2025-09-30-accounts

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ANNUAL REPORT 2024/2025

ANNUAL REPORT

2024-2025

Head Office 652 Huddersfield Road, Ravensthorpe, Dewsbury, WF13 3HP www.sktwelfare.org

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ANNUAL REPORT 2024/2025

TABLE OF CONTENTS

1. FOREWORD/CEO MESSAGE P3

6. REGIONAL IMPACT P14 - P38

6.1 MIDDLE EAST 6.2 AFRICA

6.3 ASIA 6.4 UNITED KINGDOM

2. ABOUT SKT WELFARE P4

2.1 Who We Are

2.2 Mission, Vision & Values

2.3 Where We Work

2.4 Our Approach

6.1.1 Palestine (Gaza) 6.2.1 Sudan 6.3.1 Pakistan 6.1.2 Syria 6.2.1 Tanzania 6.3.2 Afghanistan 6.1.3 Turkey 6.2.3 Somalia & Somaliland 6.3.3 Bangladesh 6.1.4 Yemen 6.2.4 Uganda 6.1.5 Jordan 6.2.5 Morocco

3. GLOBAL STRATEGY & THEMATIC PRIORITIES P7 - P9

3.1 Strategic Vision

7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES P39 - P44

3.2 Core Programme Pillars

3.3 Cross-Cutting Commitments

4. 2025 AT A GLANCE P10 - P12

5. KEY ACHIEVEMENTS & SECTORAL IMPACT P13

5.1 Emergency Response

• 5.2 Food Security & Seasonal Campaigns

• 5.3 Water, Sanitation & Hygiene (WASH)

8. INSTITUTIONAL STRENGTHENING & DELIVERY MODEL P45 - P47

9. LOOKING AHEAD (2026–2027) P48

10. ACKNOWLEDGEMENTS P49

11. REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025 P50

• 5.4 Health & Medical Services

5.5 Livelihoods & Economic Empowerment

• 5.6 Shelter & Infrastructure

• 5.7 Education & Child Welfare

• 5.8 Faith-Based Programming

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ANNUAL REPORT 2024/2025

Foreword/ CEO Message

As-salamu alaykum,

2025 was a year in which the humanitarian sector faced a reckoning it had been approaching for some time.

Institutional funding contracted. Major donors reduced commitments. Programmes that communities had relied upon for years were scaled back or closed entirely. The gap between what the sector could offer and what the world required grew wider, at precisely the moment when conflicts in Gaza, Sudan, and beyond were producing need on a scale that demanded more, not less.

In that environment, one lesson asserted itself with unusual clarity: the organisations that maintained continuity were, almost without exception, the organisations already embedded within the communities they serve.

Localisation has been a recurring theme in humanitarian policy for years. In 2025, it was tested in practice. In Gaza, when crossings closed and externally dependent supply chains fractured, SKT’s operations continued through local teams and local sourcing. Infrastructure built through years of presence before the current escalation began. When access conditions deteriorated, operations did not depend on those conditions improving. That is what genuine localisation looks like, and it is the only model that holds in a protracted conflict environment.

The funding landscape made sustained delivery significantly harder. The cuts affecting this sector are not abstract. They reduce meals served, water delivered, and families supported. Navigating those pressures while maintaining programme quality and continuity has been one of the defining operational challenges of this period, and one the sector as a whole has not yet fully resolved.

What remained constant, and what I want to acknowledge directly, was the commitment of this community.

At a time when institutional funding wavered, Muslim giving did not. Donors sustained their support through Zakat, Sadaqah, Qurbani, and seasonal campaigns with a consistency that is not easily explained by conventional fundraising logic. It reflects something deeper, a community that understands its obligations and does not require a news cycle to honour them. That commitment is what allowed SKT to maintain operations where others could not, and it carries a responsibility we take seriously.

As you read through this report, you will find the scale of what was delivered across 2025: more than 1.2 million people reached across fifteen countries, in some of the most difficult operating environments in the world. Behind every figure is a local team that adapted, persisted, and continued serving their community under conditions that most of us will never fully grasp.

Their work, and the trust of every donor and supporter who made it possible, is what this report represents.

Warmest regards, Asif Hussain (CEO)

Chief Executive Officer, SKT Welfare

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ANNUAL REPORT 2024/2025

About SKT Welfare

2.1. Who We Are

SKT Welfare is a UK-based humanitarian charity working to support communities affected by conflict, poverty, displacement, and disaster.

Guided by faith and driven by compassion, we deliver both emergency relief and long-term programmes that help families recover, rebuild, and move forward with dignity. Our work focuses on providing practical support where it is needed most, from life-saving assistance in times of crisis to sustainable initiatives that strengthen communities for the future.

For over a decade, SKT Welfare has worked alongside vulnerable communities across multiple countries, responding to urgent humanitarian needs while investing in solutions that support resilience, recovery, and long-term wellbeing.

Our approach combines compassion with accountability. We believe humanitarian assistance should not only address immediate hardship, but also help restore dignity, stability, and hope.

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ANNUAL REPORT 2024/2025

About SKT Welfare

2.2. Mission, Vision, Values

Our Mission

To turn compassion into action by delivering relief and empowering communities to rebuild with dignity and lasting hope.

Our Vision

A world where communities rebuild with dignity, self-reliance, and lasting hope – guided by faith and compassion, strengthened by collaboration, and grounded in integrity.

Our Core Values

Faith & Compassion

Guided by faith, we respond with sincerity and kindness, turning compassion into meaningful action.

Sustainability & Resilience

We design lasting solutions that strengthen communities and support long-term recovery and independence.

Integrity & Transparency

We are committed to the highest standards of honesty, transparency, and accountability in our conduct, safeguarding the trust of God, our donors, and the people we serve.

Dignity & Empowerment

We honour the dignity of every person and support them to rebuild their lives with confidence and lasting self-reliance.

Collaboration

We work hand in hand with communities, partners, and institutions to achieve greater impact together.

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ANNUAL REPORT 2024/2025

About SKT Welfare 2.3. Where We Work

In 2025, SKT Welfare delivered programmes across more than 15 countries, reaching over 1.2 million people through humanitarian and development interventions. Our operations span three key regions:

Africa Asia Gaza (Palestine) Sudan Pakistan Syria Tanzania Afghanistan Turkey Somalia Bangladesh Yemen Somaliland India Jordan Uganda Sri Lanka Morocco

Middle East

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Jordan
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ANNUAL REPORT 2024/2025

3. Global Strategy & Thematic Priorities

3.1 Strategic Vision

In 2025, SKT Welfare continued to evolve its approach in response to an increasingly complex humanitarian environment shaped by protracted conflict, climate shocks, displacement, and growing operational constraints.

Operating in this context, the organisation has focused on strengthening how it works as much as what it delivers. Its strategic direction is grounded in a clear principle: that effective humanitarian response requires not only compassion and intent, but disciplined systems, strong governance, and programmes that are rooted in the realities of the communities they serve.

SKT’s approach brings together faith-inspired humanitarian values with a more structured and accountable delivery model. This includes greater emphasis on operational consistency, financial oversight, and localised implementation, ensuring that programmes remain both responsive and credible across diverse contexts.

At the same time, the organisation continues to move beyond short-term aid delivery toward more integrated programming. Emergency response, recovery, and longer-term development are increasingly designed to work together, recognising that in many of the contexts where SKT operates, crisis is not temporary, but ongoing.

This shift is reflected in programmes that combine immediate support – such as food, water, and healthcare – with investments in infrastructure, livelihoods, and community systems. The aim is not only to meet urgent needs, but to support families in regaining stability and reducing long-term dependence on aid.

As SKT Welfare continues to grow, its strategic focus remains on scaling impact without losing proximity to the communities it serves, ensuring that expansion is matched by accountability, and that delivery remains grounded, relevant, and sustained over time.

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ANNUAL REPORT 2024/2025

3.2 Core Programme Pillars

SKT Welfare’s global operations are structured around four core pillars:

Emergency Relief

Delivering rapid, life-saving assistance to communities affected by conflict, disasters, and displacement. This includes food aid, clean water, medical support, and emergency shelter, often within hours or days of a crisis.

Sustainable Development

Implementing long-term programmes that improve access to essential services designed to reduce vulnerability and strengthen resilience over time, including:

• Clean water and sanitation

• Healthcare infrastructure

• Education facilities

• Housing and community infrastructure

Livelihoods & Economic Empowerment

Supporting individuals—particularly women and vulnerable households—to achieve financial independence and break cycles of poverty and reduce reliance on aid, these include:

• Vocational training

• Small business support

• Agricultural inputs and livestock

• Skills development and mentoring

Health & Education

Critical interventions designed to improve long-term community wellbeing and stability through investing in:

• Access to healthcare services and medical facilities

• Disease prevention and early diagnosis

• Child welfare and inclusive education

• Religious and values-based learning programmes

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ANNUAL REPORT 2024/2025

3.3 Cross-Cutting Commitments

Across all programmes, SKT Welfare integrates the following priorities:

Localisation

Working through local partners and community networks to ensure aid is delivered efficiently, sustainably, and in line with local needs and contexts.

Climate Resilience

Implementing long-term programmes that improve access to essential services designed to reduce vulnerability and strengthen resilience over time, including:

Gender & Inclusion

Ensuring equitable access to aid for women, children, people with disabilities, and marginalised groups, while addressing structural barriers to participation and opportunity.

Faith-Based Humanitarianism

Leveraging the principles of Zakat, Sadaqah, and Qurbani to mobilise resources and deliver assistance in a way that is both spiritually grounded and operationally effective.

Accountability & Transparency

Maintaining strong systems to ensure that all funds and resources are used responsibly, with clear reporting, monitoring, and verification mechanisms in place.

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ANNUAL REPORT 2024/2025

4. 2025 AT A GLANCE

In 2025 , SKT Welfare reached

over 1.21 million people

more than 15 countries

delivering life-saving humanitarian assistance and long-term development programmes in some of the world’s most fragile and complex contexts.

From conflict-affected regions to climate-vulnerable communities, SKT’s work addressed both immediate needs and the underlying drivers of poverty, displacement, and inequality, ensuring that support was timely, targeted and grounded in dignity.

Global Reach

SKT Welfare’s multisectoral approach ensured comprehensive support across our key humanitarian and development priorities:

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SECTOR BENEFICIARIES
Food and Non-Food Aid 434,307
Water, Sanitation & Hygiene (WASH) 276,962
Health & Medical Support 126,444
Livelihoods & Economic Empowerment 1,980
Shelter & Protection 9,867
Education & Child Welfare 2,211
Zakat (Cash & Food Assistance) 3,900
Qurbani & Aqiqah 361,770
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Global Reach

Total People Reached: 1,217,441

Counties of Operation: 15+

TOTAL UNIQUE BENEFICIARIES

1,217,441

Regions Covered: Middle East, Africa, South Asia

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ANNUAL REPORT 2024/2025

KEY HIGHLIGHTS

Delivered large-scale food assistance to over 430,000 people , addressing acute hunger in conflict-affected and climate-impacted regions

Provided healthcare services to over 126,000 people , including access to diagnostic services and critical treatment

Responded to major emergencies across Pakistan, Afghanistan, Syria, Morocco, and Bangladesh through rapid, targeted interventions

Expanded access to safe water for over 276,000 people , reducing exposure to waterborne diseases and improving community health

Supported over 360,000 people through Qurbani and Aqiqah distributions, ensuring access to nutritious food during key periods

Continued investment in long-term recovery through shelter, livelihoods, and infrastructure programmes

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ANNUAL REPORT 2024/2025

A YEAR DEFINED BY COMPLEXITY AND RESPONSE

This reporting period was marked by overlapping crises, ranging from climate-induced disasters and protracted conflict to economic instability and displacement. In Pakistan, severe flooding displaced communities and disrupted livelihoods. In Afghanistan, earthquakes and floods compounded already fragile conditions. Across the Middle East and Africa, ongoing conflict and limited resources continued to drive humanitarian need.

In this context, SKT Welfare maintained a dual focus: delivering immediate relief where it was most urgently needed, while continuing to invest in sustainable, community driven solutions that support long-term resilience.

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ANNUAL REPORT 2024/2025

5. KEY ACHIEVEMENTS & SECTORAL IMPACT

In 2025 , SKT Welfare delivered a broad range of interventions across humanitarian and development sectors, reaching

over 1.21 million people

worldwide

Our approach remained rooted in addressing immediate needs while investing in longer-term solutions, ensuring that communities not only survive crises but are supported in rebuilding their lives with dignity and stability.

5.1 Emergency Response

SKT Welfare maintained a strong capacity for rapid response, delivering life-saving assistance in the immediate aftermath of disasters and conflict-related displacement.

In Pakistan, severe monsoon flooding displaced communities and disrupted access to food and shelter. SKT responded with targeted food distributions, reaching affected families in Punjab and other impacted regions.

In Afghanistan, earthquake-affected communities received emergency aid packages within critical timeframes, providing food and essential supplies to families who had lost homes and livelihoods.

Across Syria, emergency interventions supported displaced populations in areas such as Aleppo, Daraa, and Latakia, where ongoing conflict, displacement, and environmental crises—including wildfires—deepened humanitarian need. Assistance included food support and basic relief items delivered to thousands of individuals.

In Morocco, SKT contributed to early recovery efforts by rehabilitating a damaged school, restoring access to education and supporting community recovery following the earthquake.

These interventions reflect SKT’s ability to operate in high-risk environments, delivering timely, targeted assistance through local coordination and community-based approaches.

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ANNUAL REPORT 2024/2025

6. REGIONAL IMPACT

In 2025, SKT Welfare continued to deliver humanitarian and development programmes across multiple regions affected by conflict, displacement, poverty, and climate-related shocks. While the contexts differed from country to country, the organisation’s approach remained consistent: respond rapidly where needs were urgent, invest in practical and sustainable solutions where recovery was possible, and ensure that all interventions were delivered with dignity, accountability, and close attention to local realities.

Across the Middle East, Africa, and South Asia, SKT supported communities facing severe strain on food systems, healthcare access, shelter, water infrastructure, and livelihoods. In each context, programmes were shaped not only by immediate humanitarian need, but by broader commitment to helping communities regain stability and strengthen resilience over time.

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6. REGIONAL IMPACT

6.1 MIDDLE EAST PALESTINE (GAZA)

Gaza continues to face one of the most severe humanitarian crises in the world. In 2025, ongoing conflict, displacement, damaged infrastructure, and restricted access to essential goods left families struggling to secure food, clean water, and other basic necessities. For many households, daily survival depended on humanitarian support delivered under extremely constrained conditions.

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PALESTINE (GAZA)
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Key Achievements

352,459 beneficiaries reached across Gaza

13,650 families supported with essential food supplies

225,450 people reached through water delivery

57,810 people supported through bread distribution

659 individuals supported through cash assistance

Integrated response combining food, water, bread, and cash support in a highly constrained environment

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6. REGIONAL IMPACT

6.1 MIDDLE EAST PALESTINE (GAZA)

Food Distribution Programme

Food assistance remained a critical part of SKT’s work in Gaza, particularly for households facing repeated displacement and limited access to markets. Through this programme, SKT supported 13,650 families, reaching 68,540 people with essential food supplies. This assistance helped reduce immediate hunger and ensured that vulnerable households had access to basic nutrition during a period of severe insecurity.

Water Deliver Programme

Access to safe drinking water remained one of the most urgent and persistent challenges in Gaza. Damage to infrastructure, fuel shortages, and disrupted municipal services left many communities without reliable water access. Through its water delivery programme, SKT supported 42,600 families, reaching 225,450 people with clean drinking water. This intervention was essential not only for daily survival, but for reducing the risk of waterborne illness, particularly among children, older people, and displaced families living in overcrowded conditions.

Bread Distribution Programme

Bread remains a staple food for families across Gaza, yet access has been severely disrupted following October 2023. To help address this gap, SKT supported 20,416 families, reaching 57,810 people through bread distributions, helping households maintain regular access to one of the most basic and essential food items during periods of acute uncertainty.

Cash Assistance Programme

Where appropriate, SKT also provided direct cash support to vulnerable households. In 2025, this programme supported 134 families, reaching 659 individuals. Cash assistance enabled families to respond to their most urgent needs with greater flexibility and dignity, including the purchase of food, medicine, and household essentials.

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MIDDLE EAST SYRIA

To date, Syria remains one of the world’s most protracted and complex humanitarian crises. Years of conflict, economic collapse, displacement, and damaged infrastructure have left millions of people dependent on aid, particularly in the north of the country. In 2025, communities continued to live in dire conditions characterised by severe food insecurity, a damaged healthcare system, and limited access to the basic conditions needed to live in safety and dignity.

SKT Welfare’s response in Syria was both broad and layered. It combined long-term service provision with targeted emergency interventions, enabling the organisation to support communities facing both chronic hardship and sudden shocks.

Key Achievements:

• 123,780 individuals supported through SKT Hospital

• 1,280 families and 6,606 people reached through the Free Bread Project

• 353,280 bread bundles distributed across five camps

• 38,637 individuals supported through the Aleppo Response Campaign

• 47,475 individuals reached through the Daraa displacement response

• 2,500 individuals supported through the Latakia fire response

Multi-layered response combining healthcare, food security, and emergency relief

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ANNUAL REPORT 2024/2025

REGIONAL IMPACT

SYRIA

SKT Hospital

The SKT Hospital remained one of the organisation’s most important and high-impact interventions in Syria. Located in the Kafr Lusin area of Idlib countryside, near the Syrian-Turkish border, the hospital continued to provide free medical services to communities with limited access to quality healthcare.

During the 2024–2025 reporting period, the hospital supported 123,780 individuals. To respond more effectively to local needs, services were expanded across multiple departments and specialties, including emergency care operating 24 hours a day, orthopaedic, neurological and internal medicine clinics, ENT services, paediatrics, radiology, laboratory, pharmacy, and ambulance services.

In a context where many families cannot afford private healthcare and where access to functioning public services remains limited, the hospital served as an essential point of care. Its role extended beyond treatment alone: it reduced travel burdens, improved access to specialised services, and strengthened the healthcare landscape in one of the country’s most fragile regions.

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REGIONAL IMPACT

MIDDLE EAST SYRIA

Aleppo Response Campaign

Following significant shifts in the security situation in Aleppo and the continued inability of many residents to return safely to their homes, SKT launched the Aleppo Response Campaign. The intervention provided urgent humanitarian aid to civilians in the city and surrounding areas, including displaced people living in camps. This response supported 38,637 individuals, giving people who lost everything, including their homes, a second chance at stability.

Emergency Response for Displaced People from Suwayda to Daraa

As families displaced from Suwayda moved into villages in the Daraa countryside, many found themselves in collective shelters with poor living conditions and little access to necessities. In response, SKT launched an emergency bread distribution intervention across 46 distribution points, reaching 47,475 individuals, with a focus on women and children.

Latakia Firefighting Response

In Latakia Governorate, widespread fires destroyed large areas of forest and farmland, displacing families and causing major agricultural losses. In response, SKT supported 2,500 individuals affected by the disaster. This intervention addressed urgent humanitarian needs while recognising the wider impact of environmental destruction on already vulnerable communities.

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REGIONAL IMPACT

MIDDLE EAST TURKEY

Turkey continues to host one of the largest refugee populations in the world, including millions of Syrians displaced by conflict. In 2025, many refugee households continued to face economic hardship, social vulnerability, and barriers to stable housing, education, and psychosocial support. These pressures were especially acute for widows, orphaned children, and families with few or no sustainable sources of income.

SKT Welfare’s work in Turkey focused on holistic, longer-term support for vulnerable refugee families. Rather than limiting interventions to immediate relief alone, programmes were designed to create safe living environments, strengthen education, and support emotional wellbeing and personal development.

Key Achievements:

71 direct beneficiaries supported through the Springs of Hope residential model

19 families, including 19 mothers and 52 children, accommodated in safe housing

361 students enrolled in the Quran School

350 students enrolled in the Abdullah Bin Abbas Institute

7,500 individuals reached through food assistance deployment

Integrated protection model combining shelter, education, psychosocial support, and practical assistance

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ANNUAL REPORT 2024/2025

REGIONAL IMPACT

MIDDLE EAST TURKEY

Springs of Hope Project

The Springs of Hope Project remained one of SKT’s flagship interventions in Turkey. Designed as a safe and dignified residential environment for displaced families, the centre supports widowed mothers and orphaned children through an integrated care model including accommodation, classrooms, and playrooms supporting learning and child wellbeing.

Support within the centre extended beyond shelter, it included basic health and first aid provision, Quran and Arabic reading classes, computer training, Turkish language classes for women, psychosocial support for mothers and children, handicrafts and creative activities, and sports and outdoor programmes. This model allowed children to access learning and play in safe environments while mothers received the needed support to build confidence, skills, and emotional resilience.

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REGIONAL IMPACT

MIDDLE EAST TURKEY

Quran School

The Quran School provided structured Arabic reading and Quran recitation lessons for displaced Syrian children and Turkish students. The programme aimed not only to support faith-based learning, but also to preserve Arabic language skills within a non-Arabic-speaking environment. In 2024–2025, 361 students were enrolled. The programme moved through staged learning, from Arabic reading to Quran recitation, memorisation, and advanced tajweed.

Abdullah Bin Abbas Institute

The Abdullah Bin Abbas Institute continued to provide a broader Islamic educational curriculum for children and young people. The institute serves 350 students and offers teaching in Islamic manners, tafseer, hadith, fiqh, creed, Arabic and Turkish language, grammar, spelling, and calligraphy.

Deployment

SKT also supported vulnerable Syrian families in Turkey through a deployment that reached 7,500 individuals. This work focused on food support for families facing acute economic hardship, especially those near the Turkish-Syrian border and those caring for injured or disabled relatives.

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REGIONAL IMPACT

MIDDLE EAST YEMEN

Yemen remains one of the world’s most fragile humanitarian contexts. Years of conflict, economic collapse, damaged infrastructure, and environmental stress have left millions of people facing chronic food insecurity and limited access to essential services. In many areas, households continue to struggle with both hunger and severe water scarcity.

SKT Welfare’s programming in Yemen focused on two core priorities: meeting urgent food needs and improving access to safe water through practical, sustainable infrastructure.

Key Achievements

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YEMEN
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3,555 individuals supported through food aid and non-food item distributions

2,095 individuals benefited from solar-powered water wells

Priority support delivered to displaced and female-headed households

Combined immediate relief with sustainable water access solutions

Food Aid and Non-Food Items

In 2025, SKT supported 3,555 individuals in Taiz Governorate through food aid and non-food item distributions. Assistance prioritised internally displaced people, female-headed households, and families with very limited livelihood options.

Support included essential food rations as well as items such as blankets, clothing, and heating fuel. These interventions helped reduced immediate hardship for families navigating prolonged insecurity and economic collapse.

Solar-Powered Water Wells

SKT also installed solar-powered water wells in Taiz Governorate, benefiting 2,095 individuals. This intervention addressed one of Yemen’s most persistent structural challenges: access to reliable water in areas where diesel-based systems are costly, unstable, and environmentally unsustainable.

Providing more reliable water sources has improved access to safe water for households and public facilities while reducing the burden on women and children, thereby contributing to healthier and more stable living conditions.

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REGIONAL IMPACT

MIDDLE EAST JORDAN

Jordan continues to host a large refugee population, including Syrians and Palestinians, living in camps and urban settings. Rising living costs, pressure on public services, and limited livelihood opportunities have increased vulnerability for many refugee households.

In response, SKT Welfare deployed volunteers to distribute food and non-food items in refugee camps, reaching 76,000 individuals through food parcels containing essential staples and hygiene kits designed to improve household and personal hygiene. This support helped reduce food insecurity and improve living conditions for households facing prolonged displacement and limited access to stable income.

Key Achievements

Approximately 76,000 individuals reached

Food parcels and hygiene kits distributed across refugee camps

Priority support delivered to displaced and female-headed households

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REGIONAL IMPACT

AFRICA SUDAN

Sudan continues to face the largest humanitarian crisis in the world. Since the onset of the conflict on April 2023, the country remains gripped by mass displacement, hunger, economic collapse, and the near breakdown of essential services. To date, over 30 million people require humanitarian assistance, while millions have been displaced within Sudan and across the wider region. For families caught in the conflict, access to food, healthcare, clean water, and safety remains dangerously limited.

In this context, SKT Welfare provided targeted food assistance to vulnerable households affected by conflict and deepening food insecurity as part of a wider humanitarian effort to support families whose coping capacity has been severely eroded by prolonged violence, displacement, and market disruption.

Key Achievements

2,350 individuals supported through targeted food assistance

Food support delivered in a context of severe and worsening humanitarian need

Assistance focused on households facing acute food insecurity and limited access to essential goods

Food Aid Programme

SKT Welfare’s food aid intervention supported 2,350 individuals in Sudan, helping vulnerable households access basic nutrition at a time when conflict, displacement, and economic collapse have made food increasingly unaffordable and inaccessible. In a crisis of this scale, even targeted assistance can provide an essential lifeline, helping families withstand immediate pressure while broader humanitarian access remains constrained.

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REGIONAL IMPACT

AFRICA TANZANIA

In Tanzania, many rural communities continue to face persistent challenges linked to poverty, limited infrastructure, and inadequate access to clean water. In remote and under-served areas, the lack of safe water sources places daily pressure on households, particularly on women and girls, who are often responsible for collecting water over long distances. At the same time, many communities lack adequate communal and religious infrastructure, despite such spaces playing an important role in social cohesion and daily community life.

In response, SKT Welfare implemented an integrated programme in Tanzania that addressed both practical and community needs, combining water access, religious infrastructure, and food support.

Key Achievements

4,200 individuals supported through mosque construction and water access initiatives

5,160 individuals reached through food aid distribution

Integrated approach linking communal infrastructure with practical support

Improved access to cleaner water and strengthened local social cohesion

Mosque Construction and Water Access

A central component of SKT’s work in Tanzania was the construction of mosques in rural communities, alongside the installation of associated water facilities. In 2024–2025, these projects benefited approximately 4,200 individuals.

These interventions were designed not simply as construction projects, but as community investments. In many of the areas where SKT worked, mosques function not only as places of worship, but also as gathering spaces where local concerns are discussed, social ties are strengthened, and children access religious learning. By linking mosque construction with water provision, the programme also addressed one of the most immediate daily burdens facing families.

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REGIONAL IMPACT

AFRICA SOMALIA & SOMALILAND

Somalia and Somaliland continue to face recurring humanitarian pressures linked to drought, poverty, limited infrastructure, and unequal access to services. Across many communities, particularly in rural areas, households remain highly vulnerable to food insecurity and social exclusion. In Somaliland, children with disabilities and their families continue to face particularly acute barriers to care, education, and inclusion.

SKT Welfare’s work across Somalia and Somaliland focused on both basic needs and specialised support, recognising that vulnerability in these contexts is both economic and social.

Key Achievements

Food assistance delivered to vulnerable households in drought-affected areas of Somalia

171 children supported through the Cerebral Palsy Support Programme in Somaliland Approximately 350 individuals benefited from mosque rehabilitation in Hargeisa

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SOMALIA & SOMALILAND
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Combined immediate relief with specialised long-term support for children with disabilities and their families

Food Aid in Somalia

In Somalia, SKT provided food assistance to vulnerable households in areas affected by drought, insecurity, and limited livelihood opportunities. Food aid distributions targeted families facing acute food insecurity, including women-led households and those with few means of support.

In a context where repeated shocks continue to undermine household coping capacity, this assistance helped families meet immediate nutritional needs and reduce pressure during periods of heightened hardship.

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REGIONAL IMPACT

SOMALIA & SOMALILAND

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REGIONAL IMPACT

AFRICA UGANDA

Uganda continues to host one of the largest refugee populations in Africa, with large numbers of displaced people living in settlements under significant economic and social strain. For many refugee households, access to livelihoods remains limited, while pressure on services and infrastructure continues to shape daily life. Women, especially those heading households alone, often face heightened barriers to income generation and stability.

In this context, SKT Welfare’s work in Uganda focused on strengthening self-reliance while also responding to basic needs within refugee communities.

Key Achievements

75 small community-run shops established for refugee women

Approximately 1,050 individuals benefited from mosque construction

Approximately 1,100 individuals supported through food aid

Combined economic empowerment with community infrastructure and immediate relief

Mosque Construction

SKT also supported the construction of a mosque in South Sudanese refugee settlements in Ofua. This project benefited approximately 1,050 individuals and provided a safe, accessible space for worship, community gathering, and spiritual support.

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REGIONAL IMPACT

AFRICA UGANDA

Livelihood Programme for Refugee Women

A major component of SKT’s work in Uganda was the establishment of 75 small community-run shops within refugee settlements. This initiative was designed to support the economic empowerment of South Sudanese refugee women in Mbale and surrounding areas.

The programme provided practical income-generating opportunities, training in basic business management, financial literacy support, and skills in inventory management and enterprise sustainability. Priority was given to vulnerable women, including single mothers and female heads of household.

Food Aid

In addition, SKT provided food assistance supporting approximately 1,100 individuals within refugee settlements. This support helped households facing acute shortages and complemented longer-term efforts to strengthen resilience through livelihoods and community support.

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REGIONAL IMPACT

AFRICA MOROCCO

One year on from the devastating earthquake in Morocco, many communities continued to face the consequences of damaged infrastructure and interrupted services. In mountainous and hard-to-reach areas, recovery remained uneven, with many families still struggling to rebuild homes, schools, and essential facilities.

In this context, SKT Welfare contributed to early recovery efforts through targeted support to education infrastructure.

Key Achievements

Approximately 1,500 individuals benefited from school rehabilitation

Damaged education infrastructure repaired and restored

Safer learning conditions supported for children affected by the earthquake

School Rehabilitation Project

SKT supported the rebuilding and repair of damaged school facilities in affected communities, benefiting approximately 1,500 individuals. The work included restoring structures and helping create safer learning conditions for children whose education had been disrupted by the earthquake.

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REGIONAL IMPACT

SOUTH ASIA PAKISTAN

Pakistan continues to face overlapping humanitarian and development challenges driven by climate change, economic instability, weak infrastructure, and deep social inequality. In 2025, severe monsoon flooding, water insecurity, and the continued effects of previous climate-related disasters placed renewed pressure on vulnerable communities, particularly in rural areas of Punjab and Sindh. Women, children, low-income households, and communities with limited access to public services remained especially at risk.

Pakistan remained one of SKT Welfare’s largest and most diverse operational contexts in 2025. The organisation’s response combined immediate humanitarian support with long-term interventions in water access, health, livelihoods, shelter, faith-based infrastructure, and clean energy.

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Key Achievements

92,000 individuals supported through food aid and non-food items

More than 1,527 water hand pumps installed, benefiting approximately 8,000 people

4 water filtration plants installed, each serving approximately 8,000–12,000 people

1,230 individuals supported through livelihoods programming

36 homes constructed under Safe Haven Pakistan, including 5 homes built during 2024–2025

3 new mosques built in Punjab

Continued support to the Cancer Diagnosis Centre at Rawalpindi Medical University

Clean energy access expanded through solar energy projects in rural communities

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REGIONAL IMPACT

SOUTH ASIA PAKISTAN

Food Aid and Non-Food Items

Food assistance remained an important part of SKT’s work in Pakistan, particularly for households facing economic hardship and climate-related disruption. In 2025, SKT distributed food aid and NFIs to 92,000 individuals across remote villages in Punjab and Sindh.

These interventions helped families navigate immediate food insecurity while reducing the pressure on households already struggling with reduced incomes, rising prices, and the after-effects of flooding.

Water Hand Pumps

Access to clean water remains a major challenge across rural Pakistan, particularly in communities where households rely on distant or unsafe sources. In response, SKT installed more than 1,527 water hand pumps in rural areas of Punjab and Sindh, benefiting approximately 8,000 people.

These hand pumps had an immediate effect on daily life. They improved access to safer water at household and community level while also reducing the time and physical burden associated with water collection, an issue that disproportionately affects women and girls.

Water Filtration Plants

In areas where groundwater access is not feasible, SKT provided an alternative through the installation of four water filtration plants across different parts of Punjab and Sindh. Each plant serves between 8,000 and 12,000 people, providing a more sustainable source of safe drinking water in communities where water quality remains a persistent health risk.

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Mosque Construction and Repair

REGIONAL IMPACT

PAKISTAN

Mosques play an important role in many rural Pakistani communities, serving not only as places of worship but also as sites of learning, gathering, and social connection. In 2024–2025, SKT built three new mosques in Punjab and continued work linked to earlier repair and rehabilitation efforts in flood-affected communities.

Livelihood Programme

SKT also supported 1,230 individuals through livelihoods programming aimed at strengthening economic resilience, particularly among women. These interventions included training, grants, and equipment to help participants establish or grow small enterprises.

Solar Energy Projects

Shelter – Safe Haven Pakistan

The legacy of major flooding continues to shape humanitarian need in Pakistan, with many families still lacking secure and dignified housing. In response, SKT continued the Safe Haven Pakistan model, adapted from the organisation’s shelter work in Syria.

The programme has constructed 36 homes in total, with five homes built during 2024–2025. These homes provide families with safer and more stable living conditions, helping restore privacy, security, and a sense of permanence after displacement.

Cancer Diagnosis Centre

In the health sector, SKT continued to prioritise the Cancer Diagnosis Centre at Rawalpindi Medical University, described in the data as the first cancer diagnosis and triage centre of its kind within RMU.

In a country where access to specialised diagnostics remains out of reach for many low-income families, this centre plays an important role in supporting early detection, triage, and referral. Its inclusion in SKT’s health programming reflects a strategic commitment not only to immediate care, but to longerterm health equity and improved access to specialised services.

SKT also supported environmental and clean energy projects in villages in Thar and Gujranwala, providing solar energy access to rural households. While modest in scale, these interventions demonstrate an effort to expand climate-conscious and practical solutions in under-served communities.

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Earthquake Response – Herat Province

REGIONAL IMPACT

SOUTH ASIA AFGHANISTAN

Afghanistan continues to face significant humanitarian challenges driven by political instability, widespread poverty, weak public services, and recurring natural disasters. In 2025, these pressures were compounded by a major earthquake, which caused further displacement and deepened vulnerability among communities already living in precarious conditions.

In response, SKT Welfare delivered targeted support to affected households, combining emergency relief with assistance for particularly vulnerable groups.

Key Achievements

74 aid packages distributed following the earthquake in Kunar

Approximately 700 individuals supported through the emergency earthquake response

367 food and NFI packages distributed, reaching 1,835 individuals

25 orphans supported through cash assistance in Kabul

Combined disaster response with targeted support for highly vulnerable children and households

Emergency Earthquake Response

Following the earthquake in Kunar, SKT distributed 74 aid packages, supporting approximately 700 individuals. This intervention focused on delivering urgent assistance to families affected by sudden loss and disruption.

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REGIONAL IMPACT

SOUTH ASIA AFGHANISTAN

Food Aid and Non-Food Items

Beyond the earthquake response, SKT also provided 367 food and NFI packages, reaching 1,835 individuals. This assistance targeted communities facing food insecurity and economic hardship, including those in hard-to-reach settings and households with heightened vulnerability.

Orphan Support Programme

SKT additionally provided cash assistance to 25 orphans in Kabul. This support was intended to help cover basic needs such as food and clothing for children who had lost one or both parents and were identified as among the most vulnerable.

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REGIONAL IMPACT

SOUTH ASIA BANGLADESH

Bangladesh remains highly vulnerable to climate-related shocks, including flooding, cyclones, and seasonal displacement. At the same time, large refugee populations continue to live in difficult conditions with limited access to stable livelihoods and adequate nutrition. These overlapping pressures have left many families highly dependent on humanitarian support, particularly during key periods of the year.

In 2025, SKT Welfare provided food assistance to vulnerable households in Bangladesh, with a particular focus on supporting refugee communities during Ramadan.

Key Achievements

1,800 individuals supported through Ramadan food distribution

Food packs delivered to refugee and vulnerable households

Seasonal assistance helped families meet essential nutritional needs during Ramadan

Ramadan Food Distribution

Through this intervention, SKT supported 1,800 individuals with food packs containing basic staples. The project was designed to help families meet essential nutritional needs during Ramadan, ensuring that households facing severe hardship could prepare sehri and iftar meals with greater dignity and stability.

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REGIONAL IMPACT

ZAKAT DISTRIBUTION UNITED KINGDOM

SKT Welfare’s domestic programme in the United Kingdom channels Zakat to support asylum seekers and refugees facing acute vulnerability within the UK itself. These are individuals and families navigating severe restriction: limited entitlement to public funds, housing instability, and often prolonged periods of uncertainty while awaiting decisions on their status. For many, Zakat assistance represents the only structured support available for needs that fall outside statutory provision.

In 2025, SKT reached 3,500 individuals across the United Kingdom through Zakat-eligible interventions. This included the distribution of ASDA vouchers to 3,200 individuals, enabling families to purchase essential items according to their own needs, including food, clothing, medicines, and household necessities. It also included the distribution of food and essential item parcels to 300 beneficiaries across London, each containing food essentials, sanitary products, cleaning supplies, and baby essentials, delivered in coordination with a local charity partner.

Key Achievements

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• 3,500 individuals reached through Zakat-eligible programming in the United Kingdom

• 3,200 individuals supported through voucher-based assistance, enabling dignified, self-directed purchasing

300 individuals reached through food and essential item parcels distributed across London

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

In 2025, SKT Welfare strengthened its programming through a number of flagship initiatives and seasonal campaigns that combined immediate humanitarian impact with longer-term, strategic outcomes. These initiatives reflect the organisation’s ability to mobilise resources at scale, engage communities meaningfully, and deliver programmes that extend beyond short-term relief.

From faith-based giving campaigns to infrastructure-led interventions, these programmes played a central role in expanding SKT’s reach while reinforcing its commitment to dignity, sustainability, and community-led development.

Key Achievements

• Large-scale mobilisation of seasonal giving campaigns , including Ramadan and Qurbani

• Continued expansion of flagship infrastructure projects across multiple countries

• Strengthened integration of faith-based giving with humanitarian delivery

Increased reach through high-impact, donor-driven initiatives

Programmes designed to combine immediate relief with long-term benefit

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

Ramadan Campaign

Ramadan remained one of SKT Welfare’s most significant periods of humanitarian delivery, enabling the organisation to scale its interventions across multiple countries and reach some of the most vulnerable communities.

During this period, programmes focused on food security, with distributions designed to support families in preparing meals for iftar and suhoor. Ramadan interventions were delivered across regions including Gaza, Pakistan, Bangladesh, Yemen, and parts of Africa, reaching households facing heightened food insecurity.

Key Achievements

• Food distributions delivered across multiple countries during Ramadan

• Support provided to thousands of vulnerable families

• Improved access to essential food items during a critical period

• Strengthened connection between faith-based giving and humanitarian impact

These interventions ensured that families experiencing hardship were able to observe Ramadan with dignity, while also reducing immediate pressure on household food access.

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

Qurbani Programme

The Qurbani programme remains one of SKT Welfare’s most recognisable and impactful global initiatives. In 2025, the programme enabled donors to fulfil their religious obligations while directly supporting vulnerable communities with access to fresh meat, often one of the most limited food sources in low-income countries.

Qurbani distributions were carried out across multiple countries, including Pakistan, East Africa, and parts of the Middle East, with a focus on reaching communities experiencing food insecurity, displacement, and poverty.

Key Achievements

• Fresh meat distributed to vulnerable households across multiple regions

• Support prioritised for low-income families, orphans, and displaced communities

• Improved nutritional intake during Eid al-Adha

• Strengthened global donor participation in faith-based humanitarian giving

The programme continues to serve as a bridge between donors and communities, translating acts of worship into meaningful and tangible impact.

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

Safe Haven Programme

The Safe Haven model remains one of SKT Welfare’s most significant longterm initiatives, focused on providing secure, dignified housing for families affected by displacement and disaster.

Originally developed in Syria and now replicated in Pakistan, the Safe Haven approach combines shelter provision with community infrastructure, ensuring that housing is not only safe, but also sustainable and integrated within broader support systems.

Key Achievements

• 36 homes constructed in Pakistan, including 5 new homes in 2024–2025

• Safe housing provided for families displaced by flooding and conflict

Model successfully adapted from Syria to Pakistan

Focus on dignity, privacy, and long-term stability

Safe Haven homes go beyond basic shelter. They restore a sense of permanence and security, allowing families to rebuild their lives in environments that support wellbeing, safety, and community connection.

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

SKT Hospital – Syria

The SKT Hospital continued to operate as a flagship healthcare initiative in northern Syria, providing free medical services in a region where access to healthcare remains extremely limited.

Serving over 123,780 individuals, the hospital represents one of SKT’s most sustained and high-impact investments in essential service delivery.

Key Achievements

• Free medical care delivered across multiple specialised departments

• 24/7 emergency services provided in a high-need context

• Access to diagnostics, pharmacy services, and ambulance support

• Strengthened healthcare access in an underserved region

The hospital remains a cornerstone of SKT’s work in Syria, demonstrating the organisation’s commitment to long-term, high-impact service provision.

ANNUAL REPORT 2024/2025

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7. SPECIAL CAMPAIGNS & FLAGSHIP INITIATIVES

Water & Infrastructure Initiatives

Access to clean water and basic infrastructure remained a central priority across SKT Welfare’s programmes in 2025. From hand pumps in Pakistan to solar-powered water wells in Yemen and community water systems in Africa, these interventions addressed one of the most fundamental drivers of vulnerability: lack of safe and reliable water.

Key Achievements

• 1,527 water hand pumps installed in Pakistan

Water filtration plants serving thousands of individuals per site

Solar-powered water wells implemented in Yemen

Integrated water access linked to community infrastructure in Tanzania

These projects reduced exposure to waterborne disease, improved daily living conditions, and eased the burden on households, particularly women and children responsible for water collection.

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8. INSTITUTIONAL STRENGTHENING & DELIVERY MODEL

In 2025, SKT Welfare continued to strengthen its institutional capacity to operate across increasingly complex humanitarian environments. As the scale and geographic spread of programmes expanded, the organisation placed greater emphasis on reinforcing the systems, partnerships, and internal processes required to deliver consistently, responsibly, and at scale.

At the centre of SKT’s approach is a delivery model that combines structured operational oversight with locally grounded implementation. This balance enables programmes to remain responsive to context while maintaining coherence, accountability, and alignment with recognised humanitarian standards.

Operational Systems and Coordination

Over the reporting period, SKT strengthened coordination between field teams and central operations, improving the flow of information, oversight of programme delivery, and consistency in reporting across countries.

This included refining internal processes for:

programme tracking and verification financial oversight and expenditure monitoring

coordination across multiple concurrent responses

These improvements have enabled the organisation to operate more effectively across diverse and high-risk contexts, while maintaining clarity over programme performance and reach.

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8. INSTITUTIONAL STRENGTHENING & DELIVERY MODEL

Localised Delivery and Partnerships

SKT Welfare’s delivery model continues to rely on strong relationships with local partners, community leaders, and field teams. In many of the environments in which SKT operates, access constraints, insecurity, and rapidly changing conditions make locally grounded delivery not only effective, but essential.

Accountability and Oversight

Local partners contribute to:

Identifying priority needs

Facilitating access to affected communities

Maintaining accountability to both donors and affected communities remains a central priority for SKT Welfare. Throughout 2025, the organisation continued to strengthen its internal oversight mechanisms to ensure that resources were used effectively and that programmes delivered intended outcomes.

Ensuring culturally appropriate delivery

This included improvements in:

Supporting monitoring and feedback processes

Internal monitoring and reporting systems

This approach has been particularly critical in contexts such as Gaza, Syria, and Sudan, where operational access is highly restricted and conditions require flexibility and trust-based engagement.

Financial tracking and controls

verification processes across programme locations

These systems support transparency, reinforce organisational credibility, and ensure that programme delivery remains aligned with both donor expectations and community needs.

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8. INSTITUTIONAL STRENGTHENING & DELIVERY MODEL

Integrated Programme Approach

Across its operations, SKT increasingly adopted a multi-sector approach to programme design. Rather than addressing needs in isolation, interventions were structured to respond to the interconnected nature of vulnerability.

In practice, this has meant aligning work across sectors such as:

Food security

Water and sanitation

Healthcare

Shelter

Livelihoods

This approach allows programmes to move beyond immediate relief, contributing to more stable and sustained outcomes at household and community level.

Positioning for Growth

The investments made in 2025 reflect a broader shift toward strengthening SKT Welfare’s institutional foundation. As the organisation continues to grow, these systems and structures will play a critical role in ensuring that expansion is matched by consistency, accountability, and programme quality.

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9. LOOKING AHEAD: (2026–2027)

The humanitarian landscape in which SKT Welfare operates continues to evolve, shaped by protracted conflict, climate-related shocks, economic instability, and displacement. These trends are expected to persist into 2026–2027, requiring responses that are both immediate and adaptive.

Building on the progress made in 2025, SKT’s forward approach will focus on strengthening programme impact while continuing to invest in the systems and partnerships required to sustain delivery.

SKT Welfare is focused on doing more – reaching more people, responding faster, and building lasting change where it’s needed most. The world is changing quickly, and the communities we serve are facing some of the hardest challenges yet, including conflict, climate disasters, displacement, and deepening poverty.

We’re committed to growing in a way that stays rooted in our values. That means scaling our programmes in a way that’s locally led, inclusive, and sustainable and continuing to respond to emergencies with care and urgency while also investing in long-term recovery, health, education, and livelihoods.

Our aim is simple: to make sure that every programme we deliver not only meets immediate needs, but also helps communities move forward as stronger, safer, and more self-reliant.

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10. ACKNOWLEDGEMENTS

The work of SKT Welfare in 2025 was made possible through the collective efforts of many individuals and partners.

The organisation extends its appreciation to its donors, whose continued support enables programmes to reach communities facing significant hardship across multiple regions. Their contributions form the foundation of SKT’s ability to respond to both urgent needs and long-term challenges.

Recognition is also due to field teams and local partners, who operate in complex and often high-risk environments to ensure that assistance reaches those most in need. Their knowledge, commitment, and presence on the ground are central to effective programme delivery.

SKT also acknowledges the role of community leaders and the communities themselves, whose cooperation and engagement are essential to shaping programmes that are both relevant and respectful.

Finally, appreciation is extended to staff and volunteers whose ongoing dedication sustains the organisation’s work.

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REPORT OF THE TRUSTEES

FINANCIAL REVIEW FOR THE YEAR ENDED 30 SEPTEMBER 2025

The trustees present their report with the financial statements of the parent charity and group for the year ended 30 September 2025. The trustees have adopted the provisions of 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 2015).

OBJECTIVES AND ACTIVITIES

We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities.

The principal objectives set out by the charity and contained within our trust deeds, are summarised as follows:

• To provide relief to victims of natural and man-made disasters worldwide, regardless of colour, race, ethnicity and to facilitate rehabilitation back into communities by providing sustainable aid concentrating on education and welfare

• To help young people, especially but not exclusively through leisure time and educational activities, so as to develop their capabilities that they may grow to full maturity as individuals and members of society

Our objectives are set to reflect the aims and purpose of the charity. They are constantly reviewed and assessed by the Trustees to ensure they continue to reflect our aims. The Charity Commission’s guidance notes have been consulted in formulating these objectives.

RISK MANAGEMENT

The Charity, therefore, has the ultimate duty to regularly identify and review the risks to which The Charity is exposed, and ensure that appropriate controls are in place to provide reasonable assurance against fraud, malicious acts, and error. The Trustees, along with the CEO and the senior staff, actively review these risks on a regular basis.

Risks are complex, due to the nature of the work we carry out. They are assessed on the basis of their likelihood and potential impact, which would allow the implementation of mitigation strategies to manage these risks. Also, wherever possible, risks are covered by suitable insurance, to reduce their financial impact.

The principal risks to the charity have been identified as:

STRATEGIC REPUTATION

One of the most valuable assets of any charity is its reputation. It is vitally important that we do all we can to meet the expectations of our donors, beneficiaries, supporters and other organisations that we partner with.

To protect The Charity against reputational damage, we implement the following policies:

• Fraud, Corruption and Bribery - We work very hard to ensure that integrity and transparency are embedded in all our policies and procedures. Conflict of interest; Anti-Bribery; Anti-Terrorism and Anti-Money Laundering policies are introduced and closely monitored.

• Senior level representation on many important forums and influential fronts, to ensure positive visibility, including a strong media presence.

The Trustees take their responsibilities towards staff, donors, and beneficiaries very seriously. An important aspect of discharging these responsibilities involves the identification and management of all potential risks that might compromise staff, resources, or ability to deliver programmes.

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Operational

• Social & Seasonal

PLANS FOR FUTURE PERIODS

Risks in this area include physical risks to our personnel and volunteers, and risks compromising the continuation of project delivery. To mitigate against such risks, The Charity has taken the following actions:

• Developed Standard Operating Procedures for common processes to protect against loss of key staff or volunteers;

• Improved the quality and the scope of training, to disseminate skills and good practice within the organisation, and to ensure staff safety and wellbeing;

• Regular reviews of key systems and procedures to improve and strengthen the internal policies and communication processes, thus maintaining a clear structure of delegated authority and control;

• Applied robust due diligence policy in our dealings with donors;

• Adopted clear processes to review and assess our performance management system on the ground;

• All programmes have up-to-date security policies, which include the provision of regular comprehensive security briefings and assessments, in response to rapid changes in the political situation;

• Culture and Behaviour – SKT Welfare monitors and learns lessons from peer organisations and as such focused on ensuring it develops the right culture and behaviour as The Charity grows:

• As such we have undertaken a review of policy and procedures to ensure they are ‘fit for purpose’. - Enhanced support to field offices in Turkey. - A programme of regular training for all staff.

The Trustees, are therefore, satisfied that adequate systems and procedures are in place to manage and minimise exposure to the identified risks.

Aims and key objectives for future periods

The Charity intends to continue the projects outlined above and to expand them as required by needs on the ground, and determined by the limits of our capacity. ln addition, we will continue to consider other projects, within the funds and staff capacity available, and based on comprehensive and up-to-date needs assessments. Furthermore, we will continue to closely monitor the progress of the various projects and to analyse the challenges facing them. A number of issues have been identified:

• We will work to provide the most appropriate solutions for our beneficiaries. This will be realised through the development of appropriate accountability, compliance and quality tools/mechanism to align with industry standards and best practice.

• To ensure we have the resources and systems in place to play a leading role in defining and shaping the direction of The Charity. The quality of programming delivered aligns with humanitarian principles and is delivered in the most efficient and effective way.

• To ensure professionalism, integrity, transparency & accountability.

• We aim to reach out to an increasing number of institutional donors during this year. However, it would be imperative to build capacity and enhance the quality of programmes.

Sectors of work:

Our programmes are structured into seven sectors of work:

• Food Security & Livelihood

• WASH (Water, Sanitation and Hygiene)

• NFI (Non-Food Items)

• Health and Medical Care

• Education

Each of these areas is managed by a dedicated team, in charge of the planning, implementation, reporting and documentation of projects within their respective sector.

Going Concern

In view of the financial performance as at the balance sheet date, the Board of Trustees has a reasonable expectation that The Charity will have the resources to continue in operational existence for the foreseeable future.

The Trustees believe there are no material uncertainties that call into doubt our ability to continue as a going concern. The annual financial statements have therefore been prepared on the basis that The Charity is a going concern.

Public Benefit

The Trustees confirm that they have complied with the requirements of Section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by The Charity Commission for England and Wales.

Fundraising

The Charity strives to adhere to relevant statutory regulations including the Data Protection Act (2018), Charities Act (2011) and the Telephone Preference Service. We are continually revising our policies and procedures as we grow to keep up-to date with changes in legislation and regulations.

SKT Welfare is registered with the Fundraising Regulator and have developed our procedures to comply with the Code of Fundraising Practice.

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SKT Welfare is also a member of the Institute of Fundraising and our fundraising activities are legal, open, honest and respectful. The Charity utilises a number of different fundraising approaches, which includes the following:

ed to the Fundraising Regulator through the annual return. In 2024 we received 0 complaints (2023: 0).

Structure, governance and management

the charity are primarily:

• 1) Finance and Operations

• 2) International Aid Projects

• 3) Fundraising and

• Major donor giving, Corporate giving, Online giving

• Community fundraising

• Challenges

• Live TV appeals

• Events

• Volunteers

• Direct mail

Fundraising activities are carried out by our own staff, volunteers, partners and professional fundraisers.

Code of Fundraising Practice

We comply with the Fundraising Regulator’s Code of Fundraising Practice and ensure our fundraising activities reflect the code standards.

General Data Protection Regulation (GDPR)

Staff are required to read and understand the organisational GDPR policy which is accessible

to all new staff and volunteers. GDPR training is ongoing for new staff and volunteers. We have a Data Protection policy and privacy statements.

Protection of Vulnerable People

The Charity abides by the Fundraising Regulator’s Code of Fundraising Practice and ensures our staff and volunteers are fully briefed about the code of conduct with regard to the protection of vulnerable people. Before any external facing fundraising activity is undertaken, we brief staff and volunteers on best practice and make them aware of the need to identify, respect, support and protect vulnerable people.

Complaints Handling

There may be times when we do not meet the high standards we set ourselves and for such instances we have a complaints policy in place.

Complaints are captured centrally, dealt with in accordance with the process laid down in the policy and report-

Governance

SKT Welfare under its constitution is a UK registered charity (1153735) with the Charity Commission. It is a Charitable Incorporated Organisation whose Foundation was registered with the Charity Commission on 9 September 2013. On the 04 February 2014, the assets of Sacred Knowledge which was a UK registered charity (1127634) with the Charity Commission, were transferred into SKT Welfare (1153735). Sacred Knowledge Trust was incepted on 21 January 2009 and operated under the governance of a deed of trust adopted on 1 September 2009 and later amended on 15 September 2012.

Organisational Structure and Management

The Board of Trustees comprises members from diverse backgrounds. Trustees are selected based on their skills, experience and networks, and the needs of the company. All members of the Board of Trustees work on voluntary basis only and dedicate a considerable amount of time to the Charity’s activities.

The power of appointing new Trustees is vested in the Trustees and there are informal procedures in place for the induction and training of new Trustees. Trustees are also encouraged to attend relevant briefings and courses.

Appointed trustees are responsible for general management and control of the charity and to ensure that it operates within the guidelines dictated by the Charity Commission and its own governing documents.

The trustees meet regularly to discuss and review the Charity’s operations. At these meetings, they also make macro and micro level decisions relating to the running of the charity and its activities, mainly the delivery of humanitarian aid projects to different parts of the world, as well as within the UK. The trustees also have a group of volunteers working under them (in the form of sub-committees and teams) that focus on particular projects of the charity’s work. The teams that manage the day-to-day running of

• 4) PR, Media and Communications

The organisation works with several partners and local representatives internationally to meet its objectives, whereby a thorough needs assessment is conducted and an approval process including MOU’s are adhered to before any delivery of projects or grant making. SKT Dates Initiative project is managed through its wholly owned subsidiary SKTW Ventures Ltd.

The Organisation holds investment properties in Turkey to further its objectives and these are held in trust by Asif Hussain, a Trustee of the organisation. The organisation also owns land and buildings in Turkey and are held in Trust with SKT Ihracat Ithalat Gida Insaat Saniyi Ve Ticaret Limited Sirketi, a registered company (reg. no. 7721233125) in Turkey where Asif Hussain is a shareholder.

The organisation relies on many volunteers who provide countless hours supporting at events and with the SKT Dates Initiative, the volunteers lend approx. 3,600 hours in the year.

Related Parties

SKTW Ventures Ltd is a trading subsidiary of SKT Welfare. It supports our charitable activities by retailing high-quality types of dates across the UK. The registered address of SKTW Ventures Ltd is 652 Huddersfield Rd, Dewsbury, WF13 3HP.

Disclosure of Information to Auditor

Each Trustee has taken steps that they ought to have taken as a Trustee in order to make themselves aware of any relevant audit information and to establish that The Charity’s auditor is aware of that information. The Trustees confirm that there is no relevant information that they know of and of which they know the auditor is unaware.

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Reference and administrative details

Registered Charitable incorporated organisation:

CE000173

(England and Wales)

Registered Charity number 1153735

Registered office

652 Huddersfield Road Dewsbury WF13 3HP

Trustees

Mr Asif Hussain Mr Muzaffar Ali Mr Zubair Sharif Mr Shahiad Iqbal (appointed December 2024)

Auditors

Xaviers Accountants Limited Chartered Certified Accountants Suite 3O, Recycling Lives Centre 1a Essex street Preston PR1 1QE

FINANCIAL REVIEW

2024/25 has been a strong financial period, SKT Welfare raised over £8.85m including Gift Aid. SKT Welfare spent around £8.38m helping the large number of beneficiaries we support in all areas of the world from natural disasters and war zones to educational and orphan programmes. SKT Dates initiative conducted through SKTW Ventures Ltd (wholly owned subsidiary) has undergone a major change that has resulted in a reduction in revenue, however, SKT is actively rebuilding the initiative to ensure a success to the project.

At the same time the balance sheet shows reserves of £6.09m (2024: £5.60m), this includes £1.21m Tangible Assets and investments. Moreover, in the event of a significant drop in funding, the Trustees feel that they would be able to continue the current activities of the Charity through the availability of these reserves. The Charity needs to be able to respond quickly to emergencies should the need arise, to get aid and assistance where most needed around the world. The Charity’s reserve policy is to hold equivalent to three months operating costs.

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with 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).

• observe the methods and principles in the Charities SORP;

• make judgements and accounting estimates that are reasonable and prudent;

• state whether applicable Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that The Charity and group will continue in business.

The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed/constitution. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by The Trustees of the Charity on 29 July 2026 and signed on its behalf by:

Mr Asif Hussain CEO / Trustee

The law applicable to charities in England & Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF SKT WELFARE

Opinion

We have audited the financial statements of SKT Welfare (The “Parent Charity”) and its subsidiary (The “Group’’) for the year ended 30 September 2025 which comprise of the consolidated statement of financial activities, the parent charity statement of financial activities, the group and parent charity balance sheets, the consolidated cash flow statement and notes to the consolidated financial statements, including a summary of 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:

• give a true and fair view of the state of the group’s and parent charity’s affairs as at 30 September 2025 and of the group and parent charity’s incoming resources and application of resources for the year then ended;

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

• have been prepared in accordance with the requirements of The Charities Act 2011.

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 group and parent charity in accordance with the ethical requirements 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 related to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s and parent charity’s ability to continue as a going concern for a period of at least 12 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 other information comprises the information included in the annual report, including the trustees’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

We have nothing to report in this regard.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

• the information given in the trustees’ report is inconsistent in any material respect with the financial statements; or

• sufficient accounting records have not been kept; or

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

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

Responsibilities of Trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees 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 determines 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 group’s and the parent charity’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 group or the parent charity or to cease operations, or have no realistic alternative but to do so.

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ANNUAL REPORT 2024/2025

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditors under section 151 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

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

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

• We enquired of management, which included obtaining and reviewing supporting documentation, concerning the parent charity’s/ group’s policies and procedures relating to:

• Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;

• Detecting and responding to the risks of fraud and

whether they have knowledge of any actual, suspected, or alleged fraud;

• The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.

• We inspected the minutes of meetings of those charged with governance.

• We obtained an understanding of the legal and regulatory framework that the parent charity/ group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the parent charity/ group from our professional and sector experience.

• We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of noncompliance throughout the audit.

• We reviewed any reports made to regulators.

• We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.

• We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

• In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or noncompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to

become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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/auditors responsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the trustees 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 charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Xaviers Accountants Limited Statutory Auditor Chartered Certified Accountants Suite 3J, Recycling Lives Centre 1a Essex street Preston PR1 1QE

Date: 29 July 2026

Xaviers Accountants Limited is eligible for appointment as auditor of the charity group by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

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ANNUAL REPORT 2024/2025

SKT Welfare

Consolidated statement of financial activities and income and expenditure account for the year ended 30 September 2025

The notes on pages 60 to 68 form an integral part of these financial statements.

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ANNUAL REPORT 2024/2025

SKT Welfare

Parent Charity’s statement of financial activities and income and expenditure account for the year ended 30 September 2025

The notes on pages 60 to 68 form an integral part of these financial statements.

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ANNUAL REPORT 2024/2025

SKT Welfare

Consolidated and Parent Charity’s Balance Sheets as at 30 September 2025

The financial statements on page 56 to 58 were approved by the board and signed on its behalf by

Mr Asif Hussain Trustee 29 July 2026

The notes on pages 60 to 68 form an integral part of these financial statements.

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ANNUAL REPORT 2024/2025

SKT Welfare

Consolidated Cash flow statement for the year ended 30 September 2025

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

1. ACCOUNTING POLICIES

Summary of significant accounting policies and key accounting estimates

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Statement of compliance

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). They also comply with The Charities Act 2011.

Basis of preparation

SKT Welfare meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

The financial statements are presented in sterling, which is the presentational currency of the entity.

Basis of consolidation

The consolidated financial statements of the group incorporate the financial statements of SKT Welfare (“The Charity”) and its wholly owned subsidiary, SKTW Ventures Ltd.

Going concern

The Trustees consider that there are no material uncertainties about The Charity’s ability tocontinue as a going concern nor any significant areas of uncertainty that affect the carrying value of assets held by The Charity.

Income and endowments

All income is recognised once The Charity has entitlement to the income, it is probable that the income will be received and the amount of the income receivable can be measured reliably.

Donations and legacies

Donations are recognised when The Charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by The Charity before The Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of The Charity and it is probable that these conditions will be fulfilled in the reporting period.

Gifts in kind

Gifts in kind are recognised in different ways dependent on how they are used by The Charity:

(i) Those donated for resale produce income when they are sold. They are valued at the amount actually realised.

(ii) Those donated for onward transmission to beneficiaries are included in the Statement of Financial Activities as incoming resources and resources expended when they are distributed. They are valued at the amount The Charity would have had to pay to acquire them.

(iii) Those donated for use by The Charity itself are included when receivable. They are valued at the amount The Charity would have had to pay to acquire them.

Stocks

Stock is valued at the lower of cost and net realisable value.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular

headings, they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.

Licence Fees

Licence fees paid for the right to screen films over a multiyear period are treated as prepayments. These fees are initially recognised on the Balance Sheet within current assets. They are subsequently charged to the Statement of Financial Activities (SoFA) on a straight-line basis over the duration of the licence, matching the periods in which the related screening activities and economic benefits occur.

Raising funds

These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.

Charitable activities

Charitable expenditure comprises those costs incurred by The Charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Grant provisions

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

Financial instruments

The Charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost. Financial assets held at amortised cost comprise cash and bank in hand, debtors and other debtors. Financial liabilities held at amortised cost comprise all creditors except social security and other taxes.

Financial assets held at amortised cost was £4,919,416 (2024: £4,560,126). Financial liabilities held at amortised was £16,183 (2024: £111,244).

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

Governance costs

These include the costs attributable to The Charity’s compliance with constitutional and statutory requirements, including audit, strategic management and Trustees’, meetings and reimbursed expenses.

Tangible fixed assets

Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

Freehold property - 4% straight line Fixtures and fittings - 20% on reducing balance Motor vehicles - 20% on reducing balance Computer equipment - 20% on reducing balance

Investments

Investment property is property held for rental, capital growth or both, excluding those occupied by the Group or the Parent charity. No depreciation is provided in respect of investment properties. Initial measurement is at cost inclusive of transaction cost. It is subsequently carried at fair value in the balance sheet or at the trustees’ best estimate of market value.

Fair value best represents a true and fair view of the value of these assets to the charity and can be determined based on current prices in an active market for similar properties in the same location and condition. Any gain or loss arising from a change in fair value is recognised in the statement of financial activities based on the market value at the year end.

Taxation

The charity is exempt from tax on its charitable activities. The charity’s subsidiary is subject to corporation tax in the same way as any commercial organisation.

Foreign exchange

Transactions in foreign currencies are recorded at the rate of exchange at the date of the transaction. Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are reported at the rates of exchange prevailing at that date.

Fund structure

Unrestricted income funds are general funds that are available for use at The Trustees’ discretion in furtherance of the objectives of The Charity. The Charity recognises a percentage of the restricted income received towards specific projects as Admin Income to support towards the cost of the delivery of projects. Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Pensions and other post retirement obligations

The Charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and The Charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.

Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.

Critical accounting judgements and key sources of estimation uncertainty

The Trustees are required to make judgments, estimates, and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

Significant judgement and estimates

There are significant judgements and estimates having a material effect on the financial Statements. The most significant judgements are depreciation, investment property valuation, gift in kind valuation and determination of the percentage admin income transfer.

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

Admin income includes Gift Aid and direct donations for admin purposes that are utilised towards cost of the delivery of the projects.

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

The cost of charitable activities includes donations made of £2,661,347 (2024: £2,864,040) to SKT Welfare (Turkey) towards various projects. SKT Welfare (Turkey) has been established as a separate legal entity in their own jurisdiction (Turkey) to deliver projects on behalf of SKT Welfare. Consequently, SKT Welfare (Turkey)’s transactions and balances are not included within the financial statements of SKT Welfare.

- Group & Charity

6. Grants to Institutions

Expenditure on charitable activities comprises costs associated with the provision of housing, healthcare facilities, food, water and education carried out by the charity, directly and through partner organisations worldwide

The Charity made grants to several differing partner charities totalling £3,441,623 (2024: £4,263,961) around the world after due consideration and careful assessment of the partner charity and /or individual.

The partner charities are used as an extension of SKT Welfare to help further the objectives of the charity and carry out specific charitable programmes under the direction of SKT Welfare.

All partner charities are subject to regular monitoring and reporting. A detailed list of grants made to institutions can be found at www.sktwelfare.org/charitablegrants.

Charitable activities include grants received from charitable organisations, relating to various humanitarian projects amounting to £391,173.00 (2024: £nil).

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

SKT Welfare wholly owns SKTW Ventures Ltd, registered in England & Wales with company number 12149334.

In 2025 a Gift Aid payment of £19,572 (2024: £557) was receivable from SKTW Ventures Ltd representing the taxable profits generated by the Company in the Year Ended 30 September 2025.

The charity has interests in subsidiary undertakings, which are consolidated in the financial statements as follows:

Limited Company

SKTW Ventures Ltd Subsidiary 100% England & Wales SKTW Ventures Ltd registered office is 652 Huddersfield Rd, Dewsbury, WF13 3HP

The Investment properties are situated in Turkey and is held in the name of a trustee, on trust for the charity.

The fair value of investment properties as at 30 September 2025 is based on a valuation carried out at that date by the Trustee of the Charity who is not professionally qualified valuer. The valuation was arrived at by reference to market evidence of the transaction prices for similar properties in its location. In the Trustee’s opinion there was no material change in the cost of the investment properties from the date of acquisition to 30 September 2025.

The historic cost of the investment properties was £231,796

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

All assets are used for charitable purposes and there are no inalienable or heritage assets.

The Charity owns the following Property:

(1) SKT Welfare, 652 Huddersfield Rd, Dewsbury, WF13 3HP

(2) Springs of Hope Orphanage located in Reyhanli, Hatay, Turkey. This is held in Trust with SKT Ihracat Ithalat Gida Insaat Saniyi Ve Ticaret Limited Sirketi, a registered company (reg. no. 7721233125) in Turkey.

(3) Quran School, an educational establishment located in Reyhanli, Hatay, Turkey. This is held in Trust with SKT Ihracat Ithalat Gida Insaat Saniyi Ve Ticaret Limited Sirketi, a registered company (reg. no. 7721233125) in Turkey.

At 30 September 2025, the charity had no capital commitments contracted for in these financial statements (2024: £103,053).

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

All restricted funds are for specific humanitarian projects. The restricted funds are categorised by thematic projects. The net fund transfer from unrestricted funds to restricted funds was to supplement restricted funded projects. The restricted fund comprises of:

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

The average number of employees for the group was 25 and for the charity it was 25 (2024: group:29, charity:29).

During the year no employee was paid compensation (2024: £nil). No employees received emoluments (including pension costs) more than £60,000 per annum (2024: £nil).

During the period, Asif Hussain, a Trustee of the charity, was paid £10,333 (2024: £nil) for his services to the charity as an employee. These payments are approved by the Charity Commission. No other trustees nor any persons connected with them have received any remuneration from the charity or any related entity, either in the current or prior year.

The key management personnel of the group is the Chief Executive Officer and all other trustees. The total employee benefits of the key management personnel of the group were nil (2024: £nil).

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ANNUAL REPORT 2024/2025

SKT Welfare

Notes to the financial statements for the year ended 30 September 2025

16. Trustees’ remuneration

Asif Hussain, a Trustee of the charity was paid £10,333 for his services to the charity. No other trustees were remunerated during the year ended 30 September 2025 (2024: Nil).

Trustees incurred expenses of £14,673 for travel and subsidence during the Year Ended 30 September 2025 (2024: £5,509).

17. Volunteer Contribution

The arrangements with volunteers are difficult to value precisely in monetary terms and have not been recognised in the Statement of Financial Activities. The volunteers and the charity accept and agree that no contract of employment is created by these arrangements.

Total Volunteers Involved: 35

All members and attendees of the charity were considered active volunteers throughout the year.

Average Hours Contributed per Volunteer:

Each volunteer contributed an estimated 10 hours per month, totalling approximately 4,200 hours per year.

Types of Activities Supported:

• Event Organisation Support: Assisting in planning, setting up, and running charity events. - Administrative Work: Helping with record-keeping, communication, and general office tasks. -Supporting the SKT Dates by managing the logistics and delivery of date tins to customers.

Impact Summary:

The consistent monthly contributions by volunteers played a vital role in the smooth operation and success of the charity’s events and administrative functions. Their dedication significantly reduced operational costs and strengthened community engagement.

18. Ultimate controlling party

The charity is under the control of its legal members.

There has been no change in the key management personnel.

(2024: Shahiad Iqbal was appointed in December 2024 and Iftekhar Ameer resigned in December 2023).

19. Related party disclosures

At the period-end 30 September 2025, SKT Welfare is owed £545,113 (2024: £602,860) in relation to the SKT Date Project activity. SKTW Ventures owes SKT Welfare £19,572 in donations (2024: £557).

No other related party transactions during 2025 (2024: £nil).