Registered Company number: 06754171 (England and Wales ...said: 'they give us hope, they give us...

Registered Company number: 06754171 (England and Wales)

Registered Charity number: 1127620 (England and Wales)

Unseen (UK)

Trustees' Report and Financial Statements

For the year ended 31 December 2018

Company number: 06754171

ContentsLetter from the Chair of Trustees, Daniel Morris ..........................................................................................1

Trustees' Report ............................................................................................................................................................4

Objectives, Activities and Public Benefit .......................................................................................................4

2018's Achievements -Supporting Survivors ............................................................................................5

2018's Achievements -Equipping Stakeholders ...................................................................................15

2018's Achievements -Influencing Society .............................................................................................20

Plans for the future ...............................................................................................................................................23

Financial Review and Fundraising ................................................................................................................24

Governance and Management Information ..............................................................................................27

Administrative information .............................................................................................................................33

Independent Auditors Report ................................................................................................... 34

Statement of Financial Activities ................................................................................................ 37

Balance Sheet ...............................................................................................................................39

Cash Flow Statement ................................................................................................................... 40

Notes to the Financial Statements .............................................................................................. 41

z


Chair of Trustees, Daniel Morris

Unseen was founded in 2008 with the aim of eradicating modern slavery; our first initiative was a safehousefor trafficked women in Bristol. Fast forward ten years to 2018, and we are at the forefront not only ofsupporting survivors, but of the UK's efforts to prevent this crime in every sector and every area.

This year we directly supported more survivors of modern slavery than ever before through our Women's,Men's, and Children's Safehouses and our Resettlement, Integration and Outreach programme for survivorsin the community. Sometimes this support can mean the difference between life and death for peopleescaping situations of extreme physical and emotional brutality. As one resident of the Women's Safehousesaid: 'they give us hope, they give us life, they give us the chance to feel human again. This is very important.If 1 don't have this house 1 gonna be dead, just dead, and that's it, it's just life gone. We need this house, wejust need it.'

Supporting survivors is crucial work that makes an enormous difference to individual lives, but we want toend slavery, so we must think bigger and broaden our impact. This was one rationale behind launching theUK's Modern Slavery Helpline. 2018 was its second full year of operation, and it received almost double thecalls and reports compared to 2017, indicating over 7,100 potential victims and making over 3,200 referralsto law enforcement and other agencies. You will find more detail on the figures in this report, but whatmatters is that we are helping significantly more potential victims of slavery to freedom and independenceyear on year and helping them gain access to the support and services they are entitled to.

Last year we also launched the Unseen App in partnership with British Telecom and the National Police ChiefsCouncil, to facilitate more people to be able to recognise the signs of modern slavery and safely report to theHelpline, and we saw the Helpline promoted by the government, police forces across the country, andbusinesses such as national recruitment agency PMP, Marks and Spencer and British Telecom. Collaborationis, as ever, the key to success in addressing this crime, and we are proud of our strong partnerships spanningdifferent sectors. With an unknown number of people living in slavery in the UK still out there —estimatessay in the tens of thousands — we will continue to raise awareness of modern slavery and the Helpline to findand free more people from exploitation.

On the subject of estimates, there has historically been something of a paucity of data on the true natureand scale of modern slavery in the UK. It is hard to tackle something you don't understand, so in 2018 wepublished regular detailed statistics and three thematic reports based on redacted Helpline call data, whichreceived widespread coverage in the media and were shared strategically with law enforcement and otherpartners. As Shaun Sawyer, Chief Constable of Devon and Cornwall Police and National Police Chiefs Leadfor Modern Slavery and Human Trafficking, said: 'The information obtained through the helpline is trulyshaping operational decisions and strategic thinking with forces and wider law enforcement.'

Also, about data, in 2018 all our frontline teams and our partner Caritas in the Czech Republic started usingour new Pan-European Victim Case Management System, which is now starting to reveal patterns in thetrafficking and exploitation of actual victims.

Just as we are inspired by the strength of survivors going on from exploitation to rebuild their lives, so we areinspired by our amazing supporters, without whom we could not do this work. In 2018 we held our two mostsuccessful fundraising appeals ever, in our Radio 4 appeal on trafficked children, and our 'Big Give' appealfeaturing Frank from our Men's Safehouse. Our total revenue has grown to £2,382,191; an increase of 31%on the previous year. The deficit reported for 2018 of £143,291 is due to the spend in the year of restrictedreserves for the Modern Slavery Helpline and the Unseen Children's Home that were received in previousyears.


In recognition of the enormity of the task of eradicating slavery and the need to scale up our response, wetook the strategic decision to scale up our fundraising and communication teams as well as invest in coreinfrastructure to ensure strong foundations are in place for planned growth over the next three years andenable us to diversify our sources of income. For every £1 spent on fundraising in 2018, £11.17 was raisedto invest in our work.

The year was not without major challenges. While it was exciting to start supporting children through ourpilot project, the Unseen Children's House, overall, we struggled to get referrals. Nationally, around a quarterof trafficked children disappear from carer, and our project was designed to reduce those numbers throughincreased security features and specialist support. We are immensely proud to say we did support fourchildren, none of whom went missing, and we still believe our model works. However, we also saw significantperiods of time when only one or none of the three children's rooms was occupied. Commissioners chosenot to use our services because of the perceived higher initial costs (due to the higher level of support) inthese times of austerity, coupled with the prevailing mentality that foster care is always best, without properanalysis of the specific vulnerabilities of trafficked minors.

Ultimately, we decided not to extend the operational element of the project beyond the end of the pilot inFebruary 2019 and focus on the research element to better understand the successes and barriers to theproject, and to inform our next steps. What is certain is that we are still dedicated to supporting traffickedchildren in some way.

What else lies ahead in 2019 and beyond? In the first half of the year we will be developing a neworganisational strategy to take us to 2025. The detail is yet to be filled in, but we know new elements willinclude expanding our Resettlement, Integration and Outreach programme, an increased emphasis on policyand research, expansion of our offer to businesses to help them tackle slavery in supply chains, and goinginternational in some form. What all of these have in common is that they will enable Unseen to use ourexperience and expertise for an exponentially bigger impact. Yes, we are ambitious. With more than 40million trapped in slavery worldwide, we must be.

It only remains to me to say a heartfelt thank you to all the staff at Unseen and our Patron Levison Wood fortheir passion and dedication. With our inspiring survivors, supporters, and partners, together we will endslavery.

Best wishes

~~~

1 ECPAT Still in Harm's Way 2018 and ECPAT Heading back to Harm 2016


Ten years in numbers

Numbers of survivors of slavery supported since inception to end 2018:

Women'sSafehouse

Outreach Men's Safehouse Children's House

163 160 35 4

All safehouses andOutreachZ

302

Potential victimsindicated by theModern SlaveryHelpline

12,867

We are proud to have directly supported a total of 302 survivors of modern slavery through our safehousesand outreach since we were founded ten years ago.

The Women's Safehouse has eight rooms and Men's Safehouse has five, and we see some residents stayinga long time due to the complexity of their cases, so there is no upward or downward trend in numberssupported per year.

In our Outreach programme, where it is easier to expand, there is a clear upwards trend. We have supportedmore survivors year on year, and 2018 was no exception. This is in line with the national trend of morevictims of slavery being recognised each year.

Similarly, the Helpline has showed a clear upwards trend of more calls indicating more potential victims ofmodern slavery since launch in October 2016. 2018 saw over 7,300 contacts to the helpline (calls, onlineforms, and app submissions), indicating over 7,100 potential victims, a 40% increase on 2017. As awarenessof slavery and of the helpline continue to grow, so do call volumes and potential victims indicated.

2 Many clients in Outreach were previously in one of our safehouses. Therefore total number of survivorssupported is less than the sum of numbers supported per project.

Trustees' Report

The Trustees present their report and financial statements for the year ended 31 December 2018. TheDirectors of the Charitable Company are also its Trustees.

The Accounts and Annual Report are required to comply with the requirements of Companies and Charitieslegislation and have therefore been prepared in accordance with the Companies Act 2006, the Charities Act2011, and the Statement of Recommended Practice, Charities SORP (FRS 102) (effective 1 January 2015) andthe provision of Part 15 of the Companies Act 2006 relating to small companies. The financial statementscomply with the current statutory requirements, the Memorandum and Articles of Association.

Objectives, Activities and Public Benefit

The objects for which Unseen is established (as stated in Unseen's governing document) are:

Providing relief, help and assistance for anyone who may have been a victim of modern slavery, inparticular, by the provision of safe housing, medical care, financial support, legal advice, counsellingand life skills coachingRaising awareness of trafficking and sexual exploitation in Bristol, the South West and nationallySuch other charitable objects and for the benefit of such other charitable bodies and institutions asthe committee shall in their absolute discretion see fit

Published AimsUnseen is working towards a world without slavery

• By supporting survivors and vulnerable people through specialist services we can enable them torecover safely and develop resilient, independent lives

• By equipping stakeholders through the provision of training, advice, and resources we can betteridentify and support actual and potential victims of slavery

By influencing society through systemic change, we can use our practical experience, research, andsurvivor stories to inspire change in legislation, policy, and consumer choices

Mission StatementUnseen is working towards a world without slavery.

Brand ValuesThe Trustees have identified the following values as being core to Unseen:

• Collaborative• Honourable• Ambitious• Dynamic• Insightful

Public benefitThe Trustees have referred to the Charity Commission's guidance on public benefit when reviewing thecharity's aims and objectives and in planning activities. Tackling modern slavery through supportingsurvivors, equipping stakeholders, and influencing society is in the public interest as it undermines criminalactivity and helps the most vulnerable, making our world safer and more equal.

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2018's Achievements -Supporting Survivors

Unseen Women's Safehouse

The Women's Safehouse was Unseen's first project, opening its doors to survivors in 2011 after over twoyears of planning and preparation. The house provides 24-hour safe accommodation and high-level supportfor up to eight female survivors of human trafficking. Our service is for clients with the most complex needs.

Year Number of clients2011 172012 252013 282014 302015 332016 232017 222018 20Tota 13 163

In 2018 we supported 20 women of 14 different nationalities, the most common being British (threeindividuals) and Chinese (two individuals). This reflects the statistics coming out of the government'sNational Referral Mechanism that show an increase in numbers of British people being recognised as victimsof slavery.

The average length of time in service was 339 days, which is a 70% increase in two years. Again, this is in linewith national trends with the Home Office taking longer to process cases and reach a ̀ conclusive groundsdecision' on whether someone has indeed been a victim of slavery.

Client age Type of exploitation

■ 18-25 ■ 26-35 ■ 36-45 ■ 46-55 • 56-60 ■undisclosed ■sexual ■domestic ■criminal ■labour ■undisclosed

People in the National Referral Mechanism are entitled to access general health care, mental health care,and legal support as part of their statutory entitlement, and we support them all to access each one, if they

3 Some survivors were supported across more than one year, so the total is less than the sum of the numberssupported per year.

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so wish. We have supported access to these, as follows:• At least 95% of clients accessed general health care (as part of our standard provision we support all

residents to access health care, the 5% who did not represent clients that stay at the house shortterm or do not wish to engage in this service).

• At least 70% of clients received legal support, often around asylum cases as well as supporting themtowards receiving a conclusive grounds decision (the Home Office's decision on whether someone isor is not formally recognised as a victim of slavery).

• At least 60% were directed to specialist mental health services for support with a range of issuesincluding PTSD, flashbacks, and depression because of their experiences.

In addition, we provide several services and opportunities in-house, to supplement the statutory provisionand give our clients the extra support they need.• At least 55% of women in the house last year were supported to access education opportunities.• At least 55% engaged in music or art therapy sessions.• At least 50% engaged in sessions to support sleep and relaxation.• At least 25% followed in-house employability skills courses.• At least 20% did some form of volunteering.• 15%took up some form of employment.

We have continued our strong focus on wellbeing at the house, as reflected in the music and art therapy,and the sleep and relaxation sessions. We work closely with the clients to help identify relaxation techniquesthat work for them as individuals to minimise stress, these have included keeping CD players in all roomswith access to soothing CDs, access to electric candles, aromatherapy, baths and many more. Some clientsenjoy cooking and eating together, others like gardening. One resident said in interview: '1 have my firstgarden in this house. They give some money for garden so 1 can buy some seeds, plants and flowers. And weare growing tomatoes and cucumbers and it's very fresh and tasty! It was first time I have it, and 1 plant someroses. My God, it's feeling incredible, it's feeling incredible.'

We ran trips to Bristol Aquarium, the Wild Place wildlife conservation park, historical market town Bradford-on-Avon, and a boat excursion. One survivor articulated why these trips are so important: 'They take us outfor some trips to not feel just sad, they always try to wake you up, to take you out from this dark fog and takeyou out and show you what this life looks like'.

Many clients took part in our in-house project to build English language and essential Maths skills. We runarts and crafts sessions, such as the Christmas wreath-making workshop. We always seek feedback from ourclients on the activities they would like to do, and at Christmas one suggested a theatre trip and dinner. Notonly was this a great outing for everyone, but it gave the client the chance to get involved in the organisationprocess beforehand, which helps to build skills, confidence, and responsibility.

Volunteering can help our residents build their confidence and be a stepping stone towards employment andbreaking the cycle of exploitation. Another survivor who our staff supported to start volunteering with theNational Trust said: 'They ask you very gently, what do you like to do? You say for example "1 love history';and they helped me do volunteering in history! It was unbelievable what / am doing. 1 tell you what, now (1'vebeen in the house] one year, and 1 am absolutely different person, absolutely different person and it's becausethey helped me, and they keep helping me.'

Unseen Men's Safehouse

The Men's Safehouse was opened by Unseen in June 2016. The house provides 24-hour safe accommodationand high-level support for up to five male survivors of human trafficking and modern slavery.

Year Number of clients2016 142017 212018 14Tota 14 35

In 2018, the Men's Safehouse supported 14 clients from 12 different nationalities. The most commonnationality was Vietnamese (three clients) —for every other nationality we saw only one individual.

The average length of time in service was 86 days, which is a 196% increase in two years. Again, this is in linewith national trends with the Home Office taking longer to process cases and reach a 'conclusive groundsdecision' on whether someone has indeed been a victim of slavery.

Client age Type of exploitation

■ 18-25 ■ 26-35 ■ 36-45 ■ 46-55 ■labour ■criminal ■domestic

Men in the house are encouraged to access support around their physical and psychological health needsand legal advice during their stay. Of the men we supported in 2018:

• 78%accessed general health care (as part of our standard provision we support all residents toaccess health care, the 22% who did not represent clients that stay at the house short term ordo not wish to engage in this service).

• 57% accessed psychological support or mental health services• 50% accessed specialist legal advice. As a result of many residents coming from countries within

the EEA, there is not always a need for legal advice relating to immigration status.

We want to break the cycle of re-exploitation and building men's confidence and employability is a key partof this. To this end we offer additional services and access to support, and of the men we supported in 2018:

• 71%accessed education in the community and in-house


71% of clients took part in in-house activities to increase their employability skills,21% accessed employment services and opportunities, and14% accessed volunteering services and opportunities.

Our aim is to change the lives of our residents for the better, and to give them new experiences and newtools for embarking upon their new lives. With this goal in mind, during 2018 the team created a schedule ofactivities to provide more opportunities for education, entertainment, personal development, andtherapeutic benefit to our residents.• Art and craft workshops• In-house ESOL study• Relaxation sessions• Guitar lessons• Cookery sessions/lessons with residents- including weekly communal meal, which clients take it in

turns to organise and cook• Gardening -building planting boxes and growing flowers, vegetables, and herbs for use in the kitchen• Outings to cinema, restaurants, theatre, beach, mini golf, an air show, the carnival, and areas of

outstanding natural beauty• Art Therapy• Music Therapy

We continued and developed our mindfulness-based photography sessions, through which residentscooperate and focus on the moment through the medium of photography. These are incredibly popular withresidents and yield some stunning photographic results. As one resident said: "The photography project wassomething that 1'd never even dreamed of doing, but my support worker found it would be something thatwould calm me and keep my mind off a lot of the stress. In the house the walls can tend to close in on you andso having the photography kind of like for that hour/two hours, you're able to concentrate and your mindgets put someplace where, you see all those wonderful pictures. "

I n March 2018 we converted one of our garages into a fully functioning gym. We partnered with the TribeFreedom Foundation who provided us with a rowing machine, helped us to decorate the space and donateda TV to mount on the wall. We sourced donations from the local community for atreadmill, across-trainer,an exercise bicycle, and a variety of weightlifting and bodyweight equipment. Clients use the gym almostdaily and has resulted in a real improvement in activity levels, health and wellness. We have worked withclients to help them develop exercise plans and have linked this to nutrition and healthy living strategies.Staff also report that the gym has been helpful in supporting the clients emotionally and that men who arenot as keen to open up in a one to one session focused on talking are more willing to chat whilst they areworking out.

We have started developing amulti-lingual library, so that clients could access literature in their ownlanguages. We made a connection with Borderline Books and sourced books through various donations. Wenow have fiction, non-fiction &board games in over ten languages. We have converted a room of the projectto store all of these in, decorating it with photos produced in our photography workshop. The space alsofeatures a desktop computer that we use to help clients learn IT skills and work on their CVs.

With increasing drug and alcohol abuse among our client group we have increased, and improved traininglinked to addiction and spotting indicators of withdrawal, creating an internal training programme that wasshared with the managers of all Unseen projects.

Internally, we have started a review process to understand and learn from 'unplanned exits' —when residentsabscond from the service and go missing. The aim of the review is to support clients and staff better with theimpact of these. It is interesting to note that of the five missing persons that we have dealt with, four have

been Vietnamese. 100% of our Vietnamese clients left us in this way during the first two years that we wereopen. Having noticed this trend, we knew we needed to do something to tackle it and arranged specifictraining for the whole team on how to engage Vietnamese clients. We currently have two Vietnamese clientswho have stayed with us for several months and are engaging well with support. We see this as a successfulimprovement in our service provision for this particular group and evidence of how we have developedpractice in action.

Feedback from The Salvation Army (who hold the government contract for all services for survivors oftrafficking and sub-contract to Unseen) on the Men's House in 2018 said: ̀ Unseen successfully deliversagainst its obligations as a subcontractor in terms of service delivery. Accommodation and outreach supportis considered to be of a high quality, and service standards and processes are met/exceeded with very fewissues or concerns. Client feedback overall is very good and shows positive responses from individuals aboutsupport being received and in client experience/impact. Case management is very good, records arecompleted clearly and contain relevant information, they are kept up to date and reviewed regularly.Contract administration is also very good with reports and invoicing being completed correctly and in a timelymanner.'

And the most important feedback comes from our residents themselves. As one client said: 'Since being inthe house I've had total strangers showing me compassion and love. 1 came back from the dead, believe me.1 was far from my country and my friends, and these people showed me compassion and love. Now, what can1 do with this? Now I have to give compassion and love back to others.'

.~

Resettlement, Integration and Outreach (RIO)

The Resettlement, Integration and Outreach project provides practical and emotional support to victims ofmodern slavery and exploitation living in the community.

Year Number of clients2013 162014 382015 402016 492017 592018 74Totals 160

During 2018, we supported 74 individuals and their families, a 25% increase on 2017. This is in line withnational trends of more people entering the NRM, as well as people staying in service a long time whilewaiting fora 'conclusive grounds decision' from the Home Office (the government's decision on whetherthere are conclusive grounds to believe someone was a victim of trafficking).

The average length of time in service in Outreach (where we work with survivors who are in the NRM andwaiting fora ̀ conclusive grounds decision' while living in the community) was 223 days, which is a 16%increase in two years. Again, this is in line with national trends with the Home Office taking longer to processcases and reach a 'conclusive grounds decision' on whether someone has indeed been a victim of slavery.

In order to support more people, we increased the size of our team, including taking on three new trainees,who were specifically recruited in order to better reflect the contexts that many of our clients come from,including from a refugee background, and give employment opportunities to a more diverse group ofpeople. The team worked with survivors across the South West; in Bristol, South Gloucestershire, NorthSomerset, Bath and North East Somerset Council, Wiltshire, and the Mendips.

Out of 27 nationalities represented in our client group in 2018, the most common were Albanian (19individuals), Vietnamese (six), Nigerian (six), and British (four).

Client demographics Type of exploitation

. women .Survivorsvritncniaren

■ Not dis~lo5ed Men ■Secual . Undisclosed ■Labour

■ Transgender Domestic • Mutiple ■Crininal


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RIO's holistic approach starts by carrying out a detailed needs assessment of every client, looking at every

element of their situation, including need for immigration and asylum assistance, legal assistance, emotional

and mental health services, physical health services, understanding benefits, housing and practical support,

building safe relationships, budgeting and money management, education and English-learning, training and

volunteering, community building, faith and spirituality, leisure activities and hobbies.

At the point at which RIO start working with them, many survivors are unable to leave the house. The RIO

staff build up a relationship of trust, going to visit them and finding out their most pressing needs, suggesting

community services that can help. Then they accompany them and help them get through the front door,

taking that first bus ride with them, for example to see a doctor or counsellor. They will stay with them for

the first few sessions, if necessary, and help counsellors and other professionals to be aware of the history

and context and the level of support an individual needs.

That is the context behind the following statistics of what services we supported our clients to access in 2018:

• 67%accessed general health care• 63%accessed psychological support• 54% accessed education in the community• 58% accessed specialist legal advice• 40% accessed housing support• 22% accessed volunteering services opportunities• 17% accessed employment services or opportunities

Often while being supported by RIO, survivors experience several changes to their circumstances, which

brings many challenges. These challenges may include survivors needing to move to new accommodation,

having a new baby, having to navigate legal proceedings around their legal status and being faced with a

whole variety of situations which may be unfamiliar to them. RIO's aim is to provide information and support

to enable survivors to build knowledge and understanding of their situation and what services may be able

to help them, and to build their feelings of safety, hope and choice.

Of clients exiting the RIO service in 2018, because of our support:

• 85% said they felt safer

• 85% said they are more able to make an appointment

• 80%said they better understood their rights

We are always thinking about what new things we can do to help our clients deal with the challenges they

face and to build independent lives. Many of the women we support have babies or young children, often

as a result of their exploitation. A lack of childcare can stop them from accessing the therapy that they need

to move on from their experiences —especially as many are highly protective of their children (again because

of their experiences) and unwilling to leave them in a nursery or somewhere too far away. To address this,

in 2018 we part-funded an on-site creche for the Moving on After Trauma group with the local Mental Health

Partnership. This meant that six mothers could attend group therapy sessions with interpreters, looking at

the effects of trauma and how to deal with them. As one mother said: 'I learnt some good techniques and 1

met new people which helped me understand what was going on. 1 liked Dr Mary. 1 couldn't have done it

without the creche and the interpreter'.

As well as offering therapy, the Moving on After Trauma group serves the purpose of bringing survivors

together, which helps to overcome another of their biggest challenges: social isolation. Many have been

locked up or in other ways isolated for prolonged periods of time, and at the same time many find it difficult

to trust others as they were often trafficked or abused by someone they had trusted. They are now trying to

adjust to life in normal society without the family, friends, and other support networks that we all rely

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on. Creating moments for survivors to make supportive friendships has become an increasingly important

part of our work in 2018. As well as the Moving on After Trauma group, we organised a survivors' trip to the

Bristol science museum ̀ We the Curious', and a Christmas party. And because of a new Unseen partnership

with the National Trust, we were also able to take survivors for free to visit the National Trust property

Tyntesfield, which was fantastic.

The trips and party were well-attended, and clients said they enjoyed themselves and started building

valuable support networks. For example, because of the Tyntesfield trip three young Albanian mothers

formed a link and swapped numbers, and one older Kenyan woman commented 'now 1 have met someone

that 1 can talk to in my own language.'

Unseen is also a ̀ first responder' for the National Referral Mechanism (NRM), meaning that we can enter

people into the government's framework for the support of victims of modern slavery. This responsibility

sits with the RIO team. In 2018, as well as entering victims that we found while accompanying the police on

operations (see below), we entered several victims who were brought to our attention by other

organisations. For example, John (not his real name) had been sexually exploited for ten years by his former

boyfriend. He had managed to leave the situation, but with a decade's gap in his CV and experiencing trauma,

had been unable to find a job and had ended up rough sleeping. A case worker at a homelessness charity

heard John's story, recognised that he was a survivor of modern slavery, and asked us to take his case. We

completed the NRM referral with John and within 12 hours he was on his way to a safehouse, to receive the

accommodation and support he needed and was entitled to. John's story not only shows Unseen's role in

the fabric of organisations supporting survivors and vulnerable people, but how crucial it is that those in

other frontline service roles are able to recognise survivors of modern slavery for what they are when they

come in contact with them, and know what support they are entitled to and how to refer them for it.

RIO accompaniment on Police Operations

The service also provides support during police operations to talk to potential victims about the services they

may be eligible to access and provides information to other organisations in the area who may have concerns

about an individual whom they suspect to be a victim.

In 2018 the team went on 23 police operations and welfare visits, to brothels, car washes, restaurants, nail

bars, residential properties, and farms. Potential indicators of trafficking were identified in 52% of visits. Five

people were entered into the NRM as a result. We believe close partnership working is key to better

identification of victims and the appropriate way for NGOs and police to work together.

Chief Inspector Gary Haskins, Avon and Somerset Police, Local Area Commander for East Bristol said: "Unseen

have been an invaluable partner to us throughout 2018. They have supported us on safeguarding visits to

premises which we suspect are being run as brothels, ensuring we can help vulnerable and potentially

trafficked persons understand the support services available and how to access them."

Unseen Children's House

After three years of development and partnership working, Unseen was able to open an Ofsted registered

children's home for foreign national trafficked children in late 2017 and took its first referrals in 2018. The

home was a pilot project to evidence if a specialised registered children's home can offer the care needed

for foreign national children who have been identified as having been trafficked and reduce the number of

trafficked children who go missing from local authority care not to be found.

The home was set up to provide care for up to three young people of both genders, who have experienced

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trafficking and slavery and are considered to be looked-after children. The home was equipped to work withyoung people who have experienced these difficulties, through training, nurture, and planned care inconjunction with other professionals. The purpose of the home was to keep young people safe, give them

opportunity to enjoy and achieve, try to ensure that they reach their potential and that their experienceswithin the home are positive.

The Unseen Children's House had a familial environment, akin to foster care. Volunteer house parents living

on site were supported by a specialised staff team. Together they worked to provide a family home thateffectively supports and keeps trafficked children safe. The home operated as an Ofsted registered carehome, but the emphasis was on the family, with our house parents taking a central role in the lives ourchildren experienced when living here.

Over the course of 2018 we received 22 referrals and supported four children. Two children stayed with us

as short-term emergency placements, and two children stayed with us for three to six months. The childrenthat we supported came from Iran, Vietnam, Romania, and Afghanistan. We are proud to say that none wentmissing for any periods — in contrast to national statistics that show a quarter of trafficked children

disappearing from care. All the children that stayed with us were supported to move on to suitable and

appropriate options.

All children were supported to access the following:

• Primary Medical Care; children were supported to access GP check-ups, dentist, and optician

appointments.• Legal support; the team supported residents to access specialist immigration advice where

needed and supported them to go to Home Office screening interviews.• Mental Health support; one child was given access to private psychologist to assess support

needed. GP appointments used to assess any further statutory care needed.• In—house education; Weekly English and maths lessons online, supported with development of

English language in-house by staff team. Supported with budgeting skills, sports and activityincluding climbing, boxing, and running. Cooking and nutrition sessions delivered each day.

• Access community/faith groups; attended local youth groups weekly, access to church weekly

and access to international food shops to meet cultural needs.

Throughout the duration of the project, we faced various systemic issues which impacted the number ofappropriate referrals into the project, and for this reason took the decision not to take any further referrals

beyond the pilot project end in February 2019. We know that the current system of local authority supportdoes not work for children who have been trafficked. 2019 will offer Unseen the opportunity to reflect and

evaluate the project and we will be producing and publishing a range of reports in relation to the successes

and barriers to the project that will form the basis for next steps. Our Children's Researcher and one of ourDirectors will be leading on this so we can measure the success of the project and are able to provide insight

to partner agencies and government about how to achieve positive outcomes for trafficked children in care.

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Helpline and Resource Centre

The UK-wide Modern Slavery Helpline was set up in October 2016 and is a confidential helpline providing

information, advice and guidance to potential victims, businesses, statutory agencies, and the public about

any modern slavery issue. It is independent of the government and law enforcement agencies, ensuring that

callers can come forward and speak in confidence to a fully trained Helpline Advisor. It is also free to anyone

calling and therefore enables anyone in need to access the help and support they need even if they have no

resources.

Open 24 hours a day, 365 days a year the Helpline takes calls from right across the UK and in some

circumstances internationally. When a caller contacts the Helpline from outside the UK, we respond by

providing advice, information, and support, based on their individual circumstances and needs. This may be

signposting the caller to services available in the relevant country, identifying NGOs or other stakeholders

who may be able to support the individual, or taking information to inform a report to the relevant law

enforcement agency in the UK.

Callers who are potential victims can be offered help to consider their options: access crisis assistance; safety

planning; emotional support; help with access to critical social and legal services; and help to connect with

law enforcement agencies to get out of a situation and stay safe. The Helpline can also ̀ warm' transfer

potential victims to other services and support providers including providing help to access the National

Referral Mechanism (NRM). Using the Helpline's Directory of Services, we can signpost and support potential

victims to get help and advice linked to their circumstances and location in the UK. The Directory of Services

is a comprehensive list of organisations and agencies that we routinely engage with to help and support

victims of modern slavery and those who are vulnerable. The directory consists of police and local authority

contacts, wider services such as immigration advice, domestic abuse charities, homeless shelters, and other

relevant NGOs. We are encouraging all NGOs to be included in the directory of services to ensure that we

have the widest coverage possible to support and help victims regardless of where they are in the UK.

Callers can also contact the Helpline even if they cannot speak English, regardless of what language they

speak. The Helpline has access to telephone interpreters who provide over 150 different languages in real

time, ensuring that anyone in a situation of modern slavery can get the help and support they need at the

time they call.

I n 2018, the Helpline took over 6,000 calls and more than 1,300 webforms and App submissions indicating

over 7,100 potential victims. This is more than a 65% increase in contacts from 2017. Through the extensive

partnership working undertaken by the Helpline, it has now been established as the single point of contact

for all government-led and many partner-led modern slavery-related campaigns. Of note are the campaigns

run by partners in Scotland, Wales, Thames Valley Police, Lancashire Police and Humberside Constabulary.

During 2018, the Helpline also made over 2,200 referrals to other agencies including the police, local

authorities, Gangmasters' and Labour Abuse Authority and other NGOs. Of those referrals, a substantial

number have resulted in the police taking direct action to remove someone from a situation of exploitation

and arresting the criminals involved. Such action demonstrates the value of an independent and confidential

Helpline.

14

2018's Achievements —Equipping Stakeholders

South West Anti-Slavery Partnership (ASP)

The Anti-Slavery Partnership's mission is to support and enable the discovery of, and response to, incidents

of modern slavery and exploitation. We do this through avictim-centred, multi-agency and collaborative

community effort at both a local and regional level.

The partnership has achieved a lot during 2018.

The ̀task and finish' model, using smaller sub groups to address specific areas such as rural exploitation, that

meet and work in-between quarterly ASP meetings, is proving successful in Avon and Somerset, which has

seen its first Prevention Order filed as a result of the ASP car wash task and finish group. Similar groups are

being developed to facilitate collaboration between the partnership and the NHS in the area, and to

safeguard overseas domestic workers with the support of UK immigration.

The ASP rural exploitation working group has developed key relationships between stakeholders in rural

areas to target exploitation in lesser-known sectors. This has resulted in several multi-agency visits to sites

identified through problem profiling, and awareness of modern slavery and human trafficking has

been spread through local policing teams and Police Community Support Officers. Following this, the ASP has

secured funding to arrange training for frontline workers from a range of agencies working specifically in

rural areas.

The Communications Working Group has also had positive outcomes. Communications through the

partnership have increased, with the #telluswhatyousee campaign supported by every police force area in

the region (Avon and Somerset, Devon and Cornwall, Dorset, Gloucestershire, Wiltshire), widening the reach

and influence of the partnership.

This was also achieved through the ASP annual event, which was held in November. The event was attended

by over 120 representatives from 54 different agencies and has been widely recognised as a productive and

successful occasion. As one attendee fed back: ̀a yearly conference would be great as there has been a lot

ofinter-agency learning'. Outcomes from the event include:

• Department of Work and Pensions contacted Unseen as a result, and a Helpline Advisor

presented to them in March 2019 about our frontline victim care, the NRM process, and the

Modern Slavery Helpline.

• New contacts made with Ashley Community Housing, who are now sitting on the Avon and

Somerset ASP

• 57 of the attendees were not known the ASP beforehand and are now integrating modern slavery

prevention into their work across sectors. They are now all on a mailing list for the regional ASP

newsletter, updating on progress, events, modern slavery news and statistics, and supporting

shared working.

• Representatives from Devon and Cornwall Police and Dorset ASP members made contact. They

are now looking for funding for modern slavery trainers to cover both areas, and for there to be

a coordinator to oversee the Dorset ASP and the trainers.

• Gloucestershire ASP are now in conversation with Dorset ASP, as Gloucestershire would like to

learn and glean ideas from DorseYs Rnti-Slavery Conference that they presented on at the event,

in order to launch their own conference taking the issue of modern slavery to the public and key

stakeholders in the county.

The newer partnerships in the region are developing well. Dorset has created a detailed strategy and plan to

strengthen partnership working in the area. The partnership there has expanded its membership, with

15

improved attendance and buy-in. They are currently developing an application to secure Big Lottery funding

to establish a coordination and training post for the area.

In Gloucestershire, the County Council has begun the process of safeguarding its supply chains from Modern

Slavery. The partnership has been working to ensure that unattended asylum-seeking children are

appropriately safeguarded in the county. Partnership materials have been created to raise awareness of

modern slavery and human trafficking in the area, and an e-learning tool is in development which

will significantly increase the number of trained frontline staff in partnership organisations.

The Wiltshire partnership has appointed a new chair and the transition between chairs has been conducted

well. In November, the different groups in the partnership came together to conduct a series of positive

welfare visits to potential victims of sex trafficking, and the area has seen a significant increase in NRM

referrals as a result. PCC funding there has been secured to host an engagement event for business leaders.

Devon and Cornwall have successfully utilised a Prevention Order to prohibit the function of a brothel in

Plymouth.

Whilst each of the local partnerships continues to pursue innovative and added-value projects to combat

modern slavery, the core function to disseminate best practice, encourage information sharing, and work

collaboratively remains a key element of the ASP's purpose. Bi-monthly activity around Operation

Aidant (law enforcement's multi-agency campaign designed to enhance the current intelligence picture

around modern slavery and trafficking) utilises partnership networks and draws upon pooled

intelligence from multiple sectors.

This has resulted in 309 NRM referrals in 2018, a 61.7% increase on 2017.

Bedfordshire Anti-Slavery Partnership (ASP)

The Bedfordshire Anti-Slavery Partnership was set up in 2017 and brings together a wide range of diverse

partners across Bedfordshire. The Partnership is co-chaired by Unseen and Bedfordshire Police and meets on

average three to four times per year. The purpose of the partnership is to strengthen collaboration and

combine resource, experience, and expertise to raise awareness across the county through existing and new

channels.

During 2018, the partnership undertook a range of activities to raise awareness of modern slavery among

the public such as attending the Bedford River Festival supported by the National Crime Agency (attended by

over 300,000 people). The Anti-Slavery Partnerships coordinator, employed by Unseen, held several public

stalls in shopping malls and town centres across Bedfordshire during 2018. Additionally, the partnership held

an event for third sector partners to inform them of the issue, what signs to look for and how to report

concerns. As a direct result, these partners have since spotted the signs and supported individuals who they

believed had been subject to exploitation.

A quarterly newsletter is also produced by the Partnership setting out progress to date which is shared among

both partners who are represented on the partnership and wider afield. The ASP has connected, for example

with the Community Safety Partnership to ensure alignment and consistency of messaging.

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Training

I n 2018 we ran more than 80 training courses and trained a total of 1,461 people, an increase of 12% on

2017.

We also launched our Spotlight programme, which aims to reduce modern slavery among young people by

running training in schools. We delivered 20 Spotlight sessions to 1,624 students, and we know of at leastone case reported to the Helpline as a direct result.

We delivered training to a range of organisations such as NHS, Local Authorities, Police, Border Force,

Housing Associations, British Transport Police, The Hotel Industry, Businesses and Universities.

Training feedback showed:

• 77% of all attendees felt confident that they knew more about the issue than before they attended

the training

• 80% of delegates trained felt that they would be able to identify a potential victim

• 82%felt confident that they knew what to do if they did spot a potential victim

Delegates said:

"It was well presented and a good pace. Very interesting." (business sector training)

"Very interesting and thought provoking. Made me think about what we are currently doing in our business

and what we could do better" (business sector training)

"Should be available to all officers as we all have a 'duty of care"' (Border Force)

"1 think this was an excellent half day course. Broad coverage, knowledgeable presenter, powerful video clips,

clear advice on what to do. Thank you!" (NGO worker)

I n 2019 the development of eLearning resources and the expansion of the Spotlight programme are two mainfocuses for training.

Pan-European Victim Case Management System (PE-VCMS)

2018 has seen the rollout of the Pan- European Victim Case Management System (PE-VCMS) to all Unseen

and Caritas (Prague, Czech Republic) front line staff, so that all client information is now held on the system.As of the end of 2018, the system held the details of 460 clients, with over 15,000 case notes detailing the

support we have provided to victims. PE-VCMS is an EU funded pilot project to develop a case management

system to increase the ability to digitally collect, store, and manage victim information. The system is based

on the Salesforce platform, which allows us to benefit from class-leading technical knowledge, data storage

and security, ensuring that victims' data is always kept safely and securely. By storing and analysing the data

of victims, we can better understand the crime of modern slavery as well as investigate previously unknown

patterns and trends.

With only a year's worth of data, PE-NCNB has already shown us the power of data by identifying patterns

that would have never previously been seen. For example, the data shows us that on average mostnationalities take one year or less to receive support after they have escaped from exploitation, whereas

Nigerians take five years or more to receive support. The data is also showing that:

• Women sold into slavery are done so by family or close friends, and victims more often than not end

up in sexual exploitation.

• Sexual exploitation is the most prevalent type of exploitation.

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• Over 50% of victims are misled into slavery (as opposed to physically coerced; coerced by threats to

friends or family; coerced using supernatural or spiritual beliefs; sold; exploited as a dependent; or

other).

• Most victims are recruited in their twenties.

• Over 50% of victims only have basic primary education.

• Most victims escape slavery by fleeing their exploiters.

• The majority of victims are Albanian, Nigerian and Vietnamese.

All these findings raise more questions and require further investigation to better understand what they

mean and how they may be showing in our data. Are they a true representation of modern slavery or are

they biased based on the high-level needs victims we support or the services we provide? By deploying PE-

VCMS to more NGOs across the UK and Europe we will collect a far broader set of data which will result in

the data better representing the whole modern slavery environment. The project team has been working on

funding bids to the Home Office, EU, and other funding bodies to expand the use of PE-NCNB to other NGOs

across the UK and Europe so allowing the expansion of data within the system. We have been talking and

showcasing the system to numerous NGOs and have already recruited partners in Italy, Greece and Albania

and have letters of interest from NGOs across Europe who would like to use it.

As we move into 2019, we are now ready to take the system forward, once funding has been secured, to

deploy the system across the UK and Europe so everyone can better understand the causes and effects of

modern slavery.

Helpline and Resource Centre

A key part of the Helpline offer is the support to businesses in understanding the scale and nature of modern

slavery in the UK. As one of very few organisations with data and information about modern slavery

situations across the UK, in 2018 the Helpline developed a Business Helpline Portal to provide situational

information about cases reported to the Helpline and associated trend analysis. Such collaboration can

ensure that information and data that is relevant to partners can be shared in an appropriate manner to

prevent forced labour.

To share the view from the Helpline, regular statistical reports are published on a monthly, quarterly, and

annual basis. These go on the website but are also shared directly with partners including the police, who

use this information in the fight against the crime. Recent feedback on the usefulness of this data came from

Mark Burns Williamson, Police and Crime Commissioner for West Yorkshire, who said: "It is certainly my view

that the UK Modern Slavery Helpline and Resource Centre has made a significant impact on the national

response to modern slavery and human trafficking, since its launch in October 2016. The collaborative

approach of the helpline has led to the identification and safeguarding of many vulnerable victims and

provided an effective means to identify the perpetrators to bring them to justice. To better understand the

nature and scale of this serious threat to our communities, we need to improve the quality, quantity and

consistency of information and intelligence that law enforcement and other frontline agencies can effectively

respond to. The helpline makes an important contribution to building this picture. In West Yorkshire, the

helpline is widely promoted through various awareness raising campaigns, such as 'It's Not on My Street'.

This is all delivered in partnership with West Yorkshire Police and through the West Yorkshire Anti-Trafficking

and Modern Slavery Network."

In April 2018 at an event at the BT Headquarters in London, we released the 2017 Helpline Annual Assessment

— the report included a detailed breakdown of modern slavery statistics based on redacted call data.

Additionally, three themed reports/factsheets were published in 2018 on modern slavery in car washes,

modern slavery cases in Scotland and women affected by slavery. These were used by key stakeholders and

18

partners in the fight against trafficking —for example the Scotland report was timed to coincide with theScottish government's evaluation of their trafficking strategy and demonstrated the effectiveness of anawareness campaign they had run; while the car wash report was submitted to the Environmental AuditCommittee to support their inquiry into hand car washes.

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2018's Achievements —Influencing Society

Advocacy

• We were joint signatories to a letter to the Parliamentary Under Secretary of State at the HomeOffice regarding the government's proposed interim guidance pursuant to Section 49 of the ModernSlavery Acton 'Guidance about identifying and assisting victims', in which we strongly recommendedthe government formally and publicly consult, and set out a timebound commitment for thisconsultation and publication.

• We enabled survivors to directly feedback on the Home Office's suggestions for National ReferralMechanism (NRM) reform around 'places of safety' and drop in centres for survivors. We organisedfor Home Office staff to come to Bristol and talk to three survivors about their experience, theproposals, and what they thought of them. We also talked to the Home Office about Unseen's ownviews on the proposals and submitted formal considerations on the matter. All this information andinput will inform the Home Office's decision making as part of the ongoing NRM reform as we seekto create a system that really works for survivors, who have experienced the worst of humanity andnow need our support.

• We submitted considerations in relation to the suggestions of 'places of safety' and drop in centresfor survivors of slavery.

• We submitted written evidence to the Home Affairs Committee Inquiry into the Modern Slavery Act'si mpact. Our position was that the introduction ofthe Modern Slavery Act has been effective in raisingawareness and providing a focus by bringing three different offences, in three different acts ofparliament, into one. However, we argued also that we need stronger leadership from theGovernment and Independent Anti-Slavery Commissioner, systemic change and strategic planningand delivery; and that further awareness and implementation of the law is necessary. Furtherlegislation on its own is not the answer.

• We put in a submission in relation to the government's recommendations on Human Trafficking andModern Slavery made in the Torture in the UK Review.

• We submitted evidence to the Environmental Audit Committee's Hand Car Wash Enquiry, in the formof a report based on redacted Helpline call data, ̀ Modern Slavery in Car Washes: A View from theModern Slavery Helpline', helping to illuminate the nature and scale of slavery in British car washes.

• We gave written and verbal evidence to several select committees and reviews, offering ourexperience of working directly with survivors. This includes the Government's independent reviewof the Modern Slavery Act and the Home Affairs Select Committee.

• We were invited to speak at the Wales Hospitality and Aviation Conference in April andsubsequently invited to speak at the IATA Global Summit in Geneva in October. We visited Omanto share our experiences with a core group of public prosecutors to increase their knowledge andunderstanding of modern slavery and to influence them to strengthen their approach to vulnerablevictims.

• We are members of the EU Civil Society Platform, Alliance 8.7 at the UN and the Modern SlaveryStrategic Implementation Group at the Home Office and have inputted into anti-trafficking work withthe Organisation for Security and Cooperation in Europe. We bring to these forums a decade'sexperience in frontline work with survivors and partnership working to fight trafficking and use thisexpertise to push for better policy and implementation as well as to help develop strategic responses.

Launch of Unseen App

The Unseen App was developed in partnership with British Telecom, who committed more than 250 hoursof pro Bono stafftime to its development and is supported by the National Police Chiefs Council. It is designedto help users recognise and safely report slaveryto find and free more potential victims. It contains a pocket

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guide to recognising the signs of slavery and enables users to call straight through to the Helpline or submita webform.

We launched the App with a press release and a social media package on World Day against Trafficking inPersons on 30th July 2018. Thanks in large part to the fantastic support we received from partners ina mplifying our social media messaging, and the press release being picked up by Reuters and other outletssuch as the Guardian, we got a large number of downloads in the first week, which has risen month by month.By the end of 2018, the Helpline had received 70 reports through the App.

Towards the end of the year North Wales, South Wales and Gwent became the first police forces to do massdownloads and install the app on all frontline police phones (Since the end of 2018, the app has now beendownloaded by 8 other police forces). The App is now playing a key role in helping police officers and staffknow more about modern slavery and how to respond.

North Wales Police and Crime Commissioner Arfon Jones said: "Tackling modern day slavery and humantrafficking is a key priority in my Police and Crime Plan and as a result the force has put a great deal ofresources into investigations and safeguarding the survivors. The Unseen App is a great idea that will helpofficers and staff in identifying cases of modern day slavery, as well as providing an important resource attheir fingertips. "

Driving identification and reporting of modern slavery through outreach

Unseen staff from the Modern Slavery Helpline spoke at events and conferences all over the country, raisingawareness of the signs of modern slavery and how to report to the Helpline. We worked with police forces,Border Force, various regional Anti-Slavery Partnerships, businesses and more, as well as visiting DetentionCentres such as Yarlswood. The rise in numbers of calls and online reports to the Helpline is in part aconsequence of this significant outreach work.

Responsible Car Wash Scheme

With Tesco and car wash group Waves, Unseen initiated the Responsible Car Wash Scheme, which aims totackle modern slavery and a lack of compliance within the industry. It will target labour abuse and lack ofadherence to regulations at hand car washes, whilst enabling consumers to identify a compliant car wash.

Operators who are members of the Scheme will be able to be recognised by consumers as ones who lookafter their workers, trade legally, adhere to environmental regulations and take care of their customers andtheir vehicles.

The Scheme, which launched at the House of Lords in October and started pilot operations across theMidlands in November, was developed by the Downstream Fuel Association alongside Unseen, the GLAA,Police, the Health and Safety Executive, Her Majesty's Revenue and Customs, the Environment Agency andthe Car Wash Association. As well as generally supporting on the development of the initiative, Unseen'sspecific contribution was advising on the indicators of modern slavery that the scheme needed to considerwhen visiting car wash sites.

The Scheme is supported by Tesco, Sainsbury's, Morrisons, Asda and Waitrose. These major supermarketsare leading the way and want to ensure that their Operators are recognised for operating legally as well asensuring that standards are raised across the industry.

Digital and social media

We use our social media channels and our website to raise awareness of modern slavery and human

21

trafficking, and to encourage people to spot the signs and report to the Helpline.

Our social media following has grown significantly overthe course of 2018, demonstrating that our messagingabout modern slavery is reaching ever more people. In particular, the Helpline's social media following hasgrown hugely, reflecting growing awareness of the service, the outreach work the Helpline has done, and aninterest in the data the Helpline is able to produce that gives a picture of the nature and scale of modernslavery in the UK.

Channel Followers Jan 2018 Followers Dec 2018 %increaseUnseen Facebook 5,480 6,025 10% increaseHelpline Facebook 1,319 1,899 43% increaseUnseen Twitter 9,200 10,150 10% increaseHelpline Twitter 1,900 3,450 81.5% increaseLinkedln 653 1,116 71%increaseInstagram 524 763 46% increaseYouTube 40 51 27.5% increase

Media

We know that when we see a spike in media coverage of modern slavery, we see a spike in calls to theModern Slavery Helpline. For example, there was a lot of coverage around Anti-Slavery Day on 18 October(when Unseen was featured by the Guardian, the Sun, the Metro, and other publications), and contacts tothe Helpline rose from 547 in September to 809 in October (and the October 2018 figures are themselves upfrom 628 in October 2017, again reflecting growing understanding of the issue and awareness of the Helpline— partly though by no means solely a result of media coverage).

Our reports ̀ Modern Slavery in Car Washes' and 'Modern Slavery in Scotland', based on redacted Helplinecall data, both received good coverage, especially the Scotland report which constituted a strong regionalnews story. We need to be wary of suggesting direct correlation, but we did see a spike in contacts to theHelpline from Scotland in the second quarter of 2018 (when the Scotland report was released), comparedwith Q1 and Q3.

The release of the Helpline's first Annual Assessment in April saw Unseen Director Justine Currell on BBC 2'sVictoria Derbyshire Show, as well as wider coverage.

Both to drive reporting to the Helpline, and to generally increase awareness of the issue and encouragepeople to make socially responsible choices, Unseen continues to work with the media, both print andbroadcast, either to provide commentary and expert analysis on developing news stories or to contributearticles and thought leadership on the issue of modern slavery. In 2018 we increased our ability to respondto media requests by bringing in a Communications Manager and a Helpline Communications Officer, andwere featured in well over 120 media pieces across online, print and broadcast —more than ever before,including BBC news online, regional BBC radio stations, BBC World Service, CNN, the Daily Mail, TheEconomist, the Guardian, The Herald, The Independent, The Mirror, the Metro, Reuters, The Scotsman, SkyNews, STV News, The Sun, The Times, and many more.

Our Director Kate Garbers gave a TEDx talk which was watched by a live audience of several hundred peopleand has received nearly 6,000 views on YouTube.

Since the launch of the Helpline, we have indicated thousands of potential victims to the police, many ofwhom have entered the National Referral Mechanism (NRM -the government's system for supportingvictims of modern slavery). In this way Unseen has contributed to and supported the year on year rise in thenumbers of people entering the NRM.

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Patron

Our thanks go out to our patron Levison Wood, who has continued to show his support throughout 2018.When we launched the Unseen App on World Day against Trafficking, 30 July 2018, Levison tweeted a videoof himself talking about the app, which received 13.900 views, 120 retweets, and 293 likes —dramaticallyhelping to boost awareness of the app as it went live and encouraging more people to join the fight againsttrafficking.

Awards

GSK Impact AwardThe GSK IMPACT Awards provide funding and training and development for charities doing excellent work toimprove people's health and wellbeing. The judging panel said: 'Unseen is able to reach a significant numberof people affected by trafficking and modern slavery, and the fact that it is expanding its services shows it isambitious in continuing to develop and improve the support it offers to people who need it.'

Plans for the future

The Charity's focus and plans are set out below:

• to successfully deliver on the five-year strategy for 2015 — 2020 and establish a new organisationalstrategy through to 2025.

• to continue to develop and strengthen the delivery of existing projects.• to enhance the UK's response to combatting Modern Slavery via the UK Helpline and Resource

Centre.• to continue and expand a re-integration programme for survivors through the Resettlement,

I ntegration and Outreach Service to ensure longer term support is offered to all survivors.• to research, analyse and evidence the impact of Unseen's specialist provision for children• to develop Unseen's work internationally• to continue to develop diverse income streams by increasing regular giving, corporate and

community fundraising, expanding Unseen's training programmes and delivering services tobusinesses.

• to expand service provisions for businesses of all sizes that enable companies to address modernslavery issues in their supply chains and business practices

• to continue to be committed to finding long-term, strategic, and systemic solutions to the issue oftrafficking and modern slavery including looking at the application of technology

Staffing and Organisational Structure

Unseen's staff team has grown over the past year, both in our frontline delivery and support teams as ourservices are accessed by more people.

We are committed to ensuring that all those who work for us are treated equally and rewarded fairly. Theirexpertise and dedication are essential for our services. We are determined and committed to ensuring asmuch funding as possible goes towards project staffing, supported by an effective and lean support teamstructure. During the year we have invested in our Fundraising Team as we seek to diversify and grow ourincome. We have also appointed atwo-person Communications team to strengthen our media profile andhelp drive public awareness of the signs of slavery to drive reporting to the Helpline.

Unseen operates a clear pay-scale which all staff are on. It is benchmarked to the N1C pay-scale which iswidely used in the public and voluntary sectors. In addition, during 2018 we have completed a review of ouremployment terms and conditions and have made several enhancements regarding sick pay and holiday

23

entitlements. All staff are paid the Real Living Wage or higher. Policies and procedures are in place to ensurewe pay all staff fairly for the same roles, regardless of gender or any other characteristic.

Key management personnel are the members of our Executive Team who are Andrew Wallis (CEO), JustineCurrell, Kate Garbers and Stuart Mellis.

Volunteers

We are hugely grateful to our incredible volunteers who give up their time and energy in the fight againstmodern slavery. Twenty volunteers provided 764 hours of support across fundraising, admin and operations,communications, the Helpline, and supporter services. Our heartfelt thanks go out to them.

Financial Review and Fundraising

Financial Review

We continue to effectively manage our finances to ensure we are in a strong position to maximise the impactof our projects and services.

Our total income for the year was £2,382,191, an increase of £563,077 or 31% on the previous year. Thedeficit reported of £143,291 is largely due to the spend in the year of restricted reserves for the ModernSlavery Helpline and the Unseen Children's Home that were received in previous years. During 2018, theHelpline utilised all of its start-up funding and is being supported from Unrestricted reserves whilst it is onthe journey to becoming a sustainably funded project. We receive no government funding for the Helpline.

Unseen's work is funded by a mixture of service income, grant income, donations (from individuals,companies, and community groups) and earned income. Our growth has been driven by the support ofindividuals and organisations who share our vision and have been impressed by our work. In addition, ourfrontline teams have been able to support more adults and children which has led to the increase in serviceincome.

Unseen recognises the valuable contribution of the following key organisations who supported our work overthe past year:

Bristol City CouncilThe Big LotteryLloyds Foundation for England and WalesAvon &Somerset Police &Crime CommissionerPeoples Postcode LotteryMarks and Spencer PLCBurden TrustQuartet Community FoundationGSK Impact AwardsR H Southern TrustSpielman Charitable TrustSuffolk Police &Crime Commissioner

The 29th May 1961 Charitable TrustThe Odin Charitable TrustThe Peter Stebbings MemorialWest Yorkshire Police &Crime CommissionerBT PLCNisbets Charitable TrustBedfordshire Police &Crime CommissionerRayne FoundationEmmanuel Kaye FoundationBig PotentialHome OfficeEuropean Union

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2018 income£2,382,191

Earned income ',2%

Grant income48%

Service inc31%

19% _...~

Total expenditure for the year was £2,525,482. Of our total expenditure in the year (2,383,118 (or 94%) wasspent directly on charitable activities. The year on year increase in costs of £708,679 reflects a full year ofopening for the Unseen's Children House and a scaling up of the Helpline staff team in response to the strongcall volumes being received.

During 2018 we have made an investment in our Fundraising and Communication teams as we implementour strategy to diversify our income streams and increase our overall level of Unrestricted income. Weexpect this investment to show further increases in Fundraising income in 2019 and 2020 as we are cognisantof the significant lead time between the recruitment of a Fundraiser and the winning of new fundraisingincome. We have also invested in our core finance, IT and HR systems to increase efficiency, resilience andensure we have the foundations in place to deal effectively with future growth for the charity.

We continue to closely monitor spend to ensure that we are using resources efficiently and seeking tomaximise our return on investment.

Influencingsociety4%

~ Equippingstakeholders

14% l

J Raising funds- - you —~

Reserves PolicyOur reserves policy is set to achieve a balance between ensuring that our work is protected from the risk of

2018 costs

£2,525,482

25

disruption that occurs at short notice because of a lack of funds and ensuring we do not retain income forlonger than required.

The Trustees have determined that the Charity needs free reserves for the following purposes:• To protect against unforeseen income fluctuations.• To provide the resources to enable the organisation to execute its strategy to diversify income

streams.• To provide working capital for the effective running of the organisation.• To enable Unseen to invest in emerging opportunities should the Trustees decide to.• To prepare for the launch of a new project or service such that a significant proportion of funding is

secured ahead of the project launch.

The Trustees further determined that Unseen should be holding sufficient Unrestricted reserves equal to sixmonths of back office expenditure at budgeted activity level. Based on the above policy, the Trusteescalculate that the target level of free reserves would be £396,615. As at 31 December 2018 the actual levelof free reserves was £737,257. We plan to utilise these reserves as we move towards a greater level ofincome diversification and also continue to grow the charity so we can maximise our impact. With this inmind, the Trustees recognise that the level of free resources is likely to fluctuate and may go below this six-month target over the forthcoming year.

Unseen's fundraising approach

Unseen is fully compliant with Section 13 of the Charities (Protection and Social Investment) Act 2016.

Unseen's fundraising approach in 2018 centred on trusts and foundations, statutory funding, corporatepartnerships, and voluntary donations. Fundraising was achieved through the submission of bids, delivery ofappeals, events, and partnership building. We had several corporate partners who donated through theirbusiness, took part in employee fundraising and donated their products/ services as gifts in kind. We alsobenefited from pro-bono support through our corporate supporters.

We do not contact people from cold lists, nor do we give or sell supporters' details to anyone else. Detailsregarding our approach to fundraising are on our website detailed in our Privacy Policy. It is vital that wecommunicate with our supporters in the manner they prefer, and we are very keen to respect their privacyand communication preferences.

Unseen did not use any professional fundraisers in 2018. It had partnerships with commercial participatorsby way of businesses donating a percentage of sales of their products/ services to Unseen. The charityensured compliance with legal and best practice obligations in relation to commercial participators, asdetailed in partnership agreements between the charity and corporate partners. There have been noinstances of failure to comply with a scheme or standard cited.

(a) whether the charity or any person acting on behalf of the charity was subject to an undertaking tobe bound by any voluntary scheme for regulating fund-raising, or any voluntary standard of fund-raising, in respect of activities on behalf of the charity, and, if so, what scheme or standard;

Fundraising schemes, standards, and codes of conduct

Unseen was not part of any fundraising schemes in 2018. We have registered with the Fundraising Regulatorand operate at a best practice level in relation to the Code of Fundraising Practice. A full audit of Unseen'scompliance against the Fundraising Code of Practice was conducted in 2018 and is refreshed annually.

Unseen refreshed its Privacy Policy in 2018 to ensure it is fully compliant with the new General DataProtection Regulation (GDPR). We take our responsibilities inthis area very seriously and have implementedcompliance activities in data retention, cleansing and supporter privacy, consent, and preferencemanagement.

Unseen monitors all activity undertaken by members of its fundraising team and did not employ any thirdparties to conduct fundraising on our behalf.

Unseen's fundraising team members are members of the Institute of Fundraising and we fully abide by theircodes of conduct.

Fundraising complaints

In 2018, Unseen received three complaints from supporters which related to communication preferences.The team always take complaints very seriously and do their utmost to ensure supporters are listened to andare happy to be a part of our work. These issues were concluded satisfactorily, and we have updated ourprocesses accordingly.

Fundraising and protection of vulnerable people and members of the public

To protect vulnerable people and others from unreasonable intrusion on a person's privacy, unreasonablypersistent approaches or undue pressure to give, in the course of, or in connection with fundraising for thecharity, Unseen has an opt-in mechanism on all of its fundraising materials, so that supporters only receivecommunications from the charity of they give their consent, including communication type and channel.

Unseen only contacts individual supporters if it has consent or legitimate interest to do so. We will nevercontact or continue communication with an individual who we have reason to believe are vulnerable. Unseenhas not conducted wealth screening or bought 'cold' lists. Unseen does not conduct telephone, door to dooror street fundraising to the general public.

Governance and Management Information

Legal StatusUnseen is a Charitable Company Limited by Guarantee and governed by its Memorandum and Articles ofAssociation. There are therefore no shares in issue. In event of the company being wound up, the membersare required to contribute an amount not exceeding £1. Unseen is registered as a charity with the CharityCommission.

GovernanceDuring the year, the Trustees have considered the requirements of the Charity Governance Code and itsseven principles —leadership, integrity, decision making, risk and control, board effectiveness, diversity,openness and accountability and believe that these principles are consistent with the way in which theorganisation is governed.

The Trustees have identified a few recommendations which will be addressed during 2019 with the aim ofstrengthening further the governance processes of the Charity.

27

AppointmentDue the nature of the services Unseen provides; the board of Trustees seeks to appoint members who havea wide range of appropriate skills and knowledge of the sector that will allow them to govern and grow theCharity successfully.

Unseen has an experienced, knowledgeable, and diverse Trustee board with a range of skills and experienceincluding financial planning and advice, project management, human resources, management, health andsocial work, advocacy and partnership, policy knowledge, policing, law, fundraising and government strategy.

RecruitmentAn annual skills audit is conducted and allows the Trustees to identify potential gaps in the Board that canthen be suitably recruited for. The Charity's governing document permits a maximum of twelve Trustees.One third of Trustees (or the number nearest one third) must retire at each AGM, those longest in officeretiring first and the choice between any of equal service being made by drawing lots. A Trustee may bereappointed for a maximum of nine consecutive terms. However, the Trustees see immense value inensuring that new high calibre individuals are regularly added to the Board, bringing fresh prospective andskills to assist the Charity as it develops.

When a new Trustee joins the Board, there is an induction process, including visits to operations, a detailedfile of responsibilities, observer status at a Trustee Board meeting and an interview with the CEO and Chairof Trustees in advance of appointment for all new Trustees, and on-going training of the current Trustees.

DiversityThe Trustees recognise that having a board consisting of diverse individuals can support its effectiveness,leadership and enhance decision making through the consideration of a wide variety of prospectives,experience and skills.

Training has been provided to a number of Trustees so that as a Board we are aware of diversity and ourresponsibilities in this area. We seek to minimise barriers around the attendance of board meetings, forexample ensuring that meetings are held with full disabled access and that Trustee expenses are fullyreimbursed.

The make-up of the board is diverse in many ways, as was noted by the GSK IMPACT Awards during the duediligence process leading to their selection of Unseen as a 2018 winner. But the Trustees observe thatcurrently diversity is lacking in ethnic background. As an organisation we do not favour a quota approach tothe diversity issue and instead we focus on ensuring that the board is as diverse as possible within the needto recruit Trustees with the right skills and experience. To this end, during 2018 when seeking new Trustees,we have engaged a recruitment firm to identify possible candidates and ensure we are looking at individualsdrawn from a pool that is widerthan personal networks. In the coming year we will monitor the effectivenessof this development and consider if further actions are required to be implemented.

Meetings

Directors meet a minimum of three times a year in accordance with the Charity's governing document.

Organisational Structure and Executive TeamThe Trustees have appointed the CEO to oversee the running of the Charity through the Executive Team. Formatters significantly affecting the Charity's operations, decisions are discussed in detail by the ExecutiveTeam and the Board of Trustees together before a decision is made.

In relation to the setting of pay and remuneration of key management personnel, there is an approved pay-scaleand executive remuneration is approved by the Board of Trustees. A Remuneration Sub-Committee ofthe Board was established in 2016.

28

Going ConcernThe Financial Statements have been prepared on a going concern basis as the Trustees consider that thereare no material uncertainties about the Charity's ability to continue as a going concern. Net assets at thebalance sheet date were £845,943 and current assets at the balance sheet date were £810,453. At the yearend the balance of Cash and Bank balance held by the Charity was £849,687 and the level of Unrestrictedreserves is £737,257.

Therefore, based on the level of reserves held and budgets and forecasts prepared, the Trustees consider itappropriate to prepare the Financial Statements on the going concern basis.

After reviewing the Charity's budgets, projections and its reserves, the Trustees have a reasonableexpectation that the Charity has adequate resources to continue to operate for the foreseeable future. TheCharity therefore continues to adopt the going concern basis in preparing its financial statements.

Principal RisksTo achieve our vision, it is essential that we manage risks effectively.Our principal risks are:• Changes in political environment. There are a number of government led initiatives in play currently

including policy reviews of modern slavery and a re-tender for 2020 of the Adult care contractcurrently run by The Salvation Army.

• Securing sustainable funding. A key strategic aim for the Charity is to diversify income streams andmove towards a sustainable funding model. The Trustees are hopeful this will be achieved withinthree years with 2018 being the first year of this process.

• BREXIT. This presents a significant risk in terms of government funding for modern slavery, theGovernment's bandwidth to deal with issues other than Brexit and then the impact on fundraisingincome should it lead to an economic downturn.

The Trustees acknowledge their responsibility for the management and control of the organisation, andtherefore are involved in the key aspects of the risk management process. Risks are explicitly identified andconsidered as part of the Trustees' approach to making decisions, and an overall risk review activity isincluded in the Charity's annual governance calendar.

The major risks to the Charity have been reviewed during the year, and control systems and policies are inplace to ensure that risks are appropriately identified and managed at all levels of the organisation.

Under the direction of the Trustees, the Executive Team have carried out a review of all forms of insuranceto ensure that the cover provided is adequate for Unseen offices and secure accommodation needs. Thisreview will be revisited each year as the policies in place come up for renewal.

I n addition, we have outsourced key operational areas, such as HR and IT support to third parties who providerelevant expertise in these areas. As a result, the Trustees are confident that the organisation complies withcurrent legislation and effectively manages the related risks.

SafeguardingAs a values-led organisation we are committed to the safeguarding of children and vulnerable adults ineverything we do.

In 2018 the charity sector as a whole has focused on improving safeguarding standards. We have taken thisopportunity to review the processes that we have in place and seek to establish excellence in this area. Werecognise that our beneficiaries have often experienced horrific situations and therefore we are fullycommitted to maintaining a culture where any form of abuse is unacceptable.

29

Therefore, we have:• Reviewed our policies and procedures so that they clearly set out our standards and expectations of

staff and establish clear lines of responsibility and reporting.• Appointed a Trustee with responsibility for safeguarding.• Provided annual safeguarding training for all Trustees

I n addition, Disclosure and Barring Service (DBS) checks are carried out on all staff and volunteers who workwith vulnerable people being supported by Unseen. All Trustees and the Executive Team are subject to aDBS check.

GDPR

This year, the General Data Protection Regulation Act (GDPR) came into force. It is one of the world's mostcomprehensive data privacy laws with significant penalty for non-compliance including large fines as well asconsequential reputational damage and loss of public trust. As an organisation we are committed toembedding the principals of GDPR within all our operations. During 2018, we estimate that this process ofadoption had a financial cost in terms of staff time and salary costs of more than £20,000.

As a UK charity, all our data processing work is now subject to GDPR. We have therefore thoroughly reviewedall our data policies and procedures including:

• Auditing all data including where it comes from, our purpose for processing, how long we keepit and how we ensure its accuracy.

• Updating our privacy information and communicating with clients of our services, people whocontact the Modern Slavery Helpline, supporters and staff and volunteers.

• Reviewing our legal basis for collecting data and determining if consent is the most appropriatebasis. We have then updated our consent notices for beneficiaries of our services seeking toensure they are easy to understand and make clear the purposes for collecting different sets ofdata and ensuring we provide clear opportunities for a client to not give their consent.

• Bringing our incident response procedure and breach notification in line with the InformationCommissioner's Office requirements.

• Provide annual training for all staff on data privacy so that data protection is integral to our workacross the organisation.

• Undertaking a review of IT security across the organisation and introducing key controls such asencryption of all laptops and upgrading our firewall and virus/malware software to betterprevent the organisation from a data breach.

As an organisation we value the trust that the public and our beneficiaries place in us and we are fullycommitted to ensuring that we are good custodians of people's personal data. To this end we will continueto monitor our compliance with data protection laws and seek to implement improvements when identified.

PartnershipsUnseen continues to work closely in partnership with a range of statutory, law enforcement and non-governmental agencies, including:

• Home Office -Modern Slavery Unit• Police Forces across the UK• Modern Slavery Police Transformation Unit• Police and Crime Commissioners• UK Visa and Immigration• UK Border Force• Gangmasters and Labour Abuse Authority

30

• National Crime Agency: Modern Slavery and Human Trafficking Unit• TISC Report

• City Councils and local Authorities• Children's Services and Safeguarding Children and Adults Boards• Devolved Administrations• NHS

• Regional and Local Anti-Slavery Partnerships and their members (statutory, law enforcement, thirdsector)

• Local &national businesses• Other NGOs to develop and deliver services to survivors of modern slavery and trafficking

Unseen continued to be asub-contractor during 2018 for The Salvation Army, who are prime contractors forthe Home Office to provide support services to adult victims of human trafficking and modern slavery.

Unseen works closely with a range of corporate partners to deliver its services, including delivery of theModern Slavery Helpline and Resource Centre. Corporate partners in 2018 have included BT, Salesforce,Marks and Spencer, Next, Eversheds LLP, Clarke Willmott LLP, Segura and the Cordant Group.

Collaboration is a key value for Unseen as we recognise that we cannot achieve our vision without workingwith other partners across government —local and central, business, and public services.

Statement of Trustees' ResponsibilitiesThe Charity Trustees (who are also the Directors of Unseen (UK) for the purposes of company law) areresponsible for preparing the Trustees' Report and the Financial Statements in accordance with applicablelaw and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).Company law requires the Charity Trustees to prepare financial statements for each year which give a trueand fair view of the state of affairs of the Charitable Company and of the incoming resources and applicationof resources, including the income and expenditure, of the Charity for that year. In preparing the financialstatements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently• observe the methods and principles in the Charities SORP• make judgments and estimates that are reasonable and prudent• state whether applicable UK Accounting Standards have been followed, subject to any material

departures disclosed and explained in the financial statement• prepare the financial statements on the going concern basis unless it is inappropriate to presume

that the charity will continue in business

The Trustees have complied with section 17(5) of the Charities Act 2011 by having due regard to the CharityCommission's guidance on public benefit.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracyat any time the financial position of the Charitable Company and enable them to ensure that the financialstatements comply with the Companies Act 2006. They are also responsible for safeguarding the assets ofthe Charitable Company and hence for taking reasonable steps for the prevention and detection of fraud andother irregularities.

The Trustees confirm (to the best of their knowledge) that there is no information relevant to the audit thatthe auditors are unaware of. The Trustees also confirm they have taken every necessary step to ensure theythemselves are aware of all relevant financial information and that this information has been communicatedto the auditors.

31

AuditorsFollowing a competitive tender process, BDO LLP were appointed as auditors in November 2018 for the 2018financial year. A resolution for the appointment of auditors for the 2018 financial year was proposed andpassed at a meeting of Trustees on 2 February 2019. The charity has taken advantage of the exemptionsavailable to small companies and has not prepared a strategic review.

This report was approved by the Board of Trustees on 6 April 2019 and signed on their behalf by:

~~~~"f~c~CHAIR: DANIEL MORRIS

~--j TRUSTEE: STEVE DAYKIN

32

Administrative information

Charity Name:Unseen (UK) trading as Unseen

Company Number:06754171 (England and Wales)

Charity Number:1127620 (England and Wales)

Company Registered Office and Charity Address:First Floor, Deben House, 1-5 Lawrence Hill, Bristol, BS5 OBY

Subsidiary Undertakings:Business for the Unseen Limited (dormant, incorporated 27 November 2017)Back Into Work Limited (dormant, incorporated 8 March 2018)

Trustees:Daniel Morris —ChairDr Jan Birtle —Vice Chair (Appointed Vice Chair 6 October 2018)Samantha BurtFiona Boobyer (Stepped down 5 December 2018)Steve DaykinJonathan FrankCaroline Green (Stepped down 6 October 2018)Amanda Hamilton-Stanley (Stepped down 6 October 2018)Steven JeffriesRob TaylorAnny Tubbs (Appointed 6 April 2019)

Executive Team:Chief Executive Officer —Andrew Wallis OBEHelpline &Business Engagement Director —Justine CurrellSurvivor Services &Research Director— Kate GarbersFinance &Operations Director —Stuart Mellis

Patron:Levison Wood

Bankers:Bank of Scotland, Pentland House, 8 Lochside Avenue, Edinburgh EH12 9DJTriodos Bank UK, Deanery Road, Bristol BS1 5AS

Auditors:BDO LLP, Bridgewater House, Counterslip, Bristol BS1 66X

33

I g~O Company number: 06754171

INDEPENDENT AUDITOR'S REPORT TO TRUSTEES OF UNSEEN (UK)

OpinionWe have audited the financial statements of Unseen (UK) ("the Charitable Company")for the year ended 31December 2018 which comprise the Statement of Financial Activities, Balance Sheet, Cash Flow Statementand notes to the financial statements, including a summary of significant accounting policies. The financialreporting framework that has been applied in their preparation is applicable law and United KingdomAccounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standardapplicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice)6.

In our opinion, the financial statements:

• give a true and fair view of the state of the Charitable Company's affairs as at 31 December 2018 and ofincoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted AccountingPractice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinionWe conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) andapplicable law. Our responsibilities under those standards are further described in the Auditor'sresponsibilities for the audit of the financial statements section of our report. We are independent of theCharitable Company in accordance with the ethical requirements relevant to our audit of the financialstatements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethicalresponsibilities inaccordance with these requirements. We believe that the audit evidence we have obtainedis sufficient and appropriate to provide a basis for our opinion.

Conclusions related to going concernWe have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us toreport to you where:

• the Trustees' use of the going concern basis of accounting in the preparation of the financial statementsis not appropriate; or

• the Trustees have not disclosed in the financial statements any identified material uncertainties that maycast significant doubt about the Charitable Company's ability to continue to adopt the going concernbasis of accounting for a period of at least twelve months from the date when the financial statementsare authorised for issue.

Other informationThe other information comprises the information included in the Trustees Report, other than the financialstatements and our auditor's report thereon. The Trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and, except to the extentotherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

34

Ig~O Company number: 06754171

In connection with our audit of the financial statements, our responsibility is to read the other informationand, in doing so, consider whether the other information is materially inconsistent with the financialstatements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If weidentify such material inconsistencies or apparent material misstatements, we are required to determinewhether there is a material misstatement in the financial statements or a material misstatement of the otherinformation. If, based on the work we have performed, we conclude that there is a material misstatement ofthis other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006In our opinion, based on the work undertaken in the course of the audit:

the information given in the Trustees' Report, which includes the Directors' Report prepared for thepurposes of Company Law, for the financial year for which the financial statements are prepared isconsistent with the financial statements; and

• the Directors' Report, which are included in the Trustees' Report, has been prepared in accordance withapplicable legal requirements.

Matters on which we are required to report by exceptionIn the light of the knowledge and understanding of the Charitable Company and its environment obtained inthe course of the audit, we have not identified material misstatements in the Strategic report or the Trustee'sreport.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006requires us to report to you if, in our opinion;

• adequate accounting records have not been kept, or returns adequate for our audit have not beenreceived from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Directors' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the smallcompanies regime and take advantage of the small companies' exemptions in preparing the directors'report.

Responsibilities of TrusteesAs explained more fully in the Statement of Trustees' Responsibilities, the Trustees (who are also thedirectors of the charitable company for the purposes of company law) are responsible for the preparation ofthe financial statements and for being satisfied that they give a true and fair view, and for such internalcontrol as the Trustees determines is necessary to enable the preparation of financial statements that arefree from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Charitable Company'sability to continue as a going concern, disclosing, as applicable, matters related to going concern and using

35

Ig~O Company number: 06754171

the going concern basis of accounting unless the Trustees either intend to liquidate the Charitable Companyor to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statementsWe have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordancewith the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole arefree from material misstatement, whether due to fraud or error, and to issue an auditor's report that includesour opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conductedin accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements canarise from fraud or error and are considered material if, individually or in the aggregate, they couldreasonably be expected to influence the economic decisions of users taken on the basis of these financialstatements.

A further description of our responsibilities for the audit of the financial statements is located at the FinancialReporting Council's ("FRC's") website at: https://www.frc.org.uk/auditorsresponsibilities. This descriptionforms part of our auditor's report.

Use of our report

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

~ Do LLP

Heather Wheelhouse (Senior Statutory Auditor)For and on behalf of BDO LLP, statutory auditorBristolDate ~ (~ ~~L Zp~ ~

BDO LLP is a limited liability partnership registered in England and Wales (with registered numberOC305127).

36


Unseen (UK)

Statement of Financial Activities(including an Income and Expenditure Account)for the Year Ended 31 December 2018

INCOME FROM:Donations and legacies

Charitable activities:Supporting survivorsEquipping stakeholdersInfluencing society

Other trading activitiesOther incoming resources

Total income

EXPENDITURE ON:Raising funds


Total expenditure

NET INCOME/(EXPENDITURE)

Transfer between Funds

NET MOVEMENT IN FUNDS

RECONCILIATION OF FUNDS:Total funds brought forward

TOTAL FUNDS CARRIED FORWARD

2018Unrestricted Restricted Total

Funds Funds FundsNotes £ £ £

3 447,009 12,885 459,894

4 1,104,077 742,044 1,846,1214 68,679 - 68,6794 - - -

231 - 2317,266 - 7,266

1,627,262 754,929 2,382,191

5 142,364 - 142,364

5 637,966 1,293,832 1,931,7985 158,163 203,893 362,0565 78,803 10,461 89,264

1,017,296 1,508,186 2,525,482

609,966 (753,257) (143,291)

(380,881) 380,881 -

229,085 (372,376) (143,291)

508,172 481,062 989,234

737,257 108,686 845,943

The Statement of Financial Activities includes all gains and losses recognised in the year.

All income and expenditure is derived from the Charity's continuing activities.

The notes on pages 41 to 54 form part of these financial statements.

37


Unseen (UK)

Statement of Financial Activities(including an Income and Expenditure Account)for the Year Ended 31 December 2017

INCOME FROM:Donations and legacies


Other trading activitiesOther incoming resources

Total income

EXPENDITURE ON:Raising funds


Total expenditure

NET INCOME/(EXPENDITURE)

Transfer between Funds

NET MOVEMENT IN FUNDS

RECONCILIATION OF FUNDS:Totalfunds brought forward

2017Unrestricted Restricted Total

Funds Funds fundsNotes £ £ £

3 141,967 78,782 220,749

4 528,856 1,023,921 1,552,7774 22,302 - 22,3024 - - -

548 - 54819,938 2,800 22,738

713,611 1,105,503 1,819,114

5 115,703 - 115,703

5 257,453 1,253,142 1,510,5955 88,704 44,939 133,6435 56,862 - 56,862

518,722 1,298,081 1,816,803

194,889 (192,578) 2,311

(24,371) 24,371 -

170,518 (168,207) 2,311

337,654 649,269 986,923

TOTAL FUNDS CARRIED FORWARD 508,172 481,062 989,234

The Statement of Financial Activities includes all gains and losses recognised in the year.

All income and expenditure is derived from the Charity's continuing activities.


38


Unseen (UK)

Balance Sheet

as at 31 December 2018

Unrestricted Restricted Total Unrestricted Restricted TotalFunds Funds

2018 2017 2017 2017£ £ £ £

2 - - -35,488 10,215 22,077 32,292

Funds Funds

2018 2018Notes £ £

FIXED ASSETS

Investments 11 2 -Tangible assets 12 9,002 26,486

CURRENT ASSETS

Debtors 13Cash at bank and in

hand

CREDITORS

Amounts falling due 14within 1 year

NET CURRENT

ASSETS

TOTAL ASSETS LESS

CURRENT LIABILITIES

FUNDS OF THE

CHARITY

Unrestricted funds 15

Restricted funds 15

TOTAL FUNDS

9,004 26,486 35,490

114,275

660,354

73,142

189,333

187,417

849,687

774,629

(46,376)

262,475

(180,275)

1,037,104

(226,651)

728,253 82,200 810,453

737,257 108,686 845,943

737,257

-

-

108,686

737,257

108,686

10,215 22,077 32,292

37,069

484,218

195,216

486,365

232,285

970,583

521,287

(23,330)

681,581

(222,596)

1,202,868

(245,926)

497,957 458,985 956,942

508,172 481,062 989,234

508,172

-

-

481,062

508,172

481,062

737,257 108,686 845,943 508,172 481,062 989,234

The financial statements are prepared in accordance with the special provisions of Part 15of the Companies Act 2006 relating to small companies.


The financial statements were approved by the Board of Trustees on 6 April 2018 andwere signed on its behalf by:

W y \w`' UV vv1~ __ - -

CHAIR: DANIEL MORRIS ~STEE: STEVE DAYKIN

39

Unseen (UK)

Statement of Cash Flowsfor the Year Ended 31 December 2018

Cash (used in)/ provided by OperatingActivities

Cash Flows from Investing ActivitiesPurchase of tangible fixed assets

(Decrease)/ Increase in cash and cashequivalents in the year

Cash and cash equivalents at the beginningof the yearTOTAL CASH AND CASH EQUIVALENTS ATTHE YEAR END

Analysis of Cash and Cash Equivalents

Cash and cash equivalents

Total cash and cash equivalents

2018 2017

£ £

(94,223) 33,161

(26,673) (20,462)

(120,896) 12,699

970,583 957,884

849,687 970,583

2018

849,687

2017

970,583

849,687 970,583

Reconciliation of net movement in funds to net cash flow from operating activities

2018 2017£ £

Net (expenditure)/ income for the year (143,291) 2,311Depreciation charge for the year 18,954 9,005loss on disposal of fixed assets 4,523 -Decrease/ (increase) in debtors 44,867 (125,215)(Decrease)/ increase in creditors (19,276) 147,060

Net cash (used in)/ provided by operating activities (94,223) 33,161


40

Unseen (UK)

Notes to the Financial Statementsfor the Year Ended 31 December 2018

1. ACCOUNTING POLICIES

Unseen (UK) is a Charitable Company limited by guarantee and incorporated in England and Wales.

The Registered Office is 103 First Floor, Deben House, 1-5 Lawrence Hill, Bristol, BS5 OBY.

The principal activities of the Charity are the provision of help and assistance for those who are victims

of human trafficking and raising awareness of human trafficking locally, regionally and nationally.

Statement of Compliance and Accounting Conventions

The Financial Statements have been prepared in accordance with Accounting and Reporting by

Charities: Statement of Recommended Practice applicable to charities preparing their accounts in

accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland ((FRS102) (Charities SORP (FRS 102)) and the Companies Act 2006.

Unseen (UK) meets the definition of a public benefit entity under FRS 102. Assets and liabilities areinitially recognised at historical cost or transaction value unless otherwise stated in the relevantaccounting policy notes set out below. The Financial Statements are prepared in sterling which is thefunctional currency of the Charity. Monetary amounts in these Financial Statements are rounded tothe nearest £.

Preparation of the accounts on a going concern basisThe Financial Statements have been prepared on a going concern basis as the Trustees consider thatthere are no material uncertainties about the Charity's ability to continue as a going concern. Netcurrent assets at the balance sheet date are £810,453 and include a Cash and Bank balance of£849,687. Therefore, based on the level of reserves held and budgets and forecasts prepared, theTrustees consider it appropriate to prepare the Financial Statements on the going concern basis.

Income

Income is recognised when the Charity has entitlement to the funds, any performance conditions

attached to the income have been met, it is probable that the income will be received and the amount

can be measured reliably.

Income from government and other grants, whether'capital' grants or ̀revenue' grants, is recognisedwhen the Charity has entitlement to the funds, any performance conditions attached to the grantshave been met, it is probable that the income will be received, and the amount can be measuredreliably. Amounts received which are not yet recognised are classified as deferred income.

Investment income is included when receivable.

Incoming resources from charitable trading activities are accounted for when earned.

41

Unseen (UK)

Notes to the Financial Statements -continuedfor the Year Ended 31 December 2018

1. ACCOUNTING POLICIES —continued

Donated services and facilitiesDonated services and donated facilities are recognised as income when the Charity has control overthe item, any conditions associated with the donated item have been met, the receipt of economicbenefit from the use by the Charity of the item is probable and that economic benefit can be measuredreliably. On receipt, donated services and donated facilities are recognised on the basis of the valueof the gift to the Charity which is the amount the Charity would have been willing to pay to obtainservices or facilities of equivalent economic benefit on the open market; a corresponding amount isthen recognised in expenditure in the period of receipt.

I n accordance with the Charities SORP (FRS 102), the general volunteer time of the supporters is notincluded as income. Refer to the Trustees' Report for information about volunteers' contributions.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a thirdparty, it is probable that settlement will be required and the amount ofthe obligation can be measuredreliably. Expenditure is classified under the following activity headings:

Costs of raising funds comprise the costs associated with attracting voluntary income.

Expenditure on charitable activities comprises those costs incurred by the Charity in the delivery of itsactivities and services for its beneficiaries. It includes both costs that can be allocated directly to suchactivities and those costs of an indirect nature necessary to support them.

Irrecoverable VAT is charged as a cost against the charity activity for which the expenditure wasincurred.

Allocation of support costsSupport costs are those functions that assist the work of the Charity but do not directly undertakecharitable activities. Support costs include back office costs, finance, IT, personnel, payroll andgovernance costs which support the activities of the Charity. These costs have been allocated betweencost of raising funds and expenditure on charitable activities. The basis on which support costs havebeen allocated are set out in note 6.

Investments in subsidiariesInvestments in subsidiaries are held at cost.

Tangible fixed assetsIndividual fixed assets costing more than £250 are capitalised at cost. Depreciation is provided at thefollowing annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings Straight line basis over 3 yearsComputers equipment Straight line basis over 3 years

Debtors

Other debtors are recognised at the settlement amount. Prepayments are valued at the amountprepaid.

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1. ACCOUNTING POLICIES —continued

CashCash at bank and cash in hand includes cash and short term highly liquid investments with a maturityof three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisionsCreditors and provisions are recognised where the Charity has a present obligation resulting from apast event that will probably result in the transfer of funds to a third party and the amount due tosettle the obligation can be measured or estimated reliably. Creditors and provisions are normallyrecognised at their settlement amount.

Financial instrumentsThe Charity only has financial assets and financial liabilities of a kind that qualify as basic financialinstruments. Basic financial instruments are initially recognised at transaction value and subsequentlymeasured at their settlement value.

TaxationThe Charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to itscharitable objects.

Operating lease commitmentsRentals applicable to operating leases where substantially all of the benefits and risks of ownershipremain with the lessor are charged in the Statement of Financial Activities on a straight line basis overthe period of the lease.

Fund accountingUnrestricted funds are available to spend on activities that further any of the purposes of Charity.

Restricted funds are donations or grants which the donor or grant body has specified are to be solelyused for particular areas of the Charity's work or for specific projects being undertaken by the Charity.

Judgements and estimatesKey accounting judgements and assumptions are continually evaluated and are based in historicalexperience and other factors, including expectations of future events that are believed to bereasonable under the circumstances. The resulting accounting estimates will, by definition, seldomequal the related actual results. The Trustees believe that the most significant area of estimationrelates to the recognition of grant income. The policy applied is outlined above in this accountingpolicies note.

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2. LEGAL STATUS OF THE CHARITY

The charity is a Company limited by guarantee and has no share capital. The liability of each memberin the event of winding up is limited to £1.

3. DONATIONS AND LEGACIES

2018 2017£ £

Donations 454,701 216,446Sponsor a room 5,193 4,303

459,894 220,749

During the year, contributions were received towards the running of charity and certain activities thecharity undertakes. Of the £459,894 (2017: £220,749) received in 2018, £447,009 is included withinunrestricted funds and £12,885 has been received that is restricted to specific projects (2017:£141,967 and £78,782 respectively).

The Charity benefits greatly from the involvement and enthusiastic support of its many volunteers,details of which are given in our annual report. In accordance with FRS 102 and the Charities SORP(FRS 102), the economic contribution of general volunteers is not included as income in the accounts.

4. INCOME

Supporting Equipping Influencingsurvivors stakeholders society 2018 2017

£ £ £ £ £Service income 715,097 33,737 - 748,834 490,654Training - 34,942 - 34,942 22,302Grants received 1,131,024 - - 1,131,024 1,062,123

1,846,121 68,679 - 1,914,800 1,575,079

Of the £1,914,800 (2017: 1,575,079) receivable in 2018, £1,172,756 is included within unrestrictedfunds and £742,044 which is restricted to specific projects (2017: £551,158 and £1,023,921respectively).

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4. INCOME (Continued)

During the year to 31 December 2018 the following Trusts funds and other institutions supported thework of the Charity and the amounts below are included in grants received above:

2018 2017£ £

Avon &Somerset Police &Crime Commissioner 48,534 38,534Bedfordshire Police &Crime Commissioner 33,311 20,538Big Potential 14,970 14,970Bristol City Council -Public Health 10,000 17,000Bristol CITY -Impact Fund 34,995 22,498Burden Trust 6,000 6,000Comic Relief - 22,478Emmanuel Kaye Foundation 30,000 30,000European Union 71,887 53,915Garfield Weston Foundation - 15,000Google.org - 250,000GSK Impact Awards 30,000 -Home Office 143,472 118,101Lloyds Bank Foundation for England and Wales 22,917 25,000Monsoon Trust - 50,000Nisbets Charitable Trust 20,000 20,000Peoples Postcode Lottery 7,775 -Quartet Community Foundation 2,500 -Rayne Foundation 5,900 23,600RH Southern Trust 50,000 -Spielman Charitable Trust 10,000 -SuffolkPolice &Crime Commissioner 12,185 -The Big Lottery -Men's safehouse 137,757 147,455The Big Lottery- Women's safehouse &Resettlement, Integration and 97,121 128,455Outreach

The Odin Charitable Trust 10,000 -The Peter Stebbings Memorial Charity 5,000 -The 29th May 1961 Charitable Trust 10,000 -West Yorkshire Police &Crime Commissioner 4,840 -Anonymous grants 307,500 20,000Other grants (individually < £2,500) 4,360 38,579

1,131,024 1,062,123

Of the £1,131,024 (2017: 1,062,123) receivable in 2018, £388,980 is included within unrestrictedfunds and £742,044 which is restricted to specific projects (2017: £39,540 and £1,022,583respectively).

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5. EXPENDITURE

Raising funds

2018 2017£ £

Direct fundraising costs 4,464 19,511Premises costs 8,687 8,981Staffing costs 127,062 83,084Office costs and communications 1,613 4,008Professional fees 216 109Depreciation 322 10

142, 364 115,703

Expenditure on charitableactivities Supporting Equipping Influencing

survivors stakeholders society 2018 2017£ £ £ £ £

Staff and contractor costs 1,281,888 250,123 70,554 1,602,565 1,102,785Staff other costs 29,809 2,296 - 32,105 16,086Staff travel 35,234 27,236 8,977 71,447 56,384Training costs - 190 - 190 -Activities costs 6,137 588 - 6,725 1,752Counselling costs 2,536 - - 2,536 490Victim NRM costs 70,874 900 - 71,774 75,001Interpreting costs 13,527 324 - 13,851 6,169Medical costs 189 - - 189 54Subscriptions 241 83 - 324 1,486CRB checks 386 - - 386 1,754Venue hire 1,681 2,306 - 3,987 827Property costs 123,801 1,260 - 125,061 121,862Heat, light and insurance 5,036 138 - 5,174 3,317General premises costs 15,390 2 - 15,392 22,261Waste disposal and cleaning 3,721 - - 3,721 4,566IT costs 44,185 10,170 - 54,355 10,456Printing, postage, stationery andadvertising 5,212 26,319 432 31,963 30,543Telephone 31,373 1,571 871 33,815 29,245Professional fees and outsourced 62,954 5,085 - 68,039 26,772service costsDepreciation 15,191 - - 15,191 7,181Support costs (note 6) 157,919 28,968 7,297 194,184 150,970Governance (note 6) 24,514 4,497 1,133 30,144 31,139

1,931,798 362,056 89,264 2,383,118 1,701,100

Of the £2,383,118 (2017: £1,701,100) expenditure in 2018, £874,932 has been charged to unrestrictedfunds and £1,508,186 has been charged to restricted funds (2017: £403,019 and £1,298,081respectively).

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6.

7

ALLOCATION OF SUPPORT COSTS AND OVERHEADS

The Charity identifies the costs of its support functions. It then identifies those costs which relate tothe governance function. Governance costs and other support costs are apportioned separately

between the three key charitable activities undertake (see note 5) in the year. The table below givesthe basis for the apportionment and the analysis of support and governance costs.

Premises costsStaffing costsOffice costs and commsProfessional feesDepreciationFinance costsAuditor's remunerationTrustees' expenses

Support Governance Basis ofcosts costs Totals apportionment

£ £ £18,488 - 18,488 Time spent

117,654 19,637 137,291 Time spent

52,040 1,218 53,258 Time spent

(2,921) 831 (2,090) Time spent

3,553 - 3,553 Time spent

5,370 - 5,370 Time spent

- 8,000 8,000 Direct

- 458 458 Direct

194,184 30,144 224,328

Basis of apportionmentThe support costs listed above have been allocated to the various expenditure headings where either

the expenditure has been directly incurred on the activity or apportioned based on staff time.

STAFF COSTS

The total staff cost for the Company for the year was £1,797,534 (2017: £1,250,086) and comprisesthe following items:

Wages and salariesSocial security costsPension costs

2018 2017£ £

1,624,957 1,135,829132,759 92,11839,818 22,139

1,797,534 1,250,086

Unseen employs 30 full-time and 31 part-time staff members at the Women's and Men's Safehouses,Resettlement, Integration and Outreach service, Children's House and the Modern Slavery Helpline(2017: 19 and 43 respectively) and 11 full time and 9 part-time staff members in leadership andoperations (2017: 7 and 7 respectively). No (2017: One) employee is paid over £60,000 but less than

£70,000 per annum and two (2017: One) employees are paid over £70,000 but less than £80,000 perannum.

The Trustees acknowledge key management personnel within the organisation (the Executive Team),

namely the Chief Executive Officer and three Directors making up the Executive team. Costs incurredduring 2018 on the Executive Team amount to £297,541 (2017: £217,762). This increase representsthe full year impact of the increase to 4 full time equivalents from 3 in October 2017.

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8. TRUSTEES' REMUNERATION AND BENEFITS

There was no remuneration nor other benefits paid to Trustees for their governance duties during theyear ended 31 December 2018 nor for the year ended 31 December 2017.

Trustees' expenses

The total expenses paid to the trustees for the year ended 31 December 2018 were £795 (2017: f858)

and comprises the following items:

2018 2017

£ £

Travel and subsistence 795 858

Expenses of 4 trustees were reimbursed in 2018 (2017: 3 trustees).

9. OPERATING LEASE COMMITMENTS

At 31 December the Charity had future minimum lease payments under non-cancellable operating

leases as follows:

Expiring within one yearExpiring within 2-5 yearsExpiring in greater than 5 years

10. NET INCOMING RESOURCES

Net resources are stated after charging:

2018 2017£ £

29,806 12,23438,496 6,878107,200 213,600

175,502 232,712

2018 2017£ £

Auditor's remuneration —audit of the financial statements 8,000 3,000Auditor's remuneration —non-audit services - 1,320Depreciation of owned fixed assets 18,954 9,005Loss on disposal of fixed assets 4,523 -Operating lease expenditure 141,778 125,215Bad debt expense 5,373

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COSTAt 1 January 2018 -Additions 2At 31 December 2018 2

The Charity has two dormant subsidiaries. For both companies, the Charity owns 100% of the issuedequity share capital. The subsidiaries are:

Business for the Unseen Limited (Company number: 11083594 and date of incorporation: 27November 2017)Back Into Work Limited (Company number: 11247207 and date of incorporation: 8 March 2018)

Both companies have a registered address of First Floor, Deben House, 1-5 Lawrence Hill, Bristol, BS5OBY.

Neither of these undertakings have traded during 2018 so income and expenditure for both is £nil.At 31 December 2018, both have net assets of £1.

12. TANGIBLE FIXED ASSETSFixtures and Computer

fittings equipment Total£ £ £

COSTAt 1 January 2018 13,121 41,689 54,810Additions 529 26,144 26,673Disposals (7,400) - (7,400)

At 31 December 2018 6,250 67,833 74,083

DEPRECIATIONAs at 1 January 2018 3,458 19,060 22,518Charge for the year 3,798 15,156 18,954Disposals (2,877) - (2,877)

At 31 December 2018 4,379 34,216 38,595

NET BOOK VALUEAt 31 December 2017 9,663 22,629 32,292

At 31 December 2018 1,871 33,617 35,488

The depreciation charge for the year is recognised within support costs and overheads.

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13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2018 2017

£ £

Trade debtors 79,846 54,963

Other debtors 20,200 4,044

Prepayments and accrued income 87,371 173,278

187,417 232,285

14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2018 2017

£ £

Trade creditors 32,176 47,055

Other taxes and social security costs 41,412 29,898

Other creditors 13,847 5,566

Amounts due to group undertakings 2 -

Accrualsand deferred income 139,212 166,245

226,649 248,764

The movement on the deferred income account was as follows:

2018 2017£ £

At 1 January 149,512 22,471

Amounts released to income (149,512) (22,471)

Additions during the year 125,371 149,512

At 31 December 125,371 149,512

As explained in the accounting policies note (note 1), grant receipts are deferred until the criteria for

recognition as income are met. These criteria include consideration of whether performance

conditions attached to the income have been met.

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15. MOVEMENT IN FUNDS

At 1 At 31January Incoming Resources December2018 resources expended Transfers 2018

£ £ £ £ £Unrestricted fundsGeneral fund 508,172 1,627,262 (1,017,296) (380,881) 737,257

508,172 1,627,262 (1,017,296) (380,881) 737,257

Restricted fundsUnseen Women's Safehouse 1,000 87,703 (88,703) - -Anti-Slavery Partnership(ASP) 3,111 10,000 (10,462) - 2,649Resettlement &IntegrationProject 9,104 130,037 (139,141) - -

Unseen Children's House 203,353 214,591 (337,833) - 80,111Unseen Men's Safehouse 3,440 139,832 (143,272) - -Support Team Fund 35,571 - (35,428) - 143Helpline 216,236 12,655 (564,517) 335,626 -Contribution to Director's - 22,917 (22,917) - -salary

Bedfordshire Anti-Slavery 9,247 33,311 (29,553) - 13,005Partnership

Business for the Unseen - 14,970 (5,695) - 9,275Victim Case ManagementSystem (PE-VCMS) - 71,888 (117,143) 45,255 -Suffolk PCC Fund - 12,185 (9,724) - 2,461West Yorkshire PCC Fund - 4,840 (3,798) - 1,042

481,062 754,929 (1,508,186) 380,881 108,686

TOTAL FUNDS 989,234 2,382,191 (2,525,482) - 845,943

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15. MOVEMENT IN FUNDS (Continued)

At 1 At 31January Incoming Resources December2017 resources expended Transfers 2017

£ £ £ £ £Unrestricted fundsGeneral fund 337,654 713,611 (518,722) (24,371) 508,172

337,654 713,611 (518,722) (24,371) 508,172

Restricted funds

Unseen Women's Safehouse 28,424 130,320 (157,744) - 1,000Anti-Slavery Partnership

(ASP) 5,615 18,220 (20,724) - 3,111Resettlement &IntegrationProject 14,222 132,248 (137,366) - 9,104

Unseen Children's House 148,048 179,700 (124,395) - 203,353Unseen Men's Safehouse 78,857 149,620 (225,037) - 3,440SupportTeam Fund 35,571 - - - 35,571Helpline 338,532 385,772 (508,068) - 216,236Contribution to MD salary - 25,000 (25,000) - -Jordan - - (1,689) 1,689 -Bedfordshire Anti-Slavery - 20,538 (11,291) - 9,247PartnershipBusiness for the Unseen - 10,170 (10,782) 612 -Victim Case ManagementSystem (PE-VCMS) - 53,915 (75,985) 22,070 -

649,269 1,105,503 (1,298,081) 24,371 481,062

TOTAL FUNDS 9g6,923 1,819,114 (1,816,803) - 989,234

Details of Restricted Funds

Unseen Women's Safehouse: A 24-hour staffed safe-house for women who have sufferedexploitation and trafficking.

Anti-Slavery Partnership (ASP): A collaboration between Unseen, SW Regional policeauthorities, Bristol City Council and other partners to discover and respond to, incidents ofhuman trafficking and exploitation.

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15. MOVEMENT IN FUNDS (Continued)

Resettlement &Integration Project: Resettlement, outreach and integration project formen and women who have survived trafficking and exploitation.Unseen Men's Safehouse: A 24-hour staffed safe-house for men who have sufferedexploitation and trafficking.

Unseen Children's House: Funds received to provide a 24-hour staffed house for childrenwho are potential victims of exploitation and trafficking. This project launched in 2017with our first children received during 2018.Support Team Fund: Funds received to deliver modern slavery and human traffickingtraining to the hospitality industry.

Helpline: Funds received to set-up the independent and confidential UK Modern SlaveryHelpline service.

Contribution to Director's salary: Funds received to support the salary of one of theExecutive team.

Bedfordshire Anti-Slavery Partnership: A collaboration between Unseen, regional policeauthorities, business and schools to raise awareness of incidents of human trafficking andexploitation.

Business for the Unseen: Funds received to research and establish a consultancy to workwith businesses to address their responsibilities under the Modern Slavery Act.Victim Case Management System: Funds received from the EU to build an online casemanagement system for victims of modern slavery.

Suffolk PCC Fund: Funding from Suffolk Police &Crime Commissioner to provide schooltraining, frontline awareness and a business conference in Suffolk.

West Yorkshire PCC Fund: Funding from West Yorkshire Police &Crime Commissioner toprovide school training in West Yorkshire.

During the year, the Charity has made a transfer from unrealised reserves to fully coverdeficits that arose in the year in two restricted reserves. The amounts transferred byreserve were Helpline (£335,626) and the Victim Case Management System (£45,255).

16. FINANCIAL INSTRUMENTS

The fair value of financial instruments is not deemed to be materially different to theamortised cost. As such, no fair value gains or losses have been recognised.

Financial assets carried at amortised cost

Financial liabilities carried at amortised cost

2018 2017

£ £

1,015,031 1,167,997

(46,704) (69,354)

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16. FINANCIAL INSTRUMENTS (Continued)

Financial assets carried at amortised costs comprise, trade debtors, other debtors andcash at bank.

Financial liabilities carried at amortised costs comprise trade creditors, accruals and othercreditors.

17. RELATED PARTY TRANSACTIONS

There have been no related party transactions in the period which require disclosure(2017: nil). See note 8 for details of transactions with Trustees.

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