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2024-12-31-accounts

UK ANNUAL REPORT AND FINANCIAL STATEMENTS

12 MONTHS TO 31 DECEMBER 2024

Company Limited by Guarantee

Company Registration No. 4476247 (England and Wales) Charity Registration Number 1098106

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A Message from the CEO and Board Chair

Dear Friends and Supporters,

As we reflect on 2024, we are humbled by the extraordinary challenges faced—and the resilience shown—across our team and the communities we serve. From the protracted conflicts in Sudan, Gaza, and Lebanon to political shifts in Afghanistan and Yemen, humanitarian needs reached unprecedented levels.

Throughout it all, Relief International-UK and its Alliance partners, RI-Inc and RIFrance (together RI) remained steadfast in our mission: advancing health equity as the foundation for resilient, thriving communities. Despite dwindling resources, our team operated in some of the world’s most complex environments and made significant strides:

Health Services & Capacity Building

Valerie Docher ACTING CHIEF EXECUTIVE OFFICER

Water, Sanitation, and Hygiene (WASH)

Emergency Response & Crisis Support

Economic Empowerment & Education

These accomplishments reflect not just our ability to meet urgent needs, but our commitment to building lasting solutions in the world’s most fragile settings.

Debra Davis BOARD CHAIR,

Already, 2025 has brought a cascade of challenges unlike anything our sector has seen before. Despite these challenges, we are dedicated to our mission and our resolve to deepen our impact by embedding our core strengths across programs, enhancing data-driven decision-making, and cultivating long-term partnerships that support community resilience and trust.

We are profoundly grateful to our supporters, partners and staff for standing with us during one of the most challenging times in recent memory. Together, we are delivering not only services – but hope and lasting change.

Thank you for your trust and partnership.

With gratitude,

Valerie Docher

Debra Davis

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Our Mission

Relief International-UK is part of the Relief International Alliance which consists of three international non-profit organizations. Together, the alliance partners with communities impacted by conflict, climate change and disaster to save lives, build greater resilience and promote long-term health and wellbeing.

The pursuit of our mission is also underpinned by a set of six core capacities that define who we are and how we operate. These capacities are not only essential for achieving our mission but also reflect the values and principles that guide our actions. To successfully fulfil this mission, we recognize the significance of embodying these core capacities across our organization.

Our Core Capacities are:

1. Safe: We ensure that affected communities have access to safe and inclusive programming with an emphasis on protection.

2. Truly Local: We work alongside communities to build resilience. We do this through investment in local staff capacity and with leadership from local partners, organizations and institutions.

3. Going The Distance: We go above and beyond to ensure access to services in the hardest to reach areas amid crisis, displacement and systems failure.

4. Conflict Sensitive: We promote context appropriate and ethical programming in conflict zones and challenging political environments. Our work is underpinned by community acceptance and dynamic conflict analysis.

5. Climate Smart: We develop local capacity to prepare for and respond to climate shocks, with green, digital and off-grid solutions.

6. Evidence Based: We invest in learning and analysis. Sound evidence informs our actions, advocacy and drives our programmes quality, adaptation, and innovation.

We are guided by the humanitarian principles of humanity, neutrality, impartiality, and independence.

Strategy

Health and wellbeing, our strategic positioning, are central to everything that we do. Philosophically, this is Relief International’s guiding star. We believe that a resilient community is one that actively benefits from opportunities for greater health and wellbeing, and we at Relief International play a crucial role in pulling those threads together. We build greater resilience and promote long-term health and wellbeing through a combination of different sectoral approaches working in tandem and through effective use of our core capacities, which are key to how we achieve mission.

We aim to:

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Objectives and Activities 2024

In 2024, Relief International continued to prioritize health equity as the foundation for community resilience, focusing on strengthening health systems, expanding access to essential services, and deepening local leadership. Our work spanned 15 countries, supporting communities affected by conflict, climate change, and disaster.

Key strategic priorities included:

These priorities were driven by our 2023-2028 Strategy, which emphasizes an integrated approach to resilience—ensuring that health, education, WASH, and livelihoods programming work together to break cycles of vulnerability and build long-term solutions.

Achievements and Performance

Relief International delivered measurable impact in 2024, directly improving the health and resilience of millions. Below are some of the key achievements aligned with our organizational objectives and key results framework and strategy implementation goals:

Healthcare & Resilience Impact:

Strategy and Governance:

Operational Resilience & Growth:

These achievements demonstrate the depth and breadth of Relief International’s impact, from scaling emergency response to strengthening long-term resilience through strategic investments in health, leadership, and sustainability.

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Our work in the field

The following are examples of projects that RI-UK delivered in conjunction with the local communities with which we cooperate.

Syria

Life-saving vaccines for displaced children

Since the conflict began in Syria 14 years ago, nearly seven million Syrians have been displaced within the country - half of them children. Many live in extreme poverty, suffering from war-inflicted injuries and emotional trauma.

Relief International provides emergency healthcare, nutrition, and clean water to hard-to-reach communities across Syria, including families in displacement camps. In 2024 we collaborated with WHO, the Syria Immunization Group and health directorates to support the Expanded Program on Immunization (EPI) project Nurse Tarek supervises the vaccination team in a Relief International supported clinic which runs using solar power. With both fixed and mobile teams, vaccines for diseases such as hepatitis B, tuberculosis and diphtheria are administered to children from birth to five years old, and tetanus vaccines are provided for women of childbearing age.

“Our mobile teams make a significant difference,” Tarek explains. “By traveling to distant locations, we reduce the burden on families who might otherwise struggle to bring their children to the center. Our goal is to ensure no child is left unimmunized.”

Nurse Tarek checks the solar panel system, ensuring it powers the center and helps maintain optimal conditions for vaccine storage.

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Sudan

Critical support amidst conflict

Since conflict erupted in Sudan in April 2023, about 12 million people have been forced to leave their homes – it is the largest displacement crisis in the world.

Relief International is providing critical support in 45 health facilities across the country with funding from OCHA and ECHO. As at the end of 2024 we were the only organization still operating in Zamzam Camp, North Darfur, where over half a million displaced people are currently sheltering.

The population is not only facing horrifying violence, but a desperate lack of water, fuel and food. A famine was declared in the camp in August 2024.

Whenever it is safe to do so, our dedicated team are providing life-saving medicine, clean water and treatment for malnutrition. They are committed to helping the families that continue to arrive, desperately searching for safety.

Lebanon

Strengthening Resilience and Livelihoods in Lebanon

Lebanon is facing one of its most severe humanitarian crises, with over 1.5 million Syrian refugees now making up more than a quarter of its population. This significant influx has placed immense strain on the country’s already fragile economy, infrastructure, and resources.

For over a decade, Relief International has been active in Lebanon, continuing to provide humanitarian aid. The recent escalation of conflict in October 2023 has further worsened the economic and social conditions, forcing many agricultural workers to flee their homes, resulting in a decline in food production, rising unemployment, and worsening poverty.

With funding from the UN World Food Programme (WFP) and the Federal Ministry for Economic Cooperation and Development (BMZ), Relief International is supporting 337 farmers across North Lebanon, Akkar, Bekaa, and South Lebanon to strengthen economic growth and food security. The project equips farmers with the tools, training, and resources needed to increase dairy production, improve income opportunities, and access new markets. Through technical training, in-kind equipment, and barn rehabilitation, the initiative enhances livestock welfare and productivity, ensuring long-term sustainability. Additionally, farmers requiring further assistance are referred to the Ministry of Agriculture for vaccination services and other essential support. One of the project's participants, Yahya, a 50-year-old farmer from Minieh, successfully diagnosed and treated his cow’s puerperal fever thanks to the training received. With improved techniques and knowledge, his farm has become more productive and financially stable. With the support of the project funding, 58 training sessions were successfully conducted, equipping participants with knowledge on new agricultural products while also enhancing their financial and digital literacy—key skills for improving productivity and market access.

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PLANS FOR THE FUTURE

In early 2025, the humanitarian sector experienced a series of major disruptions following the dismantling of USAID by the new US administration. This had a significant impact on our Alliance partner, RI-US, and given our shared management structure, also affected RI-UK. In response, decisive action was taken in February and March 2025 to resize the management team and align central costs with the reduced level of indirect revenue available to support shared operations.

While we anticipate a reduction in income as some UN bodies face defunding, the majority of our grantors remain committed to funding the types of programmes in which we specialise. Although we expect some decline in revenue through 2025 and beyond, our streamlined cost base positions us well to continue delivering impact within our budgetary means.

Looking to 2025, we will build on this momentum to further embed our core capacities, refine our country strategies, and expand strategic partnerships.

We aim to develop our work in the following areas:

Through these efforts, Relief International will continue to lead the way in health equity, resilience-building, and humanitarian response. Our mission remains clear: to save lives, build greater resilience, and promote longterm wellbeing in the world’s most fragile settings.

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Income

Relief International-UK income is received from international donors, mainly from UN organizations such as UNICEF, UNHCR, OCHA, UNFPA, WFP, WHO, UNDP and UNOPS with only a very small amount coming from non-institutional sources. Total income for the year ending December 31, 2024, decreased by 25% to $51.2 million. Gifts in kind (GIK) income fell by 53% to $8.5 million, while income from charitable activities dropped by 15% to $42.7 million. The decline in income was primarily driven by a reduction in programmatic activity across several countries, most notably in South Sudan, where conflict significantly disrupted operations. Additionally, the closure of the Bangladesh office resulted in a decrease of over $2 million in income, while scaled-back programming in Yemen contributed a further $5 million reduction. These changes reflect a broader contraction in UN grant funding during the year.

Expenditure

At the close of the fiscal year, expenditure on charitable activities saw a reduction in value from $70 million to $50.9 million, mirroring the decline in income. All programmatic areas except health and education saw a decrease in spending - see Note 4. With minimal private donations, the charity incurred only $42,000 (2023: $31,000) in fundraising costs. Central costs were reduced considerably in the spring of 2025 in order to ensure that all Alliance entities could avoid deficits and protect their reserves.

Balance Sheet and Cashflow

As of December 31, 2024, the charity’s total reserves amounted to $1,268,300 compared to $812,800 in 2023 – the increase being due to higher GIK levels at the year end. Within this balance, $599,167 was unrestricted, while $669,133 was restricted (of which $554,509 was GIK). Bank balances remained similar to 2023 levels.

Reserves Policy

RI-UK holds financial reserves to be applied to future activities in the following categories:

Each year the trustees consider the appropriate level of unrestricted reserves. They review RI-UK’s requirements and consider a sustained fall in income to be a reasonable basis for setting a minimum level. It is the intention of the trustees to hold sufficient reserves to enable expenditure to be reduced in a managed fashion, should the need arise, avoiding the need to halt work abruptly. The trustees have agreed that free reserves should normally be within a range of 3-6 months of non-project operational expenditure.

As at 31 December 2024, RI-UK held unrestricted general funds of $599,167 (2023: $537,430) which represented 3.6 months (2023: 2 months) of future non-project central expenditure (now forecast at $2.0m in 2025). RI-UK expects to see another moderate increase in its unrestricted reserves in 2025 due to a reduction in central costs instituted in the first quarter of the year.

Going Concern

We have set out in this report a review of RI-UK’s financial performance, the reserves position and principal risks and uncertainties. One of the fundamental uncertainties is whether income flows from donors will continue for the foreseeable future. In fact, our donors remain committed to funding projects in fragile settings and the pipeline for future projects remains reasonably strong at the time of signing this report. In early 2025 the humanitarian sector was destabilised by the abrupt reductions in US aid which directly affected our fellow Alliance member RI-Inc and by extension due to our shared management structure this also affected RI-UK. Each Alliance member initiated a significant cost reduction exercise and we believe each entity’s cost structure is now aligned to the new reality of less US aid funding either directly or via intra-governmental organisations such as UN bodies.

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RI-UK has undertaken a scenario-planning exercise of income and planned expenditure including financial and cashflow projections to forecast how various outcomes might affect RI-UK and the other Alliance entities’ operations in 2025 and beyond. This exercise takes into account the risk of decreased income from various sources and the ability of RI to implement its activities across the globe. The results of the scenario planning have been used as a basis from which to formulate a model for strategic planning.

We have conducted detailed cashflow and net asset forecasts into the second half of 2026 and are confident, based on 2025 income and current pipeline, that in the next 15 months we will not see critical cashflow difficulties and should experience a rebuilding of unrestricted reserves. This view is supported by the improvements we have made in both financial controls and Awards Management and in our continued strong global risk assurance function. These matters combined mean that we remain confident that the operational and financial risks faced by our operating teams in fragile settings are well managed.

The trustees recognise that the charity’s continuation as a going concern is underpinned by the mutually supportive relationship with RI-USA and RI-France. The RI entities support each other to deliver effective programmes through the commitment of their respective human and financial resources in support of their shared mission of partnering with people in vulnerable communities to achieve relief from poverty. The trustees have no reason to doubt that this relationship will continue and are committed to furthering the collaboration between the organizations. RI-UK is consequently well placed to manage the business risks it faces.

We will continue to monitor the situation and manage our finances accordingly. The results of the scenario planning together with the support from the Alliance, and a continuation to shift to a more adaptable unrestricted cost structure, indicates that RI-UK has sufficient resources to continue in operational existence for the foreseeable future.

The trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements and are not aware of any other material uncertainties, which may adversely affect the organization. Accordingly, the financial statements continue to be prepared on the going concern basis.

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Relief International-UK (RI-UK) is a charity registered in England and Wales (registration number 1098106) and a company limited by guarantee (registration number 4476247). The charity was established under Memorandum and Articles of Association, as amended on 21 April 2003, that establishes the objects and powers of the charitable company.

Organizational Structure

Relief International-UK is part of a worldwide Alliance - Relief International. Relief International is a global team of humanitarians that partners with communities impacted by conflict, climate change, and disaster to save lives, build greater resilience and promote long-term health and wellbeing. In addition to RI-UK, Relief International consists of Relief International, Inc. (RI-US), a charitable non-profit organization incorporated in the State of Delaware, USA and Relief International-France, formerly known as MRCA/Relief International-France, (RI-France), a non-profit association incorporated in France. Together, the RI Alliance members share the same mission, core capacities and values.

The three independent legal entities that comprise Relief International are parties to an Amended and Restated Corporate Alliance Agreement that establishes governance and operating rules and explains the relationship between the legal entities. Pursuant to the Alliance Agreement, in order to achieve efficiencies, minimize overhead costs, and limit duplication of roles and responsibilities, RI-UK, RI-US and RI-France have agreed to share operational, back-office and front office resources and operate under a one-team concept under a global senior leadership team and single chief executive officer. Notwithstanding the enhanced collaboration among the three Relief International entities, the control and responsibility for the business and operations of Relief International-UK is with its Trustees, who are also directors of RI-UK for the purposes of company law.

RI-UK coordinates its activities closely with UK and European governments, multilateral agencies and other international and national NGOs to share best practices and maximize collaboration to make a positive impact in the lives of the communities it serves.

RI-UK’s Board of Trustees manages the charity and meet at least on a quarterly basis. The Trustees also participate in joint Committees of Relief International that meet at least on a quarterly basis.

The Committees include:

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The CEO is appointed by the Trustees to manage the day-to-day operations of the organization and has delegated authority, within terms of delegation approved by the Trustees, for all operational matters including strategy implementation, programmatic and fiduciary oversight, and the management of key risks. The CEO is supported by a Senior Leadership Team (SLT) across key functions who, as leadership personnel themselves, are responsible for the management of staff across departments and countries of operation.

Trustee Induction and Training

Upon appointment to the RI-UK Board, Trustees are given an induction and are provided with the organization’s key policies, including code of conduct and conflict of interest guidance. Trustees also receive a comprehensive briefing about the organization’s structure, strategic priorities, and their roles and responsibilities as Trustees and directors, including access to online orientation and training. Steps are taken to ensure that all Trustees are kept abreast of charity regulations with appropriate updates. The Trustees, who served the charity during the period and up to the date this report was approved and their meeting attendance, can be seen on page 14.

Trustee Interests

None of the Trustees has any beneficial interest in the company. All of the Trustees are Members of the company and guarantee to contribute £10 ($12.55) in the event of a winding up. The collaboration among the Relief International alliance entities extends to the governance level, and current Trustees of RI-UK are also directors of RIUS and members of RI-France. In making decisions about RI-UK, they are required to consider what is in the best interests of the company rather than RI-US, RI-France or the Relief International alliance as whole, although in most cases these interests are seen to be aligned. No Trustee had any beneficial interest in any contract that RI-UK has with third parties. Trustees are asked to complete a conflict of interest form annually and to keep the form updated.

In line with our mission and vision an evaluation of the Trustees’ performance will be undertaken in 2026.

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Trustee attendance record

Trustee Name Committee
Membership		 Board
Attendance		 Board
Attendance		 Committee
Attendance		 Committee
Attendance
Total Attended Total Attended
Debra Davis(Chair) ARC,EC,FC 6 6 18 18
Radha Sekar (Treasurer)
(resigned 7 March 2025)		 EC, FC 6 5 10 8
Christopher Kinder (Treasurer from
February 2025)		 ARC, EC, GNC,
SES		 6 5 17 13
Eric Achtmann
(resigned 3 February 2024)		 EC n/a n/a n/a n/a
BeverlyMorris Armstrong ARC,FC 6 5 12 10
Daniel Bader
(resigned 6December 2024)		 EC, FND 5 2 9 7
Stéphane Crescitz EC,GNC,SES 6 5 10 10
Grey Frandsen
(appointed 6December 2024)		 n/a 1 1 n/a n/a
Dana Freyer FND, EC, GNC,
SES		 6 6 14 14
John Gage FC 6 5 5 4
Julia Guth FND,GNC 6 5 8 8
Steve Hansch ARC, FC, FND,
GNC,SES		 6 5 21 20
Edwin Davisson Hardman Jr. FC 6 5 5 5
Faisel Khan FND 6 4 5 3
Annie Kim ARC 6 5 7 7
Paul Levengood ARC, FC, FND,
GNC,SES		 6 6 21 20
Philippe Oberlin ARC 6 5 7 7
Awele Okigbo
(appointed 6 December 2024)		 n/a 1 1 n/a n/a
Cyril Payen FND 6 4 4 0
Giorgi Pkhakadze FND 6 4 4 2

Key

ARC Audit & Risk FC Finance FND Fundraising GNC Governance & Nominating EC Executive SES Subcommittee on Enterprise Structure

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PRINCIPLE RISKS AND UNCERTAINTIES

Relief International operates in some of the world’s most challenging settings, where complex crises, conflict, instability, and regulatory changes create significant external risks. Internally, resource constraints and system gaps present additional challenges. To navigate these uncertainties, we employ a Risk Management framework that guides risk identification, assessment, and mitigation across all levels— project, country, regional, and global.

Each Country Office maintains a risk register, feeding into an overarching Global Risk Register reviewed quarterly by the Audit and Risk Committee (ARC). Risk management is embedded in decision-making at all levels, with the Senior Leadership Team (SLT) actively monitoring risks and mitigation efforts, while country teams continuously assess and respond to risks throughout project implementation.

In 2023, we strengthened our strategy to further integrate risk management into prioritization and operational sustainability. This effort continued in 2024 as global uncertainties persisted into 2025, marked by new and ongoing conflicts, natural disasters, and rising costs that intensified operational challenges. Economic volatility also impacted funding and organizational resilience, requiring close monitoring and adaptive strategies.

Our commitment to being at the center of the communities we serve necessitates working in conflictaffected and fragile states, often in humanitarian emergencies. In 2024, we continued to collaborate with donors, partners, and leadership to proactively manage risks and ensure the effective delivery of our programs despite the evolving landscape.

The principal risks faced by Relief International, and the control and mitigation strategies employed are as follows:

Principal Risk Control and Mitigation
Financial Risk: To ensure financial stability, we continue to strengthen reserves, diversify
revenue streams, and enhance financial management while proactively
adapting our funding mix and institutional fundraising strategies.
Strategic Risk: Failure to execute RI’s strategy in the communities we serve could reduce
impact, weaken community trust, and jeopardize funding. To mitigate this,
RI is aligning leadership, enhancing risk management, and investing in core
capacity.
Fiduciary Risk: Strengthening internal controls, compliance frameworks, and accountability
mechanisms remains a priority to safeguard financial integrity, mitigate
fraud risks, and uphold donor trust.
Operational Risk: We maintain a comprehensive security management framework, robust
incident response systems, and strong health and safety policies to protect
staff, communities, and program continuity.
Programmatic Risk: With the focus on key performance indicators (KPIs) to systematically track
and mitigate capacity gaps and operational challenges, we will ensure
program quality, effectiveness, and continuous improvement.
Human Resources Risk: Strategic investments in workforce planning, HR infrastructure, and staff
well-being—through competitive benefits, career development, and
succession planning—help us attract, retain, and support talent effectively.

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PUBLIC BENEFIT

The trustees have given due consideration to Section 17 of the Charities Act 2011 and the Charity Commission’s guidance on the operation of the Public Benefit requirement and are satisfied that RIUK is in full compliance with its public benefit obligations.

The trustees believe that RI-UK benefits the public through the achievement of its goals and objectives, specifically by:

RI-UK is a signatory to the ICRC Principles of Conduct and the NGO personnel in disaster response programmes and subscribes to the Sphere Project’s Minimum Standards in Disaster Relief. It is also guided by the Core Humanitarian Standard on quality and accountability which sets out the essential elements of principled, accountable, and highquality humanitarian action.

POLICIES

Grants

The vast majority of our income is derived from government and transnational organisation grants. These tend to be for periods of between six months and three-years. There is a formal approval process that is followed before a grant is approved internally. Once programs are underway, they are systematically monitored throughout their implementation period. Major programs are subject to a final evaluation process, and most are subject to detailed donor audits. Monies advanced to our delivery partners in the field are also subject to monitoring and evaluation according to specific performance measures agreed in advance.

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Relief International's ability to deliver impactful programs globally relies on the skills, capabilities, and motivation of our dedicated workforce. RI-UK’s projects are delivered in conjunction with RI-US and RI-France staff and so this section looks at the Alliance as a whole. The RI Alliance, encompassing RI-UK, RI-US, and RIFrance, employs over 2,400 staff members, supplemented by approximately 3,300 day workers. Notably, over 97% of our staff are locally recruited from the communities we serve, a testament to our commitment to our Truly Local core capacity. The total staff of all Alliance partners, as on 31[st] Dec 2024, are as follows:

Region Country
Office
National		 Country
Office
International		 Regional
National and
International
Team		 Day workers Total
Africa/Asia 1,704 47 14 1,280 3,045
Middle East 704 52 6 2,079 2,841
Total 2,408 99 20 3,359 5,886

A significant portion of RI-UK staff are members of the Global Support Team. This team plays a crucial role in providing operational and technical support program delivery across all RI countries. The total number of Support Team staff on December 31[st] 2024 was:

Support Team Locations Nos.
United Kingdom 25
United States 24
France 9
Other Countries 17
TOTAL 75

In 2024, the Support Team welcomed 22 new members globally, of which three are UK based. The majority of these Support Team hires were from countries where RI has programs, but of those hired in the UK, US and France, six individuals identify as people of colour.

Retention and Turnover

As of 31 December, Relief International experienced a total of 11 global staff resignations in 2024. This voluntary turnover rate of 14.5%, is within the sector norm of 12-16%. At Relief International, we remain committed to fostering a work environment where employees feel valued, engaged, and aligned with our mission. Feedback from departing staff highlights our strong organizational culture, with many employees citing mission alignment, professional development opportunities, and fair treatment as key positive aspects of their experience.

Despite natural workforce transitions, we continue to attract top talent and retain dedicated professionals, with an average tenure of over three years even among departing staff—demonstrating RI’s ability to provide meaningful, long-term career experiences. Our investment in leadership development, and strategic HR initiatives ensures that employees have the tools and support needed to thrive.

In 2025 we have had to make a number of redundancies due to the need to restructure the Alliance cost base. This will mean an increase in staff turnover figures to be reported next year.

UK Staff

Over 2024, the average number of Global Support Office staff across all entities was 75 (compared to 71 in 2023 and 66 in 2022). The average number of employees at RI-UK was 25 in 2024 (compared to 21 in 2023), representing approximately 33% of the total. Furthermore, three out of ten members of the Senior Leadership Team were employed by RI-UK. These numbers have now changed since the global restructuring and the number of staff employed by RI-UK has since fallen to 10.

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Remuneration

At Relief International, we are dedicated to ensuring fair and transparent remuneration for all employees. To reinforce this commitment, we introduced a comprehensive Job Evaluation Framework in 2024, designed to structure salaries consistently across the organization. Each position is assessed based on:

Our salary scales in all countries are benchmarked against leading international NGOs to ensure competitiveness, enabling RI to attract and retain top talent while maintaining industry-aligned compensation practices.

Diversity

We are committed to fostering a diverse and inclusive workplace where all employees are valued and respected, regardless of their gender, sexual orientation, disability, race, ethnicity, religion, age, or any other protected characteristic.

Building upon the inclusive hiring initiatives introduced in 2022, we have prioritized equity across the organization in 2023 and 2024, with a particular focus on enhancing opportunities for our national staff working in country programs.

To support this commitment, we have implemented several key initiatives:

On 31 December, the demographics of our UK team were as follows:

----- Start of picture text -----
ETHNICITY AGE GENDER
White Brown Black Above 50 Below 50 Male Female
14%
20%
43%
50%
57%
30%
86%
----- End of picture text -----

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Learning and Development

We prioritize the continuous growth and development of our staff. Through RI Academy, our dedicated learning management system, employees have access to a wide range of training opportunities, including external programs. We regularly evaluate training needs using the RI Performance Management System, recommending tailored content from RI Academy and trusted external L&D partners such as WHO, the Humanitarian Leadership Academy (Kayaconnect.org), and eCornell University.

As part of our strong ethics and compliance framework, all employees must complete mandatory orientation training on key policies. In 2024, UK-based staff achieved a 100% compliance rate in this training.

Our well-received annual global refresher training on ethics and compliance in 2024, known as Ethics Moments was rolled out globally to all 6,000 direct and indirect staff in just 75 days in 2024, starting with senior leadership and cascading down.

Recognizing that a strong introduction to an organization significantly impacts motivation, performance, and longterm commitment, we developed and launched an in-depth, multi-stage onboarding new joiner journey in 2024. This includes:

All new staff members reported back that they were either satisfied or very satisfied with the new joiner journey. With high engagement and positive feedback, this initiative has already strengthened the new joiner experience. Based on employee insights, further improvements are planned for 2025 to ensure even greater impact.

Staff Wellbeing

All RI staff worldwide have access to local psychological support and counselling services. In the UK, this is offered through an external Employee Assistance Program, along with private medical insurance coverage through BUPA.

Future development

In 2024, the Support HR team established itself as a high-performing, stable, and strategic force, leading global HR initiatives and driving the shift from transactional to strategic HR management. This year saw the successful launch of a new HR Information System (HRIS) and TimeRewards for timesheet submission, enhancing efficiency and compliance. Recently launched policies include recruitment, references, police check, internal mobility, job evaluation, and per diem. Additionally, several key policies have been drafted and are set for rollout including emergency recruitment, R7R, severance, pay, staff care and leave. These developments reinforce our commitment to fairness, transparency, and inclusivity, and strengthening the foundation for sound HR practice.

Looking ahead, two major initiatives will be launched to strengthen RI’s ability to adapt to external challenges and unforeseen events, increasing retention of top talent and strengthening organisational resilience:

 Internal Surge Program – Enabling rapid internal staff mobilization to effectively respond to urgent operational needs.

Through these efforts, RI is building a fairer, more efficient, and trusted HR framework, fostering both individual and organisational growth.

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We continue to be committed to promoting the safety and wellbeing of the programme participants, staff, volunteers and partners involved in our efforts at delivering humanitarian aid and development assistance. Note that our ‘volunteer’ workforce are actually mainly daily paid supplementary roles necessary to deliver our work within the communities we work rather than unpaid volunteering work.

The Safeguarding Standards developed in 2020 continue to provide the framework within which the overarching approach to safeguarding practice is developing. It is an iterative process; we are learning in all areas of our work as we follow our own and the international standards of best safeguarding practice within the sector. The RI Safeguarding Standards consist of six core standards that are interlinked:

1. Safeguarding Culture: RI’s values, beliefs and codes of practice are conducive to an organizational culture that is committed to preventing harm and abuse.

2. Governance and Accountability: RI’s safeguarding policies and procedures are in place and roles and responsibilities for safeguarding are assigned.

3. Safe People: All staff are safely recruited and trained in safeguarding.

4. Safe Programmes: Potential safeguarding risks in programmes and projects are identified and addressed, including with our partners.

5. Safe Reporting and Response: A comprehensive complaints mechanism is in place, and safeguarding reports and concerns are investigated.

6. Safe Communication and Media: Safeguarding measures are incorporated into all communications and media activity.

At the country office level, a combination of activities—such as onboarding training for new joiners, refresher sessions, risk assessments, and various awareness initiatives - ensures that safeguarding remains a top priority for both our staff and partners.

This commitment is also reflected in our 2024 recruitment efforts: all 856 newly hired staff received safeguarding training as part of their induction process, reinforcing our organizational culture of accountability and awareness.

The safeguarding function continues to sit within the Ethics and Compliance Department (E&C). The E&C Department has strengthened RI’s investigative processes and invested in regional Safeguarding & Investigation manager posts. This boosted the support to Country Offices (CO) with their cases and their safeguarding activities. The E&C continued to work closely with Safeguarding Focal Points in COs, supporting them with expert consultations, case management and capacity building.

In 2024, RI began developing strategic safeguarding initiatives for implementation in 2025. These included a comprehensive new Safeguarding Policy to consolidate and update existing policies. This same process will also inform targeted Safeguarding Focal Point recruitment, and more structured training and awareness-raising activities.

The Audit and Risk Committee of the RI Board of Directors provides oversight to the E&C Department, including the safeguarding function. The safeguarding function also benefits from dedicated support from a Trustee with safeguarding oversight responsibility. The safeguarding culture in RI remains underpinned by the internationally recognised principle of ‘do no harm’ with a survivor led and increasingly trauma informed approach. The safeguarding function continued to mature in 2024, and RI is firmly set on safeguarding being an integral part of how we operate throughout the organisation.

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Safety and Security

Most Relief International (RI) country offices - especially Occupied Palestinian Territories, Afghanistan, Lebanon, Myanmar, South Sudan, Sudan, Syria, and Yemen-- experienced high safety and security risks. Our teams faced significant challenges with high levels of security and safety related incidents, resulting in increasingly violent and challenging operational contexts. RI teams, with support from security and access teams, have been actively managing increased and diverse risk through the development and use of dynamic mitigation tools.

Our aim is to ensure our programs continue to be delivered and our teams, our beneficiaries and our partners are provided with resources, capacity and the support they need in the most challenging environments. In 2024, RI has been successful in navigating and managing ongoing security issues in our operational areas. Since the year end, however, our facilities in Zam Zam camp in Darfur experienced a devastating attack by RSF forces which led to a tragic loss of life including 11 of our own staff members.

Team, Systems and Capacity

RI’s objective in the areas of safety, security and access is to ensure the focus is on monitoring and preparedness, proactive planning and prevention, and ensuring we have required capacity to respond at all levels. In this reporting period, we have been actively engaged in the process of updating our security policies, tools and templates. We prioritized trainings and refresher courses for regional and country teams, focusing on security and medical training as a core element of duty of care and risk mitigation.

The process of internal capacity building has continued to be a priority in 2024 with a number of training of trainers delivered, to expand our capacity for in house regular and high quality trainings for all of our countries. Hostile environment awareness training (HEAT) continued to be offered to staff as a requirement for high-risk countries.

Our Security Incident Management (SIM) continues to be managed by regional and global security teams as well as the incident team, based on the severity of the incident. RI is constantly working on improving the use of the security incident system at the field and country levels. Our aim is to ensure improved security culture for security incident reporting. RI delivers regular training on SIM and the processes for the incident management cycle.

20

The vast majority of our funding comes from international donors, but we do have an aim to increase funding from private donations. We are registered with the Fundraising Regulator and are committed to the Code of Fundraising Practice. We ensure that all fundraising activity is compliant with the Code and monitor this regularly. We do not routinely use agencies or fundraising partners, but we do undertake checks on all new suppliers to ensure they are financially viable and meet our ethical criteria prior to working with them. We listen to our supporters and endeavour to build long-term relationships with them. During 2024, we did not receive any complaints about our fundraising activity.

21

The trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year in accordance with the United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law.

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 at the year end and of its incoming resources and application of resources for the year. In preparing those financial statements, the Trustees are required to:

The trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company’s transactions and 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. The trustees are also responsible for safeguarding the assets of the charitable company and ensuring that assets are properly applied in accordance with charity law, hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Each of the trustees confirms that:

This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.

The trustees are aware of the Charity Governance Code published in 2017 which sets out principles and recommended practice within the sector. The trustees are committed to maintaining high standards of governance in accordance with the principles of the code.

This Annual Report, which incorporates the Strategic Report, was approved by the Board of Trustees and signed on its behalf by:

Debra M Davis, Chair of the Board of Relief International-UK September 25 , 2025

22

Opinion

We have audited the financial statements of Relief International-UK (‘the charitable company’) for the year ended 31 December 2024 which comprise the Statement of Financial Activities, Balance Sheet, Cash Flow Statement and notes to the financial statements, including significant accounting policies. 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 fulfilled 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.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustee’s 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 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 contained within the annual report. The other information comprises the information included in the annual 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 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.

23

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ 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 set out on page 23 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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

24

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were General Data Protection Regulation (GDPR), employment legislations, taxation legislations and anti-fraud, bribery and corruption legislation. We also considered compliance with local legislation for the charity’s overseas operating segments.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit and the Trustees about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, review of overseas office audit reports, review of donor audit reports, and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

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.

Jayne Rowe Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor London September 26 , 2025

25

Relief International-UK

Statement of Financial Activities for the year ended 31 December 2024 (incorporating an income and expenditure account)

Unrestricted Restricted 2024 2023
Notes Funds Funds Total Funds Total Funds
$ $ $ $
Incoming from
Donations and gifts in kind 3 29,312 8,458,039 8,487,351 18,153,856
Charitable activities 2 3,023,055 39,702,452 42,725,507 50,196,514
Total income 3,052,367 48,160,491 51,212,858 68,350,370
Expenditure on
charitable activities		 4 3,217,794 47,766,728 50,984,522 69,989,832
Total expenditure 3,217,794 47,766,728 50,984,522 69,989,832
Foreign exchange (gains) / losses 7 (227,163) - (227,163) 76,864
Net income/movement in funds 61,737 393,763 455,500 (1,716,327)
Reconciliation of funds
Funds balance at 1 January		 537,430 275,370 812,800 2,529,127
Funds balance at 31 December 599,167 669,133 1,268,300 812,800

The statement of financial activities also complies with the requirement for an income and expenditure account under the Companies Act 2006.

The notes on pages 31 to 41 form part of those financial statements. There are no recognized gains or losses in the current or preceding year other than as shown in the statement of financial activities.

28

Relief International-UK – Company No. 4476247 Balance sheet as at 31 December 2024

Notes 2024
$
Restated
2023
$
Current assets
Debtors
Cash at bank and in hand
Stock
9 15,994,557
9,208,731
5,016,802
554,509
5,201,679
178,644
Liabilities
Creditors		 21,565,868
14,589,054
(20,297,568)
(13,776,254)
10
Net current assets
Total net assets/liabilities		 1,268,300
812,800
1,268,300
812,800
The funds of the charity
Restricted funds
Unrestricted funds
Total charity funds
11,13 669,133
275,370
12,14 599,167
537,430
1,268,300
812,800

Notes 1 to 17 form a part of these financial statements. The financial statements were approved on the authority of the Board and signed on its behalf by:

Debra M Davis, Chair of the Relief International-UK Board of Trustees 25 September 2025

29

Cash flows from operating activities
Notes
Net cash provided by (used in) operating
activities
(a)
Cash and cash equivalents in the reporting
period
(b)
Cash and cash equivalents at the beginning of
the reporting period
Cash and cash equivalents at the end of the
reporting period
Notes to the cash flow statement for the year to 31 December 2024
Reconciliation of cash flows from operating activities
Net income for the reporting period (as per the statement of
financial activities)
Adjustments for:
(Increase)/decrease in debtors
(Increase)/decrease in stock
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities
Analysis of cash and cash equivalents
Total cash and cash equivalents		 Cash flows from operating activities
Notes
Net cash provided by (used in) operating
activities
(a)		 Cash flows from operating activities
Notes
Net cash provided by (used in) operating
activities
(a)		 2024
$
2023
$
(184,877)
4,628,202
(184,877)
4,628,202
5,201,679
573,477
5,016,802
5,201,679
Cash and cash equivalents in the reporting
period
(b)
Cash and cash equivalents at the beginning of
the reporting period
Cash and cash equivalents at the end of the
reporting period
Notes
2024
2023
(a)
$
$
455,500
(1,716,327)
(4,395,211)
1,442,141
(375,865)
1,842,687
4,130,699
3,059,701
(184,877)
4,628,202
2024
2023
(b)
$
$
5,016,802
5,201,679

30

Relief International-UK (RI-UK) is an international humanitarian and development non-governmental organisation (NGO) with its headquarters in London. RI-UK was incorporated as a company limited by guarantee in England and Wales on July 2, 2002 and registered as a charitable organisation with the Charity Commission on June 19, 2003. The charity is a company limited by guarantee and is an independent and non-profit making humanitarian agency that is non-discriminatory in its practices. The registered company number is 4476247 and charity number is 1098106.

The Trustees of Relief International-UK have taken due regard to the Charity Commission’s guidance on public benefit.

1. Accounting policies

1.1. Basis of preparation

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

The financial statements have been prepared under the historical cost convention.

Going Concern

While our revenue base of many short-term (12 months or less) humanitarian grants implies that there are significant uncertainties with respect to income and cash flow, we have processes in place for monitoring and managing unfolding conditions and adjusting accordingly. Our donors remain committed to funding projects in fragile settings.

We have undertaken a scenario-planning exercise of income and planned expenditure including financial and cashflow projections to forecast how various outcomes might affect RI-UK and the Alliances’ operations in 2024-25. This exercise takes into account the risk of decreased income from various sources and the ability of RI to implement its activities across the globe. The results of the scenario planning have been used as a basis from which to formulate a model for strategic planning.

We have conducted detailed cashflow and net asset forecasts for 2024 and 2025 and are confident, based on 2023 income and current pipeline, we will not see cashflow difficulties in this time period and will experience a gradual rebuilding of unrestricted reserves. This view is supported by the improvements we have made in financial controls and Awards Management and in our establishment of a global Ethics & Compliance team which incorporates our strong global risk assurance function. These matters combined mean that we remain confident that the operational and financial risks faced by our operating teams in fragile settings are well managed.

The financial statements have been prepared on a going concern basis. It should be noted that the operations of the charity continue to be underpinned by the mutually supportive relationship with RI - US and RI - France. The Trustees have no reason to doubt that this support will continue to be available. The RI alliance continues to implement high performing programs that meet the needs of the communities we serve and that comply with donor requirements.

We will continue to monitor the situation and manage our finances accordingly. The results of the scenario planning together with the support from the Alliance, and a continuation to shift to a more adaptable unrestricted cost structure, indicates that RI-UK has sufficient resources to continue in operational existence for the foreseeable future.

31

The trustees therefore have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future being at least twelve months from the date of approval of these financial statements, and are not aware of any other material uncertainties which may adversely affect the organization. Accordingly, the financial statements continue to be prepared on the going concern basis.

1.2. Functional currency

The functional currency of RI-UK is considered to be US Dollars because that is the currency of the primary economic environment in which the charity operates. Nearly all grants are received in US Dollars and in some countries in which the charity operates the dollar is the effective currency.

1.3. Incoming resources

All incoming resources are included in the statement of financial activities when the Charity is legally entitled to the income and the amount can be measured with reasonable probability. Due to the fragile nature of the areas that we work programmatic income is only recognised when the underlying expenditure has been incurred.

Donations comprise of gifts from individuals, corporations, and charitable trusts and is included in full in the statement of financial activities when receivable.

Gifts in kind are shown as incoming resources and accounted as grants in kind. The value of gifts in kind from institutional donors is pre-determined by the donor according to grant agreements, typically based on market prices for the relevant goods. An amount equal to the value of distributions to beneficiaries is included as in-kind expenditure in the statement of financial activities.

Income and expenses for donated goods, facilities and services are booked at the time of receipt using the lower of either the donor given or market value. RI-UK didn’t receive any pro bono services or volunteer time during the year

Grants receivable from government and other agencies are included as income arising from activities in furtherance of the charity’s objectives where granted for specific projects and services or as donations where money is given with flexibility of use.

Where grants are received in arrears based on projects expenditure incurred, income where reasonably probable, is accrued according to the terms of the contractual funding agreement.

For grant income received in advance where the amount of income exceeds the level of expenditure for the year, the income is shown as deferred income as conditions for use of the funds have not been met at the balance sheet date.

1.4. Liabilities

Liabilities are recognised with the Charity has an obligation (legal or otherwise unavoidable) to make payment to a third party.

1.5. Resources expended and the basis of apportioning costs

Expenditure is accounted for on an accruals basis and comprises the following:

32

The majority of costs are directly attributable to specific charitable activities and staff costs are apportioned to the costs classified above on the basis of time spent. Other costs not directly attributable are allocated on the basis of budgeted apportioned costs as per contractual agreements with donors.

1.6. Tangible fixed assets and depreciation

Assets for use at RI-UK headquarters are capitalised at a value above $750 and stated at cost minus depreciation. Depreciation is provided at rates calculated to write off the cost over its expected useful life: Plant and machinery - 25% reducing balance Fixtures, fittings and equipment - 25% reducing balance

Assets for use in overseas operational projects purchased using restricted grant funds are not capitalised but expended in the period of acquisition.

1.7. Foreign currency

Assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated at the rate of exchange at the date of the transaction. All exchange differences are accounted for in the statement of financial activities.

1.8. Accumulated funds

Unrestricted funds comprise accumulated surpluses and deficits from general funds and include those monies which may be used towards meeting the charitable objectives of the charity and applied at the discretion of the Trustees.

1.9. Pension scheme

RI-UK operates a defined contribution scheme for its employees. Contributions to the scheme are charged to the SOFA when incurred.

1.10. Critical accounting judgements and key sources of estimation uncertainty policy

In order to prepare the accounts trustees and management have made judgements and estimates. The most significant of these are:

The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

1.11. Financial instruments

Relief International has financial assets and financial liabilities of a kind that qualify as basic financial instruments.

33

Basic financial instruments are initially recognised at transaction value and subsequently measured at the present value of future cash flows (amortised cost). Financial assets held at amortised cost comprise cash at bank and in hand, short term cash deposits and the charity’s debtors excluding prepayments and accrued income.

1.12. Taxation

As a registered charity, RI – UK is entitled to certain exemptions from corporation tax on profits from investments and any trading activities carried on in furtherance of the charity’s primary objectives. RI-UK is not VAT registered, as a result costs are recorded inclusive of VAT.

2. Incoming resources from charitable activities

Unrestricted Restricted 2024 2023
Funds Funds Total Total
$ $ $ $
Economic opportunity 204,988 4,133,650 4,338,638 7,068,405
Education 53,498 887,644 941,142 1,061,148
Health 1,462,702 23,306,078 24,768,780 23,748,385
Multi-Sectoral 852,283 8,760,841 9,613,124 12,917,957
WASH - - - 161,215
Other 449,584 2,614,239 3,063,823 5,239,404
Total 3,023,055 39,702,452 42,725,507 50,196,514

3. Income From Donated goods, facilities and services

3.
Income From Donated goods, facilities and services

Unrestricted
Funds
$		 Restricted
2024
Funds
Total		 2022
~~Total~~
2023
$
Total
$
$		 $
Health
-
Multi-Sectoral
-
WASH
-
Other
29,312		 1,417,138
16,402
-
7,024,499
1,417,138
16,402
-
7,053,811		 ~~1,470,778~~
683,142
~~10288~~
740,209
~~,~~
1,652,894
-
19,780,489
15,760,753
Total
29,312		 8,458,039
8,487,351		 18,153,856

~~*The high level of 'Other' such donations relate mainl~~ y to Gifts in Kind

4. Expenditure on Charitable activities

4.
Expenditure on Charitable		 activities
Project Support 2024 2023
Costs Costs Total Total
$ $ $ $
Economic opportunity 4,133,650 196,654 4,330,304 8,037,059
Education 887,644 233,128 1,120,772 1,036,121
Health 24,609,599 1,264,794 25,874,393 24,205,107
Multi-Sectoral 9,008,686 472,470 9,481,156 14,255,832
WASH - - - 157,316
Other 9,559,539 618,358 10,177,897 22,298,397
Total 48,199,118 2,785,404 50,984,522 69,989,832

*WASH activities are embedded in other projects

34

Project Support 2024 2023
Costs Costs Total Total
$ $ $ $
Staff costs 18,198,547 1,792,719 19,991,266 23,646,253
Project costs 30,000,571 992,685 30,993,256 48,695,956
Total 48,199,118 2,785,404 50,984,522 72,342,209

Support costs are overhead expenses and governance costs required to administer project activities. These costs are allocated against the activities based on percentages of revenue generated by sector and whether the costs are directly related to the sector.

5. Trustees

None of the Trustees or any persons connected with them received any remuneration or expenses through RI-UK during the year.

6. Governance costs

Audit costs 2024
Total		 2024
2023
Total
Total
$
$
81,300
81,300
90,648
90,648

No non-audit services were provided by auditors during the year

n

7. Net expenditure for the year

Net incoming resources are stated after charging:
Auditor’s remuneration
Foreign exchange losses/(gains)		 2024
2023
Total
Total
$
$
81,300
90,648
(227,163)
**76,864 **

35

8. Employee and Staff Costs

Employee and Staff Costs

UK staff wages and salaries
UK staff social security costs
UK staff pension contribution costs
Total UK support staff costs on behalf of RI-UK
RI Staff Working on RI-UK projects worldwide		 2024
Total
$
1,867,186
229,813
90,146
2023
Total
$
1,776,935
226,185
68,119
2,187,145
2,071,239
18,198,547
20,268,781

RI-UK collaborates closely with the other alliance members to deliver RI’s work.

The organisations do not establish separate field offices, but rather support field operations and administration in each country by contributing financial and technical assistance to emergency response, early recovery, and longerterm poverty-reduction programming across a wide range of sectors, including education, economic opportunity, health and nutrition, and water and sanitation. By combining support to one field office in each country of operation and sharing the use of key support staff and systems across the organisations, RI avoids duplication, ensures that each organization’s costs are minimised, and is able to operate in a unified manner to effectively manage and monitor overseas activities.

The CEO is supported by a senior management team (SMT who are together the Key Management Personnel (KMP and work across key functions and are responsible for the management of staff across departments and countries of operation for RI.

The staff costs note above includes the salaries of individuals who are employed directly by RI-UK as well as a proportion of the salaries of the KMP employed by RI-US.

Total remuneration paid to KMP whether through RI-UK or RI-US was $372,278 (2023 - $470,628).

These costs are not included within the staff costs note above and are included as direct project costs (see note 4).

The average number of UK employed staff was:

2024 2023
25 24

Total RI staff worldwide for information was 2,665 in 2024 (2023: 2,603)

There were 7 employees based in the UK whose annual emoluments were £60,000 ($75,306) or more in 2024 (2023: 10).

Emolument 2024 2023
£60k - £70k ($75,306 - $87,857) 1 2
£70k - £80k ($87,857 - $100,409) 1 1
£80k - £90k ($100,409 - $112,960) 1 2
£90k - £100k ($112,960 - $125,511) 1 2
£100k - £110k ($125,511 - $138,062) - 1
£110k - £120k ($138,062 - $150,613) 1 -
£130k - £140k ($163,164 - $175,715) - 1
£140k - £150k ($175,715 - $188,266) 1 -
£150k - £160k ($188,266 - $200,818) - 1
£190k - £200k ($238,471 - $251,022) 1 -

RI-UK covers the full or partial salaries of RI staff employed to work on RI-UK projects worldwide.

Following a restructure, $25,674 (£20,087) was paid in termination costs in the year (2023: $3,100).

36

9. Debtors

Accrued income - Grants receivable Amounts due from RI-US

Corrected
2024 2023 2023
$ $ $
7,389,067 5,753,150 5,753,150
8,605,490 5,846,196 3,455,581
15,994,557 11,599,346 9,208,731
ditors: Amounts falling due within one year
Deferred income
Accrued expenses
Amounts due to RI-France
Due to donors
Other creditors		 2024
$
11,185,996
4,660,188
4,315,899
-
135,485
20,297,568
2023
$
9,457,085
3,774,171
2,434,097
269,762
231,754
16,166,869
Corrected
2023
$
9,457,085
1,383,556
2,434,097
269,762
231,754
13,776,254

10. Creditors: Amounts falling due within one year

Opening
Balance
$		 Receipts
$		 Released
$		 Closing
Balance
$
Deferred income 9,457,085 11,175,323 9,446,412 11,185,996

The 2023 debtors and creditors figures have been adjusted for two intercompany transactions from 2022 which, in error, were not netted off in the accounting system. This resulted in a $2.4m overstatement of both the interagency payables and receivables accounts in RI UK’s books. These changes netted off against each other and so had no effect on reserves.

11.
Restricted funds
At January
2024
$		 Expenditure
$
At December
2024
$
Income
$
Economic opportunity
-
-
74,572
115,563
-
85,235
Education
Health
Multi-Sectoral
WASH
Other		 4,133,650
887,644
24,609,599
8,775,421
-
9,360,414
-
-
188,189
117,385
-
363,559
4,133,650
887,644
24,723,216
8,777,243
-
9,638,738
Total
275,370		 47,766,728
669,133
48,160,491

The programme income funds include restricted funds unexpended at the year- end held to be applied for specific purposes. This includes donation in kind of $8,458,039.

37

12. Unrestricted funds

Unrestricted funds At January
Income
Expenditure
At December
2024
2024
$
$
$
$
537,430
3,279,531
3,217,794
599,167

38

13. Analysis of Prior Year Restricted funds
At 1 January
2023
$
Outgoing
Resources
$
At December
2023
~~$~~
Incoming
Resources
~~$~~		 13. Analysis of Prior Year Restricted funds
At 1 January
2023
$
Outgoing
Resources
$
At December
2023
~~$~~
Incoming
Resources
~~$~~
Economic opportunity
244,618
Education 9,318
Health
106,271
Multi-Sectoral 141,972
WASH
4,947
Other
1,514,206		 6,913,098
1,001,045
23,133,355
13,559,962
155,615
22,291,735

-
-
74,572
115,563
-
85,235

6,668,480
991,727
23,101,656
13,533,553
150,668
20,862,764
Total
2,021,332		 67,054,810
275,370
65,308,848
14. Analysis of net assets between funds
Unrestricted Restricted 2024 2023
Funds Funds Total Total
$ $ $ $
Current assets 599,167 20,966,701 21,565,868 16,979,669
Creditors: amounts falling due within one year
- (20,297,568) (20,297,568) (16,166,869)
Total net assets 599,167 669,133 1,268,300 812,800
15. Analysis of Prior Year net assets between funds
Unrestricted
Funds
$		 2023
Total
$
2022
Total
$
Restricted
Funds
$
Current assets
537,430
Creditors: amounts falling due within one year
-		 16,979,669
(16,166,869)
15,636,295
(13,107,168)
16,442,239
(16,166,869)
Total net assets
537,430		 812,800
2,529,127
275,370

39

16. Operating lease commitments

At the end of the year, Relief International - UK was committed to making future minimum operating lease payments Which, fall due as follows:

Payment due:
Within one year
Within two to five years
Total		 2024
Buildings
$
10,264
-
2023
Buildings
$
13,816
-
10,264
13,816

17. Grants commitments

Grants are made to other offices in Relief International network as well as other partners in the UK and internationally At year end the amount of outstanding grants commitments was as below

Project
Costs
$
Economic opportunity 3,246,120
Education 331,830
Health 22,131,639
Multi-Sectoral 7,366,289
Other 4,503,622
WASH 400,000
Total 37,979,500

40

3 Statement of Financial Activities
Income and Expenditures		 Restricted
Funds
$
2023
Total
$
Unrestricted
Funds
$
Incoming from
Donations and gifts in kind Charitable
activities		 18,153,856
47,154,992
18,153,856
50,196,514
-
3,041,522
Total incoming resources 65,308,848
68,350,370
3,041,522
Expenditure on
Charitable activities
Foreign exchange losses/(gains)		 67,054,810
-
69,989,833
76,864
2,935,023
76,864
Total incoming resources 67,054,810
70,066,697
3,011,887
Net income/movement in funds
Funds balance at 1 January 2021		 (1,745,962)
2,021,331
(1,716,327)
2,529,127
29,635
507,795
Funds balance at 31 December 2022 275,370
812,800
537,430

18. 2023 Statement of Financial Activities

19. Related parties

RI-France, RI-UK and RI-US are related parties. They collaborate closely to deliver relief, rehabilitation and development activities by contributing financial, technical, managerial and administrative assistance to country offices across Africa, Asia and the Middle East. RI-France, RI-UK and RI-US routinely advance monies to country offices on each other’s behalf to fulfil project activities in anticipation of payments from donors. The amounts advanced to country offices from one organization on behalf of the other fluctuates during the year depending on the timing of actual donor receipts. At the end of 2024, the amount due from RI-US was $10,741,393 (2023: $5,846,196) and the amount due to RI-France is $4,315,754 (2023:$2,434,097) .

20. Subsequent Events

In March 2025, the charity issued a guarantee on behalf of RI-France to one of RI-France’s main funders. The charity has agreed to guarantee certain obligations of RI-France with respect to advances received.

The total values of the RI-France advances was $8.2 million, however the guarantee would only be called on should RI-France already spend these funds and then be unable to deliver the project, or if there was a cause for any clawback of funds spent on the project and RI-France could not repay such funds.

The spend to date on the projects is not materially different to budget, and given the controls in place around project spending, the Trustees consider the risk of RI-UK being called on as guarantor in either case to be very low.

41

Board of Trustees

Chair

Debra Davis

Other Trustees

Eric Achtmann (Vice Chair) (resigned February 2024) Radha Sekar (Treasurer) (resigned February 2025) Dana Freyer Beverly Morris Armstrong Daniel Bader (resigned December 2024) Stéphane Crescitz Philippe Oberlin John Gage Julia Guth Steven Hansch Edwin Davisson Hardman, Jr. Faisel Khan Annie Kim Paul Kugler Levengood Christopher Kinder (appointed as Treasurer March 2025) Cyril Payen Giorgi Pkhakadze Awele Okigbo (appointed December 2024) Grey Frandsen (appointed December 2024)

Chief Executive Officer

Valerie Docher (Acting CEO) from June 2025 Craig Redmond, Chief Executive Officer – to June 2025

Other Officers

Martin Clemmey, Chief Financial Officer (resigned February 2025) Andrea Gosselin, Chief of Staff (resigned February 2025) Najia Hyder, Chief Program Officer (resigned February 2025) Sanjni Shah, Chief Human Resources Officer (resigned April 2025) Katrina Campbell, Chief Ethics & Compliance Officer (resigned January 2024) Valerie Rowles, Regional Director Middle East Mark Atterton, Regional Director Africa/Asia (resigned July 2025) Delenia McIver, General Counsel Chantal Grut, Chief Ethics & Compliance Officer (appointed January 2024) Adrienne Karecki, Chief Development & Marketing Officer (appointed April 2024) Farzaneh Dailaghian, Chief Financial Officer (Interim since February 2025)

Registered Details

Charity Number 1098106 Company Number 4476247

Registered Office 107 Cheapside, London, EC2V 6DN, UK

Auditors

Crowe UK LLP 55 Ludgate Hill London EC4M 7JW, UK

Solicitors

Bates Wells 10 Queen Street Place London EC4R 1BE, UK

Bankers Barclays Corporate Level 27, 1 Churchill Place London E14 5HP, UK 42