Integral: ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS '2025 **----- Start of picture text -----**
LM International
Tearfund International Tearfund Mission East Tearfund
(Sweden)
(UK) Health Partners (UK) Belgium (Denmark) Netherlands
World Renew ZOA
(North America) (Netherlands)
World Concern Integra
(USA) (Slovakia)
Medical Teams CEDAR Fund
International (USA) (Hong Kong)
21 Members 470 Partners 70 countries 34 sectors
Food for the Hungry MERATH
(North America) (Lebanon)
New Zealand
World Relief SEL ena Medair Tearfund Transform Aid Tearfund
(USA) France (Switzerland) (Switzerland) Australia International New Zealand
(Australia)
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## **Integral’s Vision** **Christian agencies uniting globally, alleviating suffering, and restoring hope, in disasters and beyond.** ## **Our Mission** **Integral exists to see God’s Kingdom demonstrated by uniting our Members. We champion, encourage and facilitate collaborative working across the Alliance, particularly in disasters.** ## **Contents** |**SECTION**|**1**|Effective Disaster Response|**09**| |---|---|---|---| |**SECTION**|**2**|Effective Collaboration Enabled|**16**| |**SECTION**|**3**|Legal and Governance|**27**| |**SECTION**|**4**|Financial Statements|**29**| ## **Charitable Object** The Company’s object is to promote the efficiency and effectiveness of Christian charities involved in, and the effective use of charitable resources for, the relief of poverty, suffering and distress and the prevention of disease and ill health among the people of the world. ## **Integral Alliance** _**Front cover: Integral Member ZOA’s Partner cooking food for communities following the earthquake that hit Myanmar in April 2025 © ZOA (Netherlands)**_ A company limited by guarantee For the year ended 31 December 2025 Company number: 5442605 Charity number: 1112515 Integral gives us a possible reach into regions and countries in which we don't have existing Partners, and therefore an ability to support humanitarian response in those places. For example, we were able to raise funds for Gaza and work through Integral Members, while we don't have ongoing work in that region. Integral remains a highly valuable platform for meaningful learning among like-minded peer organisations. It fosters strong, trust-based partnerships built through authentic relationships, open dialogue, and a spirit of collaboration that aims to enhance collective impact. It's encouraging to be in a safe faith environment with people who are putting their egos aside for the good of the alliance. This leads to honest conversations which in turn creates an environment where ideas and opportunities can be explored leading to effective collaboration, especially in the programmatic space. **TEARFUND AUSTRALIA** **FOOD FOR THE HUNGRY (NORTH AMERICA)** **INTERNATIONAL HEALTH PARTNERS (UK)** **4** _**All quotes from Integral Mutual and Accountability and Learning Tool (MALT) 2025**_ ## **Foreword from our Chair** ## **WELCOME TO OUR 2025 ANNUAL REPORT** This year has tested our sector deeply, with a 40% cut in global overseas aid impacting vulnerable communities who depend on donated food, water, and medicine. While this felt like a new kind of disaster, we’ve kept those most affected at the heart of every decision. These dramatic changes encouraged us to express our dependence on God. We held two 24-hour prayer events where Integral Members and our strategic Partners joined together to pray around the clock for those most affected by these funding cuts. We’ve continued to diversify our alliance, welcoming Dr Ruth Uwaifo — our first Independent Board Member — whose expertise as a Nigerianborn development economist brings fresh insight to Integral. We also bid farewell to Nick Archer, thanking him for his thoughtful contributions as Board Member and former IPG Chair. We were thrilled to welcome MERATH from Lebanon as our first Member from the Middle East this year. In addition, our Company Members unanimously approved new Family Membership Principles and then welcomed the Tearfund Family — bringing Tearfund Ireland back into the alliance. Our fellowship with other Christian networks remains strong. This year, we explored deeper collaboration with ACCORD (US), EU-CORD (Brussels), and Micah Global. We worked with Micah to plan and hold our Integral meetings alongside the Micah Consultation in Cape Town. These relationships allow us to learn, share expertise, and amplify majority world voices — without merging or losing our distinct identity. Thanks to the dedication of our Secretariat team, we’ve continued to grow and serve with excellence. As we look back over 2025, I want to share some reflections from our Company Member time listening to God together. These affirmed our calling: to stay focused on delivering high-quality disaster response, inspired by our faith. God’s economy is not bound by budgets or global trends. He remains our strength and our hope. We are called to resist worldly patterns and allow Him to renew our minds. From this place of spiritual safety, we share a rich tapestry of fellowship and testimonies of hope. Thank you for journeying with us. May this report reignite your faith in what God has done — and is doing — in the world. Wholeheartedly, **Carol Bremer-Bennett Chair of Integral Alliance** **5** ## **Integral Strategic Framework** **----- Start of picture text -----**
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## **2026-2030** ## **Disaster Responses** Increase the collective impact, reach and quality of disaster responses through leveraging Member strengths, doing more than any Member can do alone. **Our Christian values unite us in prayer, reflection and collaborative action.** **----- Start of picture text -----**
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## **Looking Ahead with Hope** Our Company Member listening to God exercise reminded us that no matter what challenges we face, God’s perspective transcends our own. His justice prevails, and we are called to walk faithfully in His ways. As we plan for 2026, we’re excited about what lies ahead. We will: - **Launch our 2026-2030 Strategy** continuing to focus on disaster response, aiming to reach more people and achieve greater impact together than any Member could alone. - **Expand our Membership** exploring how to grow our alliance and welcome diverse voices to work together towards our vision of alleviating suffering and restoring hope. - **Strengthen our Christian partnerships** by continuing to find ways to work together with other networks and alliances. - **Engage our supporters** as we share stories of hope and invite continued support from our Christian donors and partners. - **Face the unknown together** as we navigate an uncertain future. We walk in step with our Members, trusting in God’s promises. We move forward with hope, thanks to our small but mighty Secretariat team, whose dedication is extraordinary. I’m deeply grateful to each of them, to our committed Board and group Chairs, and to all our Members and Partners who continue to inspire us as we bring light into many dark places. Thank you for your ongoing interest and support. **Fiona Boshoff CEO of Integral Alliance** **7** **Our Christian values unite us in prayer, reflection and collaborative action. We work to create and sustain a community of trust among our Members in which collaborative work can thrive.** ## **UNITED** We are committed to Jesus’ call to unity, and believe unity is God’s gift to us outworked through the power of the Holy Spirit. We unite in order to enable all people in need to flourish as God intended. ## **RELATIONAL** We put people first, and desire to see each person fulfil their God-given potential. We want all our interactions to be marked by servant-heartedness, generosity, openness, integrity and mutual respect. We believe that by expressing organisational humility we demonstrate the character of God to a suffering world. ## **CHRIST-CENTRED** We practise the presence of God in our midst through listening, Biblical reflection and prayer. We strive to provide space for the prophetic voice of the Spirit to shape and guide us as an alliance and inform our actions. ## **ACCOUNTABLE** ## **IMPARTIAL** ## **COMPLEMENTARY** We strive for professional excellence and are mutually accountable for the quality of our work to each other, those we serve, our supporters, and to God. We are a learning alliance, committed to transparency, reflecting on and evaluating our joint work, and assessing our collective impact. We acknowledge the image of God in every person, therefore we adhere to core principles of the Red Cross Code of Conduct and the Core Humanitarian Standard. Aid is given regardless of the race, religion, creed or nationality of the recipients, and without adverse distinction of any kind. Aid priorities are calculated on the basis of need alone. As Christ has called us to be the many parts of one body, we believe that when our Members combine their strengths and work interdependently, we have greater reach and impact. By working together, we provide a more complete response to the needs of those we serve. **In a world that is often cynical, fragmented and hostile, we are Christians who believe that disaster and suffering are not the end of the story.** ## **Integral Disaster Response Summary** ## 46[Disaster Responses] Mass displacement or conflict Earthquake, tsunami or volcano Health emergency Typhoon or hurricane Flooding Food insecurity Neglected crisis Other disaster Low Sudden Crossprofile onset border Chronic Countries where there has been an Integral DR since 2012 All other countries where Integral Members work +5,760 469 Conference calls have been chaired by the Secretariat for Integral responses. Photos from Integral Responses have been shared on the Integral website for Members to use freely. Thousands more photos have been made available to Members through direct access to the online photo libraries of Food for the Hungry, Medair and Tearfund (UK). 124 Additional crises have been jointly monitored by Integral Members. In 2012 Integral Members adopted a joint Disaster Response Process, strategically combining programming, financial and communications resources. **9** ## **Effective Collaboration in Disaster Response** **Active Integral Disaster Responses:** **2.9m people served by Integral Members mobilised $62m** Indo-Pacific Myanmar Middle East Haiti Ukraine Members are highly committed to joint responses ## **95%** Of Members opted into at least one of our active Disaster Responses this year Disaster Response is a **catalyst** for ongoing collaboration The value added in Disaster Response is widely appreciated For the **sixth** **consecutive year** , Members told us disaster response is the area where Integral adds the greatest value* In 2025, the IMG scored the value added in Disaster Response **higher than ever before*** Generous sharing of communications resources ## **800+** Photos shared with other Members ## **$13 million** Raised in private donations using **comms material shared** by other Members* A culture of learning is a strong base for collaboration ## **145** External evaluations in 2025 — more than in any of the last five years* ## **100%** Every member of the IPG shared examples of learning from their involvement in Integral* Figures are based on five responses that were active in the last calendar year: Indo-Pacific, Myanmar, Middle East, Haiti and Ukraine *MALT 2025. All figures in USD. **10** Alert ## **Indo-Pacific Flooding** ## **The context** **----- Start of picture text -----**
Vietnam
Thailand
Malaysia
Sri Lanka
Indonesia
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Cyclones, record breaking rainfall and storm surges Persistent flooding and landslides 1.2 million people displaced in five countries **----- Start of picture text -----**
Thousands of Infrastructure Health Livelihoods Roads and bridges
people displaced damaged risks disrupted destroyed
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Cyclones and torrential rainfall have led to catastrophic flooding and landslides across Asia and the Pacific. It is estimated 1.2 million people have left their homes to escape the floods and 1,600 people have died with many more still missing. There is also significant loss of livelihoods. Flooding and landslides have damaged roads and bridges making access difficult and hampering evacuation and rescue operations. Affected communities are in urgent need of clean water, food and essential household items. ## **Our response** **----- Start of picture text -----**
Essential
Food Health Shelter Water
supplies
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Integral Disaster Response launched Integral Members are **6** responding to this crisis **4 Dec 2025** **11** ## **Myanmar Earthquake** _**'Integral Members were very supportive and not only financially... The significance of the alliance really came full circle for me, personally, as we navigated this response.'**_ ## **WORLD CONCERN (USA)** _**Distribution of tarpaulins, Myanmar, April 2025 © World Concern**_ A 7.7 magnitude earthquake hit Myanmar on 28 March, destroying homes, buildings and infrastructure across the region. By working together, Integral Members were able to respond quickly and efficiently, avoiding duplication and leveraging greater impact. ## **Example of Collaboration: Mobilising Resources Globally** Within days of the earthquake, Integral Members based in Myanmar used Integral's platform to share photos and stories describing the impact on communities. Using these materials, other Integral Members launched fundraising campaigns in Canada, US, Hong Kong, UK, Europe, Australia, New Zealand and Slovakia. Having access to good quality photos that were quickly available and easily accessible enabled Integral Members to reach out to their supporters across the world. Together, Integral Members raised more than $4m from private sources and quickly funded trusted Partners and operational Members in Myanmar. Integral Disaster Response launched ## Six-month reporting ## **190,380** **People have been served by Integral Members** ## **65,450** People received cash transfers ## **51,500** People received essential food assistance ## **49,030** People received healthcare, hygiene kits or medicines ## **33,270** People helped to access safe water and sanitation ## **14,920** People received shelter assistance Integral Members are **15** responding to this crisis **12 1 April 2025** ## **Haiti Crisis** _**'Tearfund Netherlands has helped us access European funding for Haiti and Sudan that we would not otherwise have had access to.'**_ ## **WORLD RELIEF (USA)** _**Children gather at a displaced persons site in Haiti, © World Relief**_ Integral launched a Disaster Response for Haiti in April 2024 following an eruption of gang violence in the capital, Port-au-Prince. This violence worsened an already desperate situation. ## **Example of Collaboration: Accessing Donor Funding** Integral Alliance Member World Relief has been present in Haiti for more than 30 years and has long-term relationships to respond with local churches. Tearfund Netherlands has worked together with World Relief in Haiti for more than two decades in multiple humanitarian and development projects. Tearfund Netherlands, as a member of the Dutch Relief Alliance, is well positioned to access donor funding. They secured funding in 2024 that enabled World Relief and their Partners to reach more than 16,000 people with clean water, sanitation and multi-purpose cash. In November 2025, following Hurricane Melissa, Tearfund Netherlands and World Relief submitted another successful proposal to respond to the resulting humanitarian needs in Haiti. In this prolonged and complex crisis, collaboration meant that an Integral Member with the capacity to respond could take timely action through funding accessed by another Member. **----- Start of picture text -----**
Integral Disaster
Response launched
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2 April
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## 12-month reporting ## **52,250** ## **People have been served by Integral Members** ## **37,890** People helped to access safe water and sanitation ## **10,020** People received cash transfers ## **2,400** People received essential food assistance ## **1,060** People received psychosocial support ## **490** People received support around sexual and gender based violence ## **480** People received shelter assistance Integral Members are **13 7** responding to this crisis ## **Middle East Crisis: Conflicts in OPT and Lebanon** ## 18-month reporting _**Treating a wound © Anera/International Health Partners**_ ## **1,367,830** ## **People have been served by Integral Members** ## **1,100,420** People received medical treatments or healthcare The conflict between Israel and Hamas has worsened the humanitarian crisis faced by two million people living in Gaza. Thousands of people in OPT, Lebanon and the wider region are experiencing devastating loss and trauma. ## **Example of Collaboration: Joining Together for Greater Impact** With a healthcare system on the brink of collapse and extremely limited medical facilities, Integral Members have come together to help equip clinics, hospitals and healthcare workers. Twelve Integral Members have supported the work of fellow Integral Member International Health Partners (IHP) who specialise in sourcing and shipping medicines and health supplies. Funding from other Integral Members enabled IHP to supply critical trauma wound dressings and primary healthcare medication to mobile health clinics and field hospitals across Gaza and the West Bank. This essential work would not have been possible without financial support from other Integral Members. ## **176,980** People received essential food assistance ## **77,760** People provided with shelter or essential household items ## **36,750** People received cash transfers ## **8,140** People helped to access safe water and sanitation ## **4,710** People reached with psychosocial support, child protection or education Integral Disaster Response launched Integral Members are **15** responding to this crisis **23 Oct 2023** **14** ## **Ukraine Crisis** _**'Our response without our partnerships in the Integral Alliance would be a fraction of what we have been able to do. Thanks to all who worked with us so professionally and sacrificially. We have received enormous support from other Integral Members in building up our organisational capacity.'**_ ## **INTEGRA (SLOVAKIA)** _**Distributing aid, November 2025, © Sofia Stusyuk, Integra (Slovakia)**_ Following the invasion of Ukraine in February 2022, 18 Integral Members opted into our response. As the conflict continues, Members continue to work together to serve affected communities across Ukraine. ## **Example of Collaboration: Sharing Expertise** With funding support from other Members, Integral Member Integra (Slovakia) implemented a multi-sectoral response, providing food, essential household items, multi-purpose cash, shelter repairs, psychosocial support and livelihood support. To support this scale-up, two Integral Members, Tearfund Netherlands and Tearfund (UK), provided training and consulting services. In addition, Integral Members ZOA and Medair shared advice on best practice on assessing need, prioritising the most vulnerable people and providing opportunities for feedback from participants. By working together and sharing their expertise, Integral Members ensured a high-quality response for people in Ukraine. ## 18-month reporting ## **1,376,200** **People have been served by Integral Members** ## **407,000** People received essential food assistance ## **375,200** People reached with primary healthcare ## **241,800** People received essential household items or shelter repairs ## **120,700** People received essential hygiene items or improved access to water and sanitation ## **311,200** People provided with psychosocial or child protection training or support ## **30,400** People received cash transfers **----- Start of picture text -----**
25 Feb
2022
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Integral Disaster Response launched Integral Members are **15 18** responding to this crisis ## **Neglected Crises** ## **Neglected Crisis Awareness Raising Campaign** ## **2025** ## **12** Members joined the campaign ## **10** Members shared communications material _**''What I take away from these two days is a shared vision of creating a network to respond to calls for projects as a consortium.'**_ ## **BURKINA FASO PARTNER ORGANISATION, 3INOG** Integral Members and Partners are collaborating in many Neglected Crises, including Afghanistan, Burkina Faso, Haiti, Madagascar, Sudan and Yemen. The Neglected Crises Awareness Raising Campaign draws attention to how Members are already working in Neglected Crises. ## **Example of Collaboration: Humanitarian Forum in Burkina Faso** In May 2025, four Integral Members — SEL France, Tearfund Belgium, Tearfund (UK) and ZOA (Netherlands) — brought together 21 local Christian organisations in Burkina Faso. The aim of the Humanitarian Forum was to strengthen capacity to respond to the crisis in the country where an estimated 5.9 million people need humanitarian assistance. Participants spent time getting to know one another, mapping the work they were already doing, sharing their experience and expertise and discussing future collaboration. ## **6** Members steered the campaign as part of the NC Working Group ## **2** Members engaged in advocacy with government ministers _**'We were able to communicate on a broader level with more weight given that we were several actors and had an actual printed policy paper. The written publication highlighting our work and other members' stories strengthened our advocacy.'**_ ## **LM INTERNATIONAL (SWEDEN)** **16** ## Map key Type of collaboration and # of countries where this happened **----- Start of picture text -----**
Wider Collaboration
MALT 2025
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Where are Members collaborating? This map shows the 38 countries where Integral Members are collaborating: more than half of all the countries where they work Who is collaborating? **1:7** On average, Members have worked with seven others in the last year How much collaboration in 2025? **190+** Examples of collaboration at country level ## **120+** Highlights of collaboration in programmes **40+** Highlights of collaboration in marketing and communications Over the last five years: **200+** Examples of funding another Member's work ## **130+** Examples of developing joint funding proposals ## **90+** Examples of joint capacity stregthening of shared Partners **17** ## **Our Commitment to Quality and Accountability** Integral is a global alliance of Christian relief and development agencies, working together to present a more effective response to poverty worldwide. ## We believe that: More people in need will be helped if relief and development agencies combine their resources, and put their Christian faith into action by working together; - By working together, expressing organisational humility and servanthood, we can demonstrate the character of God to a world in need; God cares deeply for people living in poverty, illness, hunger, conflict, alienation and oppression. As an alliance we want to put people first. We are convinced that God calls us to express love for the world through practical actions. God calls us to serve those who are the least, the forgotten, the most vulnerable, and the unfortunate to the best of our ability. We therefore want to be intentional in our mutual accountability for the quality of our work. Integral is committed to maintaining high quality in our work in accordance with internationally recognised standards [1] which respect international law and humanitarian principles. Consistent with our Christian faith and values, the Integral Alliance endorses and commits to working towards the Core Humanitarian Standard. Integral’s Members are committed to working towards ensuring that our work, and that of our Partners, upholds the standards and good practices of the global relief and development community. **18** [1.] Red Cross Code of Conduct and Sphere Guidelines ## **Our Commitment to Localisation** For our work in disasters, Integral Members will ensure: **1. Partner organisations and their needs and aspirations are understood and responded to flexibly** ## **Actions on Localisation** MALT 2025 Members told us localisation continues to be a priority for Integral Members and an area where they are intentionally investing to see positive change. ## **100%** **2. Shared investment in capacity strengthening leads to effective and accountable humanitarian action** All Members took action on these commitments in the last 12 months ## **90%** **3. Local actors’ voices are present and heard in spaces of influence** Committed to specific actions in the next 12 months ## **90%** **4. Partnerships are shaped by shared decision-making** Reported making changes as a result of listening to their local Partners in the last 12 months ## **100%** **5. Resources from Integral Members flow as directly as possible to Partners for the delivery of quality programming** All Members have mapped and shared their capacity for gathering communications locally **19** **How do Members benefit from membership of Integral?** MALT 2025 **20** I find our membership of Integral to be incredibly helpful - the partnership, problem solving, and encouragement. **MEDICAL TEAMS INTERNATIONAL (USA)** The disaster response calls are of great help to have quick access to information on the ground that we would otherwise not have or only to a limited extent. The networking is also very helpful to gain insights into processes and discussions within other member organisations that can inspire our own work. **ENA (SWITZERLAND)** Integral is a strong network of active Christian organisations, working professionally in humanitarian emergencies. We value opportunities for collaboration, learning, and the sharing of photos and stories — for example, our recent meeting in Burkina Faso. **TEARFUND BELGIUM** **21** _**All quotes from Integral Mutual and Accountability and Learning Tool (MALT) 2025**_ Integral: Raising and Sharing Funding MALT 2025 A dlverse fundlng base Is an Integral strength Privately ralsed funds often contrtbute towards match funds for Instltutlonal grants or provide unrestrlcted funding at the start of a project Sharlng comms facllitaies fundralslng We have a flrm foundatlon on whlch to bulld future fundlng collaboratlon $13m Raised in prlvate donatlons uslng shared comms resources 27 Joint funding proposals developed among Members every ear for the last five years on average) 22 Fundralslng campaigns launched by 12 Members using shared communlcatlons resources High Compliance Donors 36 HCDS supported Integral Members Top 10 High Complwnce Don0￿ 2025 UN Itot•l) ts￿10- OHA Dutth Go Rdiel and t 92 % of donor Income came from 10 HCDS CFG6 ￿ 6 HCDS reduced their funding to Integral Members in the last 12 months HCO fundlng cuts a￿ Ilkely to be seen more dramatically In next year's reportlng. given the shifting priorltles of donor governments towards ODA For the first tlme slnce 2018. Hloh Compllance Donor (HCD) Income fell compared to the prevlous year O¥in• du eUrnpQ.A￿ X 22 ## **Company Members and Board** ## **KEY THEMES AND ACHIEVEMENTS** In 2025 the Company Members and the Board: - Supported Members through the significant global sector shifts and responded by beginning to fundraise for core costs, with support from the Finance and Audit Committee and Members. - Reviewed progress against our objectives through the work of the IMG, IPG, our Disaster Responses and Neglected Crises. - Progressed work on the agreed strategic shifts particularly on: - **Governance:** Defined criteria and processes for new Independent Board Members (IBM), appointing Ruth Uwaifo as our first IBM. Thanked Nick Archer for his work on the Board and began recruiting his successor. - **Membership:** Through the work of the Membership Committee: - Refined the process for new Member recruitment, welcoming MERATH as a new Integral Member in 2025. - Developed and agreed family membership principles and welcomed the Tearfund family as our first new family member. - **Partnerships:** Strengthened collaboration with other Christian Alliances and Networks, including combining our meetings with Micah Global and planning the Consultation with them, and deepened ties with ACCORD and EU-CORD. - Developed and approved the new 2026-2030 Strategy. ## **PARTICIPATION** - The 2025 Company Members Annual General Meeting was held virtually, welcoming Lisa Bos - Vice President, Global Development Policy, Advocacy and Learning at Interaction, who spoke on sector disruptions. - The Company Members and Board met in person in September in South Africa alongside the Micah Global Consultation. We enjoyed welcoming new representatives from Medical Teams (Eric Ha), MERATH (Lucas Shindeldecker), SEL (David Alonso), Tearfund Australia (Bec Oates) and the new Tearfund (UK) CEO, Silas Balraj in his absence. We are so grateful to all Members for their investment of time and energy in Integral, particularly those serving on the Board and Board Committees. _Integral is a unique place and platform for sharing and supporting Christian efforts in response to disasters that affect the most vulnerable._ **SEL FRANCE** **23** ## **Integral Marketing Group (IMG)** ## **KEY THEMES AND ACHIEVEMENTS** The Integral Marketing Group (IMG), along with the Integral Head of Communications and Marketing, oversees the communications aspect of our Disaster Response Process. This includes sharing media assets, as well as holding dedicated communications calls for the specific disaster responses as required. - Sharing communication resources in disasters continues to add significant value for Members, facilitating their fundraising efforts. The 2025 MALT reports that 22 fundraising campaigns were launched using shared communications resources, resulting in $13.3 million being raised in private donations. - The Neglected Crises Working Group is made up of IMG Members and oversees the now annual Integral Neglected Crisis Awareness raising campaign, ‘We’re _still_ here’. This took place in July 2025. - The Integral Storyteller’s Guide and our local comms capacity mapping are the main ways that IMG contributes to the areas of localisation and decolonisation. ## **PARTICIPATION** - In April 2025 two virtual sessions were held — an Integral Collaboration and DR update (15 people attended) and a learning webinar where the authors of the report ‘Charity Representations of the Distant Other’ presented their research (15 people attended). - In October 2025, the IMG met face-to-face in Cape Town (nine people attended) alongside the Micah Global Consultation. Agenda topics included sharing church engagement strategies, a discussion about future strategy and how to build on our learning and develop our neglected crisis collaboration. In 2025 Greg Hewson from Tearfund Australia was appointed the IMG chair. _The added value for me is the availability of extra photos, videos and stories, especially in crisis situations in countries where it's hard to get content — for example the crisis in Lebanon._ ## **TEARFUND NETHERLANDS** **24** ## **Integral Programme Group (IPG)** ## **KEY THEMES** - **Disaster Responses:** Disaster collaboration remains Integral’s greatest added value. In 2025, new responses were launched for earthquakes in Myanmar and flooding across a number of Indo-Pacific countries alongside ongoing efforts in Ukraine, Haiti, and the Middle East. Additional coordination supported Sudan and Afghanistan, and neglected crises in Burkina Faso, DRC, Madagascar, and Yemen. Reflections from the Myanmar response were shared with the IPG and Early Responders Group. **Funding Changes:** Several donor governments announced abrupt changes to foreign assistance funding during 2025. Integral hosted seven calls to share updates on U.S. humanitarian funding, assess impacts, and explore collaboration across operational countries. **Locally Led Action:** A continued priority for the IPG and Localisation Working Group. Following the 2024 update to Integral’s Localisation Statement, all Members reported actions aligned with Integral’s Localisation Commitments. In March, the IPG convened an Asia Region meeting in Cambodia with 10 Members and 13 Local Partners. In May, Integral Members convened a forum for 21 Local Partners in Burkina Faso, allowing them to build relationships and explore collaboration in this protracted crisis, where 5.9 million people need humanitarian assistance. October IPG meetings ran alongside the Micah Global Consultation, engaging 230 participants globally, including many Partners. _Continual collaboration and information sharing with other Integral members provides the biggest value to our work. It allows us access to primary information from disaster areas or potential implementation sites that we would not otherwise have access to and it gives us the opportunity to partner directly with trusted organisations quickly without having to undergo extensive vetting of new Partners… An example of this is in the Myanmar response where we were quickly able to support World Concern and ZOA because of their available information and our preexisting relationship with them._ **Quality:** The Integral Quality Assurance Task Force championed the Mutual Accountability and Learning Process, launched an online Community of Practice for the Core Humanitarian Standard, and completed Quality Due Diligence for new Integral Member, MERATH. ## **PARTICIPATION** The IPG met twice in person and three times online in 2025, with consistently high engagement. Sixteen Members attended October meetings in South Africa, and all Members joined online sessions. Special thanks to our IPG guest chairs during the absence of a permanent chairperson. In February 2025, Isabelle Duval (SEL France) and Fiona Smith (Transform Aid International) were elected IPG co-chairs. **WORLD RELIEF (USA)** **25** ## **Structure and Groups** **----- Start of picture text -----**
Integral Board
Company Members are the
highest authority of the Agrees strategy and budget with
alliance with responsibility to: input from Company Members
Elect Board members Oversees legal and
financial governance
Decide on membership
criteria and fees Discusses strategic input from
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Approve membership
applications
Input into strategy
direction and
development
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Coordinates Group activities
Engages externally
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Coordinates communication around our Disaster Responses Oversees all marketing and fundraising cooperation within Integral Provides a platform to share learning Facilitates collaboration in Disaster Responses Coordinates all programme activity in Integral Provides a platform to foster collaboration outside disasters Structure and Groups **26** ## **Structure, Governance and Management** ## **MEMBERSHIP** The Company Members of the charitable company are the subscribers to the Articles of Association and any Members subsequently admitted to membership by existing members. Every Company Member promises, if the Company is wound up whilst they are a Company Member or within one year after ceasing to be a Company Member, to contribute such amount as is required up to a maximum of £1 towards the costs of winding up the Company and liabilities incurred whilst the contributor was a Company Member. At 31st December 2025 the number of Company Members was 21. ## **GOVERNANCE** The Trustees of Integral have regards to the Charity Commission’s guidance on public benefit. They have put in place a number of both statutory and best-practice policies that help them to deliver the mission and vision of Integral. ## **CODES OF PRACTICE** The Board has adopted the Charity Governance Code for Smaller Charities and ensures Integral adheres to the Fundraising Regulator’s Code of Practice. The Board approved the Revised Position Statement on The Governance Code for Smaller Charities in 2024 following the governance changes. ## **POLICIES** The Board ratified, revised and updated policies and procedures in the following areas in 2025: - Complaints and Concerns Policy - Board Governance Policy - Safeguarding Policy – Putting People First, including Safeguarding Children and Safeguarding Vulnerable Adults - Reputational Risk Procedure - Volunteer Management Policy - Flight Claims Policy - Artificial Intelligence Statement - Fundraising Principles All our policies have a regular review cycle that varies from 18 months to three years. ## **SUB-COMMITTEES** The Terms of Reference (ToR) for existing subcommittees are regularly reviewed by the Board. The two sub-committees in 2025 were the Finance and Audit Committee, and the Membership Committee. **27** ## **Administrative and Legal Details** ## **REGISTERED ADDRESS** ## **INTEGRAL COMPANY MEMBERS AND BOARD** ℅ Myers Clark Suite 7a, Building 6 Croxley Park, Watford Hertfordshire WD18 8YH United Kingdom ## **PRINCIPAL STAFF** F Boshoff – Company Secretary ## **BANKERS** HSBC, 61 High Street, Staines-upon-Thames, Surrey, TW18 4QW, United Kingdom ## **INDEPENDENT EXAMINER** Nicola Anderson, FCIE, Porthgate, Hine Town Lane Shillingstone, Blandford Forum DT11 0SN ## **BOARD OF DIRECTORS AND CHARITY TRUSTEES** Integral’s Board voted on a new governance structure in 2024. In 2025, Company Members elected one new Independent Board Member. (Names in bold are Board Members (Directors) at year end.) **----- Start of picture text -----**
Member Country Name From To
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|**Member**|**Country**|**Name**|**From**|**To**| |---|---|---|---|---| |||||| |CEDAR Fund|Hong Kong|W Fung||| |ena|Switzerland|T Stahl||| |Food for the Hungry|USA/Canada|T Maisiri||| |Integra|Slovakia|**A Bussard**|13 October 2006|| |International Health Partners|UK|**A Paterson (Treasurer)**|1 November 2017|| |LM International|Sweden|J Sundqvist||| |Medair|Switzerland|**A Reitsema**|1 April 2023|| |Medical Teams International|USA|E Ha||| |MERATH|Lebanon|L Shindeldecker|1 July 2025|| |Mission East|Denmark|B Gollander-Jensen||| |SEL|France|D Alonso|1 January 2025|| |Tearfund Australia|Australia|R Oates|1 January 2025|| |Tearfund Belgium|Belgium|A Alba||| |Tearfund Ireland|Ireland|S Copeland||30 June 2025| |Tearfund Netherlands|Netherlands|**G de Vries**|1 May 2023|| |Tearfund New Zealand|New Zealand|I McInnes||| |Tearfund|UK and N.
Ireland|N Harris
S Balraj|6 April 2020
15 Septempber 2025|25 June 2025| |Transform Aid International|Australia|**M Lipsett**|1 November 2021|| |World Concern|USA|**N Archer**
K Tolf|6 April 2020
17 May 2025|16 May 2025| |World Relief|USA|M Greene||| |World Renew|North America|**C Bremer-Bennett (Chair of**
**Integral from 1 February 2024)**|1 January 2021|| |ZOA|Netherlands|**C Lukkien**|19 July 2017|| |Independent Board Member||**Ruth Uwaifo Oyelere**|2 April 2025|| **28** ## **Financial Review** The income of the Trust is primarily derived from membership fees and donations from trusts, corporations, and individuals. During 2025, the charitable company received total incoming resources of £375,368 (2024 - £366,022). Resources expended on charitable activities amounted to £320,778 (2024 - £347,101) and on fundraising £7,717 (2024: £nil). The Reserves Policy as agreed at the October 2020 Board meeting is to maintain free reserves equivalent to four month’s operating costs. This was discussed in March 2025 with the decision to keep the four month level. This equates to approximately £103,000 based on 2025 unrestricted expenditure of £309,844. Unrestricted funds carried forward at 31 December 2025 were £425,849 (2024 - £372,595) of which £1,380 (2024 - £1,980) are tied up in Fixed Assets leaving £424,469 (2024 - £370,615) of free reserves. In response to the sector-wide 40% funding cuts in 2025, Integral’s income, budget and expenditure were closely monitored and carefully managed throughout the year to mitigate future income falls in light of Integral’s reliance on Member fees. Acknowledging the financial pressures on Members, Integral modelled reduced-income scenarios and restricted all discretionary spending. Given the alliance’s near-total reliance on Member fees, the Board and the Finance & Audit Committee encouraged some small-scale fundraising activity in case of any reduction in fee income. This included collaborating with Members to seek support from Trusts and Foundations and exploring approaches to individual donors where appropriate relationships existed. These efforts resulted in £17,540 of donations from one Trust, one corporate and two individual donors by the end of 2025. The Board and Finance and Audit Committee discussed projected reserves at their December meeting. While Integral remains grateful for our healthy reserves level, we remain cognisant of the many challenges our Members and other NGO alliances and networks are facing, and the difficulties in building reserves in the current financial climate. **29** ## **Directors’ Responsibilities in the Preparation of the Financial Statements** Company law requires the Directors to prepare financial statements for each financial period, which give a true and fair view of the state of affairs of the charitable company and of the net incoming resources for the period. In preparing the financial statements the Directors are required to: - Select suitable accounting policies and apply them consistently; - Make judgements and estimates that are reasonable and prudent; and - Prepare the financial statements on a going concern basis unless it is inappropriate to do so. The Directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 steps for the prevention and detection of fraud and other irregularities. This report and the financial statements have been prepared in accordance with: - the special provisions of part 15 of the Companies Act 2006 relating to small entities; - the provisions of the Charities Acts that determine the form and content of Charity Annual Reports; and - Reporting and Accounting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued in July 2014. Approved by the Directors on 11 March 2026 and signed on their behalf by: ____________________ ## **A Paterson** Treasurer and Director Integral Alliance **30** ## **Independent Examiner’s Report to the Trustees of Integral Alliance** I report to the charity trustees on my examination of the accounts of Integral Alliance (co. no. 5442605 and charity no: 1112515) for the year ended 31 December 2025 which are set out on pages 32 to 39. 1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or ## **RESPONSIBILITIES AND BASIS OF REPORT** As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)]. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. ## **INDEPENDENT EXAMINER’S STATEMENT** Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a full member of the Association of Charity Independent Examiners, which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: ____________________ 18 March 2025 **Nicola Anderson, FCIE** Porthgate Hine Town Lane Blandford Forum DT11 0SN **31** ## **Integral Alliance Statement of Financial Activities (incorporating an income and expenditure account) For the Year Ended 31 December 2025** ||**2025**
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**2024**| |---|---|---|---|---|---|---|---| ||**Note**|**Restricted**|**Unrestricted**|**Total**|**Restricted**|**Unrestricted**|**Total**| |||**£**|**£**|**£**|**£**|**£**|**£**| |**Income from:**|||||||| |Grants and Donations|**2**|12,500|19,980|32,480|12,500|2,400|14,900| |Charitable Activities|**3**|-|339,037|339,037|-|348,202|348,202| |Investments||-|3,851|3,851|-|2,920|2,920| ||||||||| |**Total Income**||**12,500**|**362,868**|**375,368**|**12,500**|**353,522**|**366,022**| ||||||||| |**Expenditure on:**|||||||| |RaisingFunds||-|(7,717)|(7,717)|-|-|-| |Charitable Activities||(18,651)|(302,127)|(320,778)|(15,225)|(331,876)|(347,101)| ||||||||| |**Total Expenditure**|**4**|**(18,651)**|**(309,844)**|**(328,495)**|**(15,225)**|**(331,876)**|**(347,101)**| ||||||||| |**Exchange Gains/(Losses)**||**-**|**230**|**230**|**-**|**-**|**-**| ||||||||| |**Net Income/(Expenditure)**||**(6,151)**|**53,254**|**47,103**|**(2,725)**|**21,646**|**18,921**| ||||||||| |Transfer Between Funds||-|-|-|-|-|-| ||||||||| |Net Income/(Expenditure)After Transfers||**(6,151)**|**53,254**|**47,103**|**(2,725)**|**21,646**|**18,921**| ||||||||| |**Reconciliation of Funds**|||||||| ||||||||| |Total Funds Brought Forward||6,151|372,595|378,746|8,876|350,949|359,825| ||||||||| |**Total Funds Carried Forward**||**-**|**425,849**|**425,849**|**6,151**|**372,595**|**378,746**| ||||||||| **Integral Alliance Balance Sheet as at 31 December 2025** Company number: 5442605 ||||**2025**|**2024**| |---|---|---|---|---| ||**Note**|**£**|**£**|**£**| |||||| |**Fixed Assets**|**8**||**1,380**|**1,980**| |||||| |**Current Assets**||||| |Debtors and Prepayments|**9**|28,300||14,079| |Cash at Bank||410,036||375,604| |||||| |||**_438,336_**||**_389,683_**| |**Creditors: Amounts Falling Due Within**
**One Year**|**10**|(13,867)||(12,917)| |||||| |**Net Current Assets**|||**424,469**|**376,766**| |||||| |**Net Assets**|||**425,849**|**378,746**| |||||| |**Funds of the Charity**|**11**|||| |||||| |Restricted Funds|||-|6,151| |Unrestricted Funds||||| |General|||425,849|372,595| |||||| ||||**425,849**|**378,746**| The Directors approved these financial statements on 11 March 2026. For the year ended 31 December 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476. The Directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. The accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. Signed on behalf of the Board ____________________ ## **A Paterson** Treasurer and Director, Integral Alliance The notes on pages 34 to 39 form part of these financial statements **33** ## **Integral Alliance Notes to the Financial Statements For the Year Ended 31 December 2025** ## **1. ACCOUNTING POLICIES** ## **BASIS OF PREPARATION** The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective January 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006. The charity constitutes a public benefit entity as defined by FRS 102. ## _**Going Concern**_ There are no material uncertainties about Integral’s ability to continue as a going concern. The Board consider reserves to be more than adequate to mitigate any risks. ## _**Income Recognition**_ Income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably. Income received in advance of entitlement passing to the charity is deferred until the criteria for recognition are met. ## _**Expenditure Recognition**_ Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. ## _**Allocation of Costs**_ Direct Activity costs comprise those costs that contribute directly to an activity and are allocated to the relevant activity. Support costs are initially identified between Governance and other Support costs. Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice. These costs include independent examination and legal fees. Other Support costs comprise the general running costs of the charity. Support and Governance costs are allocated to the relevant activity based on the staff time attributed to the activity. All costs, including apportionment of Support and Governance, are allocated against the fund to which they relate. ## _**Restricted Funds**_ These represent income received that is subject to specific restrictions for use determined by the donor which is narrower than the charitable company’s general objects. ## _**Unrestricted Funds**_ These represent all other funds held for the general purposes of the charitable company. Funds set aside by the trustees for specific purposes are shown as designated funds. ## _**Capitalisation and Depreciation**_ Equipment costing over £350 is capitalised and depreciated over its useful life which in all cases is estimated at three years. **34** ## **2. INCOME FROM GRANTS AND DONATIONS** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |**Donations**||| |Individuals|22,480|14,900| |Foundations|5,000|-| |Corporates|5,000|-| |||| ||**32,480**|**14,900**| ## **4. RESOURCES EXPENDED BY ACTIVITY** ||**Direct Costs**|**Grant**
**Funding**|
**Support and**
**Governance**
**Costs**|**Total**| |---|---|---|---|---| ||**£**|**£**|**£**|**£**| |**CURRENT YEAR**||||| |||||| |**Fundraising**|**6,065**|**-**|**1,652**|**7,717**| |||||| |**Charitable Activities**||||| |Co-ordination and
Infrastructure|49,567|-|16,852|66,419| |Programmes and Development|120,328|6,151|39,878|166,357| |Marketingand Communications|65,934|-|22,068|88,002| ||**235,829**|**6,151**|**78,798**|**320,778**| |||||| |**2025 Total**|**241,894**|**6,151**|**80,450**|**328,495**| |||||| |**PRIOR YEAR COMPARATIVE**||||| |||||| |**Charitable Activities**||||| |Co-ordination and
Infrastructure|24,943|-|13,800|38,743| |Programmes and Development|138,708|-|70,153|208,861| |Marketingand Communications|63,050|-|36,447|99,497| |||||| |**2024 Total**|**226,701**|**-**|**120,400**|**347,101**| ## **3. INCOME FROM CHARITABLE ACTIVITIES** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |MembershipFees|339,037|330,477| |MembershipContributions|-|17,725| |||| ||**339,037**|**348,202**| ## **5. SUPPORT AND GOVERNANCE COSTS** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |**_Support_**||| |Staff Costs|20,802|15,545| |Travel|3,239|15,363| |Technology
|8,903|9,836| |Offce|722|1,297| |Professional Support|8,052|8,231| ||**41,718**|**50,272**| |**_Governance_**||| |Staff Costs|33,874|50,813| |Strategy Review and Board
Development|-|11,127| |Board Travel|3,927|5,342| |Legal Fees|-|2,160| |Independent Examiner’s Fee|600|600| |Other Costs|331|86| ||**38,732**|**70,128**| |||| |**_Total_**|**80,450**|**120,400**| **35** ## **6. NET INCOME** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |This is stated after charging:||| |Depreciation|1,830|1,786| |Independent Examiner’s Fee||| |_Examination_|600|600| |_Other Services_|3,400|2,600| ## **7. SALARIES AND RELATED COSTS** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |Gross Salaries|197,537|202,013| |Social SecurityCosts|14,067|16,601| |Pensions|29,123|20,201| ||**240,727**|**238,815**| |Consultants|32,212|25,078| ||**272,939**|**263,893**| |||| |Average Number of Employees
(Head Count)|6.0|6.0| |Average Number of Employees
(Full Time Equivalent)|4.2|4.2| |||| |Number of Employees Whose Gross Pay
and Employer Pension Exceeded £60,000:||| |£80,000 - £90,000|1|1| The Trustees and Executive Director are considered key management. The total remuneration, including on-costs and pension, paid to key management **36** amounted to £87,400 (2024: £86,889). Trustee expenses are shown in note 14. ## **8. FIXED ASSETS** ||**Offce Equipment**| |---|---| ||**£**| |**Cost**|| |Brought Forward|7,812| |Disposals|(1,614)| |Additions|1,230| ||| |**As at 31 December 2025**|**7,428**| ||| |**Depreciation**|| |Brought Forward|5,832| |Eliminated on Disposal|(1,614)| |Charge for Year|1,830| ||| |**As at 31 December 2025**|**6,048**| ||| |**Net Book Value**|| ||| |As at 31 December 2024|1,980| ||| |**As at 31 December 2025**|**1,380**| Pensions: In 2025, Integral introduced a salary sacrifice scheme enabling employees to exchange part of their salary for employer pension contributions, reducing payroll tax liabilities for Integral and employees. ## **9. DEBTORS** ## **10. CREDITORS** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |Trade Debtors|18,640|8,897| |Other Debtors|7,213|-| |Prepayments and Accrued Income|2,447|5,182| |||| ||**28,300**|**14,079**| ## **11. MOVEMENT IN FUNDS** ||**2025**|**2024**| |---|---|---| ||**£**|**£**| |Accruals|3,024|2,300| |Deferred Income|10,000|10,000| |Other Creditors|843|617| |||| ||**13,867**|**12,917**| |||| |**Movement on Deferred Income**||| |Brought Forward|10,000|45,589| |Released|(10,000)|(45,589)| |Received in Year|10,000|10,000| |||| |**As Above**|**10,000**|**10,000**| ||**At**
**1.1.2025**|**Incoming**
**Resources**|**Resources**
**Expended**|**Exchange Gains**
**(Losses)**|
**Fund**
**Transfers**|

**At**
**31.12.2025**| |---|---|---|---|---|---|---| ||**£**|**£**|**£**|**£**|**£**|**£**| |**CURRENT YEAR**||||||| |||||||| |**Restricted Funds**||||||| |Information Offcer|-|12,500|(12,500)|-|-|-| |Ukraine Response|6,151|-|(6,151)|-|-|-| |||||||| |**Total Restricted**|**6,151**|**12,500**|**(18,651)**|**-**|**-**|**-**| |||||||| |**Unrestricted Funds**||||||| |General|372,595|362,868|(309,844)|230|-|425,849| |||||||| |**Total Unrestricted**|**372,595**|**362,868**|**(309,844)**|**230**|**-**|**425,849**| |||||||| |**Total Funds**|**378,746**|**375,368**|**(328,495)**|**230**|**-**|**425,849**| ## **11. MOVEMENT IN FUNDS: PRIOR YEAR COMPARATIVE** ||**At**
**1.1.2024**|**Incoming**
**Resources**|**Resources**
**Expended**|**Exchange**
**Gains**|**Fund**
**Transfers**|**At**
**31.12.2024**| |---|---|---|---|---|---|---| ||**£**|**£**|**£**|**£**|**£**|**£**| |**Restricted Funds**||||||| |Information Offcer|-|12,500|(12,500)|-|-|-| |Ukraine Response|8,876|-|(2,725)|-|-|6,151| |||||||| |**Total Restricted**|**8,876**|**12,500**|**(15,225)**|**-**|**-**|**6,151**| |||||||| |**Unrestricted Funds**||||||| |General|350,949|353,522|(331,876)|-|-|372,595| |||||||| |**Total Unrestricted**|**350,949**|**353,522**|**(331,876)**|**-**|**-**|**372,595**| |||||||| |**Total Funds**|**359,825**|**366,022**|**(347,101)**|**-**|**-**|**378,746**| ## **12. PURPOSE OF FUNDS** ## _**Information Officer**_ ## _**Ukraine Response**_ This represents monies received for salary and related costs of the Information Officer. This represents funds received for support to Integral Members working on the Ukraine response including a learning review of the response and translation of the Storyteller’s Guide. **38** ## **13. ALLOCATION OF NET ASSETS BY FUND** ||**Restricted**
**Funds**|**Unrestricted**
**Funds**|**Total**
**Funds**| |---|---|---|---| |**CURRENT YEAR**|**2025**|**2025**|**2025**| ||**£**|**£**|**£**| |Fixed Assets|-|1,380|1,380| |Current Assets|10,000|428,336|438,336| |Current Liabilities|(10,000)|(3,867)|(13,867)| ||||| ||**-**|**425,849**|**425,849**| ||||| |**PRIOR YEAR COMPARATIVE**|**2024**|**2024**|**2024**| ||**£**|**£**|**£**| |Fixed Assets|-|1,980|1,980| |Current Assets|16,151|373,532|389,683| |Current Liabilities|(10,000)|(2,917)|(12,917)| ||||| ||**6,151**|**372,595**|**378,746**| ## **14. TRUSTEE REMUNERATION AND EXPENSES AND RELATED PARTY TRANSACTIONS** One in-person Board meeting took place in 2025 in South Africa. The other meetings were held virtually. Two Trustees and one Company Member (2024: 4) received reimbursement of £3,927 (2024: £5,342) for travel expenses to attend meetings and one Independent Trustee received reimbursement for all expenses for the meetings in line with our agreed policy. No Trustee received any other remuneration or benefit in the year. The aggregate amount of donations received from related parties was £6,200 (2024: £1,200). **39** ## **Photo Captions and Credits** |**Cover**|Integral Member ZOA’s Partner cooking food for communities following the earthquake that hit Myanmar in April 2025|© ZOA (Netherlands)| |---|---|---| |**Page 3**|In Chad, LM International supports the installation and maintenance of essential water facilities|© LM International (Sweden)| |**Page 4**|Queue at a health care centre in Gaza|© Anera/International Health Partners (UK)| |**Page 12**|Distribution of tarpaulins, Myanmar, April 2025|© World Concern (USA)| |**Page 13**|Children gather at a displaced persons site in Haiti|© World Relief (USA)| |**Page 14**|Treating a wound, OPT|© Anera/International Health Partners (UK)| |**Page 15**|Distribution of aid, Ukraine, November 2025|© Sofa Stusyuk, Integra (Slovakia)| |**Page 21 & 29**|In Burkina Faso, ZOA is providing assistance to families displaced by ongoing violence|© Else Lotte Faasse, ZOA (Netherlands)| |**Page 23**|Integral Chair Carol Bremer-Bennet presents at the Micah Consultation in South Africa, September 2025|© Integral (UK)| |**Page 24**|A selection of IMG participants at the Micah Consultation in South Africa, September 2025|© Integral (UK)| |**Page 25**|Participants in the IPG meeting in Cambodia, March 2025|© Integral (UK)| |**Page 27**|In Chad, provision of seeds and tools has equipped communities to grow vegetables|© Mission East (Denmark)| |**Page 30**|In Colombia, ZOA is providing sustainable access to water for the Wayuu indigenous population|© ZOA (Netherlands)| |**Page 41**|Houses damaged by the earthquake that hit Myanmar in April 2025|© World Concern (USA)| **40** ',di 41 ## **www.integralalliance.org** **----- Start of picture text -----**
CEDAR Fund ena Food for the Hungry Integra International LM International Medair
(Hong Kong) (Switzerland) (North America) (Slovakia) Health Partners (UK) (Sweden) (Switzerland)
Medical Teams MERATH Mission East SEL Transform Aid Tearfund Tearfund
International (USA) (Lebanon) (Denmark) France International (Australia) Australia Belgium
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Tearfund Tearfund Tearfund World Concern World Renew World Relief ZOA
Netherlands New Zealand (UK) (USA) (North America) (USA) (Netherlands)
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