, reviewed and tested| |regularly| |The coronavirus pandemic causes major|The after-pandemic effects such as reducing| |business disruption compromising capacity|operations and losing our experience employees was| |Operational| |and/or capability to function, damaging our|necessary to ensure the continuity of the charity to| |reputation.|serve the community.| |Policies and procedures framework| |Incidents that negatively impact operations,|Regular risk assessments| |(including cybersecurity, health, safety and|Clear organisational Code of Conduct| |security and safeguarding) and/or cause harm to|Compliance monitoring e.g. health and safety| |people, and/or damage our reputation.|inspections, IT penetration testing| |Changes in regulation and Charity sector| |Compliance|guidance, could negatively impact our strategy|continuous review of compliance frameworks,| |and activities.|including policy, procedure|

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Plans for the future

Governance and Administration

  1. Continue to review policies and procedures to deliver a stronger governance structure.

  2. Establish a robust induction process and create an annual training programme for trustees.

  3. Plan for succession of trustees and members, build capacity and improve processes to increase diversity, ensure a broad range of skills, and improve compliance.

  4. Complete review of staffing and departmental structure, including management.

Fundraising and Income Generation

  1. Maintain net income of the charity at a sustainable £150k plus per annum.

  2. Continue to make better use of internet and social media streams through digital fundraising.

Projects and Services

  1. Carry out review of all supplementary education for children.

  2. Establish a youth forum to build relationships between young people and the Mosque.

  3. Find ways to offer social and recreational opportunities for young people in an Islamic environment. 10. Develop further support for charitable giving to good causes.

  4. Develop services for the elderly.

  5. A regular talks from well respected professionals to promot family values

  6. Articulate community concerns about the implementation of Relationship and Sex Education.

  7. Provide courses and seminars that give a balanced and contextual understanding of Islam.

Assets & Premises

  1. Roof repair & painting the front of the mosque.

  2. Refurbishing the staircase and front door.

  3. Increase number of TV screens.

INDEPENDENT EXAMINER'S REPORT

TO THE TRUSTEES OF WEST LONDON ISLAMIC CULTURAL CENTRE

FOR THE PERIOD ENDED 31 December 2024

I report on the accounts which are set out below

Respective responsibilities of the Trustees’

The trustees are responsible for the preparation of the accounts. The Trustees consider that an audit is not required for this period under section144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. Having satisfied myself that the charity is not subject to an audit under company law and is eligible for independent examination, it is my responsibility to:

Examine the accounts under section 145 of the 2011 Act; follow the procedures laid down in the general directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act); and state whether particular matters have come to my attention.

Basis of independent examiner's report

My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a "true and fair view”, and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

  1. which gives me reasonable cause to believe that, in any material respect, the requirements:

a. to keep accounting records in accordance with section 130 of the

Charities Act; and

b. to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act

2006 and with the methods and principles of the Statement of Recommended

Practice: Accounting and Reporting by Charities

  1. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Hashem Soliman Dated: 15[th] September 2025

HRHS Accountancy

Member of Association of Accounting Technicians

41 Revere Way

London

KT19 9RQ

Annual accounts for the period

Charity Name: West London Islamic
Culture Centre		 Period start
date 01/01/2024 01/01/2024Charity No.
Period end
date 31/12/2024 31/12/2024
1155992
Section A Statement of financial activities Section A Statement of financial activities
Restricted
Unrestricted income
Recommended categories by activity funds funds Total 2024 Total 2023
Income (Note 3) £ £ £ £
Income and endowments from:
Donations and legacies 481,859 - -
481,859		 355,404 355,404
Charitable activities 18,437 - -
18,437		 18,437 60,555 60,555
Other - - -
-		 - - -
Total incoming resources 500,295 - -
500,295		 415,959 415,959
Expenditure (Note 4)
Expenditure on: - - -
-		 - - -
Raising funds 19,733 - -
19,733		 19,733 26,966 26,966
Charitable activities 407,275 407,275 458,064 458,064
Other
- - -
-		 - - -
Total resources expended 427,008 - -
427,008		 485,030 485,030
Net movement in funds 73,287 - -
73,287		 73,287 (69,072) (69,072)
Total funds brought forward (14,937) - -
(14,937)		 54,135 54,135
Total funds carried forward 58,350 - -
58,350		 58,350 (14,937) (14,937)

The results for the year shown above all derive from continuing operations.

All recognised gains and losses are reflected in the Statement of Financial Activities and therefore no separate statement of total recognised gains and losses has been presented.

The notes on pages below form an integral part of these financial statements.

Section B Balance sheet ~~ee~~

Restricted
Unrestricted income
funds funds Total 2024 Total 2023
£ £ £ £
Fixed assets
Tangible assets (Note 8) 3,081 - 3,081 4,107
Total fixed assets 3,081 - 3,081 4,107
Current assets (Note 9)
Debtors 7,850 - 7,850 -
Cash at bank and in hand 61,320 - 61,320 10,672
Total current assets 69,170 - 69,170 10,672
Creditors: amounts falling due within one year Creditors: amounts falling due within one year
(Note 10) 13,900 - 13,900 29,715
Net current assets/(liabilities) 55,271 - 55,271 (19,043)
Total assets less current liabilities 58,352 - 58,352 (14,935)
Net assets 58,352 - 58,352 (14,935)
Funds of the Charity
Unrestricted funds BF (14,935) - (14,935) 54,138
P&L Account 73,286 - 73,286 (69,073)
Total funds 58,351 - 58,351 58,351
(14,935)

The financial statements were approved by the Trustees on 15[th] September 2025 and signed on its behalf by: Dr Saeed Alghadie Chairman

Cash Flow Statement For the year ended 31 December 2024

Total Total
2024 2023
£ £
Cash flows from operating activities:
Net movement in funds (as per the Statement of Financial Activities) 73,287 (69,072)
Depreciation charges 1,027 1,369
(Increase)/Decrease in debtors (7,850) (620)
(Decrease) / Increase in creditors (15,815) 21,194
50,648 47,128
Change in cash and cash equivalents in the year 50,648 (47,128)
Cash and cash equivalents at the beginning of the year 10,672 57,800
Cash and cash equivalents at the end of the year 61,320 10,672
Net increase / (decrease) in cash and cash equivalents 50,648 (47,128)

Section C Notes to the accounts (cont)

For the year ended 31 December 2024

Note 1 &2

Accounting policies

a) Basis of preparation

The financial statements of the Charity, which is a public benefit entity under Financial Reporting Standard 102, have been prepared under the historical cost convention in accordance with the Financial Reporting Standard Applicable in the UK and Republic of Ireland (FRS102) effective 1 January 2015, the 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 (FRS102)) and the Charities Act 2011 and Companies Act 2006.

The Accounting Policies are consistent with the previous year. After reviewing the charity’s forecasts and projections, the trustees (who are the directors for the purposes of company law) have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity, therefore, continues to adopt the going concern basis in preparing its financial statements.

The accounts present a true and fair view and no changes have been made to the accounting policies.

No changes to accounting estimates have occurred in the reporting period.

No material prior year error has been identified in the reporting period.

Going Concern

The trustees are not aware of any material uncertainties which suggest the charity cannot continue as a going concern. The accounting policies have been consistently applied for all material items.

a) Incoming resources

Voluntary income is received by way of donations and gifts and is included in full in the Statement of Financial Activities when West London Islamic Cultural Centre is entitled to the funds, receipt is probable, and the amount can be measured

All income is accounted for when the Charity has entitlement to the funds, the amount can be quantified and receipt of the funds is probable. Where income is received in advance of providing goods and/or services, it is deferred until the charity becomes entitled to that income.

b) Resources expended.

Resources expended are recognised on an accrual’s basis.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities.

Support costs are those costs incurred indirectly in support of expenditure on the programmes of the Charity. Allocation of support costs and staff costs have been proportionated to the total of programme costs and corresponding thematic programme area.

Governance costs are those incurred in connection with administration of the Charity and compliance with constitutional and statutory requirements. They include legal advice for trustees, cost of trustees' meetings, audit fee and internal audit costs. These costs are allocated in the same way as other support costs.

c) Tangible fixed assets and depreciation

Depreciation is provided at rates calculated to write off the cost less residual value of each asset over its expected useful life, as

Computers and software 25% straight line Fixtures and fittings 25% straight line Office equipment 25% straight line

d) Fund accounting

General funds are unrestricted funds which include buildings and equipment necessary for the proper functioning of the Charity and other funds available for use at the discretion of the Trustees in furtherance of the Charity's objectives. Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. Restricted

funds are funds which are subject to specific restrictions as imposed by the donor or nature of the appeal.

e) Taxation

As a registered charity, West London Islamic Cultural Centre is exempt from taxation of income and gains to the extent that its income and gains are applicable to charitable purposes only.

f) Key judgements and estimation uncertainty

The preparation of the financial statements requires the Trustees to make estimates and assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosure of contingent liabilities at the date of the financial statements. If in the future such estimates and assumptions, which are based on the Trustees' best judgment at the date of the financial statements, deviate from the actual circumstances, the original estimates and assumptions will be modified as appropriate in the year in which the circumstances change. The Trustees' do not believe that there are any significant areas of estimation uncertainty that need to be disclosed.

Section C Notes to the accounts (cont)

Note 3 Analysis of incoming resources

Donations and Legacies
Charitable Activities		 Analysis Unrestricted
funds
£		 This year
Restricted
funds
£		 Total 2024
£		 Last year
Total 2023
£
General Donations 481,859 - 481,859 355,404
Total 481,859 - 481,859 355,404
AQA 1,333 - 1,333 42,779
Youth - - - 12,418
Ramadan & Eid 17,104 - 17,104 5,358
Boiler
Total		 - - - -
18,437 - 18,437 60,555
Total Income
500,295 - 500,295 415,959

Note 4 Analysis of resources expended

Note 4 Analysis
of resources expended
Raising funds Unrestricted
funds
£		 Restricted
funds
£		 Total 2024
£		 Total 2023
£
Fundraising cost 19,733 - 19,733 26,966
Total 19,733 - 19,733 26,966
Charitable activities
Conferences & Courses Expenses
Ramadan Expenses 35,936 - 35,936 7,560
AQA - - - 5,943
Youth 6,542 - 6,542 10,077
Sisters activities 1,050 - 1,050 2,923
Boiler 990 - 990 82,713
Imams 3,500 - 3,500 12,749
Total 48,018 - 48,018 121,965
Governance costs
Professional fees 1,000 1,000 -
Total 1,000 - 1,000 -
Other Resources expensed
Other expenses 207,293 - 207,293 177,635
Salaries 156,044 - 156,044 151,644
Employers N.I. (6,006) - (6,006) 5,735
Employer Pension 926 - 926 1,085
Total 358,257 - 358,257 336,100

32 | P a g e West London Islamic Cultural Centre Annual Report and Financial Statement 2023

Note 5 Support Costs

Direct costs Support costs & Total
Governance
Raising Funds 19,733 19,733
Charitable activities -
Ramadan Expenses 35,936 268,865 304,801
Youth Centre 6,542 48,943 55,484
Sisters activities 1,050 7,856 8,906
Boiler 990 7,407 8,397
Imams 3,500 26,186 29,686
48,018 359,257 407,275
Total Charitable activities
Total expenses 48,018 359,257 427,008

Note 6 Details of certain items of expenditure

Number of trustees who were paid expenses Nature of the expenses Total amount paid Fees for examination or audit of the accounts

Independent examiner’s fees accounts

This year Last year
- -
£ -
£ -
This year
£		 Last year
£
1000 1000

33 | P a g e West London Islamic Cultural Centre Annual Report and Financial Statement 2023

Section C Notes to the accounts (cont)

Note 7 Paid employees

7.1 Staff Costs
Salaries & Employer NI and Pension
Total staff costs
7.2 Average number of full-time equivalent employees in the year
The parts of the charity in which the employees work
Fundraising
Charitable Activities
Governance
Other
Total		 7.1 Staff Costs
Salaries & Employer NI and Pension
Total staff costs
7.2 Average number of full-time equivalent employees in the year
The parts of the charity in which the employees work
Fundraising
Charitable Activities
Governance
Other
Total
2024
£		 2023
£
150,964 158,464
150,964 158,464
the year 2024
Number		 2023
Number
Fundraising -
Charitable Activities 3 3
Governance 2 2
Other
Total
5		 5

Note 8 Tangible fixed assets

8.1 Cost or Valuation

8.1 Cost or Valuation
Balance brought forward
Balance carried forward
8.2 Accumulated
depreciation and
impairment provisions
*Basis*
 Rate
Balance brought forward
Depreciation charge for year
Balance carried forward
8.3 Net book value
Brought forward
Carried forward		 MAINTENANCE
EQUIPMENT
£		 Air Condition
£		 IT Equipment
£		 Total
£
3,385 23,640 2,541 29,566
3,385 23,640 2,541 29,566
RB RB RB

25%		 25% 25%
2,041 20,484 2,934 25,458
336 789 - 98 1,027
2,377 21,273 2,835 26,485
1,345 3,156 - 393 4,108
1,008 2,367 - 295 3,081

34 | P a g e West London Islamic Cultural Centre Annual Report and Financial Statement 2023

Section C Notes to the accounts (cont)

Note 9 Debtors and prepayments

Analysis of debtors
Debtors
Other debtors
Total
Analysis of Cash in Hand
Nationwide
Al Rayan Current Account
CashPlus
The Co-Oprative Bank
Deposit & Fairfx business cards
Cash Register
Total		 Amounts falling due within
one year		 Amounts falling due within
one year		 Amounts falling due after more
than one year		 Amounts falling due after more
than one year
2024
£		 2023
£		 2024
£		 2023
£
7,850 - - -
- - - -
7,850 - - -
2024
2023
£
£
-
1
-
-
-
9,347
60,968
353
1,324
-
-
61,320
10,672
2024
£		 2023
£
- 1
- -
- 9,347
60,968
353 1,324
- -
61,320 10,672

Note 10 Creditors and accruals

10. Analysis of creditors

Creditors
Other creditors
Total		 Amounts falling due within
one year		 Amounts falling due within
one year		 Amounts falling due after more
than one year		 Amounts falling due after more
than one year
This year
£		 Last year
£		 This year
£		 Last year
£
- - - -
13,900 29,715 - -
13,900 29,715 - -

35 | P a g e West London Islamic Cultural Centre Annual Report and Financial Statement 2023

Section C Notes to the accounts (cont)

Note 11 Unrestricted and restricted funds

11.1 Movements of major funds (Current Year)

Fund names Fund
balances
brought
forward
£		 Incoming
resources
£		 Outgoing
resources
£		 Fund
balances
carried
forward
£
UNRESTRICTED FUNDS (14,936) 500,295 427,008 58,351
RESTRICTED FUNDS - - - -
Total of funds (14,936) 500,295 427,008 58,351

11.2 Movements of major funds (Previous Year)

Fund names Fund
balances
brought
forward
£		 Incoming
resources
£		 Outgoing
resources
£		 Fund
balances
carried
forward
£
UNRESTRICTED FUNDS 54,135 415,959 485,029 (14,936)
RESTRICTED FUNDS - - - -
Total of funds 54,135 415,959 485,029 (14,936)

Note 12

No related parties’ transactions.

Note13

No Post balance sheet events

36 | P a g e West London Islamic Cultural Centre Annual Report and Financial Statement 2023