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← International Medical Corps (UK)

2025-06-30-accounts

INTERNATIONAL MEDICAL CORPS (UK) 2024/2025 ANNUAL REPORT Company Registration No. 04474904

DEMOCRATIC REPUBLIC OF THE CONGO

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05 ANNUAL MESSAGE

06 ABOUT US

Our Mission

Our Approach

Our Programs

Training

16 INTERNATIONAL MEDICAL CORPS (UK) IN 2024

By the Numbers

Where We Work

Milestones

Partnerships

26 LEADERSHIP

International Medical Corps (UK) is an international humanitarian non-governmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a US-registered non-profit organisation, and International Medical Corps Croatia, a Croatian non-profit association that share the same mission. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes in accordance with the terms and conditions of its grants.

Throughout the document, where references to "affiliates" (in plural) are made, they refer to International Medical Corps and International Medical Corps Croatia.

Unless otherwise stated, projects and their statistics referred to in the first part of this report (pages 1-27) are the results of combined International Medical Corps (UK), International Medical Corps and International Medical Corps Croatia global efforts in calendar year 2024 and do not form part of the statutory annual report. Projects and their statistics referred to in the second part of this report (pages 28-73) represent the work of International Medical Corps (UK) only, and covers the 12-month period to 30 June 2025 and forms part of the statutory financial statements and trustees report.

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TO OUR SUPPORTERS

Last year, we celebrated a significant milestone—with the founding of International Medical Corps in the United States 40 years ago, we have been saving lives and relieving suffering in countries around the world ever since. With your support, we have provided lifesaving healthcare to millions worldwide, from our first programmes in Afghanistan in 1984 to our global reach today. Thank you for making this journey possible.

With your help, we reach communities struck by conflict, disaster and disease when they need us most. Over the past four-plus decades, we have worked in more than 85 countries and delivered more than $5 billion in services and training to millions worldwide through our global International Medical Corps team. In 2024 alone, your support enabled us to directly help more than 15.1 million people.

For example, you helped us provide lifesaving nutrition services to millions across Sudan, where conflict has created the world’s largest displacement crisis, and where more than half the population is experiencing acute hunger. We also offered critical maternal health and nutrition services, as well as training, in countries with high maternal and infant mortality rates—for example, in the Central African Republic, the Democratic Republic of the Congo, Somalia, South Sudan and elsewhere.

In South Sudan, our women’s and girls’ safe spaces (WGSSs) and community-led initiatives helped women and girls feel safe and supported. Through the South Sudan Humanitarian and Resilience Programme, in the first half of 2025, we engaged with more than 65,000 women and girls across our 17 WGSSs. In these safe spaces, we offered case management, psychosocial support, skills training and opportunities to build strong peer networks. We also continued to foster resilience and independence through village savings schemes, loan associations and livelihood programmes that strengthen women’s economic participation and leadership in their communities. We engaged men and

boys as allies and worked with local leaders and the government to shift harmful social norms and build systems that protect women’s rights. Together, these efforts have created safer, more inclusive communities where women and girls can realise their full potential.

And we continued providing essential services to conflict-affected communities across the Middle East. In Gaza, through our two field hospitals, International Medical Corps has delivered lifesaving care—including emergency, trauma, surgical, nutrition, maternal and newborn health, clean water and sanitation services— to more than 400,000 civilians affected by the war. Our dedicated teams also delivered vital health services and training in Iraq, Jordan, Lebanon, Syria and Yemen.

Training continues to be the cornerstone of our mission, enabling us to help communities survive today’s challenges whilst preparing them for future ones. For example, in Ukraine, we continued our seven-part emergency- and trauma-care training programme. We also trained family doctors and general practitioners to address chronic diseases that are often neglected in times of war, and provided psychological first-aid training to civilians, as well as the health workers who care for them—enabling these caregivers to continue their work during difficult times.

Thanks to your generous support, our teams are providing lifesaving care in some of the most difficult and dangerous environments around the world. Because of you, we can continue our lifesaving work, and bring hope and healing to vulnerable families worldwide. For that, we’re forever grateful.

Andrew W. Géczy Chairman International Medical Corps (UK) a

David Eastman Managing Director International Medical Corps (UK)

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OUR MISSION

WE ARE A GLOBAL FIRST RESPONDER

We deliver emergency healthcare and other essential services to those affected by conflict, natural disaster or disease. We do this no matter where they are in the world or what the conditions may be. We also train people in their own communities, providing them with the skills they need to recover, build selfreliance and shape their future—enabling them to become effective first responders themselves.

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OUR APPROACH

SPEED SAVES LIVES

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Our emergency response teams deploy quickly to help those in great need—often arriving within hours, even in the most remote and challenging environments.

DEMOCRATIC REPUBLIC OF THE CONGO

We draw on our experience gained over 40+ years of responding to disasters in more than 85 countries on six continents. Our staff includes physicians and nurses trained in emergency medicine, supported by specialists in vital healthcare services that range from women and children's health, to nutrition, to mental health and psychosocial support, to protection, to water, sanitation and hygiene, and more.

Our emergency response teams mobilise in the initial hours following a disaster, because speed saves lives. As conditions improve in the weeks that follow, we remain and partner with local communities to help them build a better future. The key to our approach is training, which we use to transfer the latest knowledge and skills into local hands. We strengthen local health systems and work with community leaders, hire and train local staff, develop partnerships and constantly evaluate our progress to ensure quality outcomes.

With thousands of staff members worldwide, 96% of whom are recruited locally, our approach ensures that the knowledge and tools required to prepare for—and respond to—future emergencies are deeply rooted in the community. We work to ensure that if disaster strikes again, residents can be their own first responders.

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OUR PROGRAMS

In 2024–25, our teams worldwide continued to respond to conflicts and disasters. In the face of these challenges, we delivered lifesaving services and training to affected communities in hard-to-reach areas and under challenging conditions.

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Emergency Response and Preparedness

Escalating conflict, economic crises and mass displacement have intensified humanitarian needs across the Middle East and Europe. International Medical Corps continued largescale emergency responses across the region. In Gaza, we operated two field hospitals offering trauma, surgical and maternal care, and offered mobile triage near displacement sites. Our teams reached 477,468 patients in these field hospitals with lifesaving services amidst the ongoing conflict and displacement. In Syria, mobile medical teams provided emergency care to 425,097 people and supported referrals to fixed facilities. Additionally, we provided immediate medical assistance and non-food items to hundreds of thousands of people across the region.

Nutrition and Food Security

In Cameroon, Ethiopia, Jordan, Mali, Nigeria and Syria, we screened 273,937 children under 5 for malnutrition, whilst in Ethiopia and Jordan, we also screened 24,625 pregnant and lactating women for malnutrition. In Syria and Yemen, we admitted 20,177 children under 5 to our therapeutic and supplementary-feeding programme. In Cameroon, Chad, Ethiopia, Nigeria, Syria and Yemen, we provided infant and young-child feeding counselling to 475,185 caregivers. In Venezuela, we delivered 92,613 food baskets to more than 46,300 people across 55 schools in Delta Amacuro state, strengthening food security and improving school attendance.

Health Services Support

In Cameroon, Jordan, Lebanon and Mali, we provided primary healthcare consultations to 243,513 people. Additionally, in Jordan’s Azraq and Zaatari refugee camps, we conducted 630 surgeries and 69,350 laboratory tests whilst providing 25,981 paediatric consultations. In Ukraine, we provided 11 health facilities with 7,584 items of medical supplies and essential pharmaceutical equipment and operated four mobile medical teams to restore services in frontline areas. In the Central African Republic, we conducted 2,872,934 malaria tests and treated 1,984,495 cases of uncomplicated malaria.

Mental Health and Psychosocial Support (MHPSS)

We integrated MHPSS into primary healthcare across Cameroon, Jordan, Lebanon and Ukraine, providing more than 63,000 mental health consultations. In Afghanistan, we reached 23,531 people with MHPSS awareness messaging, and in Mali, 5,536 women participated in psychosocial support activities in safe spaces for women and girls.

Water, Sanitation and Hygiene

In Syria, we repaired and rehabilitated water systems, delivering 25 million litres of safe water. This intervention, paired with infection prevention and control support in field hospitals and health centres, helped prevent disease outbreaks. In Gaza, Yemen and Zimbabwe, rehabilitation of water systems helped 89,016 people access safe water, whilst in Cameroon, Gaza, Yemen and Zimbabwe, we reached 115,763 people with hygiene-promotion activities.

Maternal and Child Health

In Cameroon, Gaza, the Central African Republic and Yemen, we supported 12,631 deliveries through skilled birth attendants, and provided antenatal consultations to 23,347 women. In both countries, we vaccinated 56,958 children against common childhood illnesses, such as polio and measles. In the Central African Republic, we supported 69 students in a two-year Auxiliary Midwifery Certification program, providing them with uniforms and classroom supplies.

Violence Against Women and Girls (VAWG)

In Cameroon, Gaza, Lebanon, Nigeria and Yemen, we provided awareness sessions on prevention of VAWG to 183,920 people, and in Cameroon, Lebanon and Nigeria, we provided dignity kits to 1,116 women and girls. In South Sudan, we engaged with more than 65,000 women and girls across 17 women’s and girls’ safe spaces between January and June 2025. In Nigeria, 180 girls completed a 12-week life-skills session to build their confidence and interpersonal skills, whilst we engaged with 100 men and 120 adolescent boys to foster behavioural change.

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EGYPT

GLOBALLY, 145,240 IN 2024, people through 1,365 training sessions WE TRAINED: covering a range of health-related issues.

people through 1,365 training sessions covering a range of health-related issues.

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TRAINING

DECADES OF PROVIDING TRAINING

For more than 40 years, we’ve provided training to help communities move from relief to selfreliance. For example, we train nurses and midwives in countries with high maternal and newborn mortality rates to help ensure that the next generation arrives in our world safely.

8,382

1,054

people in infection prevention and control measures.

people in maternal and newborn healthcare strategies.

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TRAINING

Sudan

Sudan is in crisis. The country is consumed by a civil war, and 25.6 million people—more than half of its population—are experiencing acute hunger. Ongoing fighting has led to mass displacement, indiscriminate bombardment of civilian areas, and widespread damage and destruction of civilian infrastructure, compounded by outbreaks of disease and impending famine. In response, International Medical Corps has broadened the scope of the training we provide there, ensuring that frontline service providers—including community leaders— can better support their communities in the face of these challenges. Last year, we provided training on

how to diagnose and treat malnutrition and common diseases, including life-threatening cases of diarrhoea, pneumonia and malaria among children. We trained local health workers in disease surveillance and outbreak response, conducted psychological firstaid training for hundreds of participants across seven states, and trained community leaders, local partners and health workers on how to prevent and respond to violence against women and girls—including how to help survivors and provide ongoing case management. Thanks to these vital training sessions, more people are able to access urgently needed services, despite the country’s fractured healthcare system.

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Ukraine

As the conflict in Ukraine escalated after February 2022, International Medical Corps increased its training and capacity-building in response. As attacks have battered cities, causing destruction that harms civilians, the number of trauma patients has grown. To help ensure that frontline healthcare workers know the latest lifesaving techniques for responding to such emergencies, International Medical Corps has conducted a seven-part emergency- and trauma-care training program.

We have also provided training to doctors facing a new problem: patients in the Kherson and Mykolaiv regions whose chronic diseases were neglected during conflict, leading to an increase in heart attacks and strokes. In response, International Medical Corps trained doctors to help them address such chronic conditions—and save lives—in a war zone. Finally, our team has also provided psychological first-aid training to health workers and civilians across the country.

Central African Republic (CAR)

International Medical Corps is training the next generation of midwives in CAR. In partnership with the Ministries of Health and Higher Education, we opened the Bria Annex Institute in 2024 to train health professionals in this lifesaving role. The school will increase the number of skilled birth attendants—especially in remote areas— whilst improving access to maternal health services and critical care for women and children, leading to reduced mortality rates in CAR.

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BY THE NUMBERS

In 2024, International Medical Corps responded directly to the needs of more than 15.1 million people in some 30 countries on five continents.

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AMONG THE RESULTS OF OUR WORK

15.1 MILLION

DIRECT BENEFICIARIES

145,240

PARTICIPANTS TRAINED

Of these, more than 3 MILLION were children under 5. Our work also reached more than 50 MILLION others who benefited indirectly from our programs.

This included clinical and non-clinical health staff, community health workers and volunteers, and government and non-government staff.

8.7 MILLION

PRIMARY HEALTH CONSULTATIONS

Of these, more than 2 MILLION were children under 5.

1,766 HEALTH FACILITIES SUPPORTED

In 2024, we provided vital assistance to 1,324 primary health facilities and 138 hospitals, and helped 257 mobile clinics reach people in vulnerable and remote areas.

178,513 CHILDREN VACCINATED AGAINST DIPHTHERIA, PERTUSSIS (AKA WHOOPING COUGH) AND TETANUS

Vaccinating children protects future generations from the dangers of these diseases and builds more resilient immune systems.

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BY THE NUMBERS

Maternal and Child Health

The key to our future

Ensured that 175,588 births were assisted by a trained birth attendant.

Nutrition

The foundation of life

Provided 2.6 million people with lifesaving nutrition support and screened more than 4.1 million for malnutrition.

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Water, Sanitation and Hygiene

The essence of good health

Helped more than 3.4 million people with water, sanitation and hygiene needs, and supported the delivery of nearly 400 million litres of clean, safe water.

Violence Against Women and Girls

A violation of rights

Offered protection and support to more than 1.7 million people living with the threat or reality of violence in their daily lives.

Mental Health and Psychosocial Support

The invisible wounds

Provided services to 797,328 people through hundreds of facilities, mobile teams and other means of delivery.

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WHERE WE WORK

In 2024, we provided urgently needed healthcare and related services to more than 15.1 million people in some 30 countries on five continents.

AMERICAS

Jamaica*

United States & Territories Venezuela

AFRICA

Cameroon*

Central African Republic Chad

Democratic Republic of the Congo Ethiopia Libya*

Mali South Sudan Morocco Sudan Nigeria Zimbabwe Somalia*

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EUROPE

Poland Ukraine*

MIDDLE EAST

Gaza and the West Bank Iraq Jordan*

Lebanon Syria Türkiye Yemen*

ASIA

Afghanistan Myanmar India Pakistan* Japan Philippines

*Countries where International Medical Corps (UK) programmes were funded during the 12 months to 30 June 2025.

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Influencers Step Up

Throughout 2024, influential supporters helped to raise our profile by posting about our ongoing work and emergency responses and encouraging donations.

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To support our response to the LA wildfires, several of our supporters created videos and shared our content on their platforms—including YouTube legend Mr. Beast, Beyoncé’s hair-care brand Cecred, actress Alice Hewkin and Global Ambassadors Judy Greer, Sanaa Lathan and Kevin Curry.

Online Impact

As we responded to emergencies abroad and at home in 2024, our committed supporters promoted our work and fundraised for our efforts to deliver essential services, supplies and training worldwide.

Influencers Caroline Arapoglou, Michelle Marie Colon, Kevin Curry, Alice Hewkin, Georgina Miranda, Priyanka Shah and Megan Mimi Williams promoted our Artisan Shop on Giving Tuesday.

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PARTNERSHIPS

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Providing Passenger Transport and Cargo Shipments of Critical Supplies

Airlink

Hulo

Airlink has been a trusted partner of International Medical Corps since 2015, supporting emergency response operations through donated cargo and passenger transportation. In 2024, Airlink facilitated the transportation of 74,817 kilos of cargo for International Medical Corps and coordinated 19 passenger flights to support humanitarian response efforts in the US, Gaza and Brazil.

As part of our response to Hurricane Helene, Airlink provided passenger flights to transport critically needed volunteers to the Southeast US. It also supported 11 cargo shipments to Israel, Egypt and Jordan for our response in Gaza, including shipments that contained our field hospital, additional operating theatres, essential medicines, and medical supplies and equipment. Airlink also coordinated passenger flights to the Middle East for staff members supporting the response. And it helped transport more than 9,600 hygiene and wound-care kits that we donated in response to a request from the International Federation of the Red Cross after flooding struck Brazil.

In 2024, International Medical Corps partnered with Hulo, the humanitarian logistics cooperative, to provide free cargo shipments via 11 flights to our emergency responses in Afghanistan, Gaza and Lebanon. Hulo works with the European Union Humanitarian Airbridge programme to help humanitarian organisations organise shared flights, enabling humanitarians to reach remote areas with lifesaving medicines, supplies and equipment. For example, last year, International Medical Corps’ partnership with Hulo enabled us to deliver critical supplies to our field hospitals in Gaza, despite the logistical challenges of reaching those areas during an active conflict. The ongoing partnership will continue to help us supply teams operating in difficult environments.

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LEADERSHIP

International Medical Corps (UK) is an international humanitarian nongovernmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a nonprofit organisation, and International Medical Corps Croatia, a Croatian non-profit association that share the same mission. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes in accordance with the terms and conditions of its grants.

INTERNATIONAL MEDICAL CORPS-UK BOARD OF DIRECTORS

Andrew W. Geczy CHAIRMAN

Nancy A. Aossey Member

Dominic J. O'Hagan Member

Hendrik Cornelis SECRETARY

Reto Braun Member

C. William Sundblad Member

JORDAN

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Global Ambassador Kevin Curry

GLOBAL AMBASSADORS

Kevin Curry Influencer, Activist

Lily Donaldson Model, Activist

Judy Greer Actress, Activist

Maz Jobrani Comedian, Actor

Marlee Matlin Actress, Activist

Sienna Miller Actress, Activist

Ashley Park Actress, Humanitarian

Inanna Sarkis Actress, Activist

Sanaa Lathan Actress, Humanitarian

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ADMINISTRATIVE DETAILS OF THE CHARITY, THE TRUSTEES AND ADVISORS

TRUSTEES

Andrew W. Géczy Reto Braun Dominic J. O'Hagan CHAIRMAN Hendrik Cornelis C. William Sundblad Nancy A. Aossey SECRETARY

MANAGING DIRECTOR
David Eastman
REGISTERED OFFICE
Workspace 4, Mode
1-6 Centric Close
Oval Road, Camden
London
NW1 7EP
COMPANY REGISTRATION NUMBER
04474904 (England and Wales)
AUDITOR
Buzzacott Audit LLP
130 Wood Street London
EC2V 6DL		 TELEPHONE
WEBSITE
0207 253 0001
https://www.internationalmedicalcorps.org.uk
FINANCE DIRECTOR
Fahmida Wadud-Muhit
CHARITY REGISTRATION NUMBER
1093861
BANKERS
Barclays Bank PLC
5th Floor
Level 27
1 Churchill Place London
E14 5HP		 TELEPHONE
WEBSITE
0207 253 0001
https://www.internationalmedicalcorps.org.uk
FINANCE DIRECTOR
Fahmida Wadud-Muhit
CHARITY REGISTRATION NUMBER
1093861
BANKERS
Barclays Bank PLC
5th Floor
Level 27
1 Churchill Place London
E14 5HP
1093861
Barclays Bank PLC
5th Floor
Level 27
1 Churchill Place London
E14 5HP

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TRUSTEES’ REPORT (INCLUDING STRATEGIC REPORT) 30 JUNE 2025

The trustees, who are also directors of the company for the purposes of the Companies Act 2006, present their report along with the financial statements of the charity for the year ended 30 June 2025. The financial statements have been prepared under the accounting policies set out therein and comply with applicable law and 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 United Kingdom and Republic of Ireland (FRS 102).

The report as a whole has been prepared in accordance with Part 8 of the Charities Act 2011. The information in the sections headed ‘Strategic Report’ constitutes the strategic report as required by the Companies Act 2006 (strategic report and directors’ report) Regulations 2013.

The required information to be presented in a directors’ report under the Companies Act 2006 is incorporated in the remaining sections of the report.

STRUCTURE, GOVERNANCE AND MANAGEMENT

TRUSTEES AND ORGANISATIONAL STRUCTURE

International Medical Corps (UK) (‘the Charity’) was incorporated as a company limited by guarantee in England and Wales on 2 July 2002 and registered as a charitable organisation with the Charity Commission on 19 September 2002. Activities commenced on 1 November 2002.

International Medical Corps (UK) is an international humanitarian non-governmental organisation (NGO) with its headquarters in London. The Charity is an independent affiliate of International Medical Corps, a US-registered non-profit organisation that shares the same mission, and International Medical Corps Croatia, an association registered in Croatia. Through an Administrative Services Agreement, International Medical Corps (UK) engages International Medical Corps in the delivery and implementation of its programmes on the ground in accordance with the terms and conditions of its grants. During the year, more than $164 million of the Charity’s programmes were delivered in partnership with International Medical Corps (2024: $135 million). This represents an 22% increase (2024: 11% increase compared to 2023) in activities worldwide over the previous year. International Medical Corps (UK) also maintains an Administrative Services Agreement with International Medical Corps Croatia to share certain services in connection with its operation.

For ease of reference, International Medical Corps (the nonprofit organisation registered in California) will be referred

to as International Medical Corps. The UK charity will be referred to as International Medical Corps (UK).

The trustees govern in accordance with the Memorandum and Articles of Association of International Medical Corps (UK) and all subsequent amendments.

The trustees of the Charity have the powers to appoint and remove a trustee. The Board of Directors of International Medical Corps has the right to appoint one trustee (and any successor) by notice in writing addressed to the Secretary of the Charity, and any person so appointed shall become a trustee immediately upon receipt by the Secretary of such notice.

International Medical Corps (UK) adheres to and supports the development of the Sphere Project’s Minimum Standards in any disaster response. International Medical Corps (UK) is also informed by the guiding principles of CHS Alliance’s Code of Good Practice for the Management and Support of Field Staff.

The Board of Trustees is the governing body for International Medical Corps (UK) and currently comprises six members who aim to meet several times each year. Additional meetings can be called at the request of the Chair. For the 2024–25 financial year, the board of trustees met in December 2024 and June 2025. The list of trustees who served in the year is shown on page 28.

Risk, compliance and external audit functions sit with the board.

As the governing body for the Charity, the trustees take decisions and approvals on a board level regarding strategic and operational risks, as follows:

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STATEMENT ON APPROACH TO SAFEGUARDING

International Medical Corps (UK) and its affiliates are committed to delivering programming that is safe, accountable, and inclusive in order to address the inherent inequities of power that can exist in humanitarian settings, by putting the people affected by crisis at the centre of assistance and ensuring there are systems in place to elevate the needs of people and communities affected by crises. Safeguarding is a means of risk prevention and mitigation, which reflects our responsibility to ensure our personnel, operations, and programmes do no harm to the people with whom we work, with a particular focus on protecting those people who may be most vulnerable to exploitation and/or abuse. International Medical Corps (UK) receives all relevant reports of safeguarding violations from its US affiliate. As per the Charity’s governance structure, the Managing Director and senior staff oversee the charity's responsibilities in regard to safeguarding.

The Charity’s US affiliate continues to reinforce its safeguarding capacity and capability through an organisation-wide approach, which includes incorporation of guidance received from the Foreign, Commonwealth & Development Office (FCDO) of the UK Government, other donors, and the Charity Commission.

The following policies of International Medical Corps (UK) outline the Charity’s approach to managing safeguarding matters. The policies are reviewed and updated periodically.

In addition to the policies, staff are also required to complete mandatory training and awareness-raising courses that include:

This training is completed at induction, and refresher training is completed on an annual basis.

The Charity’s US affiliate continues to reinforce the following key safeguarding actions taken during the recent years.

THE SAFEGUARDING TASK FORCE

The Safeguarding Task Force provides focus, leadership and oversight over all global safeguarding initiatives. The Safeguarding Task Force is a multi-disciplinary team comprising staff from key departments, including Domestic and International Affairs, Legal, Human Resources, Ethics and Compliance, Technical Unit and International Programmes. The Safeguarding Task Force workplan covers the development and implementation of safeguarding initiatives, including policy review and updates, prevention and protection, survivor assistance guidance, capacity strengthening, training and country support.

POLICY DEVELOPMENT AND IMPLEMENTATION

The umbrella Safeguarding Policy encompasses:

Sexual harassment in the workplace is covered under the Policy for Protection from Harassment, Bullying and Sexual Misconduct. All policies are reviewed and updated periodically.

SAFEGUARDING POLICY IMPLEMENTATION GUIDE AND TOOLKIT

The Safeguarding Policy Implementation Guide and Toolkit, developed by the Safeguarding Task Force, supports understanding and implementation of the International Medical Corps Safeguarding Policy. The guide describes priority actions that need to be undertaken by country teams to ensure the full implementation of the Safeguarding Policy at the country and programme/project level.

Each priority action has a brief explanation of its importance, an overview of the action itself, how to document or demonstrate that an action has been completed, and guidance on where further tools and information can be found within the accompanying Safeguarding Implementation Toolkit, in order to implement the actions.

The accompanying Toolkit contains tools, information and guidance to support the implementation of the Safeguarding Policy. Examples of the tools include a Safeguarding Action Plan Template, the Terms of Reference for the Safeguarding Focal Points and the Survivor Support Guidelines.

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TALENT ACQUISITION

Safeguarding is included in the corporate staff-recruitment process, from advertisement to hiring.

Key actions include the following steps:

International Medical Corps (UK) and its affiliate International Medical Corps participate in the Inter-Agency Misconduct Disclosure Scheme, facilitated by the Steering Committee for Humanitarian Response. In accordance with this, we will request information from an applicant’s previous employers about any findings of sexual exploitation, sexual abuse and/ or sexual harassment during employment, or incidents under investigation when the applicant left employment.

SAFEGUARDING FOCAL POINTS

More than 100 Safeguarding Focal Points are identified at the country level. Safeguarding Focal Points are nominated by the Country Director. Training resources, materials and support include regular orientation sessions, terms of reference, extensive trainings and regular webinars, and a resource library on our intranet.

Safeguarding Focal Points’ responsibilities include training, programme support as related to Safeguarding (e.g. proposal development), coordinating with the Headquarters Safeguarding Taskforce, and liaising with other focal points from partner agencies and working groups.

Staff globally receive an annual refresher training that covers Safeguarding. Our Safeguarding Focal Points are responsible for ensuring that this training is completed, in coordination with our Learning & Development team at Headquarters.

SAFEGUARDING VIOLATIONS—CASE MANAGEMENT

Reports of violations of International Medical Corps’ safeguarding policies are referred to the Ethics and Compliance Department, which conducts investigations in consultation with the Safeguarding Case Team, an interdisciplinary group of senior leaders. Individuals who are found to have violated International Medical Corps’ policies are subject to disciplinary action, up to and including termination. In addition to this, the Safeguarding Task Force, also consisting of senior leaders from the departments most involved, analyses safeguarding data over time to identify risks and emerging themes. Key lessons learned through

this process inform future safeguarding policy updates and practice, as part of an institutional culture of constantly striving to improve.

SURVIVOR/VICTIM SUPPORT

International Medical Corps works to ensure that survivors of safeguarding violations receive appropriate and timely support, including medical, psychosocial and other services, according to their needs and wishes. Survivors are also informed of their rights to report incidents to police and/ or other relevant authorities. In contexts where reporting to authorities may be indicated, International Medical Corps’ Safeguarding Case Team advises survivors and consults with Legal Counsel to determine the best course of action. To the extent possible, survivors’ wishes guide decisions about the types of support received, and survivors are fully informed of their options and rights.

SAFEGUARDING RISKS OF DOWNSTREAM PARTNERS

Downstream partners are required to conduct all activities under sub-agreements in a manner consistent with international laws, humanitarian principles and donor regulations. Subrecipients are prohibited from engaging in any type of harmful misconduct, including but not limited to sexual exploitation, abuse, harassment and trafficking. Subrecipients are required to inform International Medical Corps of any safeguarding issues that arise under the subagreement. Safeguarding-specific requirements are included in the downstream partner risk-assessment guidelines.

DEFINING RISK OWNERS

Ownership of safeguarding risks is documented in the organisational risk register of the Charity and its US affiliate, explicitly stating that the risks are owned by executive staff. The Charity’s trustees are updated at least twice a year.

SAFEGUARDING—PREVENTION MEASURES

A comprehensive approach to maintaining and strengthening prevention measures includes incorporating protection mainstreaming into programme design and implementation and training of staff to enhance this approach, as well as the utilisation of a risk mitigation approach to dealing with safeguarding violations.

THE ENVIRONMENT

International Medical Corps (UK) adheres to and promotes policies geared towards environmental protection.

Examples of these policies include:

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The Charity is dedicated to upholding high environmental compliance standards and will persist in supporting a cautious approach to environmental challenges. The organisation will undertake initiatives to encourage greater environmental responsibility and promote developing and disseminating environmentally friendly technologies. The organisation contributed to the development of donor minimum environmental requirements, and implemented environmental assessment guidance for the International Medical Corps (UK) donors of Global Affairs Canada and UNICEF for Climate Resilience. International Medical Corps' strategy is designed to comply with various policies, global standards, and management practices. It addresses explicitly environmentally sensitive activities such as water supply, sanitation, and biomedical waste management.

The International Medical Corps has developed comprehensive guidelines to reduce its environmental impact, especially in logistics, the supply chain, and WASH infrastructure interventions. This includes transporting goods and staff, sourcing, packaging, and power supply. The organisation is committed to implementing best practices and recommendations from esteemed agencies such as Groupe URD, IFRC, WHO, and WFP. Additionally, International Medical Corps is actively involved in initiatives like "WREC" (Waste Management And Measuring, Reverse Logistics, Environmentally Sustainable Procurement And Transport, And Circular Economy) and WORM (the "Joint Initiative") that involves collaborating with other humanitarian organisations to review, develop, and share tools and methodologies aimed at reducing the carbon footprint of operations. The Waste in Humanitarian Operations: Reduction and Minimisation (WORM) EU-funded project focuses on waste management during emergencies. International Medical Corps is leading efforts to identify best practices for waste management during Emergency Medical Team deployments.

Since 2022, International Medical Corps measure its CO2 emissions generated globally by transport (international shipment and vehicles) and power production (including since 2023 power grid – scope 2 emissions), and also international travels emissions. The results are used to identify improvement opportunities and initiatives to be

developed in close collaboration with country teams (such as carpooling or solarization of facilities).

International Medical Corps, as member of the Fleet Forum, has committed to report fleet related emissions on annual basis (enabling comparison with other organisations), promote vehicle sharing with other INGO and transition to vehicles with lower negative impact on the environment (i.e., EURO 3 or higher).

International Medical Corps continues to develop and disseminate eLearning to improve awareness and provide solutions for emissions reduction. In 2024, an additional training module was developed promoting sustainable practices in warehouse and stock management.

The Charity offers staff environmentally friendly initiatives such as the Cycle to Work Scheme, which is about promoting an alternative way to travel to work and allowing staff to work from home on some days as part of its flexible working policy, contributing to staff welfare and less pollution due to reduced daily commute to work.

The Charity was a low-energy user during the reported period and is not reporting under the UK Government’s Streamlined Energy and Carbon Reporting (SECR) requirements.

STATEMENT ON MODERN SLAVERY

International Medical Corps (UK) publishes its modern slavery statement every year, committing to prevent modernday slavery and human trafficking within the organisation and its supply chains. The Charity actively and continuously works with its affiliates to reduce and eliminate this risk. New employees are informed about organisational policies that contribute towards eliminating modern day slavery by the Human Resources function during staff onboarding orientation. Additionally, all employees are provided with annual training about the prevention of trafficking in persons, sexual exploitation and abuse, and child labour. Related information is made available to employees on the organisation’s intranet, as well as through posters displayed in all field and headquarters offices. In addition, International Medical Corps’ Global Safeguarding Policy has been updated, made pursuant to section 54(1) of the Modern Slavery Act 2015 (UK). It mandates that all suspicions are reported and are then reviewed and investigated by the Ethics and Compliance Investigation Unit and the Safeguarding Case Team.

In 2017 International Medical Corps revised the vendor Code of Conduct which must be signed by any supplier before entering into business with International Medical Corps. It includes a chapter on the prohibition of human trafficking. Provisions are also inserted in procurement Master Terms and Conditions. Failure to comply constitutes a breach of an essential term of the Contract, leading to revoking the

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vendor’s registration with International Medical Corps and inclusion of the company on the watch list maintained by our Ethics & Compliance department.

KEY MANAGEMENT PERSONNEL

The key management team of the Charity consists of the trustees, the Managing Director and the senior management team. The trustees have delegated management of the Charity’s operations to the Managing Director, who is supported by the senior management team as follows: International Medical Corps (UK)-contracted staff:

International Medical Corps-contracted staff:

For the purposes of setting employee remuneration, delegation has been given to the Charity’s Managing Director, who is also the Administrative Director for this purpose. In setting the pay and benefits of the UKcontracted senior management team, the Managing Director refers to the company’s pay policy, which is periodically reviewed. Salaries and benefits are benchmarked against reliable industry data. The salary scale, including the pay policy, is approved by the Managing Director and in line with the Charity’s pay policy.

The remuneration of the Managing Director is set by the trustees and in line with the Charity’s pay policy and scale.

resources and application of resources, including the income and expenditure of the charitable company for that period.

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

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Each trustee confirms that:

TRUSTEES’ RESPONSIBILITIES

The Trustees, who are also Directors of International Medical Corps (UK) for the purposes of company law, are responsible for preparing the Trustees’ Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practices, or GAAP).

Company law requires the trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of such resources, including the income and expenditure of the charitable company for that period. Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming

This confirmation is given and should be interpreted in accordance with the provisions of S418 of the Companies Act 2006.

The trustees are responsible for the maintenance and integrity of financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

OBJECTIVES AND ACTIVITIES

PUBLIC BENEFIT

In reviewing the Charity’s aims and in planning future activities, the trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit. The trustees believe that the Charity

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benefits the public through the achievement of its goals and objectives by:

INTERNATIONAL MEDICAL CORPS (UK)’S GOALS

To mobilise sufficient resources to realise International Medical Corps (UK)’s charitable objectives and humanitarian mission.

As per International Medical Corps (UK)’s Memorandum of Association, the objectives of the organisation are to:

International Medical Corps (UK)’s mission is to provide humanitarian assistance, healthcare and training to communities affected by disasters, conflict and poverty, so they can return to self-reliance.

During the reporting period, the Charity continued to report on six main areas of work:

MONITORING OF ACTIVITIES

Monitoring of project activities at International Medical Corps aims to achieve three objectives: 1) assess progress of project activities/outputs; 2) identify deviations and gaps/ weaknesses during project implementation and any problems or obstacles encountered; and 3) provide targeted and relevant monitoring data that allows International Medical Corps to develop an action plan to overcome gaps and weaknesses throughout the life of the project.

International Medical Corps (UK) continuously monitors programme activities through effective internal monitoring, supervision and reporting mechanisms. It provides regular programmatic and financial reports on project activities and progress as required by all its institutional donors and other stakeholders. Additional internal programme reports and departmental updates supplement this information for dayto-day management. The Charity also maintains automated recruitment, financial and programme records to track performance and grant compliance.

Routine project monitoring is conducted at the field levels by the project technical and Monitoring & Evaluation (M&E) teams through standard monitoring and reporting procedures and forms to monitor services and goods provided by International Medical Corps. Monitoring activities include monitoring the quantity and quality of services and goods provided, either through supportive supervision, observation, record review, alternative methods, and teams use standardised checklists and tools that are appropriate for the context. Some activities that are particularly sensitive may be monitored indirectly, such as through client satisfaction surveys or review of anonymised case management files by the appropriate and authorised personnel. The project team focuses more on the technical aspects of services provision to ensure quality and compliance with minimum international standards. However, the M&E team conducts independent monitoring of services International Medical Corps provides at various facilities, including health facilities, child friendly spaces, and women and girls safe spaces. The findings from monitoring are regularly shared with the project team for their followup and corrective measures. Monitoring of activities also considers issues around patient or case privacy and ensures that personal identifiable information is handled in a sensitive manner to preserve the dignity and safety of all beneficiaries.

The International Programmes team through the technical teams reinforces supportive supervision and monitoring and communications systems and procedures to track results. International Programmes collaborates with the Global Monitoring, Evaluation (M&E) unit in the collection

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and analysis of programme achievements and addresses constraints to progress in real time through visits, calls and written communications. Monthly calls with country teams also review the achievement of project targets and progress, spending and procurement, as presented by project managers and their technical, financial and logistics colleagues. In addition, International Programme Senior Directors, Directors, Programme Managers and Programme Officers maintain regular communications with country teams to identify and address risks and provide support, working with regional platform department focal points.

Outcome level monitoring is conducted at the beginning or end of the projects and/or on a need basis to assess indicators such as measures of access to services, knowledge, attitude and practices, well-being and goal achievement of beneficiaries participating in services and activities. International Medical Corps (UK) uses standardised and culturally appropriate age and gender specific well-being measures and systematically gauges skill-building prior to and after interventions. In line with donor requirements, International Medical Corps (UK) also carries out internal or external evaluations to assess the effectiveness of our projects and programmes.

Staff, in various capacities, visited country programmes during the year to provide relevant technical support. During the reported period, countries visited included Afghanistan, Ethiopia, Cameroon, Central African Republic (CAR), Mali, Democratic Republic of the Congo (DRC), Chad, Venezuela, Syria, Lebanon, Gaza, Jordan, Ukraine, Yemen, Poland, Pakistan, South Sudan, and Zimbabwe where we provided field teams with programmatic and technical support.

The Charity’s affiliate delivers programmes through four geographical, cross-functional platforms (Middle East and Europe, Central & Southern Africa, North & East Africa and Asia, and Global), which include dedicated interdisciplinary teams of specialists in programmes, technical, finance, resource development, communications, logistics and supply chains, human resources and security. Functional specialists provide effective and efficient business support to field programmes and facilitate speedy and effective responses to disasters in the respective regions.

International Medical Corps (UK)’s Managing Director is a member of the global executive leadership team, and advises and helps evaluate opportunities, challenges and risks associated with implementation of programmes undertaken by the Charity’s US affiliate. In addition, International Medical Corps (UK) relies on its US affiliate’s Internal Audit, Compliance and Safeguarding Task Force’s independent field reviews, evaluations and reports. Risk assessment and compliance issues are flagged in various functional units’ regular reviews, and critical issues are

reported back to the senior leadership team. Senior International Medical Corps’ staff brief the trustees during board meetings on key developments and on risk mitigation measures that have been put in place.

STATEMENT ON CONTRIBUTIONS BY VOLUNTEERS

International Medical Corps (UK) continues to actively encourage members of the public to become involved in its work, both in the UK, to raise awareness of international development issues, and overseas, to support its operations.

STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

Organisational Performance

Over the course of the financial year to June 2025, International Medical Corps (UK) provided assistance valued at $164,733,296 (2024: $135,518,451) to vulnerable populations in 26 countries (2024: 23). This included the donated medical and other supplies received for distribution.

International Medical Corps (UK) supported, through its US affiliate, 1,541 staff positions in 26 countries (2024: 2,538 staff positions in 23 countries), providing essential services to beneficiaries. Globally, International Medical Corps’ activities served 15,185,025 unique beneficiaries in 2024. Globally, International Medical Corps’ activities served 6,678,728 direct beneficiaries between 1 July 2024 and 31 December 2024 and 8,037,937 direct beneficiaries between 1 January 2025 and 30 June 2025.*

International Medical Corps (UK) contributed 37% of global funding to this mutual achievement.

*Please note that beneficiary totals may overlap across calendar years

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SUMMARY OF MEASURES USED TO ASSESS INTERNATIONAL MEDICAL CORPS (UK)’S PERFORMANCE

International Medical Corps (UK) continues to use a Balanced Business Scorecard specifying the following main objectives.

GOAL COMMENT
Timely and efcient delivery of programme activities The Charity successfully delivered activities of the value of
$164M (2024: $135M).
Control over corporate costs The Charity has managed corporate expenditure within the
provisions of its annual budget and according to the terms
specifed by its donors.
Diversifcation of income The Charity continued to be funded by a wide range
of government and UN agencies, as well as private
sector donors.

PEOPLE: ‘Always supporting its people to develop professionally whilst delivering the Charity’s mission.’

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GOAL COMMENT
Staff are motivated to achieve and exceed Charity continues to use performance management and
performance expectations development system that provide a platform for managers
and their employees to engage in goal setting, performance
discussions and provide feedback. The Charity believes that
managing employee performance effectively is fundamental
to staff motivation, engagement and helping them realise
their full potential.
Staff continue to receive in-house and external trainings
on donor regulations and industry best practices to ensure
appropriate oversight.
Wellbeing and engagement initiatives including flexible
working and specifically remote working arrangements are in
place to ensure staff safety and wellbeing.
Improve on the creation of opportunities for effective Intercompany, interdepartmental, HQ and field collaborations
intercompany collaboration and improved quality were enhanced to consider opportunities and challenges in
of programmes wider contexts.
Each International Medical Corps (UK) team worked
closely with its peers in the US to ensure alignment
where appropriate.
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RISK: ‘Minimise risk whilst anticipating threats’

GOAL

COMMENT

GOAL COMMENT
Strengthened systems for identifying and raising
areas of concern in a timely manner to the senior
management team		 The Charity continued to maintain its risk register and
controlled the feld operations through regular reviews,
cross-team participation and reference to the Charity’s
scorecard mechanism.
The Charity’s US afliate continues to implement, at feld and
HQ levels, Logistics Management Software to strengthen
assets, procurement and inventory management and
controls. Systems enable the creation of exception reports
highlighting any potential gaps or risks to be addressed.
In addition, HQ Logistics & Supply Chain team is maintaining,
in collaboration with the feld teams, a register to anticipate,
map potential risks and determine / implement mitigation
measures. Risks identifed as major are elevated to the
appropriate management group.
Procurement above set thresholds are reviewed through
a system called PRAMS (Procurement Review & Approval
Management System) at the feld and HQ levels. The system
enables teams to identify procurements requiring corrections
or improvements prior to signing contracts with vendors,
and support the analysis of potential capacity building
requirements, or business clarifcations.
In addition, the Charity has worked with its US afliate to
administer and reinforce its safeguarding mechanisms.
The Charity’s implementing afliate also implemented a
Human Resources Information System (HRIS) for talent
acquisition, staf performance management and training.
The HRIS is a global integrated platform used to streamline
recruitment, learning, performance management and
compensation process and management.
Cyber risk is a concern as it involves the potential
for data breaches, unauthorised access, and other
cyber threats that can compromise systems and
confdential data		 To mitigate against these risks and limit exposure, the
organisation has implemented robust security measures such
as encryption, multi-factor authentication, and vulnerability
scanning to safeguard and protect its cloud infrastructure.
International Medical Corps (UK) has modernised its
infrastructure by migrating to the cloud its applications
and data.
Mitigate fnancial loss through strict controls
Strict controls were maintained and updated
as necessary to ensure adherence to internal
procedures, requirements of donors and the
requirements of the Charity Commission		 Automation and strict control over the treasury platform
have ensured minimisation of foreign exchange
and currency exposure risks during turbulent global
economic environment.

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OPERATIONS: ‘Delivering the mission efficiently, through discipline and thoroughness.’

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GOAL COMMENT
Regular review of programme performance Programme, M&E and Technical Unit staff at all levels
monitor risks to implementation on an ongoing basis through
organisational systems and direct field visits with local
stakeholders to ensure effective programme delivery.
The Charity’s affiliate’s cross-functional platforms continue
to improve the effectiveness and efficiency of operational
support to field programmes, as well as facilitate speedy and
effective responses to disasters in the respective regions.
Increased monitoring and evaluation activities, training Programme staff collaborate with other departments within
and programme development the cross-functional platforms in decision making related to
country programme issues.
During the reporting period, the Charity, in collaboration with
its US affiliate, submitted 197 proposals.
The Charity’s US affiliate’s Internal Audit conducted in-country
audits in Somalia, Nigeria, Ethiopia.
Secure multi-year grants from donors Ongoing discussions were had with FCDO, Global Affairs
Canada (GAC), Ministry of Foreign Affairs France and other
donors on multi-year grants.
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DONORS: ‘Accountable to a growing group of donors’

The Global Programme Unit continued to provide due diligence on the Charity’s grants and contracts to ensure compliance with the standards and regulations specified by its donors, with support from the US affiliate’s Compliance team and the Internal Audit. Additionally, International Medical Corps continues to be a member of the Core Humanitarian Standard (CHS) Alliance and continues to monitor its compliance with the Humanitarian Accountability Framework.

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GOAL COMMENT
Improve high-level donor interaction Robust interaction with International Medical Corps (UK)’s
donors continued at all levels throughout the year.
To improve on effective donor intelligence Regular communications with donor agencies were
maintained, to ensure that relevant opportunities
were pursued.
Active participation in UK NGO forums and direct
communication with FCDO were prioritised, to ensure that
humanitarian relief is prioritised following the UK’s exit from
the European Union and other governmental efforts to shape
the sector.
Compliance with reporting deadlines and improved The Charity remains compliant with donor
performance on complementary information requests reporting requirements.
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INNOVATION: ‘Challenging the norm to minimise inefficiency and maximise impact’

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GOAL COMMENT
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GOAL COMMENT
Encouraging a culture of creativity and problem solving Organisation-wide information management systems are being
used to obtain real-time reports integrating key indicators across
fnance, programme delivery, human resources and logistics,
to ensure efective implementation of programmes. A variety
of projects continue, with the aim of improving the efciency
of key areas afecting delivery of programme activities. Cross-
functional platforms also ensure that real-time information is
available and applied in decision making and operations.

External representation and engagement

International Medical Corps (UK)’s Technical Unit members continued to represent the Charity in forums both within the UK and abroad, and make contributions to global discussions on sectoral issues.

INTERNATIONAL MEDICAL CORPS (UK)’S HUMANITARIAN ASSISTANCE FOR THE FINANCIAL YEAR 2024/2025

EMERGENCY RESPONSE AND PREPAREDNESS

Escalating conflict, economic crises and mass displacement have intensified humanitarian needs across the Middle East and Europe. International Medical Corps continued largescale emergency responses across the region. In Gaza, we operated two field hospitals offering trauma, surgical and maternal care, and offered mobile triage near displacement sites. Our teams reached 477,468 patients in these field hospitals with lifesaving services amidst the ongoing conflict and displacement. In Syria, mobile medical teams provided emergency care to 425,097 people and supported referrals to fixed facilities. Additionally, we provided immediate medical assistance and non-food items to hundreds of thousands of people across the region.

NUTRITION AND FOOD SECURITY

In Cameroon, Ethiopia, Jordan, Mali, Nigeria and Syria, we screened 273,937 children under 5 for malnutrition, whilst in Ethiopia and Jordan, we also screened 24,625 pregnant and lactating women for malnutrition. In Syria and Yemen, we admitted 20,177 children under 5 to our therapeutic and supplementary-feeding programme. In Cameroon, Chad, Ethiopia, Nigeria, Syria and Yemen, we provided infant and young-child feeding counselling to 475,185 caregivers. In Venezuela, we delivered 92,613 food baskets to more than 46,300 people across 55 schools in Delta Amacuro state, strengthening food security and improving school attendance. In Chad, we provided food and cash assistance to 113,242 people in 31,514 households every month, strengthening nutrition and food security for Sudanese refugees.

Additionally, in Jordan’s Azraq and Zaatari refugee camps, we conducted 630 surgeries and 69,350 laboratory tests whilst providing 25,981 paediatric consultations. In Ukraine, we provided 11 health facilities with 7,584 items of medical supplies and essential pharmaceutical equipment and operated four mobile medical teams to restore services in frontline areas. In the Central African Republic, we conducted 2,872,934 malaria tests and treated 1,984,495 cases of uncomplicated malaria. In Afghanistan, we screened 2,462 people for drug addiction through outreach and drug addiction treatment centres.

MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT (MHPSS)

We integrated MHPSS into primary healthcare across Cameroon, Jordan, Lebanon and Ukraine, providing more than 63,000 mental health consultations. In Afghanistan, we reached 23,531 people with MHPSS awareness messaging, and in Mali, 5,536 women participated in psychosocial support activities in safe spaces for women and girls.

WATER, SANITATION AND HYGIENE

In Syria, we repaired and rehabilitated water systems, delivering 25 million litres of safe water. This intervention, paired with infection prevention and control support in field hospitals and health centres, helped prevent disease outbreaks. In Gaza, Yemen and Zimbabwe, rehabilitation of water systems helped 89,016 people access safe water, whilst in Cameroon, Gaza, Yemen and Zimbabwe, we reached 115,763 people with hygiene-promotion activities.

MATERNAL AND CHILD HEALTH

HEALTH SERVICES SUPPORT

In Cameroon, Jordan, Lebanon and Mali, we provided primary healthcare consultations to 243,513 people.

In Cameroon, Gaza, the Central African Republic and Yemen, we supported 12,631 deliveries through skilled birth attendants, and provided antenatal consultations to

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23,347 women. In both countries, we vaccinated 56,958 children against common childhood illnesses, such as polio and measles. In the Central African Republic, we supported 69 students in a two-year Auxiliary Midwifery Certification program, providing them with uniforms and classroom supplies. In Jordan and Lebanon, we strengthened access to maternal and newborn health services in primary healthcare centres and refugee settings by coordinating 17,762 referrals for secondary and tertiary services.

VIOLENCE AGAINST WOMEN AND GIRLS (VAWG)

In Cameroon, Gaza, Lebanon, Nigeria and Yemen, we

provided awareness sessions on prevention of VAWG to 183,920 people, and in Cameroon, Lebanon and Nigeria, we provided dignity kits to 1,116 women and girls. In South Sudan, we engaged with more than 65,000 women and girls across 17 women’s and girls’ safe spaces between January and June 2025. In Nigeria, 180 girls completed a 12-week life-skills session to build their confidence and interpersonal skills, whilst we engaged with 100 men and 120 adolescent boys to foster behavioural change. In Mali, we trained 280 women in VAWG prevention, and supported 11,686 married teenage girls and women with income-generating activities.

INSTITUTIONAL DONOR SUPPORT FOR INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES

To fulfil its mission and undertake the aforementioned activities, International Medical Corps (UK) received grants from the following private and international donor agencies during the year. The Charity gratefully acknowledges their support.

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ACF Canada Action Against Hunger, Canada
ACF US Action Against Hunger, US
CDCS REPUBLIQUE FRANÇAISE MINISTERE DE L’EUROPE ET DES AFFAIRES ETRANGERES -
Centre de crise et de soutien
DAHW Deutsche Lepra- und Tuberkulosehilfe e.V.
DRC Danish Refugee Council
FCDO Foreign, Commonwealth & Development Office
EC European Commission
France MOFA REPUBLIQUE FRANÇAISE MINISTERE DE L’EUROPE ET DES AFFAIRES ETRANGERES
(France Ministry of Europe and Foreign Affairs)
GAC Global Affairs Canada
GCC Grand Challenges Canada
GIZ The Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH
IOM International Organisation for Migration
IRC The International Rescue Committee
Islamic Development Bank Islamic Development Bank
King Salman Humanit. Aid King Salman Humanitarian Aid and Relief Center
MCMDO Mothers and Children Multisectoral Development Organisation
Ministry of Health CAR Ministry of Health Central African Republic
UAE MoFA Ministry of Foreign Affairs and International Cooperation, UAE
Save the Children Save the Children
RCSI Royal College of Surgeons in Ireland
The Power of Nutrition The Power of Nutrition
UNFPA United Nations Population Fund
UNHCR United Nations High Commissioner for Refugees
UNICEF United Nations International Children’s Emergency Fund
UNOCHA United Nations Office for the Coordination of Humanitarian Affairs
WFP World Food Programme
WHO World Health Organisation
WV World Vision
ZOA Netherlands Stichting ZOA
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PRIVATE DONOR SUPPORT OF INTERNATIONAL MEDICAL CORPS (UK) PROGRAMMES
Dr. Fahad Abdul Jabbar GM Morrison Charitable Trust
Church of Jesus Christ Latter Day Saints (LDS) LDS Charities Australia
Context Consulting Limited AstraZenca
Bloomberg Microsoft
Fitch Group Mr Naif AlObaid
Cvetanka Dimoska Radosavljevic One4Humanity
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FUNDRAISING, COMMUNICATIONS AND MARKETING ACTIVITIES

During the year, International Medical Corps (UK) has received donations from institutional donors, corporates, trusts and foundations, as well as private individuals. International Medical Corps (UK) and its US affiliate seek to raise funds to sustain its programmes across all countries where they work, as well as funds to fill gaps, support immediate emergency responses and implement innovative programmes.

The Charity responds to requests for proposals issued by institutional donors such as FCDO, UN agencies and by private sector donors. The Charity works closely with its affiliate to raise funds from corporations and foundations for emergency response activities and ongoing programmes. International Medical Corps (UK) undertakes due diligence on both the financial and reputational dealings of potential partners before accepting donations.

International Medical Corps (UK) also utilises multiple fundraising channels, with the goal of raising funds from as diversified a base of supporters as possible. These channels include annual giving programmes and online appeals, in addition to outreach through social media, the website and other reputable online platforms that display clear terms and conditions, including General Data Privacy Regulations (GDPR) compliance.

International Medical Corps (UK) and its affiliate did not employ any commercial fundraising firm to solicit individuals via telephone or door to door during the reported period. Protecting vulnerable people and other members of the public is a key consideration in cultivating a supporter base for the Charity’s work. The Charity and its US affiliate actively monitor all efforts to raise funds from the public, in particular vulnerable people. International Medical Corps (UK) did not receive any complaints about its fundraising activities during the reported period.

Although International Medical Corps (UK) is not registered with the UK Fundraising Regulator, the Charity has regard for and adheres to the principles and practices set out in the Code of Fundraising Practices. International Medical Corps (UK) and its affiliate are in compliance with GDPR and protect individuals’ personal information. The communications team of International Medical Corps (UK) monitors and moderates our email and social media accounts, and any complaints or concerns regarding fundraising activities are reviewed and responded to by senior management. Fundraising activities also are monitored by the senior leadership of International Medical Corps (UK), which shares regular reporting with trustees.

INVESTMENT POLICY

Due to the nature of the Charity’s programmes and funding cycles of its major donors, the Charity keeps its financial assets liquid.

RISK MANAGEMENT

A culture of risk management and mitigation is embedded in the organisation. A risk register is used by management and the trustees to examine and monitor risks to the organisation.

The register identifies and prioritises risk in relation to the likelihood and the level of impact it would have on the organisation and outlines measures in place to safeguard the company’s assets against such risk. The risk categories are defined below:

The board of trustees seeks to ensure that systems are in place to monitor, manage and mitigate International Medical

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Corps (UK)’s exposure to major risks which are reviewed periodically. It is also recognised that the nature of the Charity’s work requires active acceptance and management of risks when undertaking activities in order to achieve the objectives of the Charity.

The key business risks to the Charity continue to include the unexpected loss of funding from key donor organisations and major disruptions to programmes in countries resulting

from factors either within or beyond the organisation’s control. The Board of Trustees for International Medical Corps (UK) continues to implement measures to mitigate these risks, including review of the reserves policy, the introduction of new technology to ensure that assets are safeguarded to the extent possible, the continued reference to a balanced business scorecard and reviews into the Charity’s funding base. These are further summarised in the table below:

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KEY RISKS TRUSTEES’ PLANS TO MITIGATE THE RISK
Insufficient unrestricted reserves The Charity continues to make sustained efforts to expand
its supporter base. The Charity intends to continue to
work with its institutional donors to continue delivering
activities in the most hard-to-reach areas, thereby receiving
contributions towards its corporate costs, and work with its
US affiliate to keep effective control of its cost structure.
Adverse payment terms offered by donors affecting The Charity’s liquidity position is closely monitored, and
the liquidity of the Charity close collaborations are maintained with donor stakeholders
to ensure life-saving activities are not impacted by
liquidity issues.
Future funding opportunities affected by Brexit International Medical Corps (UK) continues to pursue
and developments in the UK’s Foreign and European Union funding streams where eligible. At
Development policies the same time the Charity continues to engage with
FCDO & other institutional donors on existing and
potential portfolios.
Inadequate assessment, resulting in poor International Medical Corps continues to invest in country-
programming decisions and implementations specific assessments, to ensure a relevant and quality
orientated programme design.
Exposure to movement in foreign currency rates, The Charity’s principal currency exposures arise from
affecting international operations translations of European and other donor monies
received into US dollars, the main operational currency
advanced to its field missions overseas. The continued
fluctuations of currencies against USD can adversely
affect International Medical Corps (UK)’s ability to deliver
programmes sustainably. Within this context, global treasury
management, consisting of International Medical Corps’ and
International Medical Corps (UK)’s senior staff, created in
July 2018, continues to ensure effective use of donor funds.
Operations in sanctioned countries through the Donors and stakeholders are kept up to date with
Charity’s US affiliate developments and emerging risks affecting programme
implementation in sanctioned countries.
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FINANCIAL REVIEW

Statement of Principal Financial Management Policies Adopted in the Year

It is the policy of International Medical Corps (UK) to maintain effective financial and other programmatic management systems with its US affiliate. Efficient controls, budgeting, accounting, financial reporting and auditing systems are employed throughout the organisation, to meet the management and programmatic objectives at various levels, and to be accountable to its donors and supporters.

This year, International Medical Corps (UK)’s total income was $176,473,643 (2024: $123,269,954). Of this, the total cash income received from institutional donors and supporter base was $119,154,087 (2024: $100,502,430). International Medical Corps (UK) was able to secure $55,129,159 (2024: $19,490,270) of gifts-in-kind, comprising food, medicines and supplies.

During the reporting period, International Medical Corps (UK) supported training and assistance programmes in 26 (2024: 23) countries through its US affiliate. The Charity’s programme expenditures can be disaggregated into the following humanitarian contexts.

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FY 2025 FY 2024
Strengthening health capacity 20% 28%
Emergency response and preparedness 23% 34%
Mental health and psychosocial support 2% 4%
Women & children’s health 10% 9%
Water, sanitation and hygiene 6% 5%
Nutrition & food security 39% 20%
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Financial Position

The Charity had restricted funds of $28,721,485 as of 30 June 2025 (2024: $16,909,499) and unrestricted funds of $1,060,017 as of the same date (2024: $1,166,039). International Medical Corps (UK) receives relevant institutional funding in meeting its restricted charitable expenditure. The balance of free reserves as of 30 June 2025 is $1,036,530 (2024: $1,115,947). Free reserves are unrestricted funds less the net book value of the fixed assets.

International Medical Corps (UK) committed resources from unrestricted reserves to provide adequate support for growth in charitable activities and to ensure compliance with growing donor regulations. International Medical Corps (UK) continues to rely on its US affiliate’s commitment to meet shortfalls in programmes that do not provide full overhead cost recovery.

Reserves Policy

International Medical Corps (UK) requires reserves to:

The Charity aims to maintain a level of unrestricted reserves equivalent to six month’s operating expenditure of the Charity’s HQ offices, which is $1,036,530 for FY 2024–25 and this is currently being achieved. Available unrestricted-fund balances in excess of the operational reserves’ requirements are utilised to meet the other purposes as outlined above. Operating expenditure considered for reserves excludes transfers made for overseas programmes.

International Medical Corps (UK) continues to apply assessment of new opportunities and accepts projects that support its overhead costs required to maintain acceptable oversight of programme implementation, therefore mitigating the risk of insufficiently resourced projects. International Medical Corps (UK) considers accepting projects that do not fully cover its costs with its US affiliate to ensure sustainability of coverage of any gap

in funding. As of 30 June 2025, the Charity held restricted reserves of $28,721,485 (2024: $16,909,499). This represents the total funds received for specific projects that are yet to be spent at 30 June 2025, including projects responding to Syria and various other crises. The decrease in restricted funds in the reported period is due to timing difference of receiving donor funds with a number of projects starting in the last months of the previous reported period and continued in the current reporting period. These funds have been excluded from specific reserves policy, as they are not for the purposes of general working capital.

As of 30 June 2025, the balance of free reserves was $1,036,530 (2024: $1,115,947). The Charity is resolved to maintain an adequate level of reserves and is working with its affiliate to implement a feasible strategy for marketing and public awareness of its work, to cultivate support, but accepts that in the current economic climate this may be difficult. The Charity will respond to the risks identified above as follows.

Section 172 Statement

International Medical Corps (UK) complies with section 172 under the Companies Act 2006. It requires our Board of Trustees act in the way that they consider, in good faith, what would be most likely to promote International Medical Corps (UK)’s impact for our beneficiaries, whilst considering the long-term effect of decisions on International Medical Corps (UK)’s stakeholders, including its beneficiaries, employees, suppliers, partners, the communities with which it works and their environment.

Engagement with employees.

International Medical Corps (UK)’s internal stakeholders are its employees. Enhancing employee engagement is an integral part of the culture of the Charity and its implementing affiliates. Senior management are actively

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involved in the engagement of colleagues through regular electronic communications, staff meetings and periodic Town Hall meetings that include employees working across the world. The trustees receive updates on employee matters from the Managing Director during board meetings. International Medical Cops (UK) undertakes regular salary reviews to ensure that salaries for the UK contracted staff are competitive within the sector in the UK.

INTERNATIONAL MEDICAL CORPS (UK) PLANS FOR 2025/2026

International Medical Corps (UK) plans are to:

  1. expand opportunities for applied research to improve the impact of providing healthcare for vulnerable communities, in line with its mission;

  2. achieve institutional income of $139 million during the 12-month period to 30 June 2026;

Engagement with Other Stakeholders

The Trustees’ Report incorporating the strategic report is approved by the trustees and signed on their behalf by:

Approved by the Board Of Trustees on:

15 December 2025

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF INTERNATIONAL MEDICAL CORPS (UK)

OPINION

We have audited the financial statements of International Medical Corps (UK) (the ‘charitable company’) for the year ended 30 June 2025 which comprise the statement of financial activities, the balance sheet, and statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfiled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

OTHER INFORMATION

The trustees are responsible for the other information. The other information comprises the impact report for International Medical Corps and its affiliates worldwide included in pages 6 to 27, together with information included in the trustees’ report, including the strategic report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

In our opinion, based on the work undertaken in the course of the audit:

CONCLUSIONS RELATING TO GOING CONCERN

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast

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includes the strategic report, has been prepared in accordance with applicable legal requirements.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report including the strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in

the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

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To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at www.frc.org. uk/auditorsresponsibilities. This description forms 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 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Catherine Biscoe (Senior Statutory Auditor)

Date: 16 December 2025

For and on behalf of Buzzacott Audit LLP, Statutory Auditor 130 Wood Street

London EC2V 6DL

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STATEMENT OF FINANCIAL ACTIVITIES INCLUDING THE INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 30 JUNE 2025

----- Start of picture text -----
Unrestricted Restricted 2025 Unrestricted Restricted 2024
Notes funds funds Total funds funds funds Total funds
$ $ $ $ $ $
Income and expenditure
Income from:
Donations and
1 69,896 57,249,660 57,319,556 1,741,342 21,026,182 22,767,524
legacies
Charitable activities 2 – 119,154,087 119,154,087 – 100,502,430 100,502,430
Total income 69,896 176,403,747 176,473,643 1,741,342 121,528,612 123,269,954
Expenditure on:
Raising funds 3 34,383 - 34,383 8,465 672 9,137
Charitable activities 4 141,535 164,591,761 164,733,296 1,452,688 134,065,763 135,518,451
Total expenditure 175,918 164,591,761 164,767,679 1,461,153 134,066,435 135,527,588
Net income/(expenditure) (106,022) 11,811,986 11,705,964 280,189 (12,537,823) (12,257,634)
Net movement in funds (106,022) 11,811,986 11,705,964 280,189 (12,537,823) (12,257,634)
Fund balances brought forward
at 1 July 2024 1,166,039 16,909,499 18,075,538 885,850 29,447,322 30,333,172
Fund balances carried forward
at 30 June 2025 1,060,017 28,721,485 29,781,502 1,166,039 16,909,499 18,075,538
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All of the Charity’s activities derived from continuing operations during the above two financial periods.

The Charity has no recognised gains and losses other than those shown above.

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BALANCE SHEET AS AT 30 JUNE 2025

~~=~~ Notes
 2025
$
~~===~~		 2025
$
~~===~~		 2024
$ ~~===~~		 2024
$ ~~===~~
Fixed Assets
~~=~~		 ~~===~~ ~~===~~ ~~===~~ ~~===~~
Tangible assets
~~=~~		 8
 ~~===~~ 23,487
~~===~~		 ~~===~~ 50,092
~~===~~
Current assets
~~=~~		 ~~===~~ ~~===~~ ~~===~~ ~~===~~
Stock
~~=~~		 9
 747,195
~~===~~		 ~~===~~ 1,325,503
~~===~~		 ~~===~~
Debtors
~~=~~		 10
 6,716,015
~~===~~		 ~~===~~ 8,140,497
~~===~~		 ~~===~~
Cash at bank and in hand
~~=~~		 22,585,517
~~===~~		 ~~===~~ 8,818,268
~~===~~		 ~~===~~
~~=~~ 30,048,727
~~===~~		 ~~===~~ 18,284,268
~~===~~		 ~~===~~
Creditors: amounts falling due
within oneyear
~~= ~~		 11
 (290,712)
~~===~~		 ~~===~~ (258,822)
~~===~~		 ~~===~~
Net current assets 29,758,015 18,025,446
Total net assets 29,781,502 18,075,538
The funds of the charity
Restricted funds 12 28,721,485 16,909,499
Unrestricted funds 1,060,017 1,166,039
29,781,502 18,075,538

Approved by the trustees and signed on their behalf by:

Andrew Géczy, Chair

Approved on: 15 December 2025

International Medical Corps (UK): A company limited by guarantee, Company Registration No. 04474904 (England and Wales)

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STATEMENT OF CASH FLOWS YEAR TO 30 JUNE 2025

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2025 2024
Notes
$ $
Cash flows from operating activities:
Net cash provided by / (used in) operating activities A 13,777,939 (9,220,066)
Cash flows from investing activities:
Purchase of tangible fixed assets (10,690) (17,284)
Net cash used in investing activities (10,690) (17,284)
Change in cash and cash equivalents in the year 13,767,249 (9,237,350)
Cash and cash equivalents at 1 July 2024 B 8,818,268 18,055,618
Cash and cash equivalents at 30 June 2025 B 22,585,517 8,818,268
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Notes to the statement of cash flows for the year to 30 June 2025

A Reconciliation of net movement in funds to net cash used in operating activities

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2025 2024
$ $
Net movement in funds (as per the statement of financial activities) 11,705,964 (12,257,633)
Adjustments for:
Depreciation charge 37,297 38,041
Decrease in stocks 578,308 699,792
Decrease in debtors 1,424,480 2,305,999
Increase/(decrease) in creditors 31,890 (6,265)
Net cash provided by / (used in) operating activities 13,777,939 (9,220,066)
----- End of picture text -----

B Analysis of cash and cash equivalents

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2025 2024
$ $
Cash at bank and in hand 22,585,517 8,818,268
Total cash and cash equivalents 22,585,517 8,818,268
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PRINCIPAL ACCOUNTING POLICIES 30 JUNE 2025

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

BASIS OF PREPARATION

These financial statements have been prepared for the year to 30 June 2025.

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102) ((effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The accounts are presented in US dollars and rounded to the nearest dollar. The charity constitutes a public benefit entity as defined by FRS 102.

CRITICAL ACCOUNTING ESTIMATES AND AREAS OF JUDGEMENT

Preparation of the financial statements requires the trustees to make significant judgements and estimates.

The items in the financial statements where these judgements and estimates have been made include:

ASSESSMENT OF GOING CONCERN

The trustees have assessed whether the use of the going-concern assumption is appropriate in preparing these financial statements. The trustees have made this assessment in respect of a period of one year from the date of approval of these financial statements.

The Charity has free reserves of $1,036,530 (2024: $1,115,947), which is as per the reserves policy. The trustees have continued to use the going-concern assumption based on the relationship with its affiliate to cover programme funding gaps and provide cash-flow bridging. The trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

INCOME

Income is recognised in the statement of financial activities when the charity is entitled to the income, the amount can be measured with accuracy and it is probable that the income will be received.

Donations and gifts in kind are included in full in the statement of financial activities when receivable.

Grants receivable are credited to the statement of financial activities in the year in which they are receivable.

DONATED GOODS AND SERVICES

Donated goods, typically comprising medical and food supplies, are recognised as income when the goods are received. Amounts are included in expenditure when the goods are distributed. The balance of goods received but not distributed are included as a stock balance at the year end.

Food and other non-pharmaceutical stocks are valued according to the value placed on the items by the donor.

Pharmaceutical goods received are accounted for at fair value to the Charity with reference to market sources.

EXPENDITURE AND THE BASIS OF APPORTIONING COSTS

Expenditure is included in the statement of financial activities when incurred and includes attributable VAT, which cannot be recovered.

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allocation of management and support costs.

Expenditure comprises the following:

The majority of costs are directly attributable to specific activities. Certain shared costs are apportioned to activities in furtherance of the objects of the charity. These costs are allocated in the same proportion as directly attributable expenditure.

TANGIBLE FIXED ASSETS

Items of equipment are capitalised when the purchase price exceeds $500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets capitalised are reviewed for impairment if circumstances indicate that their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life:

Vehicles and equipment for use in overseas operational programmes are not capitalised but charged in full to expenditure when purchased. This is because the expected useful life is significantly reduced in such programmes and is generally less than one year for the majority of these assets.

FUND ACCOUNTING

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund together with a fair

Unrestricted funds are donations and other income raised for the objects of the charity.

OTHER OPERATIONAL CURRENCIES

Transactions in US dollars are recorded at transaction value, with no exchange-rate gain or loss. Transactions in other operational currencies are recorded at the calculated monthly average rate. Monetary assets and liabilities are retranslated at the rate of exchange ruling at the balance sheet date. Differences arising on retranslation are charged to the statement of financial activities.

LEASED ASSETS

Rentals payable under operating leases, where substantially all the risks and reward of ownership remain with the lessor, are charged to the statement of financial activities over the period of the lease term.

PENSION COSTS

International Medical Corps (UK) sponsors a group personal pension plan. All eligible employees can participate in the scheme and contributions are based on a percentage of annual gross salary.

International Medical Corps (UK) contributes between 4% to 10% of eligible employees’ gross earnings. Employees are immediately fully vested in contributions made on their behalf. The Charity is fully staged in its auto-enrolment obligations. Employees make additional contributions to meet legal requirements and should they wish to do so. Pension costs represent the employer’s contributions payable during the year.

DEBTORS

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

CASH AT BANK AND IN HAND

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short-term deposits. Cash placed on deposit for more than one year is disclosed as a fixed asset investment.

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CREDITORS AND PROVISIONS

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

FINANCIAL INSTRUMENTS

The Charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity’s balance sheet when the Charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

BASIC FINANCIAL ASSETS

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price, including transaction costs, and are subsequently carried at amortised cost using the effective interest method, unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts, discounted at a market rate of interest, if material. Financial assets classified as receivable within one year are not amortised.

BASIC FINANCIAL LIABILITIES

Basic financial liabilities, including creditors, bank loans, loans from fellow group companies. Financial liabilities classified as payable within one year are not amortised.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

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NOTES TO THE FINANCIAL STATEMENTS YEAR TO 30 JUNE 2025

1 Donations and legacies

----- Start of picture text -----
Unrestricted Restricted 2025
funds funds Total
$ $ $
–
Donation from International Medical Corps 2,079,752 2,079,752
Restricted Donations – 40,749 40,749
Other Unrestricted Donations 44,693 – 44,693
–
Donated supplies 55,063,923 55,063,923
Donated services – 65,236 65,236
Interest Income 25,203 – 25,203
2025 Total funds 69,896 57,249,660 57,319,556
----- End of picture text -----

----- Start of picture text -----
Unrestricted Restricted 2024
funds funds Total
$ $ $
Donation from International Medical Corps 1,539,048 380,520 1,919,568
Restricted Donations – 1,155,392 1,155,392
Other Unrestricted Donations 62,581 – 62,581
Donated supplies – 19,490,270 19,490,270
Donated services 111,481 – 111,481
Interest Income 28,232 – 28,232
2024 Total funds 1,741,342 21,026,182 22,767,524
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2 Income from charitable activities

----- Start of picture text -----
Unrestricted Restricted 2025
funds funds Total
$ $ $
–
Strengthening health capacity 40,323,816 40,323,816
–
Emergency response and preparedness 40,386,598 40,386,598
–
Mental health and psychosocial support 3,079,123 3,079,123
Women & children’s health – 18,188,396 18,188,396
–
Water, sanitation and hygiene 8,667,296 8,667,296
–
Nutrition and food security 8,508,858 8,508,858
2025 Total funds – 119,154,087 119,154,087
Unrestricted Restricted 2024
funds funds Total
$ $ $
Strengthening health capacity – 35,087,033 35,087,033
Emergency response and preparedness – 36,180,602 36,180,602
Mental health and psychosocial support – 2,810,283 2,810,283
Women & children’s health – 10,059,754 10,059,754
Water, sanitation and hygiene – 6,364,109 6,364,109
Nutrition and food security – 10,000,649 10,000,649
2024 Total funds – 100,502,430 100,502,430
3 Expenditure on raising funds
Unrestricted Restricted 2025
funds funds Total
$ $ $
– – –
Fundraising staff costs
–
Other fundraising costs 34,383 34,383
2025 Total funds 34,383 – 34,383
Unrestricted Restricted 2024
funds funds Total
$ $ $
– – –
Fundraising staff costs
Other fundraising costs 8,465 672 9,137
2024 Total funds 8,465 672 9,137
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4 Expenditure on charitable activities

----- Start of picture text -----
Unrestricted Restricted 2025
funds funds Total
$ $ $
Strengthening health capacity 28,935 33,648,148 33,677,083
Emergency response and preparedness 32,525 37,823,502 37,856,027
Mental health and psychosocial support 2,588 3,009,575 3,012,163
Women & children’s health 13,646 15,869,511 15,883,157
Water, sanitation and hygiene 8,880 10,326,432 10,335,312
Nutrition and food security 54,961 63,914,593 63,969,554
2025 Total funds 141,535 164,591,761 164,733,296
Unrestricted Restricted 2024
funds funds Total
$ $ $
Strengthening health capacity 411,412 37,968,389 38,379,801
Emergency response and preparedness 497,704 45,932,166 46,429,870
Mental health and psychosocial support 54,375 5,018,179 5,072,554
Women & children’s health 129,295 11,932,380 12,061,675
Water, sanitation and hygiene 69,530 6,416,795 6,486,325
Nutrition and food security 290,372 26,797,854 27,088,226
2024 Total funds 1,452,688 134,065,763 135,518,451
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4 Charitable activities (continued)

Support costs are allocated to projects in line with the level of direct expenditure as this best reflects the level of support required by each project.

Costs of charitable activities can further be analysed as follows:

----- Start of picture text -----
Activities
Support 2025
undertaken
costs Total
directly
$ $
$
Staff costs 36,146,488 2,646,579 38,793,067
–
Donated supplies and services 55,707,466 55,707,466
Auditor’s remuneration
• Statutory audit – 63,143 63,143
Other costs 63,599,149 6,570,471 70,169,620
2025 Total 155,453,103 9,280,193 164,733,296
----- End of picture text -----

----- Start of picture text -----
Activities
Support 2024
undertaken
costs Total
directly
$ $
$
Staff costs 41,940,582 2,526,379 44,466,961
Donated supplies and services 20,301,543 – 20,301,543
Auditor’s remuneration
• Statutory audit – 54,999 54,999
Other costs 64,525,231 6,169,717 70,694,948
2024 Total 126,767,356 8,751,095 135,518,451
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4 Charitable activities (continued)

----- Start of picture text -----
Activities
Support 2025
undertaken
costs Total
directly
$ $
$
Strengthening health capacity 31,779,897 1,897,186 33,677,083
Emergency response and preparedness 35,723,421 2,132,606 37,856,027
Mental health and psychosocial support 2,842,473 169,690 3,012,163
Women & children’s health 14,988,385 894,772 15,883,157
Water, sanitation and hygiene 9,753,076 582,236 10,335,312
Nutrition and food security 60,365,851 3,603,703 63,969,554
2025 Total funds 155,453,103 9,280,193 164,733,296
Activities
Support 2024
undertaken
costs Total
directly
$ $
$
Strengthening health capacity 35,901,428 2,478,373 38,379,801
Emergency response and preparedness 43,431,664 2,998,206 46,429,870
Mental health and psychosocial support 4,744,994 327,560 5,072,554
Women & children’s health 11,282,793 778,882 12,061,675
Water, sanitation and hygiene 6,067,471 418,854 6,486,325
Nutrition and food security 25,339,006 1,749,220 27,088,226
2024 Total funds 126,767,356 8,751,095 135,518,451
----- End of picture text -----

5 Employees and staff costs

Staff costs during the year were as follows:

----- Start of picture text -----
2025 2024
Total Total
$ $
Wages and salaries 2,216,897 2,181,058
Social security costs 221,346 222,363
Other pension costs 201,844 122,958
Severance costs 6,492 –
Total UK staff costs 2,646,579 2,526,379
International Medical Corps Worldwide on International Medical Corps (UK) projects 36,146,488 41,940,582
Total staff costs 38,793,067 44,466,961
----- End of picture text -----

The average number of employees during the year, analysed by function, was as follows:

----- Start of picture text -----
2025 2024
No No
UK Staff 34 33
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5 Employees and staff costs (continued)

International Medical Corps (UK) contributes towards the salaries of a number of staff overseas and on local projects. Such staff may have only part of their salaries charged to projects; however, it is not meaningful to provide a full-time equivalent figure. The estimated number of such staff employed in the year was 1,541 (2024 - 2,538).

The number of employees who earned £60,000 or more (including taxable benefits but excluding employer pension contributions) during the year was as follows:

----- Start of picture text -----
2025 2024
No No
£60,000 – £70,000 3 –
£70,001 – £80,000 – 2
£80,001 - £90,000 2 2
£90,001 - £100,000 2 2
£100,001 - £110,000 2 1
£150,001 - £160,000 – 1
----- End of picture text -----

Key management personnel comprise those set out on page 33. The total remuneration paid to key management personnel in the year was $534,480 (2024 - $691,617).

----- Start of picture text -----
2025 2024
$ $
Wages and salaries 406,027 569,251
Social security costs 51,150 72,107
Employer pension costs 77,303 50,259
Total costs 534,480 691,617
----- End of picture text -----

6 Trustees’ remuneration

None of the trustees received any remuneration in respect of their services during either of the years under review.

No trustees expenses were incurred during the period (2024 - nil).

7 Taxation

International Medical Corps (UK) is a registered charity and therefore is not liable to corporation tax on income or capital gains derived from its charitable activities or use of assets, as it falls within the various exemptions available to registered charities.

The Charity is not registered for VAT and, accordingly, all expenditure is recorded inclusive of any VAT incurred.

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8 Tangible fixed assets

----- Start of picture text -----
Office
equipment
$
Cost
Total cost at 1 July 2024 219,045
Additions 10,690
Disposals (72,116)
Total cost and 30 June 2025 157,619
Depreciation
Aggregate depreciation as at 1 July 2024 168,953
Charge for the year 37,296
Disposals (72,117)
Aggregate depreciation as at 30 June 2025 134,132
Net book values
As at 30 June 2025 23,487
As at 30 June 2024 50,092
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9 Stocks

----- Start of picture text -----
2025 2024
$ $
Donated goods received but not distributed 747,195 1,325,503
----- End of picture text -----

10 Debtors

----- Start of picture text -----
2025 2024
Due within one year
$ $
Prepayments and deposits 102,969 91,487
Accrued income 5,402,778 7,618,150
Other debtors – Accounts Receivable – 1,105
Amount receivable from International Medical Corps Croatia 26,992 25,580
Amount receivable from International Medical Corps 1,180,543 397,925
Emergency response stock 2,733 6,250
6,716,015 8,140,497
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11 Creditors: amounts falling due within one year

----- Start of picture text -----
2025 2024
$ $
Trade creditors 16,748 43,050
Accruals 273,964 215,772
290,712 258,822
----- End of picture text -----

12 Restricted funds

The funds of the Charity include restricted funds comprising the following unexpended balances of donations held on trusts for specific purposes:

----- Start of picture text -----
At At
1 July 2024 Income Expenditure 30 June 2025
$ $ $ $
Strengthening health capacity 5,532,988 40,787,013 32,965,381 13,354,620
Emergency response and preparedness 4,284,517 41,072,902 37,056,010 8,301,409
Mental health & psychosocial support 548,742 3,090,448 2,948,506 690,684
Women & children’s health 514,980 19,377,293 15,547,496 4,344,777
Water, sanitation and hygiene 1,451,930 8,990,305 10,116,895 325,340
Nutrition and food security 2,032,797 60,900,049 62,617,677 315,169
Restricted by country 2,543,545 2,185,737 3,339,796 1,389,486
16,909,499 176,403,747 164,591,761 28,721,485
----- End of picture text -----

Restricted funds are analysed by the type of activity to which the funds relate. All restricted funds are held to carry out activities under these headings.

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13 Analysis of net assets between funds

----- Start of picture text -----
Total
Unrestricted funds Restricted funds 2025
$ $ $
Fund balances at 30 June 2025 are
represented by:
Fixed assets 23,487 _ 23,487
Current assets 1,036,530 29,012,197 30,048,727
Creditors: amounts falling due within one –
(290,712) (290,712)
year
2025 Total net assets 1,060,017 28,721,485 29,781,502
Total
Unrestricted funds Restricted funds 2024
$ $ $
Fund balances at 30 June 2024 are
represented by:
Fixed assets 50,092 – 50,092
Current assets 1,115,947 17,168,321 18,284,268
Creditors: amounts falling due within one –
(258,822) (258,822)
year
2024 Total net assets 1,166,039 16,909,499 18,075,538
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14 International Medical Corps (UK) flagship areas

International Medical Corps (UK) continued to operate during the financial year to 30 June 2025 under the main flag ship areas of strengthening health capacity, emergency response and preparedness, mental health & psychosocial support, women and children's health, water, sanitation and hygiene (WASH) and nutrition and food security.

15 Related party transactions

On 1 July 2023 International Medical Corps (UK) renewed its new Administrative Services Agreement with International Medical Corps, a US-based non-profit organisation to share certain services in connection with its operations. International Medical Corps agreed to assist International Medical Corps (UK) in the achievement of its charitable objectives: to relieve suffering, sickness and poverty throughout the world by providing medical aid, healthcare training and healthcare projects.

On 1 July 2019 International Medical Corps (UK) entered into an Administrative Services Agreement with International Medical Corps Croatia, a Croatian based non-profit organisation, to share certain services in connection with its operations.

Given the close operating relationship between International Medical Corps and International Medical Corps (UK) there are a number of connected persons between the two organisations at trustee level. These connected persons include Nancy A Aossey, who is a founding Trustee of International Medical Corps (UK), and the President and CEO of International Medical Corps, as well as a member of its board. C. William Sundblad, a Trustee of International Medical Corps (UK) is also the Chief Knowledge Officer of International Medical Corps.

During the year ended 30 June 2025 International Medical Corps billed International Medical Corps (UK) $7,841,155 (2024: $7,246,146) in lieu of Service fee as per Article 5 of the Administrative Services Agreement. During the same period, International Medical Corps (UK) has rendered services to International Medical Corps of $978,241 (2024: $1,054,335).

During the year ended 30 June 2025 International Medical Corps Croatia billed International Medical Corps (UK) $64,588 (2024: $56,132). During the same period International Medical Corps (UK) has rendered services to International Medical Corps Croatia of $306,874 (2024: $256,121).

16 Liability of members

The charity is constituted as a company limited by guarantee. Each member has undertaken to contribute £1 to the assets of the company to meet its liabilities if called on to do so.

17 Contingent liability

Due to the nature of the Charity’s agreement with donors, the Charity’s expenditure is often subject to audit or other review by representatives of donors in a subsequent accounting period. There is a possibility that these audits or reviews would identify expenditure that does not fall within the terms of the grant agreements, and so the Charity would be required to repay the monies received. The trustees are not aware of any material circumstances in the year to 30 June 2025 that could give raise to such liability (2024: none).

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18 Operating leases

The total of future minimum lease payments under non-cancellable operating leases is as follows:

----- Start of picture text -----
Land and Total
buildings Equipment 2025
$ $ $
Due within one year 85,170 854 86,024
Due between 2 and 5 years – – –
85,170 854 86,024
----- End of picture text -----

----- Start of picture text -----
Land and Total
buildings Equipment 2024
$ $ $
Due within one year 77,611 1,576 79,187
Due between 2 and 5 years 16,576 788 17,364
94,187 2,364 96,551
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CHARITABLE ACTIVITIES DETAILED ANALYSIS FOR THE YEAR ENDED 30 JUNE 2025

The following pages (pages 66-73) do not form part of the statutory financial statements.

For certain projects, closeout adjustments have resulted in negative charitable Income and expenditure adjustments

PROJECTS CATEGORISED UNDER STRENGTHENING HEALTH CAPACITY

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Afghanistan UNOCHA 204439 (15,039) 120
Afghanistan UNOCHA 204483 (12,826) (12,826)
Afghanistan UNOCHA 204558 (12,319) (12,319)
Afghanistan UNOCHA 204772 (29,702) (29,701)
Central African Republic EC 204406 1,778,353 1,145,933
Central African Republic Ministry of Health CAR 204819 - 80,243
Central African Republic UNOCHA 204248 (3,853) (3,853)
Central African Republic UNOCHA 204416 (73) -
Central African Republic WV 204891 1,401,611 1,249,135
Democratic Rep of Congo LDS 204790 - 358,687
Democratic Rep of Congo Save the Children 204571 466,610 466,610
Ethiopia GAC 204636 (54) (5,362)
Global UNICEF 204747 121,594 121,594
Global UNICEF 205134 1,531 1,531
Global ERU KSRelief 204533 - -
Iraq French MOFA 204808 457 3,534,031
Iraq French MOFA 205091 2,184,600 589,237
Jordan UNHCR 204563 (7) 37
Jordan UNHCR 204812 5,883,727 5,883,727
Jordan UNHCR 205029 7,088,529 4,534,583
Jordan UNICEF 204811 403,272 403,272
Lebanon EC 203528 (5,155) (5,155)
Lebanon EC 203696 (727) (727)
Lebanon GAC 204375 (454) -
Lebanon GAC 204914 1,880,125 1,098,086
Mali ACF Spain 203973 (4,975) -
Mali UNFPA 204850 570,639 648,959
Mali UNICEF 204504 - 188,263
Pakistan IOM 204960 136,301 136,301
Somalia ACF US 205142 22,717 -
Somalia KSRelief 205013 388,000 129,404
South Sudan Columbia University 203426 (1,253) (1,253)
South Sudan Crown Agents 203050 (3,283) (3,283)

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PROJECTS CATEGORISED UNDER STRENGTHENING HEALTH CAPACITY (CONTD.)

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
South Sudan Crown Agents 203051 (7,109) (7,109)
South Sudan Crown Agents 203052 (5,890) (5,890)
South Sudan Crown Agents 203053 (2,911) (2,911)
South Sudan Crown Agents 203116 (7,666) (7,666)
South Sudan Crown Agents 203117 - (22,441)
South Sudan Crown Agents 203118 - (24,356)
South Sudan Crown Agents 203119 - (13,589)
South Sudan Crown Agents 203149 - (10,460)
South Sudan Crown Agents 203259 (1,409) (1,409)
South Sudan Crown Agents 203260 (5,280) (5,280)
South Sudan Crown Agents 203261 (3,238) (3,238)
South Sudan Crown Agents 203262 (3,488) (3,488)
South Sudan Crown Agents 203263 (3,412) (3,412)
South Sudan ECHO 203424 - (88,709)
South Sudan KIT 202236 - (20,638)
South Sudan UNDP 203120 (1,502) (1,502)
South Sudan UNDP 203463 (2,515) (2,515)
South Sudan UNFPA 203060 - (143,349)
South Sudan UNFPA 205053 589,240 517,434
South Sudan UNHCR 203308 - (10,190)
South Sudan UNICEF 202887 (1,008) (1,008)
South Sudan UNICEF 203432 (3,922) (3,922)
South Sudan UNOCHA 205034 506,472 379,992
Sudan Save the Children 205038 375,163 375,163
Sudan UNOCHA 204494 (15,599) -
Sudan UNOCHA 204733 392,239 622,279
Sudan UNOCHA 204873 154,066 693,556
Syria DAHW 205022 626,840 626,840
Syria DRC 204880 949,675 949,675
Syria DRC 205033 762,581 314,345
Syria DRC 205064 236,545 127,640
Syria UNOCHA 205002 305,280 232,101
Ukraine GAC 204911 4,357,126 2,335,590
Venezuela LDS 204854 4,498 302,461
Yemen GAC 204910 1,767,695 832,074
Yemen MOFAIC 204319 (1,531) -
Yemen MOFAIC 204662 7,500,000 4,434,414
Yemen UNOCHA 204109 (1,637) (1,637)
Zimbabwe UNICEF 204856 89,369 111,267
Total Strengthening health capacity 40,787,018 32,965,386

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PROJECTS CATEGORISED UNDER EMERGENCY RESPONSE AND PREPAREDNESS

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Cameroon UNHCR 204566 - 13,805
Cameroon UNHCR 205042 884,135 466,322
Central African Republic French MOFA 204951 110,690 110,690
Central African Republic UNOCHA 204527 (1,504) -
Democratic Rep of Congo LDS Charities
Australia		 205008 80,000 80,000
Democratic Rep of Congo UNOCHA 204947 750,000 715,366
Ethiopia GAC 204912 2,634,892 1,576,560
Ethiopia MCMDO 204958 195,395 194,321
Ethiopia UNOCHA 204907 1,130,917 1,130,917
Ethiopia UNOCHA 204948 804,054 512,845
Ethiopia UNOCHA 204999 707,518 707,254
Global French MOFA 204529 (6,842) 249
Global ERU KSRelief 204898 (1,234,552) 8,300
Iraq FCDO 204620 17,644,283 17,745,637
Iraq French MOFA 204564 (370) -
Jamaica LDS Charities
Australia		 204959 300,000 222,337
Lebanon LDS Charities
Australia		 204985 300,000 293,813
Libya LDS 204726 - 85,888
Libya ZOA Netherlands 204766 (920) (920)
Libya ZOA Netherlands 204968 186,500 186,500
Middle East Donor A 204689 (8,391) -
Middle East GAC 204378 (2,547) 3
Middle East Plan Int. Australia 204634 (13) 15,728
Morocco LDS 204744 - -
Myanmar LDS Charities
Australia		 205107 300,000 -
Palestinian Territory Donor B 205075 999,000 126,031
Palestinian Territory Donor 5 205021 36,752 18,054
Palestinian Territory KSRelief 204898 494,740 494,740
Palestinian Territory LDS 205084 1,000,000 487
Palestinian Territory LDS Charities
Australia		 204885 - 602,940
Palestinian Territory Donor C 205024 48,830 48,657
Palestinian Territory RCSI 205005 311,910 -
Somalia ACF US 204770 91,972 91,607
Somalia ACF US 205009 395,853 395,853
South Sudan ECHO 203047 - (173,207)

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PROJECTS CATEGORISED UNDER EMERGENCY RESPONSE AND PREPAREDNESS (CONTD.)

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
South Sudan UNDP 203078 - (15,407)
South Sudan UNDP 203255 (7,395) (7,395)
South Sudan UNDP 203632 (910) (910)
South Sudan UNFPA 203054 - (56,336)
South Sudan UNICEF 203128 (2,776) (2,776)
South Sudan UNICEF 204577 16,693 16,693
South Sudan UNOCHA 204675 (657) -
South Sudan UNOCHA 204696 113,002 113,002
South Sudan UNOCHA 204838 (12,395) 76,375
Sudan CDCS 204991 861,993 616,892
Sudan KSRelief 204898 499,412 499,412
Sudan LDS 204679 (267) 97,787
Sudan LDS Charities
Australia		 205098 1,000,000 93,822
Syria Donor A 204688 8,196 12,269
Syria DAHW 204705 272,110 429,444
Syria FCDO 204620 7,643,213 7,643,213
Syria GAC 204378 (57) (57)
Syria LDS 204594 (758) 7,674
Ukraine AstraZeneca 204965 200,000 200,000
Ukraine LDS 204637 - 55,924
Ukraine LDS Charities
Australia		 205039 300,000 257,287
US&T - Continental US LDS 204746 - 76,361
US&T - Continental US LDS 204974 300,000 300,000
US&T - Continental US LDS 205006 300,000 64,266
US&T - Continental US LDS 205049 300,000 246,668
US&T - Puerto Rico LDS 204941 300,000 260,418
Venezuela LDS Charities
Australia		 205015 300,000 164,800
Venezuela LDS Charities
Australia		 205102 300,000 -
Yemen GAC 204374 (7,361) (122)
Yemen KSRelief 204898 240,400 240,400
Yemen UNOCHA 203868 (7,137) (7,137)
Yemen UNOCHA 204245 - (2,629)
Yemen UNOCHA 205129 5,297 5,297
Total Emergency response and
preparedness		 41,072,905 37,056,012

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PROJECTS CATEGORISED UNDER MENTAL HEALTH AND PSYCHOSOCIAL SUPPORT

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Afghanistan WHO 204933 789,589 789,589
Afghanistan WHO 204953 379,228 378,224
Jordan KSRelief 204694 50,953 152,519
Pakistan GIZ 204731 324,245 384,615
Pakistan IOM 205113 67,328 36,322
Pakistan UNHCR 204809 329,908 443,433
Pakistan UNHCR 205041 317,437 317,437
Ukraine GIZ 205018 831,760 194,383
Ukraine LDS 204813 - 251,984
Total Mental Health and Psychosocial
Support		 3,090,448 2,948,506

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7 0

PROJECTS CATEGORISED UNDER WATER, SANITATION AND HYGIENE

----- Start of picture text -----
International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Afghanistan Islamic Development
Bank		 204649 (9,863) 2
Afghanistan LDS Charities
Australia		 204934 300,000 296,834
Ethiopia UNHCR 204822 1,792,409 1,147,177
Ethiopia UNHCR 204824 526,545 452,885
Ethiopia UNHCR 204825 3,511,003 2,806,842
Ethiopia UNHCR 205060 569,761 1,436,325
Ethiopia UNHCR 205061 255,567 954,798
Ethiopia UNHCR 205062 39,389 99,272
Ethiopia UNICEF 205025 505,812 313,584
Libya GIZ 204433 (32,073) (32,785)
Libya UNICEF 204745 - 2,259
Nigeria UNOCHA 204691 (59,914) (61)
Pakistan UNICEF 204785 265,920 268,837
Somalia UNOCHA 204940 400,000 400,000
South Sudan UNDP 203230 (5,050) (5,050)
Syria UNOCHA 204789 120,000 192,773
Yemen GCC 205103 147,324 17,294
Yemen UNOCHA 204117 (268) (268)
Yemen UNOCHA 204732 417,944 649,632
Yemen UNOCHA 204805 190,642 889,736
Zimbabwe UNICEF 204869 55,155 226,807
Total Water, Sanitation and Hygiene 8,990,305 10,116,893

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PROJECTS CATEGORISED UNDER WOMEN & CHILDREN’S HEALTH

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International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
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Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Afghanistan UNFPA 204814 2,811,110 2,805,411
Afghanistan UNFPA 205044 2,579,318 2,594,873
Cameroon UNHCR 204800 738,547 881,421
Cameroon UNICEF 204771 156,142 222,333
Central African Republic IRC 204214 (7,373) (7,373)
Ethiopia UNFPA 204569 - (275)
Ethiopia UNFPA 204837 597,796 597,796
Ethiopia UNFPA 205063 200,482 171,184
Ethiopia UNHCR 204823 - 27,502
Jordan UNICEF 205027 386,177 352,941
Lebanon French MOFA 204666 (875) (41)
Lebanon Plan Int.Australia 204684 (683) (145)
Mali GAC 204353 3,956,646 3,290,696
Mali UNFPA 205083 101,349 101,349
Nigeria UNICEF 204876 224,939 230,653
Pakistan IOM 204902 200,498 200,498
Palestinian Territory UNFPA 205115 312,630 312,630
South Sudan DFID 202698 - (10,375)
South Sudan DFID 203190 - (379,267)
South Sudan FCDO 204990 2,800,970 2,507,599
South Sudan UNDP 203077 (9,957) (9,957)
South Sudan UNDP 203461 (9,288) (9,288)
South Sudan UNFPA 203307 - (185,809)
South Sudan UNFPA 203521 - (200,115)
South Sudan UNFPA 204575 - 29
South Sudan UNFPA 204807 542,664 538,422
South Sudan UNICEF 203043 - (15,654)
South Sudan UNICEF 203163 (3,905) (3,905)
South Sudan UNICEF 203580 - (39,123)
South Sudan UNICEF 203620 (1,762) (1,762)
South Sudan UNICEF 203636 (958) (958)
South Sudan UNICEF 204845 425,177 411,126
South Sudan Private 200029 83,462 83,462
Sudan UNFPA 205087 193,454 144,947
Syria GAC 204913 1,645,732 729,426
Yemen KSRelief 205089 1,455,000 207,247
Total Women and Children’s Health 19,377,292 15,547,498

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PROJECTS CATEGORISED UNDER NUTRITION AND FOOD SECURITY

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International Medical Total Charitable
Total Charitable
Country Donor Corps (UK) Income & Gift in Kind
Expenditure
Project Number Donations
----- End of picture text -----

Country Donor International Medical
Corps (UK)
Project Number		 Total Charitable
Income & Gift in Kind
Donations		 Total Charitable
Expenditure
Afghanistan ACF Canada 204550 42,151 42,151
Cameroon WFP 204881 272,382 272,382
Cameroon WFP 205119 36,944 36,944
Chad WFP 205090 3,094,332 3,094,332
Ethiopia LDS 204709 - 116,911
Ethiopia The Power of Nutrition 204681 (1,005) 49,650
Ethiopia UNICEF 204886 711,578 737,641
Ethiopia WFP 204030 924,175 991,273
Ethiopia WFP 204704 10,976,156 11,509,685
Ethiopia WFP 204851 3,091,859 3,117,285
Ethiopia WFP 204954 29,828,723 29,803,223
Ethiopia WFP 204993 1,015,880 1,012,521
Global ACF Canada 204550 121,549 121,549
Global ELRHA 204915 19,169 19,169
Jordan WFP 205003 74,079 74,079
Nigeria WFP 204648 (293) (293)
Nigeria WFP 204840 223,937 215,284
Nigeria WFP 204841 54,522 54,522
Nigeria WFP 205072 141,311 141,311
Nigeria WFP 205073 41,149 41,149
Somalia UNICEF 204491 389,923 467,221
Somalia WFP 204872 1,705,456 1,705,456
Somalia WFP 205096 135,556 135,556
South Sudan ACF Canada 204550 10,732 10,732
South Sudan UNDP 202937 (1,105) (1,105)
South Sudan UNDP 203145 (7,807) (7,807)
South Sudan UNDP 203256 - (22,002)
South Sudan UNDP 203429 - (14,840)
South Sudan UNDP 203635 (2,781) (2,781)
South Sudan UNHCR 203035 (4,668) (4,668)
South Sudan UNHCR 203520 - (12,644)
South Sudan UNICEF 203155 - (21,601)
South Sudan UNICEF 204562 1,882,204 1,818,851
South Sudan UNICEF 205095 87,534 44,379
South Sudan WFP 203540 (1,509) (1,509)
South Sudan WFP 203544 (1,524) (1,524)
South Sudan WFP 203545 (1,052) (1,052)
South Sudan WFP 204810 2,249,440 2,167,997
Venezuela WFP 204767 3,232,614 3,232,614
Yemen LDS 204630 (545) 32,392
Yemen LDS Charities Australia 204905 58,063 793,471
Yemen UNOCHA 204111 (6,592) (6,592)
Yemen UNOCHA 204906 61,779 410,630
Yemen UNOCHA 205014 445,733 445,733
Total Nutrition and Food Security 60,900,049 62,617,675

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IMAGE CREDITS

COVER Shelley Wenk
2 Moses Sawasawa
4 Ahmad Al Zghool
7 Jiti Humble Tanyu
8 Kasereka Malonga Augustin
10 Staf
12 Sima Diab
14 Hajer Musa Hassan Suliman
15 Dmytro Mykhailov
Kelly Steven Dallet
16 Hytham Raed Tbeal
18 Elphas Ngugi
22 Zinyange Auntony
23 Zaid Shami
Mohammad Al Younes
24 Moataz Al-Araj
25 Adeedb Farhat
26 Zaid Shami
27 Mohammad Al Younes

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HOW YOU CAN HELP

Give hope, give health

There are many ways you can help International Medical Corps (UK) provide lifesaving care and help communities gain self-reliance after a disaster.

INTERNATIONALMEDICALCORPS.ORG.UK/DONATE

WAYS TO GIVE

Become a monthly donor

Make a one-time gift via cheque, credit card, wire transfer or online

Make a gift in honour of a loved one

FUNDRAISING@INTERNATIONALMEDICALCORPS.ORG.UK WORKSPACE 4, MODE, 1-6 CENTRIC CLOSE, OVAL ROAD, CAMDEN, LONDON, NW1 7EP

+44 (0) 207 253 0001

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www.InternationalMedicalCorps.org.uk

INTERNATIONAL MEDICAL CORPS (UK)

Workspace 4, Mode, 1-6 Centric Close, Oval Road, Camden, London, NW1 7EP PHONE: +44 (0) 207 253 0001