2022-12-31-accounts - Action For Humanity

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ACTION HUMANITY pi . m?r4NU ,. REPORT vr & FINANCIA STATEMEN

ACTION FOR HUMANITY ANNUAL REPORT 2022

WELCOME TO ACTION FOR HUMANITY

Annual Report 2022

1700+ Employees

12 Years of experience

8 Offices worldwide

TABLE OF CONTENTS

	MESSAGE FROM THE CEO	4
	MESSAGE FROM THE CHAIRMAN	5
	MISSION, VISION, VALUES	7
	GEOGRAPHICAL FOCUS & EXPANSION	8
	IMPACT OF OUR WORK	10
	HUMANITARIAN RESPONSE	12
	CROSS CUTTING AREAS	14
	SYRIA	16
	PALESTINE	26
	YEMEN	32
	PAKISTAN	38
	AFGHANISTAN	46
	LEBANON	50
	SOMALIA	56
	CHAD	60
	JORDAN	62
	IRAQ	66
	BANGLADESH	70
	UKRAINE	76
	TÜRKIYE AND SYRIA EARTHQUAKE	78
	UK DOMESTIC PROJECTS	80
	FUNDRAISING	84
	POLICY & ADVOCACY	85
	OUR PEOPLE	86
	INSTITUTIONAL FUNDING & STRATEGIC PARTNERSHIPS	88
	PROGRAMMES	90
	STRUCTURE, GOVERNANCE & MANAGEMENT	98
	PRINCIPAL RISKS & UNCERTAINTIES	98
	FINANCIAL OVERVIEW	100

ACTION FOR HUMANITY ANNUAL REPORT 2022

Othman Moqbel

CEO

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

022 was a year that saw new to ensure no child lost out on an education humanitarian crises appear and due to the challenges of the context. previous humanitarian crises worsen. 2Once again, in 2022, humanity February saw the start of the Ukraine war, needed action. 2022 saw global economic which not only had a very real impact on uncertainty, which for many of the contexts the people inside Ukraine, but on the rest of we work in, resulted from cuts in funding, the world as global commodity prices rose coupled with the far-reaching impacts of the dramatically. This was hardest felt in the pandemic and the aftershocks felt by the war contexts we work in, where food, heating in Ukraine. Those who we were supporting and other essentials are unaffordable at the prior to this year, needed more support. best of times – reduced supply made them Despite a shrinking humanitarian space and even harder. Not only did we respond to growing humanitarian needs, Action For the Ukraine conflict, but we increased our Humanity (AFH) persevered and triumphed support across the globe for those whose in our mission to make a tangible difference needs were worsened by the war. in the lives of those we serve.

2022 saw an upturn in catastrophes caused by the climate crisis. Nearly 2,000 people were killed in the worst floods in Pakistan’s history. With 33 million people impacted, we not only mobilised our fledgling response to support the victims of the flood in Pakistan through food, WASH, shelter, health and NFI interventions, but we upped our calls for the world to take seriously the growing dangers of climate change.

In the face of adversity, AFH’s unwavering dedication and resolute spirit allowed us to reach an astonishing number of people - 4.8 million direct beneficiaries in the countries in which we operate. This accomplishment was possible only thanks to you – whether you are one of our exceptional staff or team of volunteers, our determined strategic partners or our generous and passionate supports, donors and funders. You stood by us because you, like us, believe in the pursuit of our vision: “a world of crises resilient communities.”

Together, we have proven that with a shared vision and collective action, we can overcome any obstacle. The challenges we face may be daunting, but our resolve remains unshakable. We will continue to make a difference, together, guided by our mission and fuelled by our shared commitment to serving humanity.

As we reflect upon the impact we have made, it is evident that our work extends far beyond transforming individual lives in 2022, but a holistic and long-reaching change enabling the people we work with to survive, strive and thrive. We have succeeded in fostering resilience within communities, empowering them to confront challenges head-on and build a brighter future. This would not have been possible without the collective effort of you in the network that is the Action For Humanity family.

Thank you for continued support and belief in our shared vision of a world of crisesresilient communities.

This year, we ourselves faced many challenges. AFH began the year as the biggest provider of education in war-torn Northern Syria, however funding cuts to aid budgets by governments meant nearly all schools faced closure and 40,000 children faced losing out on education. Thanks to our campaign to keep them open and your support, we managed to secure the funding

Dr. Mounir Hakimi

Chairman

MESSAGE FROM THE CHAIRMAN

e, the leadership of Action more people. We do not know how many For Humanity are humbled to people will join the Action For Humanity share with you our remarkable family in the coming year, but we know we Wachievements throughout will need you. 2022 and we hope you are inspired as we are at the ability of our organisation and the So, whatever part you play in the Action For aid and development sector to provide help Humanity family, we want to thank you for and hope amidst despair and darkness. your unwavering support, trust, and belief in

So, whatever part you play in the Action For Humanity family, we want to thank you for your unwavering support, trust, and belief in the work of Action For Humanity. Together, we are transforming lives and shaping a more resilient future for the people we serve. With heartfelt gratitude,

It is truly humbling, not only as Chairman, but one of the co-founders of this organisations to see how far we have grown, to see how many people we have supported and to imagine how many lives we have changed. Our reach is truly becoming global and our ambitions are growing bigger and bigger.

As Action For Humanity moves forward, let us embrace the opportunities that lie ahead. Let us build upon the foundation we have laid, confident in our ability to create an even greater impact in the years to come. The journey ahead may be challenging, but we are confident that, united, we will prevail. 2023 will see us reaffirm our commitment to the globe’s most vulnerable communities, redouble our efforts to support those who need it and reinvest our resources and capacity into growing to reach more and more people who need our projects.

We extend our heartfelt gratitude to our strategic partners, whose unwavering support has been instrumental in our achievements. To our dedicated supporters and funders, your belief in our mission and your contributions have been the cornerstone of our success. We also want to express our appreciation to our tireless volunteers, who dedicate their time and energy to serve humanity. Lastly, to the outstanding team of Action For Humanity, we are immensely proud to stand alongside you. Your commitment, resilience, and unwavering passion for our cause have been the driving force behind our accomplishments.

We do not know what the next calendar year has in store, but we know we are ready for it. We do not know what challenges lie ahead, but we know we will overcome them. We do not know how many more people we will support, but we know we will support even

ACTION FOR HUMANITY ANNUAL REPORT 2022

TRUSTEES’

ANNUAL REPORT

FOR THE YEAR ENDED 31 DECEMBER 2022

he trustees present their report for the year ended 31 December 2022, in compliance with the charity’s constitution and the Statement of Recommended TPractice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

Action For Humanity (formerly SRIC Ltd) is a Charitable Incorporated Organisation dedicated in alleviating poverty and addressing issues of injustice and inequalities through humanitarian, development and advocacy interventions.

On 6 May 2018, Action For Humanity was made the sole corporate trustee of Syria Relief. As a result of the change,

Action For Humanity has the power to govern the financial and operating policies of Syria Relief and in accordance with accounting standards to produce consolidated accounts for Action For Humanity.

Syria Relief was established in 2011 in response to the Syrian crisis. Syria Relief was formed by a group of friends of Syrian heritage that came together in order to provide emergency humanitarian aid, for what was initially assumed would be a short-term outreach. lt quickly became clear that the crisis was an enduring one, and Syria Relief was set up as a vehicle to raise essential funds to support innocent civilians caught in the conflict.

OUR VISION

OUR MISSION

OUR VALUES

“A world of crises-resilient communities.”

To mobilise and respond to emergencies and critical needs through humanitarian, development and peacebuilding action, in order to empower affected communities to survive, recover and build a better future.

Believe in the cause

We believe in supporting people in need. Changing and saving lives for the better is what drives us.

Work together Teamwork is the backbone of our work’s success.

Give with grit

Being a ‘gritty’ person means to show resilience and act with optimism, confidence, and creativity as you strive for excellence.

Make life better

Ultimately, our work is to make life, in its holistic sense, better for everyone, and everything, including the environment.

ACTION FOR HUMANITY ANNUAL REPORT 2022

GEOGRAPHICAL FOCUS & EXPANSION IN OTHER COUNTRIES

022 saw us work towards access to the resources and opportunities strengthening our partnerships necessary for personal and collective with other organisations even flourishing. Ultimately, our goal is to make a 2further. AFH not only increased tangible difference in the lives of the people our presence to ensure we empower our we serve. field offices in Yemen (2 registered offices in Sanaa and Aden), Syria (3 registered In 2022, according with our ambition offices Northwest Syria, North Central to further our reach to be a truly global Syria, Northeast Syria), Iraq (2 registered organisation and helping more communities offices in Kurdistan Regional Government become crises-resilient, AFH expanded into (KRG) and Iraq), Türkiye, Palestine (West new areas. The areas of expansion include Bank), Lebanon, Pakistan, Jordan and our Gaza (Palestine), Iraq, Sanaa (Yemen), Chad, external local partners in the UK, Somalia, Pakistan and Somalia. Afghanistan, Bangladesh and Chad.

By collaborating closely with various communities, we have been able to provide more effective and efficient assistance through our triple nexus modality. Our longterm objective is to equip affected population with the necessary skills, resources, and tools to enhance self-sufficiency over time. To achieve this, we offer access to education, vocational training, financial literacy programmes, work placement services, and other initiatives that help individuals and families build sustainable livelihoods. For instance, our bakery project in Syria and our water, sanitation and hygiene (WASH) infrastructure projects (including the rehabilitation and establishment of eco-friendly water wells, capacity building for health facilities, and provision of vital equipment) exemplifies our commitment to sustainable solutions for individuals and communities. AFH prioritises the creation of equitable and inclusive communities by advocating for policy and structural changes that generates greater opportunities and reduces barriers. This encompasses ensuring access to quality healthcare, affordable housing and other resources that enable individuals and families to fulfil their full potential.

We continued to initiate and support programmes that foster economic growth and social inclusion. These efforts involve investing in local businesses, promoting financial inclusion and developing initiatives strengthening communities’ civic and cultural fabric. Through these endeavours, our aim is to create a future where everyone has

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SYRIA TÜRKIYE IRAQ YEMEN PALESTINE JORDAN LEBANON BANGLADESH AFGHANISTAN SOMALIA PAKISTAN WHERE CHAD WE UKRAINE WORK UNITED KINGDOM

ACTION FOR HUMANITY ANNUAL REPORT 2022

IMPACT OF OUR WORK

n just over a decade, Action For Humanity Through our relentless pursuit of addressing has tirelessly strived to make a profound humanitarian needs, we have cultivated difference in the lives of millions. unparalleled expertise. This bank of IBetween 2011 and 2020, our unwavering knowledge, experience and skills we commitment allowed us to support a have acquired empowers us to effectively staggering 10 million individuals. However, respond to the urgent requirements of in 2022, we witnessed an extraordinary individuals devastated by conflict, disasters, leap forward as we reached over 4.8 million and the depths of extreme poverty. For over people in a single year, almost half of the a decade, we have remained steadfast in number of people we served in a nine-year our mission to uplift and safeguard the most period were served in a single calendar vulnerable members of society. year – demonstrating not only our growth in geographic reach, but in the ability to deliver As we reflect upon our accomplishments more projects to benefit more people. in 2022, it becomes evident that our work

geographic reach, but in the ability to deliver As we reflect upon our accomplishments more projects to benefit more people. in 2022, it becomes evident that our work has not only transformed lives but has also Our holistic approach encompassed fostered resilience within communities and vital areas such as food aid and security, moved us a step closer to realising our education, health, WASH, livelihoods vision. Our unwavering commitment to our and shelter and camp management, as mission drives us forward, propelling us to well as Protection. These efforts not only create an even greater impact in the years underscore our unwavering dedication but to come. also shed light on the immense impact of climate change disasters in the countries where we operate.

ACTION FOR HUMANITY ANNUAL REPORT 2022

HUMANITARIAN RESPONSE

MAR

UKRAINE

To meet the essential emergency needs of the Ukraninan people, we’re working with our partners on the ground to send medical aid to hospitals inside Ukraine

JUL

AFGHANISTAN

A severe earthquake hit Afghanistan, claming thousands of lives and destroying entire villages in June 2022. Our emergency team was on the ground responding to the catastrophe by distributing life-saving aid (temporary shelters, hygiene kits and food baskets) to all who needed it

AUG

GAZA

Recent Air strikes In Gaza have resulted In the deaths of 10 people and injured 50 including children. Our team is on the ground responding to the emergency and ensuring that all people have access to assistance. As well as provide emergency aid, food and medical care, We contine our work to build long term sustainable solutions through our livelihood interventions and shelter programming

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PAKISTAN/YEMEN
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In Pakistan, we are providing a holistic approach of hot meals and food packs as well as shelter and NFI Kits.

In Yemen, we are provding food vouchers to promote food security and market resilience, in line with local authority guidance.

SEP

SYRIA

As of 12 September 2022, health facilities in Northeast Syria have reported 334 suspected cases of acute water diarrhea (cholera). AFH is responding to this emergency sistuation through mitigation as well as capacity building of the affected hospitals.

ACTION FOR HUMANITY ANNUAL REPORT 2022

CROSS CUTTING

AREAS

to make a positive impact on vulnerable populations and the overall sustainability of the regions we served in 2022.

Gender

Action For Humanity is dedicated to empowering women and girls through education, vocational training and business training in countries such as Yemen, Syria, Palestine and Lebanon. With a reach of approximately 2.8 million women in 2022 alone, AFH is committed to providing girls with access to quality education, enabling them to break the cycles of poverty and discrimination. We also conduct vocational training to women-led households, equipping them with practical skills for financial independence, and provide business training to widows, empowering them to establish and manage successful businesses. Through our initiatives, AFH strives to address gender inequality, promote women’s rights and combat violence and discrimination, creating a more inclusive and equitable society for all.

Value for money

AFH prioritises value for money in our aid and project delivery, ensuring that donated funds are utilised efficiently, effectively and with accountability. We maximise the impact of our assistance by ensuring it is used for its intended purpose and transparently communicating how every penny is spent to our donors. In 2022, we implemented projects in Syria, Afghanistan, Jordan, Yemen, Palestine and Pakistan through localised procurement, maintaining oversight on the quality of aid materials. By emphasising value for money, we strive to optimise resources and deliver impactful outcomes that materially improve the lives of those we support, while providing transparency and accountability to our donors.

Environmental protection

Leave no one behind

Action For Humanity is unequivocal in our commitment to eradicate poverty in all its forms and reduce the inequalities and vulnerabilities that leave people behind. In 2022, whilst designing our projects, AFH made sure that we integrated indicators that ensured we understood which groups are further ahead and further behind and that we were able to identify where the biggest gaps in terms of need are found across the contexts in which we work in.

In 2022, we witnessed a significant increase in humanitarian disasters linked to climate change, including devastating floods in Pakistan, Yemen and Afghanistan, as well as the severe drought in East Africa. Recognising the urgency of these challenges, we integrated measures to prepare communities for climate action and to enhance their resilience. We prioritised mitigating environmental impacts and integrating long-term resilience into our humanitarian interventions. For example, in our WASH projects, we considered environmental factors and explored options that minimised negative effects, such as rehabilitating existing wells instead of digging new ones. We also contributed to expanding clean energy sources, rehabilitating water supply networks, and promoting sustainable solid waste management. Collaborating with local stakeholders, we raised awareness about climate change and empowered communities through education and capacity-building initiatives. By incorporating climate change considerations, we aimed

The identification of the populations that are most vulnerable and in need of assistance is do when AFH conducts a comprehensive needs assessment during the design phase of every project. We collect data from multiple sources, including government, international organisations, and local NGOs. We then utilise this data to develop a comprehensive picture of the existing needs and gaps in the region. The indicators we identify to measure poverty and vulnerability include access to basic services, economic security, food security, and access to

education. These indicators are then used to develop a baseline of poverty in the region and measure our impact over time. This development of an evidence-based approach to poverty reduction is done to achieve the most effective programmes possible.

Finally, we identified a set of priority areas where we are focusing our efforts in order to maximise impact. These priority areas include food security and nutrition, health and hygiene, education, employment and livelihoods and WASH. It is only through our rigorous, evidence-based approach that AFH can ensure that no one is left behind.

Safeguarding and protection

Sexual violence remains a persistent and deeply concerning issue in areas affected by conflict, with its impact felt by both women and men. The fear of sexual and gender-based violence (SGBV), such as rape, has driven many families to flee from their communities. Displaced individuals, particularly refugee women and girls, face heightened vulnerability and increased risk of experiencing sexual violence due to the exacerbation of gender inequalities during displacement. Furthermore, early marriage has emerged as a prevalent and growing concern within conflict-ridden regions such as Syria, Yemen and numerous other contexts where AFH operates. This distressing trend has been exacerbated by the economic and physical insecurity that accompanies war and displacement.

Action For Humanity is firm in our commitment to combat sexual violence, particularly in areas of conflict, and has been at the forefront of efforts to integrate humanitarian and development approaches in response to this grave issue. In 2022, we expanded our portfolio of protection programmes, adopting a nexus approach that combines our projects to provide comprehensive support. Central to our approach is the safeguarding and protection of individuals.

AFH has established robust policies tailored to each country, appointed focal persons at both AFH International and in our field offices, and strengthened the processes that ensure effective implementation. Regular review of due diligence and partner selection criteria, along with a Serious Incident Reporting system, enables us to maintain a safe and secure environment for all stakeholders. We place significant emphasis on training to ensure that all individuals involved in our operations are equipped with the knowledge and tools necessary to create a culture of safeguarding and mitigate the risk of harm. Strong governance, risk management, and compliance systems are also in place to support our commitment to the highest standards of safeguarding throughout the organisation.

At AFH, our unwavering dedication to protecting and supporting survivors of sexual violence is grounded in a commitment to human rights, gender equality and the overall well-being of communities affected by conflict. By addressing this issue head-on, we strive to ensure that no one is left behind and that every individual receives the care, support, and protection they deserve on their journey towards empowerment.

ACTION FOR HUMANITY ANNUAL REPORT 2022

4,567,360 Overall total of Beneficiaries supported

yria is facing a protracted humanitarian crisis marked by ongoing hostilities, the widespread destruction of infrastructure, displacement and Sviolations of international humanitarian and human rights law. The conflict has resulted in loss of life horrendous in its scale and nature, with over 500,000 people thought to have been killed, and more than 13 million people forced from their homes. The Syrian people are in dire need of humanitarian assistance, including food, shelter, healthcare and protection. The conflict has also caused and worsened an economic crisis, severely impacting the value of the Syrian pound and being a leading factor in the rise of extreme poverty and soaring prices. The healthcare system is in ruins, education is continuously disrupted, and gender-based violence is rife. The crisis has been further compounded by environmental consequences, such as damage to agriculture and pollution. In 2022, the situation in Syria worsened further, with the accelerating economic deterioration and the impacts of climate change, increasing the urgency for humanitarian support.

Action For Humanity continued to provide life-saving humanitarian aid for internally displaced persons (IDPs) in Syria throughout 2022, supporting the people who were most vulnerable with the basic necessities. Since the onset of the Syrian crisis in 2011, our operation in northern Syria has been our largest. Throughout the year we continued to provide humanitarian assistance, while focusing on strengthening the resilience of the Syrian people through enhancing positive coping mechanisms that enabled self-reliance and livelihoods to be rebuilt, rather than remaining dependent on humanitarian assistance. Within AFH’s Humanitarian Response Plan (HRP), interventions are focused on the rehabilitation of basic and social infrastructures, providing livelihoods support and driving economic recovery. In 2022 alone, we provided aid to 4,567,360 beneficiaries across our different thematic areas.

To ensure a more symbiotic and sustainable approach to humanitarian aid, AFH launched the “Empowerment for Resilience” initiative. This initiative aimed to empower and enable vulnerable communities to participate in and drive their own recovery and development and build their capacity to independently access basic services and resources. This initiative included providing access to vocational and life skills training, adequate shelter and employment opportunities.

Our much-needed programme to provide mobile healthcare services for vulnerable populations in remote rural areas was continued throughout 2022 by Action For Humanity. This programme improves access to basic healthcare services and reduces the disparities between rural and urban populations. The programme provided mobile medical teams who, in turn, provided primary and preventative healthcare services, such as vaccinations, health check-ups and health education sessions.

AFH also launched the “Feed the Future” initiative, which provided food and nutrition assistance to vulnerable populations across Northern Syria. The programme provided food aid to those in need and worked to improve access to safe, nutritious and affordable food. This included providing agricultural inputs, such as seeds and fertiliser, as well as technical support to improve local crop production and food security.

Finally, in 2022, AFH also continued the “Access to Education” programme across the region which ensured children could stay in school and had access to learning environments and material, despite the 11-year-long conflict continuously disrupting their education.

ACTION FOR HUMANITY ANNUAL REPORT 2022

FOOD SECURITY & LIVELIHOODS

60%

12.4M

of Syria’s population face

people face food insecurity.

food insecurity

n 2022, Action For Humanity provided essential food to 582,867 people, preventing them from slipping further Iinto varying levels of food insecurity and hunger AFH distributed food to some of the country’s most vulnerable families who have been affected by the conflict, economic decline and climate change events which continue to impact Syrians. With the help of some of our key donors, we were also able to scale up our cash-based assistance projects where families and orphans receive vouchers or cash to purchase their basic needs, such as food. This also contributed towards generating demand and job opportunities within the local market and injecting cash into the local economy.

To support communities’ self-sufficiency beyond urgent assistance, we also supported families across Syria by restoring livelihoods, improving food security and enhancing beneficiaries’ resilience to future shocks. Our projects provided training and rehabilitated local infrastructure, such as olive tree farms and bakeries. These projects provided Syrian families with the opportunities they need to remain on their farms, growing their own food and improving their incomes. As previous years, AFH also distributed fresh meat to almost 19,000 people during the Eid al-Adha period.

2M

EDUCATION

children out of school

pproximately 6.1 million Syrian crisis: A sustainable approach after 11 years children and youth relied on of conflict). emergency education services Aprovided or supported by Action Given the enormous scale of the education For Humanity in 2022. However, systematic crisis facing Syria, AFH played a key role attacks on schools, forced displacement of in leveraging our expertise and resources students and teachers and COVID-related through a system building approach in disruptions made it difficult for humanitarian 2022. We improved the capacity and organisations, such as ourselves, to ensure functionality of the education system in the consistent access to education for the area to address the challenges of access to children of Syria. The short-term effects and quality of education. of these disruptions on the safety and wellbeing of Syrian children are more AFH’s key programmatic interventions immediately devastating, as a loss of access centred on improving access and quality to school can lead to spikes in cases of of education through school rehabilitation, child labour, child marriage and other major teacher training and provision of accelerated protection concerns. Some of the longlearning programmes. These projects term implications entail reduction in life provided access to education to more expectancy and loss of human capital and than 353,218 students in Northwest and economic productivity (Syria’s education Northeast Syria in 2022.

Given the enormous scale of the education crisis facing Syria, AFH played a key role in leveraging our expertise and resources through a system building approach in 2022. We improved the capacity and functionality of the education system in the area to address the challenges of access to and quality of education.

AFH’s key programmatic interventions centred on improving access and quality of education through school rehabilitation, teacher training and provision of accelerated learning programmes. These projects provided access to education to more than 353,218 students in Northwest and Northeast Syria in 2022.

AFH also worked to integrate education interventions with protection and capacity development support through a comprehensive school approach focusing on meeting the holistic needs of children both in school and at the community level.

Additionally, Action For Humanity has been supporting the non-formal education in both Raqqa and Deir ez-Zor governorate through provision of Self Learning Programme (SLP) and Accelerated Learning Programme (ALP) services for thousands of children in both of these areas. AFH is also an active member of the Education Working Group (EWG) and regularly sharing reports and updates to prevent duplications, coordinate emergency responses and exploring opportunities to further collaborate.

AFH has been supporting Mahmoudli school camp since 2018. Four phases of this project have been executed in the school, which has meant that 729 students have been supported with education and protection. In addition to continuing to support these students, Action For Humanity rehabilitated the tents at the school in 2022.

ACTION FOR HUMANITY ANNUAL REPORT 2022

7.6M

people are estimated to be in acute need for WASH services

WATER SANITATION

& HYGIENE (WASH)

he WASH sector plays a critical role in we established connections to existing addressing the water and sanitation water and sewer networks. Furthermore, needs of affected populations. In we provided supplies and capacity training TSyria, the situation is particularly to local water and sanitation system concerning, with an estimated 7.6 million operators, enabling them to effectively people in acute need of WASH services. operate and maintain critical water and In 2022, a significant portion of Syrians, sanitation infrastructure in highly vulnerable approximately 42%, relied on alternative communities. These initiatives collectively and often unsafe water sources to meet provided WASH facilities to 2,569,969 their needs, exacerbating the challenges in people across Northern Syria. ensuring access to clean water. Moreover, the lack of proper sewage treatment In Northeast Syria, AFH focused on three resulted in at least 70% of discharged primary projects in the WASH sector. These sewage being untreated. The situation was projects targeted WASH services in more particularly dire in IDP camps, where urgent than 41 health facilities across Ar-Raqqa provision of comprehensive emergency and Deir ez-Zor. Additionally, we prioritised WASH services was required. Compounding building the capacities of medical staff in these challenges, the WASH sector in Syria medical waste management. Throughout has experienced a significant “brain drain,” 2022, AFH successfully rehabilitated water with 40% of staff leaving the public service and sanitation infrastructure in Ar-Raqqa and over the past eleven years. Deir ez-Zor health facilities to respond to the COVID-19 crisis, benefiting a total of 143,794 In response to these pressing issues, people.

In response to these pressing issues, people. AFH remains committed to its emergency response efforts in the WASH sector in Overall, AFH’s efforts in the WASH sector Syria. Our water trucking projects were have been instrumental in addressing the instrumental in providing water to IDP camps urgent needs of communities affected by throughout Northern Syria. Concurrently, the ongoing crisis in Syria. By providing we implemented sustainable and equitable immediate emergency response measures projects with long-term solutions that aimed and implementing sustainable projects, we to build the resilience of communities and strive to improve access to clean water and sector systems, enabling them to withstand sanitation facilities, enhance community shocks and crises. Collaborating with resilience, and mitigate the long-term donors such as CARE and World Vision, impacts of the WASH crisis.

CAMP MANAGEMENT

& SHELTER

ver 12 years of displacement due report. It has the potential to be modified/ to the conflict has led to a camp improved and so could potentially last longer. crisis in Northern Syria. Camps are Whereas a standard tent in the overcrowded Oa last-resort, emergency solution. IDP sites of Northwest Syria costs an average However, in 2022, camps and informal sites of $500–600 USD, yet they do not provide in Northern Syria hosted almost 2 million sufficient levels of privacy, dignity, durability, internally displaced persons, 56% of whom fire-retardancy and/or structural integrity being children and 23% being women. from the harsh winter conditions These tents need to be replaced every 6 months. Higher In 2022, AFH completed its first village quality tents have recently been procured project in Northern Syria, a formal site with for approximately USD $850 by other NGOs. 250 climate-resilient homes. We also started However, these are still unsuitable for families our second phase of this project, building enduring long-term displacement and they another 500 shelter homes for more than too need to be replaced after one year. The 3,000 internally displaced people in Syria. aforementioned costs do not factor in the This site also includes a health clinic, school expense of water and sanitation facilities or and community mosque. During winter, we site-level infrastructure improvements.

In 2022, AFH completed its first village project in Northern Syria, a formal site with 250 climate-resilient homes. We also started our second phase of this project, building another 500 shelter homes for more than 3,000 internally displaced people in Syria. This site also includes a health clinic, school and community mosque. During winter, we replaced 30 destroyed tents affected by snowstorm in Afrin district.

29SQ.M

Through our housing project AFH has constructed an additional 500 transitional shelter units in al-Bab, Aleppo with the aim of transferring 500 families from informal camps and plastic shelters to the most dignified and durable homes that we have built. In addition, the intervention also includes the following facilities:

Our shelter project is something that we at AFH are very proud of, as we have taken the lead in trying to create sustainable, environmentally-friendly homes for conflictaffected families. The cost of a dignified shelter is the equivalent to two tents. Life expectancy of the shelters we build is 5-10 years, in accordance with the shelter cluster

the average camp area per person

Mosque: Total area of 600m2 for a capacity of 1,200 worshippers (0.5m2 per worshipper). The mosque also includes a silo and dome.

Primary Healthcare Centre: 6 consultation rooms (20m2 per room - 4x5m), 20m2 Corridor, 30m2 water closet (WC). Total 170m2.

School: 10 classes plus WC facilities and administration area. Total capacity of 700 Students (35 students per class over 2 shifts). Total area of 350m2 for classes, 20m2 for administration area and 30m2 for WC. Total 630m2.

Park and Playground: Total 1,350m2.

Market: Total 1,200m2.

ACTION FOR HUMANITY ANNUAL REPORT 2022

4.1M

PROTECTION

People are in need of Protection Services

n 2022, AFH continued to support protection response in Syria. With the help of our donors, we continued our coverage Iof specialised protection services i.e. of specialised protection services i.e. women and girls safe spaces, child-friendly spaces; case management, psycho-social support for survivors of sexual abuse and gender violence, children and caregivers, tailored multi-sectoral support for persons with disabilities (PWDs) and elderly people. These services helped more than 324,847 individuals.

n 2022, AFH continued to support actors, to support the development of protection response in Syria. With the help protection systems and services. In 2022, of our donors, we continued our coverage AFH continued to advocate for the protection Iof specialised protection services i.e. of specialised protection services i.e. of civilians, particularly women and children, women and girls safe spaces, child-friendly in Syria. We worked with other international spaces; case management, psycho-social partners to ensure that protection remained support for survivors of sexual abuse and a priority. We also supported local protection gender violence, children and caregivers, actors in raising the profile of protection tailored multi-sectoral support for persons issues in local media, thereby engaging the with disabilities (PWDs) and elderly people. public and raising awareness of protection These services helped more than 324,847 concerns. We were also pleased to see the individuals. progress that was made in 2022 to ensure that all parties to the conflict observed Additionally, AFH provided technical international humanitarian law and human support to partners in developing protection rights law. We will continue to support these strategies and plans as well as research. We efforts in 2023 and beyond. also actively engaged with local protection

HEALTH & NUTRITION

In terms of health, Action For Humanity has dedicated beds and has treated more than been always considered as one of the most 1,100 patients since November 2020. Deir efficient and active actors in Northeast Syria. ez-Zor is a critical area in which not many In fact, the organisation has been managing NGOs have access to, but AFH enjoys a good Raqqa Maternity and Paediatric Hospital reputation in this area and is continuing to (RMPH) as well as Shiheil Surgical Hospital successfully operate our programming. in Deir ez-Zor for more than 3 years and serving an average of 100,000 beneficiaries In 2022, we continued our prosthetic limb annually. project in Syria to help individuals who had

In 2022, we continued our prosthetic limb project in Syria to help individuals who had lost limbs, mainly due to the conflict. Our goal was to provide high-quality prosthetic devices and offer rehabilitation services to ensure successful adjustment to the new limbs. We helped around 100 people and worked with local healthcare providers, using advanced technologies to design and manufacture the prosthetic devices. Our aim was to improve the quality of life for individuals with disabilities and support their physical and psychological recovery. This initiative was a crucial step towards restoring hope and dignity for people affected by the conflict in Syria.

In Raqqa and Deir ez-Zor, AFH has supported 238,861 people with health interventions in 2022. AFH has been managing Raqqa Maternity and Paediatric Hospital since July 2018, as this facility comprises of a maternity department with 23 beds for natural deliveries and C-sections, 14 incubators for premature children, a children’s department with 38 beds. In addition, the hospital offers primary healthcare services for children and women. The hospital provides 24/7 emergency service for women and children and includes a lab for tests, a mammography department, and a pharmacy to dispense

drugs to internal patients. An average of 200 women and children are treated at RMPH every day, about 400 natural deliveries are supported every month alongside approximately 180 C-sections.

We also continued our mobile clinic project in Syria that provided much-needed medical services to communities affected by conflict and displacement. The clinic was equipped with modern medical equipment and staffed by a team of trained healthcare professionals. The clinic brought vital healthcare services to those who might not have access to it otherwise. The mobile clinic project helped more than 51,000 people during its one-year run and provided a wide range of services, including basic check-ups, emergency treatment, and referrals to specialised care when necessary. This initiative improved the overall health and wellbeing of communities in Syria and was a crucial step towards restoring hope and stability in the region.

AFH has run Shiheil Surgical Hospital in Deir ez-Zor since Dec 2019, this facility in Shiheil offers emergency services 24/7, 2 operation theatres providing more than 7,000 surgical procedures a year, a maternity department, and a primary healthcare (PHC) unit offering consultation to about 2,500 patients every month; the hospital has an in-patient’s ward with 11 beds for women, men and children and 4 incubators for premature babies. Notably, Shiheil Hospital also includes a separate COVID-19 department hosting 10

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" It has changed our life."

SUCCESS STORY

hmad, a 7-year-old boy, residing in an IDP camp in Northwest Syria, faced the challenge of hearing loss, hindering his Aability to communicate with his family and peers.

However, thanks to the AFH Health Team's visit to the camp, Ahmad received a life-changing gift—a pair of hearing aids that addressed his urgent need. With the newfound ability to hear clearly, Ahmad experienced a transformation, engaging with his loved ones, participating in school activities, and feeling a sense of belonging.

His parents, filled with gratitude, expressed their appreciation, "Thank you to the generous donors and AFH team for giving our son the gift of hearing through the hearing aids – it has changed our life."

ACTION FOR HUMANITY ANNUAL REPORT 2022

94,655 Overall total of Beneficiaries supported

illions of Palestinians in the Occupied Palestinian Territory (OPT), including the Gaza Strip and the West Bank, face significant Mchallenges. Movement restrictions, political divisions, and recurrent escalations of hostilities contribute to a protracted protection crisis that hampers the ability of Palestinians to live a life with dignity. The Gaza Strip, home to two million Palestinians, has been subjected to intensified access restrictions since 2007, resulting in isolation from the outside world. Import restrictions, insecurity, and electricity blackouts have further exacerbated the situation, leading to high unemployment rates and limited economic opportunities. In the West Bank, Palestinians in Area C, East Jerusalem, and the H2 area of Hebron city confront a coercive environment due to discriminatory planning policies, home demolitions, settler attacks and movement restrictions. The poverty rate stands at 30%, the unemployment rate at 30%, and 80% of the population relies on humanitarian assistance.

AFH started our Palestine response in 2019 through local partners. In early 2022, we established our own office in order to implement projects directly and to achieve wider access and reach. The recent history of the OPT has shown that there is a regular need for all types of interventions, be it humanitarian or development. As well as focusing on supporting Palestinians in the West Bank, our aim is to play an impactful role to support those in Jerusalem and Gaza Strip.

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SEASONAL FOOD AID

Over 17,655 people benefited from our that recipients were able to make the most seasonal/food aid programmes through of their meals. The standard food parcel distribution of food vouchers and food included rice, cooking oil, lentil, tomato parcels. paste, pasta, sugar, chickpeas and tinned meat/fish.

AFH worked with local nutritionists and the cluster systems to ensure that the food In addition, AFH distributed gift packages parcels were nutritionally balanced. They to families in need, including food items included a variety of foods such as grains, and necessities. Items such as fresh meat proteins, fruits, vegetables, and dairy was distributed to families at the time of Eid products. These parcels were designed to al-Adha. Vouchers for clothing were also provide a month's worth of basic meals for distributed to children, orphans and families individuals and families. AFH also provided in need. guidance on healthy eating habits to ensure

HEALTH

Approximately 31,750 patients benefitted that contributed towards promotion of mental from our health project providing medical health and psychosocial support included supplies and equipment to the main hospitals 400 households affected by conflict-related within the OPT. The project contributed violence benefited from psychological first to bridging the gaps in zero-stock medical aid (PFA) sessions. supplies through the provision of drugs and disposables that were urgently needed to Over 2022, AFH has been working across enable the continuity of providing essential the OPT to promote not only good physical health services for the vulnerable population health but mental health too. in Gaza at the time. Another project that AFH

400 households affected by conflictrelated violence from benefited psychosocial support (PSS) kits.

300 households affected by conflictrelated violence benefited from non-food items (NFI) clothes/outfits.

300 households affected by conflictrelated violence benefited from food parcels.

200 households affected by conflictrelated violence benefited from baby kits.

400 households affected by conflictrelated violence received PFA sessions.

ACTION FOR HUMANITY ANNUAL REPORT 2022

WATER SANITATION

& HYGIENE (WASH)

42,000

benefitted from uninterrupted access to safe water through a Photovoltaic Solar System

his project oversaw the installation of three water filtration units, fitted into a university campus, improving Tthe access for students and teachers to clean and hygienic water.

previously available water was undrinkable. Every desalination unit has the potential to produce 30m³ per day of drinking water.

to clean and hygienic water. The first campus with one of these units installed is in Gaza City, which has The proposed project installed three more than 3,000 students. The second desalination water units in three of the Gaza campus is located in Rafah City, which has campuses of al-Quds Open University to approximately 2,500 enrolled students. provide readily available drinking water The third campus is in central Gaza and has for students and teachers on site, as the 1,500 students.

ORPHAN /

650 orphan households

or 3,250 individuals, inside West Bank and Jerusalem are currently being supported through cash grants and vouchers for food. This project is implemented by AFH Palestine, with oversight and management by AFH International. It not only gives orphans and their families the agency to meet their own individual, and often complex, needs but it supports the local economy.

ACTION FOR HUMANITY ANNUAL REPORT 2022

65,738 Overall total of Beneficiaries supported

illions of people in Yemen are currently enduring the devastating consequences of over eight years of conflict, including armed violence, an Mongoing economic crisis, and disrupted public services. The impact of these challenges has resulted in a dire situation where essential healthcare services are disrupted, leaving a significant portion of the population without access to vital medical assistance. Humanitarian organisations are facing immense difficulties in meeting the needs of those affected by the conflict due to insecurity and restrictions imposed by military actors.

AFH has established offices in both the North and the South of Yemen, which has enabled us to reach the areas most in need and ensure the protection of the rights of all Yemenis. The conflict has severely affected Yemen's public services and infrastructure, exacerbating the already deteriorating economy and recurrent natural disasters. According to Humanitarian Needs Overview 2022, approximately 80% of the population is grappling with limited access to food, safe drinking water and adequate healthcare services, while nearly 90% lack access to publicly supplied electricity.

Given the escalating crisis in Yemen, we recognised the urgent need to assist those ravaged by war, famine and disease. Over the past two years, we have actively engaged in Yemen, aiming to expand our efforts further into the North and reach overlooked areas in the South.

ACTION FOR HUMANITY ANNUAL REPORT 2022

WATER SANITATION

& HYGIENE (WASH)

14,716

Beneficiaries reached through WASH projects in Yemen during 2022.

In al-Dhale Wadi Matar, Al Ahjer, Jihaf, and water tanks, rehabilitation of water systems, Lakamat Salah districts, AFH played a and repair of water pumps. The capacity pivotal role in providing critical access to of the water tanks ranges from 10,000 to safe drinking water, benefiting more than 100,000 litres, depending on the population 7,000 individuals. Through the project, size. Placing the tanks strategically enables AFH constructed two concrete tower tanks easy access and ensures water availability and one surface water tank with a total regardless of seasonal or conflict-related capacity exceeding 15,000 litres, ensuring challenges. the functionality of the wells. Additionally, the project addressed urgent gaps in WASH In addition to the water tank projects, AFH and sanitation, enabling people to maintain has collaborated with local authorities on good health and protect themselves from various initiatives to improve access to safe and clean water for these communities. the escalating impact of the conflict. Due to declining water output caused by the lack These initiatives encompass drilling of a constructed tank, maintenance and new wells, installing pumps, providing fuel. AFH supported the project in the same chlorination tablets and desalination location by providing a new water pump and systems, and implementing solar-powered solar power, ensuring the proper functioning pumps. Collectively, these endeavours have of the water sources to meet people's needs. ensured that the people in Wadi Matar, Al Ahjer area and Jihaf area have access to In response to the dire humanitarian situation, safe and clean water, thereby enhancing AFH has taken measures to enhance water their overall quality of life. AFH has reached access and availability for the communities over 14,716 beneficiaries through WASH in Wadi Matar, Al Ahjer area, and Jihaf area. projects in Yemen during 2022.

In response to the dire humanitarian situation, AFH has taken measures to enhance water access and availability for the communities in Wadi Matar, Al Ahjer area, and Jihaf area. These efforts involved the construction of

1.1M

children in Yemen are orphaned due to the ongoing conflict

ORPHANS & CHILD WELFARE

These children require financial support for essential items such as food, clothing, and school cost. Yemen's children are growing up through one of the world's worst humanitarian crises. With health facilities closed or partially functioning due to war, millions of children are vulnerable to diseases on top of an existing famine and poverty crisis.

AFH worked to minimise the risk of harm, exploitation or abuse of children. Through our sponsorship programme, we sponsored 46 children in 2022 by providing their guardians with a monthly cash assistance to meet each child’s individual and essential needs.

ACTION FOR HUMANITY ANNUAL REPORT 2022

FOOD SECURITY & LIVELIHOODS

The ongoing conflict has significantly distributing food baskets containing essential impacted the community's ability to items according to the recommended access essential products and services, guidelines of the United Nations. The food exacerbating the situation for many families baskets included wheat flour, beans, cooking in Yemen. The lack of public services and oil, sugar, salt and rice. Awareness sessions government support further compounds the were conducted by project volunteers challenges faced by these families. Small during the distribution to further educate the businesses have been particularly affected, families on proper utilisation. Additionally, with both owners and clients being displaced AFH reached over 5,338 individuals in during the conflict. terms of food security and livelihoods (FSL) in 2022, ensuring their rights and providing To address these issues, Action For necessary support.

To address these issues, Action For necessary support. Humanity has been providing increased support to the community in the form of food Through these initiatives, AFH is actively aid, public services, and financial assistance. working to alleviate the hardships faced It is crucial for local and international by communities in Yemen, addressing their organisations to collaborate in order to immediate needs, promoting sustainable ensure the community's access to necessary livelihoods and fostering economic stability. resources. Only through a comprehensive approach can the community meet their basic needs and build a better future for future generations.

In 2022, AFH initiated livelihood restoration projects aimed at helping families reestablish their means of income generation and revive small-scale business enterprises. AFH assisted families in Yemen's most impoverished areas through assets and cash vouchers, accompanied by essential business training. This comprehensive approach aimed to enhance the resilience of 380 households, focusing on restoring livelihood opportunities for those most in need. By doing so, these households not only gain the ability to cover health expenses but also provide support to other family members who may lack a source of income. Special attention was given to femaleled households, ensuring opportunities are provided to marginalised community members. The training in business skills, including financial literacy, marketing and management, equips individuals with the necessary resources to achieve financial independence and to contribute towards the economic stability of Yemen.

AFH played a crucial role in Yemen’s emergency shelter relief efforts. Torrential rains and flooding in July caused extensive damage to public infrastructure, shelters for displaced people, and private property. AFH promptly provided immediate food assistance to conflict-affected families,

ACTION FOR HUMANITY ANNUAL REPORT 2022

65,738 Overall total of Beneficiaries supported

round 33 million people were affected by the floods, including at least 7.9 million people who Ahave been displaced. More than 2 million houses were affected, comprising over 767,000 houses destroyed and nearly 1.3 million houses damaged. According to OCHA, more than 1.1 million livestock were reportedly killed, including some 500,000 livestock in Balochistan, over 428,000 livestock in Sindh and over 205,100 livestock in Punjab. Preliminary estimates by the World Bank suggest that as a direct consequence of the floods, the national poverty rate could potentially increase by 4.5 to 7.0 percentage points, pushing between 9.9 and 15.4 million people into poverty and intensifying the depth and severity of poverty for already poor households.

Action For Humanity registered in Pakistan in 2022 due to the growing needs. We applied our expertise from our responses to natural disasters, such as floods and droughts in Syria, Yemen, Bangladesh and Somalia, to ensure that we were able to respond effectively in Pakistan. By working with local partners, we were one of the first responders to the flood’s emergency. Our goal for our work in Pakistan was to transform lives for the better. In order to achieve this, we designed our programmes to address the most complex issues faced by those most in need. From responding to climate crisis events to fulfilling education needs and meeting access-towater challenges, AFH addressed some of Pakistan’s most pressing needs in 2022.

Integrated Response

In 2022, floods devastated parts of Pakistan, leaving millions in need of urgent help to survive. With at least 1,700 people killed

and over 12,000 injured. The UN Secretary General Antonio Guterres called it a "climate catastrophe". AFH worked in challenging conditions to meet people’s basic needs such as food, clean water, and shelter. In the first phase of our response, we supported almost 8,900 individuals with temporary shelter including tents, tarpaulins, and hygiene support kits in Dera Ismail Khan. In the second phase of our emergency, we reached 12,000 people with access to clean water and around 6,500 people with hygiene kits containing items such as, soap, toothbrushes and sanitary pads.

Our emergency response also focused on food supplies for families who lost their livelihoods. AFH carried out food packs and hot meals distributions among the most vulnerable flood-affected families in Pakistan. In the initial phase of the AFH response, we reached 4,750 people with food assistance.

AFH also provided basic health services to vulnerable displaced people during the emergency by running mobile healthcare clinics in hard-to-reach areas in Sindh. A team of medical professionals went out in their van, targeting areas where people cannot get access medical care and provide on-the-spot help. The mobile clinic conducted more than 6,000 consultations per month. Additionally, AFH improved the hygienic knowledge and behaviours of the flood affected people through provision of WASH-adjacent NFIs, building latrines and mass-media campaigns in the regions affected by the floods.

AFH also provided NFIs and shelter support to flood survivors ahead of the freezing temperatures who were homeless and were living in critical conditions.

CAMP MANAGEMENT

& SHELTER

n response to the devastating floods, our organisation launched a NFI distribution project to provide essential household I items for those affected. The project aimed to distribute items such as blankets, hygiene kits, and cooking utensils to those in need. Our team worked closely with local communities and government officials to ensure that the NFIs were distributed in a fair and efficient manner. We were committed to supporting those who were affected by the floods and were committed to helping them rebuild their lives. Through this program, we reached 8,900 people and provided them with essential items they needed to recover from the disaster.

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AFH also provided NFIs and shelter support to flood survivors ahead of the freezing temperatures who were homeless and were living in critical conditions.

FOOD SECURITY & LIVELIHOODS

n response to the severe 2022 flooding in Pakistan, AFH implemented a food distribution project. The project aimed to Iprovide urgently needed food assistance to families affected by the disaster, with a focus on those who were most vulnerable, including women, children and the elderly.

The project was implemented in partnership with local organisations and authorities and focused on the distribution of essential food items such as rice, wheat flour and cooking oil. A total of 4,750 people received in food in Dera Ismail Khan.

The Food Distribution project in Pakistan had a significant impact on the lives of those affected by the flooding. The provision of food assistance helped to alleviate the immediate food insecurity faced by families.

ACTION FOR HUMANITY ANNUAL REPORT 2022

WATER SANITATION & HYGIENE (WASH)

n the aftermath of the devastating floods, AFH worked tirelessly to provide clean water, sanitation, and hygiene (WASH) I services to affected communities.

community mobilisation and awarenessraising activities, aimed at promoting good hygiene practices and reducing the risk of waterborne diseases. We have trained local health workers on WASH-related issues and have worked closely with government officials to coordinate our response efforts.

Action For Humanity has installed water filtration systems and hand pump wells in flood-affected areas, ensuring access to safe drinking water for more than 12,000 people. Additionally, we have constructed latrines and showers in camps for internally displaced persons and have provided hygiene kits containing essential items such as soap and sanitary pads.

As a result of our efforts, we have been able to improve the living conditions and health outcomes for thousands of people affected by the floods. We are committed to continuing our work in the region and to ensuring that the most vulnerable communities have access to the WASH services they need to rebuild their lives.

Our WASH interventions have also included

HEALTH & NUTRITION

FH also provided basic health services to vulnerable displaced people during the emergency. We A have set up mobile clinics in floodaffected areas, providing primary healthcare services such as vaccinations, treatment for waterborne diseases, and maternal and child health services. We have also distributed essential medicines and medical supplies to local health facilities, ensuring that they have the necessary resources to provide quality care to affected populations.

Our health interventions have had a significant impact on the lives of affected communities. We have treated almost 6,000 patients, prevented the spread of disease and helped to improve the overall health and well-being of people affected by the floods. Overall, the health activities carried out by Action For Humanity have been a huge success, having made a positive impact on the lives of many people affected by the floods and we will continue to support the communities in need.

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" I am deeply moved and eternally grateful to the compassionate donors..." SUCCESS STORY

umtaz Bibi, a mother of three from a flood-affected region in Pakistan, found herself in a Mdire situation after devastating floods destroyed her home and disrupted her community. With limited access to clean water, food, and shelter, Mumtaz Bibi and her family faced immense hardships.

In response to the floods, Action For Humanity swiftly launched an emergency distribution project. Mumtaz Bibi and her family were among the beneficiaries of this critical assistance. They received emergency

food packs, clean water, hygiene kits, and temporary shelter materials. These supplies offered them a lifeline during their most vulnerable time, ensuring their basic needs were met and their health protected.

Mumtaz Bibi thanked AFH for the support, “I am deeply moved and eternally grateful to the compassionate donors whose unwavering support during the emergency distribution project in the aftermath of the devastating floods in Pakistan has provided us with a glimmer of hope amidst the darkness.”

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ACTION FOR HUMANITY ANNUAL REPORT 2022

24,103 Overall total of Beneficiaries supported

ollowing decades of war and an already dire humanitarian situation, Afghanistan experienced an escalation in conflict-related violence in 2021. FThe change of governance in August 2022, led to significant political, social and economic shocks resulting in the humanitarian needs and protection situation severely deteriorating. According to the UN Office for the Coordination of Humanitarian Affairs, the number of people in need of humanitarian assistance in Afghanistan rose to 24.4 million in 2022, up from 18.4 million at the beginning of the year. The population of Afghanistan faced high levels of food insecurity, with 55% classified as being in crisis or emergency levels. The country also witnessed an economic collapse, exacerbated by years of conflict, poor governance, drought and international sanctions, resulting in one of the world's worst humanitarian crises.

In response to these challenges, Action For Humanity commenced operations in Afghanistan in 2022, working with local partners to provide emergency relief and implement development projects for the most vulnerable populations, including women, girls, orphaned children, people with disabilities and the elderly. Our efforts encompassed education, food assistance, NFIs, and the rehabilitation of WASH facilities. While focusing on three provinces, we also responded to emergencies elsewhere, such as the earthquake in Paktika in June 2022. Our work aimed to address immediate needs through life-saving aid and to support long-term development through education and WASH initiatives across the country.

ACTION FOR HUMANITY ANNUAL REPORT 2022

FOOD SECURITY & LIVELIHOODS

n 2022, AFH worked with local partners to ensure that, in line with humanitarian principles, food aid assistance reaches I conflict- and disaster-affected populations wherever they are. We provided food to more than 11,300 individuals in the form of food parcels, hot meals and meat.

EDUCATION

fghanistan’s education system and insufficient transportation are the has been devastated by more main obstacles to education. Geographical than three decades of sustained barriers, especially in mountainous areas, A also make it hard for children to reach the conflict. For many of the country’s children, completing primary school remains classroom. In 2022, AFH worked with the a distant dream. An estimated 3.7 million education authorities and local partners to 3.7M children are out-of-school in Afghanistan – improve the access to education and build 60% of whom are girls. better schools in the country. One of the key education projects in the country was children are out-of-school Whilst girls and young women face rehabilitation of a public-school of 1,200 in Afghanistan restrictions in accessing education, in some pupils in Gelan district of Paktika. 60% of whom are girls. parts of the country a shortage of schools

WATER SANITATION

& HYGIENE (WASH)

round 8 out of every 10 Afghan In 2022, AFH worked with education people drink unsafe water. 4.2 authorities and local partners to bring million people practice open water, separate toilets for boys and girls Adefecation. In recent years, and handwashing stations to schools and drought has exacerbated water scarcity in mosques in Afghanistan. During the 2022 Afghanistan. Decades of war and political earthquake response AFH also coordinated instability compounded by climate change with our local partners and the WASH have decimated most of the hydrological emergency cluster in Afghanistan to provide infrastructure of the country. hygiene kits and clean water to the affected vulnerable people in the country.

ACTION FOR HUMANITY ANNUAL REPORT 2022

20,706 Overall total of Beneficiaries supported

ver the past few years, the economic and political situation in Lebanon has deteriorated severely. Various factors, including the turmoil Ofaced at a national level, a large number of refugees settling in the country from neighbouring Syria, the pandemic and the global economic crisis has strained Lebanon's economy, public services, and infrastructure.

Lebanon hosts more refugees per capita than any other country globally, this has added strain to relations between the host community and refugees causing rising social tensions – exacerbated by perceived competition of jobs, services and accommodation. International support is crucial to addressing basic livelihoods, social stability, and long-term economic stability amidst a growing population and a worsening economy.

Vulnerable populations are facing depleted savings, growing debt, and difficulties in accessing income, leading to high poverty and food insecurity levels. Unemployment remains high, particularly among youth, and education and shelter remain significant challenges, with many refugee children out of school and inadequate living conditions for refugees.

In 2022, and after many years of working through local partners, AFH completed the registration of our Lebanon office in order to increase our reach within the country, as the humanitarian needs continue to deteriorate.

ACTION FOR HUMANITY ANNUAL REPORT 2022

SEASONAL FOOD AID

6,820 people benefitted from our rice, cooking oil, lentil, tomato paste, pasta, seasonal and food programming sugar, chickpeas and tinned meat/fish. AFH through food distribution. The food also distributes fresh meat to families during 1parcel would be nutritionally balanced Eid al-Adha and vouchers for clothing were to provide basic food for a month's worth of also distributed to children, orphans and meals. The standard food parcel includes families in need. HEALTH n 2022, 122 Syrian refugee children Additionally, the project included physical benefited from Action For Humanity’s therapy, education on preventing and projects. These projects included treating physical disabilities, training for Iorthopaedic surgeries and consultations. local medical professionals and access to Due to the economic crisis in Lebanon, the necessary medical equipment and supplies. cost of surgeries has become unaffordable We also offered support to affected refugee for many families. Therefore, our project families through psychological and social aimed to address this issue by prioritising assistance. The ultimate goal was to improve high-priority cases and scheduling surgeries the quality of life for Syrian refugee children at local hospitals. We also provided postsuffering from orthopaedic conditions. operative care and medical monitoring to ensure the children's well-being.

EDUCATION

he quality non-formal primary equal opportunities and promoting positive education project implemented by behaviour among children. It also raised Action For Humanity in 2022, has community and health awareness through Tbenefited 513 individuals directly campaigns to prevent ignorance, exploitation and 1,691 indirectly, with a primary focus and the spread of diseases like COVID-19. on providing education access to Syrian The project aimed to prepare students for refugee children. Core subjects such as continued education in public schools and Arabic, Mathematics, English, Science, and combat school dropouts, early marriage, Geography were taught by qualified and child labour and other risks through family approved teachers. The project targeted counselling and parental sessions. primary school-age students, ranging from 8 to 14 years old. It also offered additional Additionally, the project aimed to develop courses tailored to the specific needs children's creativity and intellectual abilities, of Syrian refugee children, including enabling their participation in local, Arab psychosocial support programmes, and international competitions. It also resilience building, and critical thinking. aimed to alleviate psychological pressure on the children, promote self-confidence The project aimed to enhance students' and equip them with societal and scientific knowledge of computer science, innovation, skills for future job opportunities. The and creativity by providing access to project emphasised inclusivity by integrating computer, applied science and robotics students with special needs and orphans into laboratories. Psychological support the educational activities, ensuring equal programmes were also provided alongside access to education and future prospects. general psychosocial activities. The main objectives were to improve students' life Furthermore, the project supported the skills and their understanding of core livelihoods of displaced Syrian communities subjects. in Lebanon by providing financial and

objectives were to improve students' life Furthermore, the project supported the skills and their understanding of core livelihoods of displaced Syrian communities subjects. in Lebanon by providing financial and professional assistance to 39 refugee The project had several impacts, including teachers. providing a safe educational space with

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ORPHANS & FAMILY WELFARE

80 children are receiving support We closely monitor the well-being of the children and establish a bond with both the through cash grants, benefiting a total of 2,900 indirect individuals. orphans and their families through regular 5Action For Humanity’s sponsorship visits, in compliance with the highest possible programme aims to address the basic industry safeguarding standards, from our needs of these orphans and children, which field welfare coordinators. It is worth noting provides cash grants on a quarterly basis. that education plays a crucial role in orphan The goal is to promote their well-being, sponsorship and that school attendance resilience, and self-realisation, enabling serves as an incentive for enrolment. By them to become active participants in the attending school, the orphans can enhance community. This sponsorship has yielded their potential and the long-term impact of improvements in various areas, particularly sponsorship is more pronounced. healthcare and education.

ACTION FOR HUMANITY ANNUAL REPORT 2022

13,965 Overall total of Beneficiaries supported

omalia is enduring a severe drought, resulting in mass displacement, water shortages and a devastating food crisis. According to projections, Sfamine is expected between April and June 2023 among certain populations in the Bay region and Mogadishu. Approximately 8.3 million Somalis are anticipated to experience acute food insecurity, with 727,000 people facing catastrophic levels of hunger.

The drought has put 8.3 million people at risk of food insecurity and has led to a significant increase in acute malnutrition among children, with an estimated 1.8 million children likely to be affected by July 2023. Additionally, 6.4 million people are facing acute water shortages, and the number of out-of-school children has risen to 4.84 million.

The drought has impacted 7.8 million people in Somalia and 1.3 million people have been displaced. The needs in Somalia are expected to increase significantly by next June, with the number of people requiring assistance projected to rise to 727,000. The ongoing drought, violence, and displacement continue to pose threats to people's lives and livelihoods in the region. Acton For Humanity aims to expand our work in Somalia during 2023 to address the severe needs of the country, through WASH projects as well as emergency water trucking and food parcel provision.

ACTION FOR HUMANITY ANNUAL REPORT 2022

WATER SANITATION & HYGIENE (WASH)

6.4M

people are facing acute water shortages across the country

ASH is a major driver of humanitarian needs in Somalia, varying across Wregions. Approximately 6.4 million people lack sufficient water access, resorting to unsafe sources. Widespread water shortages and increased prices are particularly severe in Gedo, Bay, Bakool, Lower Juba, Galgaduud, Mudug and parts of Lower Shabelle. Water scarcity leads to soaring prices, making it challenging for households to obtain clean drinking water. Livestock mortality and failed crop production further worsen the situation. Additionally, communities resort to contaminated water sources, resulting in illnesses like measles and acute watery diarrhoea due to poor hygiene practices.

AFH collaborated with local partners in Baidoa, Afgoye and Marka districts in Somalia. We installed hand pumps and water wells in 12 communities, establishing water management committees (WMCs) comprised of community-selected volunteers. The WMCs received training in hand pump maintenance, water point management and dispute resolution over three days. This initiative aimed to ensure project sustainability and foster community participation and ownership of the water sources.

ACTION FOR HUMANITY ANNUAL REPORT 2022

6,966 Overall total of Beneficiaries supported

he United Nation describes the humanitarian situation in Chad as a prolonged multidimensional crisis caused by displacement of people fleeing T conflict in neighbouring countries, consistent food insecurity and high rates of malnutrition resulting from a conjunction of factors such as the economic crisis, natural hazards natural including rainfall deficit in large grazing areas and decrease in agricultural production, as well as a vulnerability to epidemics such as cholera, hepatitis E and measles. All these interact in a structurally deficient environment where social services are inadequate for the population’s most basic needs. In 2022, one in three people or 6.1 million people, needed humanitarian assistance in Chad. In wake of these increasing needs, Acton For Humanity implemented our first project in Chad. The project provided access to safe and clean water to 1,200 households through establishment of three solar water wells in deprived villages of Hadjerlamis, Chad.

ACTION FOR HUMANITY ANNUAL REPORT 2022

5,790 Overall total of Beneficiaries supported

ordan, a key strategic partner for the UN and the international community, has been a generous host to refugees throughout its history. Since the JSyrian crisis began in 2011, over one million Syrians have sought refuge in Jordan, with 662,000 registered as refugees. The country also faces development challenges that have been further exacerbated by the COVID-19 pandemic

Since 2021, Action For Humanity has been operating in Jordan, providing relief projects through local community-based organisations to assist vulnerable populations. Initially focusing on seasonal projects such as providing food and non-food items, AFH has expanded our interventions to include shelter projects aimed at renovating and rehabilitating homes for underprivileged families in 2022.

SEASONAL FOOD AID

ver half of Jordan’s refugee households in camps (58%) and almost three-quarters of refugee Ohouseholds in communities (72%) were food insecure, according to WFP's Food Security Outcome Monitoring. Femaleheaded households, small households, and households with disabilities faced significant challenges in accessing adequate food. Jordan's unemployment rate improved to 22.6% in the second quarter of 2022, with higher rates among women (29.4%) and youth (46.1%). In 2022, AFH collaborated with local partners to distribute food vouchers to over 5,700 individuals, including both food and non-food items.

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SHELTER

n 2022, AFH initiated a pilot project to renovate and rehabilitate 5 households housing underprivileged families in IJordan. The goals of the project included improving the health and safety of the families, as well as increasing economic development opportunities within the community. AFH recruited local trades people and volunteers to help with the renovations and worked with the families to create personalized plans to address their individual needs.

AFH provided the materials and funding necessary for the renovations and repairs, as well as additional support services such as mentorship programmes and job training. After the completion of the project, the families reported a substantial increase in quality of life, with improved living conditions and a feeling of increased safety. The pilot project was successful, and AFH plans to expand the project to other communities in the future.

ACTION FOR HUMANITY ANNUAL REPORT 2022

2,240 Overall total of Beneficiaries supported

n Iraq, around 3 million people, including 1.3 million children, still require humanitarian assistance due to the ongoing conflict. This includes 1 million individuals with Iacute humanitarian needs and 990,500 women and children who are at risk of gender-based violence (GBV).

AFH is registered with the government of Kurdistan and operates in the Kurdistan region to provide aid to individuals in need. While AFH primarily focuses on reaching individuals in Northeast Syria, there is also a significant need in the Kurdistan region of Iraq, where AFH is striving to expand our presence and assist those in need.

ACTION FOR HUMANITY ANNUAL REPORT 2022

EMERGENCY

(WINTER)

evere weather conditions, including cold temperatures, strong winds, rain, and floods, had a significant Shumanitarian impact on the lives and well-being of people in Iraq. The country was considered highly vulnerable according to the Environmental Vulnerability Index (EVI) with an index of 344. Urban and periurban areas experienced frequent flash floods, which increased the vulnerabilities of both host communities and displaced populations. Erbil Governorate, in particular, observed multiple instances of urban flooding, which affected low-lying areas.

In response to the needs of the people in Erbil, AFH developed a Winterisation and Flooding Preparedness Plan. This plan took into consideration lessons learned from previous winter responses, ongoing progress, as well as existing gaps and challenges. In the winter of 2022, AFH provided heaters and blankets to 290 families to support them during the harsh weather.

SEASONAL FOOD AID

n Iraq, prolonged instability has caused the breakdown of national systems, exacerbating the vulnerability of already Iat-risk populations and leading to an increased threat of food insecurity. Consequently, hundreds of thousands of individuals rely on food assistance for their survival. With approximately 30 percent of Iraqis residing in rural areas, the restoration of agricultural livelihoods is crucial for the humanitarian response (FAO, 2022).

Due to the recent surge in inflation, price hikes and the impact of the COVID-19 pandemic, many impoverished families are unable to afford meat throughout the year. To support these families and enable them to celebrate Eid al-Adha while enjoying a nutritious meal, AFH distributed Qurbani meat to 1,700 individuals.

" We are incredibly grateful to the generous donors and Action For Humanity for their support..."

SUCCESS STORY

support. The aid of food packs during Ramadan has eased that our family has enough to eat. Your kindness has made a profound impact on our lives, and we are forever thankful. May you be blessed for your generosity. Thank you!"

waz Khan, the head of an 8-member family in Doshi district, Baghlan, faced financial hardship and a lack of E access to clean water, which affected his mental and physical well-being. However, thanks to the aid provided by AFH through the Ramadan Food packs project, Ewaz Khan and his family had their nutritional needs met during Ramadan, alleviating some of their financial burden and ensuring their well-being.

"We are incredibly grateful to the generous donors and Action For Humanity for their

ACTION FOR HUMANITY ANNUAL REPORT 2022

1,850 Overall total of Beneficiaries supported

he Rohingya people in Myanmar's Rakhine State have endured long-standing discrimination, statelessness and targeted violence. This Tpersecution has led to the displacement of Rohingya women, girls, boys and men to Bangladesh, with significant surges in numbers following violent incidents in 1978, 1991-1992 and 2016. The largest and fastest influx of refugees occurred in August 2017. After five years, Bangladesh is now hosting 943,529 Rohingya refugees in Cox's Bazar District, including 490,635 children. These refugees heavily rely on international aid and humanitarian assistance. Additionally, 26,043 Rohingya refugees have been relocated to Bhasan Char Island as of August 2022.

During 2022, AFH has been actively involved in supporting emergency food supplies and constructing water wells in Bangladesh and the Rohingya community. AFH aims to expand our efforts in the coming year by collaborating with trusted local partners to reach more individuals in need and implement sustainable, long-term solutions.

ACTION FOR HUMANITY ANNUAL REPORT 202 23

ACTION FOR HUMANITY ANNUAL REPORT 2022

WATER SANITATION

& HYGIENE (WASH)

ccording to water.org, over 2 ensuring access to safe drinking water. This million people in Bangladesh project directly benefited 30 refugee families lack access to improved water and adjacent host community families, Asources, and 48 million lack totalling approximately 150 members each. improved sanitation. The situation is even Previously, they had to rely on distant worse in Chittagong and Cox's Bazar Hill water sources. The installation of deep Tracks. Rohingya refugee families in Cox's tube wells made water easily accessible, Bazar are facing the same water challenges relieving tension and reducing the burden as the local community, but their status as on refugees and host communities. Women outsiders makes it difficult for them to access and children, who are typically responsible water from the same sources. Environmental for collecting water, no longer have to factors have also contributed to the drying up travel long distances or wait in queues for of water sources, forcing them to walk long hours. This has had a positive physical distances to fetch water for their daily needs. and psychological impact. Additionally, Approximately 150 Rohingya refugees living the use of safe water promotes better in the remote hillside would directly benefit hygiene practices and reduces waterborne from this project. diseases among both the refugees and the surrounding local communities in the long In 2022, AFH installed four deep tube wells term. in hillside camps for Rohingya refugees,

SEASONAL FOOD AID

round 1.1 million Rohingya In 2022, AFH provided food packs to 250 have sought refuge there families during the Islamic holy month of from persecution in Myanmar, Ramadan. Each family received a food Aresulting in a critical humanitarian basket containing 32 kg of food items, emergency. The lack of sustainable including rice, flour, lentils, oil, salt, spices, livelihood opportunities exacerbates the semai, milk powder, sugar, peas, dates and crisis, leaving them highly dependent on puffed rice. These food baskets ensured that aid and vulnerable to food insecurity and the targeted refugees had enough food for malnutrition, particularly among women, both suhoor (pre-dawn meal) and iftar (meal children and the elderly. Rohingya refugees to break the fast) during Ramadan. The food rely on periodic aid and temporary work for items were selected to have high nutrient basic meals, but the scarcity of food can density and cultural preference, ensuring push children into child labour and expose recommended nutrient intake for at least one month. them to the dangers of human trafficking. In desperate situations with limited job prospects, widows and children may resort to begging for food.

ACTION FOR HUMANITY ANNUAL REPORT 2022

ACTION FOR HUMANITY ANNUAL REPORT 2022 " Alhamdulillah. We now have safe drinking water..."

SUCCESS STORY

sma Begum, residing in the refugee camps of Cox's Bazar, Bangladesh, has endured immense hardships A fleeing persecution in Myanmar, leaving behind all possessions and relying solely on aid provided by humanitarian organizations to sustain their lives. Living in a cramped shelter with inadequate amenities, the family lacks basic necessities, and with no income source, their needs remain unfulfilled.

provided them with safe drinking water, complementing the support received from other organisations. Asma expresses her gratitude, stating, "Alhamdulillah. We now have safe drinking water. Thanks to Action For Humanity for helping us."

However, Action For Humanity's installation of a deep tube well near their shelter has

ACTION FOR HUMANITY ANNUAL REPORT 2022

2,240 Overall total of Beneficiaries supported

he ongoing conflict in Ukraine has seen the largest displacement crisis in Europe since the Second World War. . More than 7.8 million people Thave already crossed the border in search of sanctuary, as fighting intensifies, and suffering deepens and 6.5 million have been internally displaced. Many of the refugees are women and children, who are fleeing the violence and destruction of their homes.

The UNHCR has expressed serious concern over the deteriorating humanitarian situation in Ukraine and has called for the international community to step up its efforts to provide protection and assistance to those in need. In response, the international community has taken various measures to support the Ukrainian people. These include providing humanitarian aid, increased diplomatic pressure and the deployment of peacekeeping forces.

At the same time, the UNHCR has also called for increased funding and resources to help meet the needs of the millions of people in Ukraine who have been forced to flee their homes. Thousands of those displaced are facing dire conditions as they make the perilous journey to neighbouring host countries. During the winter, mothers with babies are forced to wait in below-freezing temperatures with no shelter, while women have reported being stuck at borders for days without shelter or sanitation. For families and children who remain in Ukraine, the situation is deeply concerning. Hundreds of thousands of children are without safe water, heating and electricity due to damage to critical infrastructure.

AFH responded to the needs of populations affected by the Ukraine Conflict through a health intervention. A medical aid container was delivered to a central warehouse in Kyiv, together with many other lorries full of medical and humanitarian aid. From there it was distributed to several hospitals in the Kyiv region. These hospitals are treating patients from central and eastern Ukraine. In addition, AFH donated about £20,000 for use in support of the hospital of Saint Nicholas in Lviv, Ukraine.

ACTION FOR HUMANITY ANNUAL REPORT 2022

89,750 Overall total of Beneficiaries supported

n February 2023, a devastating earthquake struck the regions of Türkiye and Syria, leaving behind a trail of destruction, loss, and despair. I Amidst the chaos and heartbreak, Action For Humanity sprang into action, providing immediate relief and support to the affected communities.

Action For Humanity swiftly launched a comprehensive response to address the urgent needs of the affected communities in Türkiye and Syria.

The organisation's response initiatives included the distribution of food assistance and non-food item (NFI) kits, the clearance of roads for rescue operations, and the provision of vital healthcare services through mobile clinics.

AFH supported 89,750 households, equivalent to 503,660 individuals, and successfully established new partnerships with three DEC members: Action Aid, Help Age, and Christian Aid.

The total funds for this emergency response amounted to nearly £3 million from partnerships and around £1 million from the community

ACTION FOR HUMANITY ANNUAL REPORT 2022

communities benefiting from our our batch-cooking and bereavement Award for Volunteering. This programme to approximately 500 hot, workshops, expanding our volunteer prestigious award honours volunteer nutritious and culturally appropriate base, and broadening our outreach groups that have provided community meals per week. To achieve this, we efforts nationwide. social responsibility services and have plan to raise funds from our existing a proven track record of impactful donor community as well as corporate Volunteers involved in our homeless outreach work for a minimum of three funding grants that align with social outreach project at AFH aspire to years. responsibility and outreach projects. have their valuable contributions We are also seeking accreditation for recognised through The Queen's

UK DOMESTIC PROJECTS

or the past three years, Action 200 community cooks to prepare guidance on washing and shrouding For Humanity has been actively nutritious meals in large quantities, departed family members with dignity, involved in a project that feeds reducing food poverty and expanding emphasizing mental health and wellFup to 300 homeless individuals our outreach services to those in being. Over 600 participants have every week in Tameside and other need. Our outreach hot food provision attended these workshops across areas of Greater Manchester. Our remains consistent, supplying 150-300 the UK, which are accredited and efforts aim to make a positive impact meals per week through a sustainable serve as safe spaces for discussing in local communities by providing and reliable service programme. topics related to death, bereavement, essential items to those in need and and learning respectful practices raising awareness about the global This success is made possible through to honour loved ones. The funds hunger crisis. We also advocate for collaboration with organisations such generated from these workshops better access to crucial services as Myriad Foundation, Tameside are utilised to provide bereavement such as healthcare, education, and Council, Action Together, Age support for grieving households, housing, while actively campaigning Concern, ISB, Tameside Veteran making it a community-led project. to end poverty and food insecurity. food provision, As-Salaam Centre, Moreover, we regularly organise Barakah Food Aid, and SPIN. The collections of brand-new winter Our work continues to expand local community has played a vital clothing and medical aid in the throughout the UK via community role in facilitating and supporting our UK, which are then transported to outreach support campaigns. Our local response and outreach services conflict-afflicted crisis areas such as journey began with the establishment in Tameside and Greater Manchester, Syria or Yemen. Our outreach teams of a food bank at the start of the with any funding gaps covered by ensure the distribution of these items COVID-19 pandemic in March 2020, Tameside Council to strengthen to hospitals and vulnerable camp where we delivered basic food grassroots-level organisations serving communities. essentials and healthcare packs the most vulnerable. to hundreds of elderly, isolated Looking ahead, our programmatic and vulnerable individuals across Our outreach interventions extend to strategy for future UK projects Tameside and Greater Manchester. Afghan refugees who continue to face focuses on organic growth by Since then, our dedicated team of challenges after arriving in the UK collaborating with outreach partners trained volunteers has provided since the summer of 2021. We provide such as We Love MCR, Manchester over 75,000 hot meals to NHS staff, culturally appropriate hot meals, new and Tameside City Councils, ISB, and homeless shelters, vulnerable families, clothing, and prayer mats, and we others. Our priorities include reducing and victims of domestic violence in also offer support and resources to food poverty, providing outreach Manchester and Tameside. We have guide asylum seekers and refugees support to struggling communities earned recognition for our ability to until they are settled in their new and maintaining services that build provide culturally appropriate meals communities. capacity with our implementing efficiently and promptly, ensuring partners and the wider community those referred from outreach Additionally, we offer ongoing during the cost-of-living crisis. organisations receive timely support. outreach support to bereaved Through weekly batch-cooking families who have lost loved ones to Our aim is to increase the number classes, we have trained over COVID-19. Our workshops provide of individuals from vulnerable

ACTION FOR HUMANITY ANNUAL REPORT 2022

Campaigns and

Education is the

difference

marketing

n 2022, Action For Humanity n response to the UK government's expanded our global activities harsh cuts of £4.2 billion in aid, Iwith a strong focus on shaping our Iwith Syria bearing the brunt of identity, enhancing our achievements, the reduction, Action For Humanity and making a meaningful impact took a lead in highlighting the need worldwide. To achieve organisational to fill funding gaps. We produced a capacity and maintain growth, powerful report titled The Children we undertook a distinctive split Failed by the World' emphasising the between our in-house marketing, impact of aid budget cuts on over communications and advocacy teams 100,000 Syrian children who were at the beginning of the year. This forced out of full-time education. The streamlining allowed us to optimise report underscored the grave reality our outputs and reinforce our key role of increased cases of child labour, in addressing the Syrian conflict. child marriage, early pregnancies, child conscription into military and Throughout the year, our dedicated armed groups, child exploitation marketing and communication and child trafficking. The Guardian teams spearheaded key campaign featured an exclusive report on this events, ensuring consistency in visual issue, with additional coverage in The branding and tone of voice on a Independent, Middle East Eye, The global scale. Our efforts were directed New Arab, Arab News and Global towards raising brand awareness and Citizen. amplifying the voices of rights holders in critical conversations around Emergency campaigns conflict and sustainability. Noteworthy campaigns included our annual hroughout 2022, Action For Ramadan, Dhul Hijah, and Qurbani Humanity swiftly responded to campaigns, as well as emergency Tnumerous global emergency campaigns that highlighted the urgent need for effective disaster responses crises, including the Ukraine in regions such as Pakistan floods and emergency, Afghanistan earthquake, Pakistan floods, Bangladesh floods, the Afghanistan earthquake. and Syria cholera outbreak. These campaigns garnered significant media Syria 11th anniversary coverage, including notable mentions in The Washington Post, The New n 2022, Action For Humanity Arab, The Guardian and, locally, the expanded our global activities Manchester Evening News. Iwith a strong focus on shaping our identity, enhancing our achievements, and making a meaningful impact Winter campaign worldwide. To achieve organisational capacity and maintain growth, e concluded the year with we undertook a distinctive split the impactful launch of our between our in-house marketing, W2022 winter campaign, communications and advocacy teams "A Winter Without," which brought at the beginning of the year. This attention to the harsh reality faced streamlining allowed us to optimise by many worldwide during the winter our outputs and reinforce our key role months. The campaign highlighted the in addressing the Syrian conflict. deprivation of basic essentials such as food, heating, blankets, medicine, and Ramadan 2022 clean water. Our winter campaign was further amplified through physical and ur March 2022 Ramdan digital billboards strategically placed campaign, titled "Pray. Give. throughout the UK. OEmpower." centred around praying for the displaced, providing aid and hope to the most vulnerable, and empowering communities through education, livelihood support and comprehensive assistance.

ACTION FOR HUMANITY ANNUAL REPORT 2022

FUNDRAISING

Driving impact through diverse fundraising initiatives

our thematic areas such as education, impact. health, water, orphans and shelter in emergencies and disasters. These initiatives allowed us to effectively engage with our supporter base and new donors through various platforms, including TV, radio events and places of worship.

Strengthening

Fundraising Policies and

n 2022, our focus on evaluating, platforms, including TV, radio events consolidating, and diversifying our Icharity's income paved the way for and places of worship. impactful fundraising initiatives. We dedicated our efforts to Community Inspiring Supporters Fundraising, aiming to increase with Sponsored engagement, awareness and support for diverse projects in need of funding. Activities

Procedures

e recognised the importance of robust fundraising Wpolicies and procedures to ensure transparency, accountability, and risk mitigation. In 2022, we diligently reviewed and updated our fundraising policies, aligning them with industry best practices. Regular risk assessments were conducted, enabling us to identify and address potential challenges proactively.

ngaging our supporters and Connecting supporters newcomers in sponsored with industry best practices. Regular to the cause Eactivities proved to be an risk assessments were conducted, effective way to generate support enabling us to identify and address and excitement. Events like the 3 potential challenges proactively. ommunity Fundraising took Peaks Climb, Tough Mudder and Paint us on successful deployments Cto to Syria, Yemen, Pakistan, Away encouraged individuals to take on personal challenges while raising on personal challenges while raising Exceeding Previous Lebanon and Afghanistan, allowing funds for our causes. Building on this Year's Income us to witness the challenges faced by the vulnerable population in conflict success, we launched our Challenges and disaster affected areas. These Programme for 2023 and beyond, hanks to the dedication experiences enabled us to share the offering new opportunities for and collective efforts of our supporters to get involved and create TCommunity Fundraising team, opportunity with our supporters and lasting impact. we exceeded the income generated donors, inviting them to be part of in 2021. This achievement is a the solution. By fostering this direct connection, we empowered our Expanding Supporter testament to the hard work, strategic planning, and unwavering support community to make a meaningful Base with Donor Care from our generous donors and impact on the ground. committed supporters.

ommunity Fundraising took Peaks Climb, Tough Mudder and Paint us on successful deployments Cto to Syria, Yemen, Pakistan, Away encouraged individuals to take on personal challenges while raising on personal challenges while raising Lebanon and Afghanistan, allowing funds for our causes. Building on this us to witness the challenges faced by the vulnerable population in conflict success, we launched our Challenges and disaster affected areas. These Programme for 2023 and beyond, experiences enabled us to share the offering new opportunities supporters to get involved and create opportunity with our supporters and lasting impact. donors, inviting them to be part of the solution. By fostering this direct connection, we empowered our Expanding Supporter community to make a meaningful Base with Donor Care impact on the ground.

e prioritized donor care and Strategic Seasonal and proactively expanded our Wsupporter base by acquiring Themed Campaigns new GDPR-compliant data. This approach allowed us to build a more hroughout the year, we extensive network of individuals who launched seasonal campaigns are passionate about our mission T that aligned with significant and eager to contribute to our cause. periods such as Ramadan, winter By nurturing and engaging with and the Hajj. Additionally, we crafted these supporters, we fostered longthemed campaigns centred around term relationships and amplified our

In addition, as we embark on this exciting phase of growth and development, we extend our heartfelt gratitude to our dedicated supporters, donors, and team members who have played a crucial role in our fundraising success. Together, we will build a stronger foundation, expand our reach, and make a lasting impact in the communities we serve.

ACTION FOR HUMANITY ANNUAL REPORT 2022

POLICY & ADVOCACY

Influencing International Mechanisms: We build upon commitments made in government and donor strategy documents and communiques • We led the NGO statement at the UNHCR related to humanitarian response. We aim to Executive Committee Meeting and encourage more ambitious actions and utilise presented our messaging to the United key international moments, such as conferences Nations High Commissioner for Refugees. and votes, to further our advocacy goals.

ver the past year, Action • upon commitments made in government and For Humanity has been donor strategy documents and communiques • We led the NGO statement at the UNHCR Odedicated to achieving our related to humanitarian response. We aim to Executive Committee Meeting and overarching advocacy target, which encourage more ambitious actions and utilise presented our messaging to the United key international moments, such as conferences Nations High Commissioner for Refugees. is to ensure that international policy and votes, to further our advocacy goals. towards fragile and conflict-affected • Growing a Network of Political and Influential • We will co-host a fringe event at the UNsituations has a robust and principled Allies: We work towards expanding our network led Education Cannot Wait Conference, humanitarian and development of influential allies who can support our action providing an opportunity to promote our points and provide valuable insights. We advocacy agenda. framework. We have focused on the engage with parliament members and maintain following policy asks to engage the regular meetings to raise awareness and gather international community: support for our advocacy agenda.

Growing a Network of In terms of our achievements, we have made significant progress through our Political and Influential advocacy work: Allies:

Acknowledging Increasing Humanitarian Needs: We have called for the international community made significant progress through our to recognise the growing humanitarian needs advocacy work: Allies: across affected populations. Our aim is to facilitate systemic reforms that coordinate and fund mechanisms and processes to establish stronger humanitarian-development-peace Policy Analysis and • We have established strong relationships cooperation during crises. with members of parliament, ministers and Research: shadow ministers who have supported our
• Ensuring Needs-Based and Sustainable advocacy efforts.
Ensuring Needs-Based and Sustainable advocacy efforts. Funding: We advocate for funding that is needs• We conducted a robust policy review based, predictable, flexible and sustainable. involving desk-based research, surveys, • We organised a parliamentary event This support should address the escalating needs in fragile and conflict-affected states and key informant interviews with internal attended by cross-party MPs and secured (FCAS) by enabling effective humanitarian and external stakeholders. a debate to mark International Human responses and addressing the root causes of Rights Day. conflicts. • We are in the process of developing position papers on climate in fragile and
• Commitment to Protection and Fundamental conflict-affected states and gender in hrough our continuous Rights: We urge political and financial involvement in policy analysis, commitments to safeguard refugees, IDPs, women, girls and marginalised communities. fragile and conflict-affected states. Tleveraging networks and Our focus is on expanding protection efforts and ensuring access to essential rights, such as Leveraging Networks coalitions, influencing international
• education and healthcare facilities. and Coalitions: mechanisms, and growing a network of allies, Action For Humanity strives To achieve these goals, we have to make a meaningful impact in employed various advocacy • We actively participate in joint working advocating for robust and principled strategies: groups decision-makers and coalitions, and advocating influencing for humanitarian and development frameworks.
transparent development assistance.
Policy Analysis and Research: We conduct comprehensive policy analysis to ensure that our advocacy work is evidence-based and • As Chair of the UK Syria Advocacy Working well-informed. We strive to strengthen the Group (SAWG), we have successfully flow of accurate information from the field to collaborated with INGOs and national our country teams and national, regional or international influence arenas. organisations to renew focus on host communities and engage with relevant government departments.
Leveraging Networks and Coalitions: We actively engage in partnerships and coalitions with other organisations to amplify our coordinated and strategic advocacy efforts. By Influencing International
leveraging these networks, we enhance our collective output on the issues we advocate for.. Mechanisms:

ACTION FOR HUMANITY ANNUAL REPORT 2022

OUR PEOPLE

ur success at Action For and organised a diverse range of platform to enhance the knowledge, Humanity is driven by the team-building activities, social events, skills and expertise of our employees remarkable individuals away days and retreats. in thematic areas within the Owho our organisation humanitarian sector and in other comprises of. We recognise that our To further support our employees, we areas of their professional lives. people are the driving force behind provide access to the BHSF Connect the great work we do. The dedicated service. This service offers a range Recognising the importance of Human Resources teams, operating of benefits, such as round-the-clock specific skills in various roles, our in different countries, have been access to a private GP, emotional field staff undergo mandatory instrumental in ensuring that our support including counselling, and training in critical areas such as PSEA teams are adequately equipped, our expert advice on legal and financial (Preventing Sexual Exploitation and staff members are well-supported, matters. Additionally, our staff can Abuse), Safeguarding, Anti-Fraud, and and seamless collaboration and enjoy exclusive discounts and special Aid Diversion. These trainings ensure synchronisation are achieved globally. offers for shopping, dining, gym that our staff are equipped with the Through a culture of collaboration memberships and more. necessary knowledge and tools to and meticulous planning, we have maintain high standards of conduct been able to successfully achieve our At our core, we are committed to and integrity. strategic goals. empowering our staff to excel in their roles and make a significant Our training and development impact. By ensuring their wellbeing programmes are intricately linked and providing the necessary support, with our annual performance Staff Wellbeing we enable them to perform their development review and appraisal jobs effectively and maximise their processes. We firmly believe that as contributions to the organisation. employees enhance their abilities,

Our training and development programmes are intricately linked with our annual performance development review and appraisal processes. We firmly believe that as employees enhance their abilities, their contributions should be duly recognised and rewarded. By aligning personal growth with performance evaluation, we foster a culture of continuous improvement and professional advancement.

e have made concerted their contributions should be duly efforts to prioritise the recognised and rewarded. By aligning Wwellbeing of our staff, personal growth with performance recognising the challenges posed by Training and evaluation, we foster a culture rising living expenses and economic of continuous improvement and uncertainties. To ensure competitive Development professional advancement. remuneration, we have diligently benchmarked against local market We are dedicated to providing our We remain committed to investing in averages. staff with opportunities and support our staff's training and development, for individualised training and as we recognise that their growth Moreover, we have implemented development. Our goal is to empower is integral to the success of our and refined several initiatives aimed each employee to thrive, whether organisation. Through these at promoting staff well-being and they are pursuing qualifications, initiatives, we aim to empower our achieving a healthy work-life balance. participating in specialised training employees to reach their full potential Our comprehensive approach programmes, or receiving in-house and make a significant impact in their includes generous provisions for on-the-job training. annual leave allowance, flexible and roles. hybrid working arrangements, as To foster continuous growth, we AFH ensured that training and well as robust reporting channels to organise monthly all-staff training development programmes were safeguard our employees. We have sessions under our Inspire & Grow designed and tailored to each also adopted family-friendly policies scheme. These sessions serve as a

individual needs to give employees the skills and knowledge they need to perform their job roles successfully. This ensure employees were provided with opportunities to develop their skills and progress their careers. Common examples of training and development programmes included:

knowledge needed to excel in their roles and make a lasting impact. One of the highlight trainings of the

in incidents of sexual harassment, sexual abuse, or sexual exploitation.

year was the targeted workshops on By engaging in the scheme, we the proposal development and the contribute to the collective effort Logical Framework Matrix (LFM) in UK of improving humanitarian action. and Türkiye. These intensive in-house Through information sharing and trainings brought together participants learning, we continuously strive to from diverse departments, fostering enhance our practices and promote cross-departmental collaboration and the well-being and safety of those we knowledge-sharing. serve.

On-the-job training
• In-house seminars and workshops
• External courses and qualifications such as PMD Pro
In alignment with the SCHR's Key Areas, we have made notable progress in the following:
qualifications such as PMD Pro The Steering Areas, we have made notable
• Mentoring and coaching – progress in the following:
this included secondment to Committee for
implementing offices
• Career development programme Humanitarian 1. Peer support, influence, and tailored to each member of the learning:
team – e.g., supporting members Response (SCHR) of the team with study time We have fostered strong relationships with
• Professional development Misconduct influential SCHR members, allowing us to actively exchange knowledge and expertise.
programmes Regular engagement with these partners
• e-learning and online courses Disclosure enables us to stay at the forefront of emerging – ensuring access and time best practices and continuously enhance our allocated to free courses that Scheme (MDS) approach. contribute towards the growth of each individual within their role 2. Prevention of sexual

each individual within their role 2. Prevention of sexual n line with our commitment to safe • Leadership development programming and recruitment, exploitation, abuse, and

programmes IAction For Humanity participates harassment: • Team-building activities in the inter-agency Misconduct Disclosure Scheme (MDS), which We prioritise the robust implementation of the Furthermore, the institutional Misconduct Disclosure Scheme. Through this is administered by the Steering scheme, we actively support and collaborate funding unit demonstrated its Committee for Humanitarian with other organisations within the sector to steadfast commitment to the growth Response (SCHR). This scheme serves thoroughly vet job applicants. Our aim is to and professional development of identify and disqualify individuals who have as a vital platform for organisations staff and volunteers. Through our to share crucial information during engaged in any form of sexual exploitation, abuse or harassment, ensuring a safe and comprehensive in-house training the recruitment process regarding respectful working environment for all. programme, we equipped our individuals who have been involved team with the essential skills and

ACTION FOR HUMANITY ANNUAL REPORT 2022

Our Funding Partners, Memberships, Networks & Accreditations

INSTITUTIONAL FUNDING & STRATEGIC PARTNERSHIPS

n 2022, amidst the ongoing economic Our programme funding remained dedicated uncertainty caused by cuts in institutional to seven key thematic areas: food aid and funding due to impact of pandemic and security, livelihoods, shelter, health and IRusso-Ukrainian war, Action For Humanity nutrition, education (including risk education), provided crucial support to those affected WASH and protection. Throughout the year, by conflict in Northwest and Northeast Syria we took steps to enhance the effectiveness through our Türkiye and Iraq offices. We of our programme funds in multiple ways. further expanded our geographical focus Firstly, we forged new partnerships to in other countries and secured funding expand our reach and impact. Additionally, for Chad and Yemen from the Guernsey we assumed a proactive role in securing Overseas Aid and Development Commission funding by directly submitting proposals to (GOADC) for development and humanitarian institutional donors such as UNDP, the EU projects. Additionally, we have begun and BHA-USAID. Furthermore, we committed scoping an expansion of the AFH's work into to the Climate Charter, becoming a signatory Pakistan, aiming to extend our reach and and aligning our humanitarian actions with help communities in need. its vision and principles regarding climate and environmental crises.

We signed grant agreements worth a total of £22,098,042 with various donors to The year 2022 marked a significant sustain our work. Our key funding partners milestone in our journey towards building included Guernsey Overseas Aid and a more crises-resilient and inclusive world. Development Commission (GOADC), UN Through institutional funding and strategic agencies, particularly UNOCHA, as well partnerships, we have extended our reach, as the International Office of Migration increased programme effectiveness, and (IOM), and international NGOs like Save embraced climate-conscious actions. We the Children, Syria Recovery Trust Fund express our deep gratitude to our donors, (SRTF), ECHO through Relief International, partners and dedicated team members CARE International, MAG International, who have contributed to our collective World Vision, Penny Appeal, START network achievements. Together, we will continue to through Concern Worldwide, War Child, make a meaningful difference in the lives of MSF, SAMS and GIZ. those affected by crises and conflicts.

Memberships, networks & accreditations Accreditations

ACTION FOR HUMANITY ANNUAL REPORT 2022

PROGRAMMES STRATEGIC PRIORITIES 2023

village with comprehensive facilities. 4. Enhancing This initiative aims to address the challenges faced by communities Organisational

displaced by conflict or natural Effectiveness and disasters, offering them a safe and inclusive environment to rebuild their Adaptability: lives. Our organisation will prioritise long-term solutions that address the The programmes root causes of challenges, enabling communities to recover and thrive even in the face of adversity.

Building upon the achievements of 2022, we have identified strategic priorities for 2023 to further advance our mission of creating positive change in the lives of the people affected by conflict, disaster and extreme poverty. Our priorities for 2023 include:

The programmes department recognises the importance of building an accountable, effective, adaptable and diverse global organisation. In 2023, we will continue enhancing our governance structures, systems and processes. This includes leveraging technology, such as the implemented ERP system, to streamline operations and improve organisational performance. We will continue investing in capacitybuilding programmes, monitoring and evaluation mechanisms and fostering a culture of innovation and learning within the organisation.

1. Strengthening Anticipatory Humanitarian Action:

3. Diversifying Resources We will enhance our ability to and Strengthening anticipate and respond to emerging crises by closely monitoring global Partnerships: trends, establishing an emergency roster, assessing risk factors and We will continue to diversify our leveraging our expertise. Our goal resources for growth, secure is to provide effective assistance to sustainable income, and strengthen communities in need within 72 hours strategic partnerships. By exploring of a disaster, focusing on proactive innovative funding models and measures and early warning systems engaging with diverse stakeholders, to mitigate the impact of disasters and we aim to ensure financial conflicts on vulnerable populations. stability and expand our capacity to effectively address emerging 2. Maximising Impact challenges. Strategic collaborations with governments, corporations, and Resilience: foundations and High Net-Worth Individuals (HNWIs) will provide us access to new funding streams, To maximise our impact, we will expertise and resources, thereby concentrate on comprehensive maximising our impact in communities approaches that build resilience in the face of conflict, disaster worldwide. As of the end of 2022, we are on the verge of registering the and extreme poverty. Through AFH partner office in Istanbul, Türkiye.

Campaigns and Marketing

In 2023, our primary objective is to drive organisational and donor growth by implementing efficient and stable operational processes, diversifying our income streams and strategically investing in digital marketing channels. These initiatives align with our overarching goal of creating a world of crises-resilient communities as envisioned by Action For Humanity. Maintaining alignment between our marketing strategies and strategic goals is crucial. At Action For Humanity, we firmly believe that there is no stronger advocate for vulnerable

To maximise our impact, we will concentrate on comprehensive approaches that build resilience in the face of conflict, disaster and extreme poverty. Through sustainable development initiatives, we will empower communities with multisectoral projects that provide access to education, healthcare, clean water and livelihood opportunities. One notable project continuing in 2023 is the construction of an Internally Displaced Persons (IDP)

communities than the communities Community Fundraising efforts. themselves. We attribute the success Engaging supporters and newcomers of our marketing campaigns to to take on sponsored activities like this approach. Therefore, in all our the 3 Peaks Climb, Tough Mudder marketing initiatives for 2023, we will and Paint Away, would help our prioritise enabling beneficiaries to organisation to launch our Challenges share their own stories and express programme for 2023 and beyond. their needs whenever possible. This approach fosters a deeper connection Our revised structure will allow us between donors and beneficiaries, to grow organically and expand our ensuring the generation of sustainable team's reach across the UK. As part of revenue and maintaining trust. our strategic plans for 2023, we are

influence the development of the UK Integrated Security Fund. By advocating for the integration of conflict prevention measures and emphasising the importance of holistic approaches to security, we strive to ensure that the fund prioritises sustainable peace, resilience, and the reduction of conflict risks.

Our revised structure will allow us to grow organically and expand our team's reach across the UK. As part of our strategic plans for 2023, we are • also actively seeking to appoint a new Chief Revenue Officer who will play a pivotal role in shaping our fundraising landscape.

Influencing general elections to secure commitments: We will strategically engage with political actors during general elections to raise awareness and secure commitments to address the needs of fragile and conflictaffected settings. By working closely with political parties, candidates, and policymakers, we aim to influence their agendas and policies to prioritise conflict prevention, sustainable development, and the protection of vulnerable populations.

Expanding into new markets, competing in an overcrowded space, and staying attuned to donor behaviour necessitate in-depth donor research and increased investment in digital marketing. With a focus on improving our community interactions and digital donation experience through the launch of a new multi-lingual international website, our digital marketing efforts aim to achieve a 1:3 return on investment, increasing donations, enhancing brand recognition and building an engaged and meaningful donor community. In addition to our expansion efforts, we are committed to developing regular communication channels, feedback loops, and retention mechanisms with our donor community. By prioritising proactive communication and engagement, we aim to strengthen relationships with our donors. Furthermore, we recognise the importance of empowering our current Marketing and Communications team and will actively seek new, creative talent to fill any skill gaps and drive innovation.

Policy and Advocacy

In addition to our previous policy positions, our strategic priority for 2023 is to build on our commitment to proactively foster sustainable peace and resilience in fragile and conflictaffected settings through integrated humanitarian, development, and peacebuilding approaches. Grounded in the principles of the triple nexus, we recognise that conflict prevention is vital for reducing the likelihood and severity of crises. By prioritising conflict prevention as an integral part of our policy framework, we aim to address the root causes of conflicts and build long-term stability.

We seek to shape policies and initiatives that effectively prioritise conflict prevention, sustainable peace, and the well-being of communities in fragile and conflict-affected settings. By influencing key decision-making processes, we can contribute to positive change and ensure that these critical issues remain at the forefront of national agendas.

Institutional

To accomplish our objectives, we will strategically engage in key areas to exert influence and drive change. Funding and Specifically, we will focus on: Strategic • Influencing the FCDO and the UK's Conflict Prevention Hub: Partnerships

Through these strategic priorities, we are confident in our ability to • effectively navigate the dynamic landscape of marketing and communications, driving sustainable growth and making a lasting impact on the communities we serve.

Influencing the FCDO and the UK's Conflict Prevention Hub: We will actively work to influence the development of the UK's Conflict Prevention Hub within the Foreign, Commonwealth & Development Office (FCDO). By providing expert input, advocating for conflict prevention strategies, and sharing best practices, we aim to shape the hub's policies and initiatives to effectively address the needs of fragile and conflictaffected settings.

The strategic priorities in institutional funding and strategic partnerships for 2023 demonstrate our dedication to securing sustainable funding, expanding our network of supporters, improving programme quality, and adhering to global humanitarian standards. By focusing on our priorities, we aim to strengthen our impact and make a meaningful difference in the lives of the most vulnerable and underprivileged populations across the world. Some of our key priorities for 2023 are as below:

Fundraising

Looking ahead, Action For Humanity are excited to build on the successes of the current year and explore new avenues for fundraising, enabling us to create sustainable impact and improve the lives of those in need.

Influencing the development of the UK Integrated Security Fund: We will actively engage with relevant stakeholders to

In the coming year, we have our ambitious plans about the growth opportunities that lie ahead for our

ACTION FOR HUMANITY ANNUAL REPORT 2022

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1. Increasing Funding 4. Core Humanitarian Efficiency: Standards (CHS) Certification:

We have devised a comprehensive funding action plan for the upcoming year. This plan includes applying as lead applicants directly to key institutional donors, trusts, and funds for which we meet the eligibility criteria. We will strengthen our partnership with Guernsey Overseas Aid & Development Commission (GOADC) UK to secure more funding for other developing countries like Pakistan.

In line with our commitment to continuous improvement, we will initiate the process of acquiring CHS certification. In this regard, self-assessment will be done in the selected countries with the support of CHS Alliance tools. The certification will enhance the quality of our projects and programmes in the countries where we operate, ensuring that we meet internationally recognised standards for humanitarian action. By aligning our operations with the CHS, we will uphold accountability, transparency and the rights of the communities we serve.

2. Proactively Forging New Partnerships :

In 2023, we are committed to proactively seeking new partnerships mainly with Disaster Committee Emergency (DEC) members. We will Human Resources also focus on acquiring accreditations from large networks and alliances, including working towards acquiring Evolving and Optimising membership of Scottish International Our Team: Development Agency (SIDA) and consultative status from the United One of our key objectives for the Nations Economic and Social Council coming year is to continuously (UNECOSOC). These strategic evolve and develop our wider team, partnerships will enable us to expand ensuring that each department our donor base and collaborate with performs optimally. To achieve this, like-minded organisations to address we prioritise talent acquisition and global humanitarian challenges effectively. talent development, seeking out

One of our key objectives for the coming year is to continuously evolve and develop our wider team, ensuring that each department performs optimally. To achieve this, we prioritise talent acquisition and talent development, seeking out individuals who possess the skills, expertise and values that align with our organisation's mission. By strategically building our team, we enhance our collective capacity to address the challenges we face and maximise our impact.

3. Supporting Country offices:

We recognise the importance of maximise our impact. strong project design, programme delivery and grants management. To ensure the quality and success of our programmes, we will provide support Empowering Professional to our country offices in identifying funding opportunities, quality Growth: proposal submission and training. By empowering our team with the We recognise that investing in our necessary tools and expertise, we aim staff's professional growth is vital to optimize the effectiveness of our for both their personal development programmes and increase our overall and the success of our organisation. impact. As part of our commitment to this, we are dedicated to enhancing our training and development provision for all staff through our Inspire and Grow initiative. We offer a wide range of learning opportunities, including workshops, seminars, online courses, and mentorship programmes. By equipping our team with the

necessary knowledge and skills, we foster a culture of continuous learning and enable them to excel in their roles.

Supporting Staff Wellbeing:

At the heart of our organisation are the dedicated individuals who work tirelessly to achieve our vision. We place great importance on their wellbeing and strive to provide them with the support and care they need to maintain their physical, mental, and emotional well-being. We have implemented comprehensive wellbeing initiatives, including access to counselling services, flexible work arrangements and resources that promote work-life balance. By nurturing a supportive and inclusive work environment, we enable our staff to thrive personally and professionally.

ACTION FOR HUMANITY ANNUAL REPORT 2022

STRUCTURE, GOVERNANCE & MANAGEMENT

ction For Humanity is a not been any change in the class of and Mission of AFH and their key Charitable Incorporated beneficiaries of the combining entities responsibilities are: AOrganisation (CIO) Foundation and the power and controls of The with the Charity commission in England Trustees also remains unchanged. • Approve the AFH strategy and Wales, under registration number including its Vision, Mission and 1154881. Its governing document is a Values. Foundation constitution and whose Board of Trustees • Direct and oversee the only voting members are its charity organisation, focusing on trustees.

• Direct and oversee the organisation, focusing on strategic planning and governance, and setting priorities and objectives. • Evaluate the performance and the progress of the work of the organisation.

FH is governed by its Trustees, collectively referred to as AFH The objects of the CIO ABoard of Trustees who are also Directors of the organisation.

are:

Apart from the first charity trustees, •
the relief of financial hardship every new trustee is appointed for an
among people in Syria, and initial one term of three years and can
throughout the world as the serve for a maximum of three terms. •
trustees see fit, by providing Some Trustees lead the Board’s such persons with goods/ engagement on a certain area and
services which they could not otherwise afford through lack of work with senior management, both to provide advice and support and to
means; • enhance board understanding and scrutiny. This includes in particular
• the relief of sickness and the a Lead Trustee for Safeguarding
preservation of health among Oversight, Audit, Finance and Risk
people in Syria, and throughout • Management committee. •
the world as the trustees see fit;

Approve new policies and procedures that are relevant to the board and/or its committees. Appraise the Executive Management Team and make appointments to and dismissals from these positions.

Approve Annual Accounts, the annual budget and the ongoing viability of projects implemented or to be implemented.

Work with key stakeholders. Ensure that there is an effective risk management framework in place.

Trustees typically meet four times
• the advancement of education a year and in addition to the CEO a •
for the public benefit of people in number of senior executives attend Syria, and throughout the world the meeting to present and discuss •
as the trustees see fit; and key strategic areas of their work with the board. •

Ensure that compliance with regulatory requirements. The Trustees can also:

Act on advice and information from regular meetings with the CEO and senior staff.

such charitable purposes for the public benefit as are exclusively All Trustees are volunteers and none charitable according to the laws • of them receive any remuneration for
of England and Wales as the their work as Trustees.
trustees may from time to time determine.

Take, where necessary, independent professional advice that will aid the Trustees in fulfilling their role.

A delegation of authority is in place where the day to day work is delegated • to the CEO and his management team. The Board is committed to the Values

Attend training in established, new or emerging areas of responsibility.

Action For Humanity is the sole corporate trustee of Syria Relief. The Trustees are of the view there has
Appointment of New Governance review running of the organisation’s activities have been carried out by a team
Trustees of dedicated staff who have the he Board of Trustees recognise responsibility to implement corporate
• Newly appointed Trustees have The Charity’s growing needs strategy, and the authority to make the same responsibilities and Tas it expands and the changing decisions, respond to consultations, powers as current Trustees. regulatory environment. They allocate resources and commit When considering appointment resolved to continue enhancing expenditure. They are supervised and of a new Trustee, the Charity Board effectiveness and performance directed by their line managers led by follows the requirements of The to exercise effective oversight and the CEO, in line of the strategies set Articles of Association and the control and bolster public trust in The by the Board. Charity Commission’s guidance. Charity. The Trustees are regularly
• Newly appointed Trustees are engaged in discussion about good The Trustees and the CEO regularly provided with a structured governance, skills audit, and introduce monitor the achievement and induction programme about the changes necessary for continued performance of the work of The charity’s areas of work, how improvement. Charity, to ensure that it reflects the it functions also focusing on aims and objectives of the Charity. their specialised areas when The Board continues to benefit from Trustees have also given consideration applicable. They are also be its’ Chief Governance Officer, who to the Charity Commission’s general provided with the latest set of is a non-board member. This has guidance on Public Benefit, when The Trustees report and audited helped The Board to ensure that it setting future objectives and planning financial statements and a brief remains compliant with the relevant future activities. This is done by on the current finances of the regulatory frameworks and has also re-examining The Charity’s core charity with an up-to- date copy helped via the offering of critical aims, expanding its services and of the management accounts. insight and offering insight into the widening the scope of The Charity’s All Trustees including newly latest best practices. The board beneficiaries (where possible). The appointed trustees (if any) are recognises that this is an ongoing aim is to make sure that public highly encouraged to attend process and that a lot more needs to benefit is maintained as a catalyst for trainings where appropriate. be done. The approach of the Board their strategic thinking to deliver the is of incremental improvement rather objectives that they aspire to achieve. than a transformational change.
Code of Conduct An assessment against the Charity Governance Code for large charities will be conducted towards the end of Key management
he Board of Trustees expects 2023 and the appropriate plans will personnel and
every Trustee, staff member, and be put in place to address key priority
Tvolunteer to conduct themselves volunteer to conduct themselves Remuneration gaps.

Code of Conduct

he Board of Trustees expects every Trustee, staff member, and 2023 and the appropriate plans will be put in place to address key priority Tvolunteer to conduct themselves volunteer to conduct themselves gaps. in accordance with the highest ethical standards. Trustees are required to uphold and maintain AFH’s values, vision, and mission, as well as the Audit Finance & Risk effectiveness and reputation of the management Committee organisation. Trustees evaluate themselves annually against these he Charity has a Risk standards, as well as the Board’s Code of Conduct and Conflict of TManagement place and maintains a risk framework in Interest Policy, and are required to disclose any conflicts of interest. register. The Audit, Finance Risk Where any conflict, or potential Management Committee reviews the conflict, is identified, the Trustee may risk register periodically and makes the appropriate recommendation to not participate in Board discussion or the board. decision-making on related matters.

he Trustees aim to strike a balance between paying Tenough to recruit and retain staff with the skills we need, our employees’ needs, and the public and our donors’ expectations that the money they entrust us with, will be used wisely to assist the people we serve in our country offices. Pay increases are awarded to staff subject to good performance in order to keep employees motivated at all times.

Two senior staff members’ salary exceeded £60,000 per annum during this period. Whereas in 2021 only one staff member’s salary exceeded £60,000 per annum.

AFH values are at the heart of all our operations including recruitment and procurement process and all our suppliers & service provides must comply with our Code of Conduct and Ethical and Environmental Policy.

Management

he CEO is accountable to the Board of Trustees and, along with T other senior staff, is responsible for day-to-day management. The CEO Fundraising Compliance has delegated authority, within terms e strive for the best practices approved by the Board of Trustees, for operational matters including finance, in fundraising by complying Wwith a range of statutes, employment and other performancecodes of practice, and standards. related activities. The day-to-day

ACTION FOR HUMANITY ANNUAL REPORT 2022

We comply with all relevant statutory regulations, including the Charities Act 2011, the Charities (Protection and Social Investment) Act 2016, the Data Protection Act 2018, the Privacy and Electronic Communications Regulations 2003 and the Telephone Preference Service. We are also registered with the Fundraising Regulator and thus adhere to its Code of Fundraising, Practice, Fundraising Promise and Fundraising Preference Service. We have an up-to-date Whistleblowing Policy which outlines how staff, volunteers, and representatives of Action For Humanity can report any fundraising concerns related to any of our fundraising activities.

We continue to use a wide range of approaches to raise money. These include working with High-net worth donors, via volunteer community fundraising groups, TV appeals and social media, and by talking to our existing supporter base. The internal Action For Humanity Team coordinates all of these activities. We do not engage with any professional fundraising agencies to speak to our supporter base on the phone or otherwise.

In 2022, we were consistently compliant with all the applicable codes and regulations governing us. As a result, we experienced no complaints or concerns in regards to our fundraising activities.

ACTION FOR HUMANITY ANNUAL REPORT 2022

PRINCIPAL RISKS

& UNCERTAINTIES

all staff and trustees received Risk how best to manage risks. Currently Management awareness training the AFR is made up of Trustees and in 2022. Further work is planned executives, but plans are in the way in 2023 to enhance the risk to add independent members who management effectiveness of the will be bring key technical skills to organisation. Cybersecurity has been complement the existing skills of AFR members. identified as one of the biggest risks

Risk Management

The Trustees take their responsibilities towards staff, volunteers, donors, and right-holders very seriously. An important aspect of discharging these responsibilities involves the identification and management of all potential risks that might compromise staff, resources, or the ability to deliver programmes in a safe and dignified manner.

the organisation faces alongside safeguarding, fraud and other risks. A

comprehensive cybersecurity maturity assessment will be conducted in 2023 using ISO 21827:2008 Framework. Then key priority areas will be identified and actioned accordingly.

Principal Risks

The principal risks to the charity have been identified as:

The Charity, therefore, has the ultimate duty to regularly identify and review the risks to which The A significant number of our policies were reviewed and updated in 2022 Charity is exposed, and ensure that and the remainder of policies are to be appropriate controls are in place to reviewed in 2023 to bring them in line provide reasonable assurance against with best practices and from lessons fraud, malicious acts, and errors such as serious mismanagement and learnt internally as well any internal or external audit recommendations. safeguarding issues. The Trustees, along with the CEO and the senior staff, actively review these risks regularly. Governance of Risk

A significant number of our policies were reviewed and updated in 2022 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:

Governance of Risk

Due to the nature of the work carried The Audit, Finance and Risk out by Action For Humanity, the Committee (AFR) is responsible for risks involved are complex. They are the effective management of risks at assessed based on their likelihood the Charity. AFR reports to the Board and potential impact, which would of Trustees its recommendations and allow the implementation of mitigation any concerns they may have. AFR strategies to manage these risks. Also, reviews corporate risks regularly and wherever possible, risks are covered takes the necessary action. Other by suitable insurance, to reduce their risks are reviewed and actioned by financial impact. the executive team. Further work will be carried out in the coming year to The charity continues to review its risk strengthen the capabilities of the AFR, management framework and bring up in terms of their ability to scrutinize to standard that is expected of such and interrogate identified risks, as well large charity. as provide the necessary specialist skills and advice to the executives on

• Fraud, Corruption and Bribery Policy

AFH works very hard to ensure that integrity and transparency are embedded in all policies and procedures. Conflict of interest, Anti-Bribery, Anti-Terrorism, and Anti-Money Laundering policies are introduced alongside the relevant training and awareness programmes and closely monitored.

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

we grow, we implement the

SAFEGUARDING

following procedures to support this:

Operational

We remain committed to upholding the highest standards of safeguarding, tailoring our measures to reflect the environments in which we work. We are committed to safeguarding staff, women and children and men we work with and volunteers, while keeping the safeguarding of those most vulnerable is our priority.

Keeping the people the organisation serves safe and at the same time achieving the greatest impact possible for AFH’s interventions is at the heart of the organisation’s operations. As a result, key operational risks are identified and reviewed regularly. Operational risks include physical risks to personnel, volunteers and the people AFH serves, and risks compromising the continuation of project delivery. To mitigate such risks, The Charity has taken the following actions:

1. An annual review of policies and procedures to ensure they are fit for purpose.

2. Enhanced support to Country Offices and building their capacity.

3. A programme of regular training most vulnerable is our priority.

for all staff especially in the area of safeguarding, cybersecurity, In 2022, we continued to strengthen

safety & security in the field our safeguarding policies and amongst others. procedures. Our international office staff received safeguarding

The Trustees, are, therefore, satisfied training and we also appointed a that adequate systems and procedures safeguarding lead at the Trustees

are in place to manage and minimise and senior executive level to ensure exposure to the identified risks. that any concerns are dealt with at the highest level of the organisation. All trustees received a safeguarding

FUNDRAISING awareness training in addition to a comprehensive training programme

COMPLIANCE that was given to safeguarding lead at the Board of Trustees.

Developed Standard Operating Procedures for common processes to protect against the loss of key staff or volunteers;
• Improved the quality and the FUNDRAISING scope of training, to disseminate COMPLIANCE skills and good practices within the organisation, and ensure staff safety and well-being;
staff safety and well-being; We comply with all relevant statutory regulations, including the Charities
• Engaged with specialists to AFH recognises the courage of assist with the continuous Act 2011, the Charities (Protection survivors and victims of abuse in and Social Investment) Act 2016, the
improvement of our operations coming forward to report it. We thank Data Protection Act 2018, the Privacy
and create a positive risk all those who have helped us protect and Electronic Communications
management culture in the children and vulnerable people both in Regulations 2003. We strive for best
organisation; the UK and internationally by reporting practice in fundraising by complying
• Committed to regular reviews of their concerns. The safeguarding of with a range of codes of practice
key systems and procedures, in children, adults in their communities, order to improve and strengthen and standards. This includes being staff, volunteers, and anyone else who registered with the Fundraising
the internal policies and encounters our work is a top priority Regulator and adhering to its Code
communication processes, thus for the organisation. of Fundraising Practice, Fundraising
maintaining a clear structure of Promise and Fundraising Preference
delegated authority and control; We take all safeguarding reports
• Applied a robust due diligence policy in our dealings with Service. Our Whistleblowing Policy covers how staff, volunteers or those seriously allegations of abuse in accordance and investigate all donors and other stakeholders, representing Action For Humanity can with our procedures. We are report a fundraising concern about
and the use of appropriate committed to taking a clear survivor- tools to assess the suitability of any of our fundraising activities. centred approach and offer support personnel; routinely to those affected
We continue to use a wide range of
Adopted clear processes approaches to raise money, such
to review and assess our Over the course of 2022, there was no as working with High-net-worth
performance management safeguarding complaints. There was donors, via volunteer community
system on the ground; one safeguarding incident in 2021. fundraising groups, TV appeals and
• Ensured all programmes have up-to-date security policies, social media, and by talking to our AFH Trustees are committed to existing supporters. Our own internal
which include the provision of ensure that everyone we work with team conducts all these activities,
regular comprehensive security is protected and supported in the and we do not engage professional
briefings and assessments, in event of any abuse takes place. As fundraising agencies to speak to
response to rapid changes in the such further work and improvement political situation; existing supporters on the phone or will be carried out to ensure that we otherwise. During 2022 we remained
• Culture and Behaviour – AFH have the best systems and process of compliant with all applicable codes
monitors and learns lessons protection, prevention, detection and and regulations and there were
both from our own experience support mechanism in place. complaints or concerns received with
and best practices in the sector regards to our fundraising activities.
Culture and Behaviour – AFH monitors and learns lessons both from our own experience and best practices in the sector to ensure that we develop the right culture and behaviour as

As part of this process of review

ACTION FOR HUMANITY ANNUAL REPORT 2022

FINANCIAL

OVERVIEW

Action For Humanity Strategic Report for the Year Ended 31 December 2022

During the year, we raised £30.4m (2021: £26.2m) representing an increase of 16%

Income

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We spent £28.3m (2021: £23.7m) on charitable activities, this is 93% (2021:90%) of total income in the year. The percentage of spend of total income has been increased by 3% comparing with prior year.

Spending

For further breakdown see chart below.

Income from major appeals raised £7.5m (2021: £6.4m) which increased by 18% from the previous year and grants from Institutions raised £22.9m (2021: £19.7m), representing an increase of 16%.

The cost of fundraising was £1.14m representing 4% (2021: £1.21m) 4.6%) of total funds raised in 2021.

After the total spend of £29.4m (2021: £24.9m), we had a net income of £.94m (2021: £1.21m).

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Support Costs

Total income

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2022 2021
6% 3%
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STATEMENT OF TRUSTEES RESPONSIBILITIES

During the year, our total support costs was £1.81m (2021: £0.77m). Supports costs are around 6% (2021: 3%) of total income raised during the year.

Policy On Reserves

We held the following reserves at year end.

It is our policy to hold general reserves that represent at least three months of core spend and an additional amount to cover unforeseen eventualities. The core spend is defined as total fund-raising costs and various support costs. Whilst our unrestricted (General) funds have dropped significantly since last year, our finances are still in a strong position based on our reserves policy.

	2022	2021	2020	2019
	£m	£m	£m	£m
Restricted	2.7	2.4	1.6	3.2
General	3.8	3.2	2.8	2.1
	6.5	5.6	4.4	5.3
Change from prior year	16%	27%	-17%	22%

Reserves

Reserves
	2022	2021
	£m	£m
Target level of reserves	2	2
Actual coverage of Target reserves	190%	162%

The trustees (who are also the directors of Action For Humanity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

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

select suitable accounting policies and apply them consistently;
observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

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

Approved by the trustees of the charity on 05/10/2023 and signed on its behalf by:

Dr Mounir Hakimi Chair Board of Trustee

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ACTION FOR HUMANITY ANNUAL REPORT 2022

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF Action For Humanity

Opinion accordance with these requirements. We believe that the audit evidence We have audited the we have obtained is sufficient and financial appropriate to provide a basis for our statements of Action For Humanity (the opinion. ‘parent charity’) for the year ended 31 December 2022 which comprise the consolidated statement of financial Conclusions relating to activities, the group and parent charity balance sheets, the consolidated going concern statement of cash flows and the notes In auditing the financial statements, to the financial statements, including significant accounting policies. The we have concluded that the trustees' financial reporting framework that has use of the going concern basis of accounting in the preparation of the been applied in their preparation is applicable law and United Kingdom financial statements is appropriate. Accounting Standards, including FRS Based on the work we have 102 The Financial Reporting Standard applicable in the UK and Republic of performed, we have not identified any material uncertainties relating to Ireland (United Kingdom Generally events or conditions that, individually Accepted Accounting Practice).

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.

Conclusions relating to going concern

We have nothing to report in this regard.

Matters on which we

are required to report by exception

Based on the work we have
102 The Financial Reporting Standard applicable in the UK and Republic of performed, we have not identified any material uncertainties relating to
Ireland (United Kingdom Generally events or conditions that, individually
Accepted Accounting Practice). or collectively, may cast significant
In our opinion, the financial statements: doubt on Action For Humanity's ability to continue as a going concern for a
1. Give a true and fair view of period of at least twelve months from the state of the group and when the financial statements are parent charity’s affairs as at authorised for issue. 31 December 2022 and of the Our responsibilities and the
group’s incoming resources and responsibilities of the trustees
application of resources, for the with respect to going concern are
year then ended described in the relevant sections of
2. Have been properly prepared this report.

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

1. The information given in the trustees’ annual report is inconsistent in any material respect with the financial statements

2. Sufficient accounting records have not been kept; or

2. Have been properly prepared in accordance with United this report. Kingdom Generally Accepted Accounting Practice Other Information

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

3. Have been prepared accounting records and returns; in accordance with the The other information comprises the or requirements of the Charities Act information included in the trustees’ 4. We have not received all the 2011 annual report, other than the financial information and explanations we statements and our auditor’s report require for our audit thereon. The trustees are responsible Basis for opinion for the other information contained Responsibilities of within the annual report. Our opinion We conducted our audit in accordance on the financial statements does trustees with International Standards on not cover the other information Auditing (UK) (ISAs (UK)) and applicable and, except to the extent otherwise As explained more fully in the law. Our responsibilities under those explicitly stated in our report, we do statement of trustees’ responsibilities standards are further described in the not express any form of assurance set out in the trustees’ annual report, Auditor’s responsibilities for the audit conclusion thereon. Our responsibility the trustees are responsible for the of the financial statements section of is to read the other information and, in preparation of the financial statements our report. We are independent of the doing so, consider whether the other and for being satisfied that they give a group in accordance with the ethical information is materially inconsistent true and fair view, and for such internal requirements that are relevant to our control as the trustees determine is with the financial statements or our audit of the financial statements in knowledge obtained in the course necessary to enable the preparation the UK, including the FRC’s Ethical of the audit or otherwise appears to of financial statements that are free Standard and we have fulfilled our be materially misstated. If we identify from material misstatement, whether other ethical responsibilities in

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

due to fraud or error.

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.

In preparing the financial statements, the trustees are responsible for assessing the group 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.

1. We enquired of management, the normal course of business. which included obtaining and reviewing supporting Because of the inherent limitations documentation, concerning the of an audit, there is a risk that we group’s policies and procedures will not detect all irregularities, relating to: including those leading to a material 2. Identifying, evaluating, and misstatement in the financial complying with laws and statements or non-compliance with regulations and whether they regulation. This risk increases the were aware of any instances of more that compliance with a law non-compliance; or regulation is removed from the 3. Detecting and responding to the events and transactions reflected in risks of fraud and whether they the financial statements, as we will have knowledge of any actual, be less likely to become aware of suspected, or alleged fraud; instances of non-compliance. The risk 4. The internal controls established is also greater regarding irregularities to mitigate risks related to fraud occurring due to fraud rather than or non-compliance with laws and error, as fraud involves intentional regulations. concealment, forgery, collusion, 5. We inspected the minutes of omission or misrepresentation.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

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

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 7. 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.

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

6. We obtained an understanding of the legal and regulatory framework that the 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 group from our professional and sector experience.

Use of our report

This report is made solely to the parent charity’s trustees as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the parent charity’s 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 parent charity and the parent charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed

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

8. We reviewed any reports made to regulators.

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 are set out below.

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

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

Date: 05/10/2023

Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

11. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments,

Capability of the audit in detecting irregularities

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act

2006

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FINANCIAL

ACTIVITIES

FOR THE YEAR ENDED 31 DECEMBER 2022

BALANCE

SHEET

AS AT 31 DECEMBER 2022

Consolidated Statement of Financial Activities for the Year Ended 31 December 2022

	NOTE		2022		2021
		Unrestricted funds	Restricted funds	Total funds	Total funds
		£	£	£	£
Income from
Donations and legacies	3	2,582,518	4,944,014	7,526,532	6,363,140
Grants	4	-	22,852,018	22,852,018	19,729,218
Other income	5	5,500	-	5,500	65,712
Total income		2,588,018	27,796,032	30,384,050	26,158,070
Expenditure on
Raising funds	6	341,538	798,595	1,140,133	1,208,538
Charitable activities	7	1,090,580	27,211,914	28,302,494	23,739,401
Total resources expended		1,432,118	28,010,510	29,442,627	24,947,939
Net incoming/(outgoing) resources for the		1,155,900	(214,479)	941,421	1,210,131
year
Other recognised gains and losses		-	-	-	-
Transfers between funds		(239,574)	239,574	-	-
Net movement in funds		916,326	25,095	941,421	1,210,131
Total funds brought forward		3,242,843	2,351,951	5,594,794	4,384,663
Total funds carried forward	17	4,159,169	2,377,046	6,536,215	5,594,794

The notes on pages 107 to 116 form an integral part of these financial statements.

The Board of Trustees have not included a separate Statement of Financial Activities of The Parent Charity (AFH). For the year ended 31 Dec 2022, the Parent Charity received income of £15.5m (2021: £5.4M) and incurred expenditure of £13.9M (2021: £5.6M).


	NOTE	2022	2021	2022	2021
		£	£	£	£
Fixed assets:
Tangible assets	13	725,979	373,022	725,979	373,022
Investment Properties	14	-	240,000	-	240,000
Total fxed assets		725,979	613,022	725,979	613,022
Current assets:
Debtors	15	2,799,198	2,090,897	2,753,913	1,298,112
Cash at bank and in hand		5,963,805	5,403,746	3,364,285	2,381,844
Total current assets		8,763,003	7,494,643	6,118,197	3,679,956
Creditors and accruals:
Amounts falling due within one year	16	2,952,767	2,512,871	2,350,248	2,914,027
Total current liabilities		2,952,767	2,512,871	2,350,248	2,914,027
Net current assets		5,810,236	4,981,772	3,767,950	765,929
Net assets		6,536,215	5,594,794	4,493,928	1,378,951
The funds of the Charity
Unrestricted funds	17	4,159,169	3,242,843	363,967	517,888
Restricted funds	17	2,377,046	2,351,951	4,129,961	861,063
Total funds		6,536,215	5,594,794	4,493,928	1,378,951

The financial statements were approved by the trustees, and authorised for issue on 05/10/2023 and signed on their behalf by

Dr Mounir Hakimi

Chair Board of Trustee

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CONSOLIDATED STATEMENT

OF CASH FLOWS

FOR THE YEAR ENDED 31 DECEMBER 2022

	2022	2021
	£	£
Cash fows from operating activities
Net cash (expenditure)/income	941,423	1,210,132
Adjustments to cash fows from non-cash items
Depreciation	28,136	15,848
Transfer of fxed assets	-	57,367
Revaluation of Investments	-	-
	969,560	1,283,347
Working capital adjustments
(Increase) /decrease in debtors	(708,301)	5,816
Increase/(decrease) in creditors	439,894	435,545
Net cash fows from operating activities	701,153	1,724,708
Cash fows from investing activities
Purchase of tangible fxed assets	(141,094)	(74,495)
Repayment of loans as fnancing activities	-	(460,735)
Net cash fows from investing activities	(141,094)	(535,230)
Net increase in cash and cash equivalents	560,059	1,189,478
Cash and cash equivalents at 1 January	5,403,746	4,214,268
Cash and cash equivalents at 31 December	5,963,805	5,403,746

NOTES TO THE FINANCIAL

STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2022

presentational currency of the entity.

Going concern

Charity status

The charity's Functional currency of the Charity is US Dollar, EUR and GPB.

The charity is an charity incorporated organisation (CIO - Foundation). The Trustees have limited liability.

The Trustees have, at the time of approving the financial statements, a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future.

Basis of consolidation

The consolidated financial statements consolidate the financial statements of the charity and its subsidiaries undertaking drawn up to 31 December 2022.

The principal place of business is:

6 Carolina Way Salford Greater Manchester M50 2ZY

The Trustees consider that there 2022. are no material uncertainties about the charitable company’s ability A subsidiary is an entity controlled by to continue as a going concern. the charity. Control is achieved where Accordingly, they continue to adopt the charity has the power to govern the going concern basis in preparing the financial and operating policies of the financial statements as outlined in an entity so as to obtain benefits from the Financial Review. its activities.

Accounting policies

Summary of significant accounting policies and key accounting estimates

Income and endowments

The principal accounting policies applied in the preparation of these financial statements are set out below.

The Statement of Financial Activities applied in the preparation of these (SOFA) and Group Balance Sheet financial statements are set out below. consolidate the financial statements of the Charity and its wholly-owned These policies have been consistently subsidiary undertaking Syria Relief. applied to all the years presented, unless otherwise stated.

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.

The results of the subsidiary are consolidated on a line-by-line basis.

Statement of compliance

Donations and legacies

Exemption

These statements have financial been prepared in accordance with UK Generally Accepted Accounting Practice, comprising Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (‘FRS 102’) and the Statement of Recommended Practice ‘Accounting and Reporting by Charities’ FRS 102 as revised in 2019 (‘the SORP’), together with the reporting requirements of the Charities Act 2011.

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.

The charity is a qualifying entity as defined by FRS 102 and, as such, has taken advantage of the following exemptions:

presenting a statement of entity cash flows on the grounds that the relevant information is included within the consolidated information presented within these financial statements;

presenting certain financial instruments disclosures on the grounds that the relevant information is included within the consolidated information presented within these financial statements; and

Basis of preparation

Action For Humanity is a public benefit entity as defined by FRS 102.

presenting information concerning key

management personnel compensations.

The statements are financial presented in sterling, which is the

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Grants receivable and those costs of an indirect nature Pensions and other post retirement necessary to support them. obligations

Grants are recognised when the

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.

Grant provisions

charity has an entitlement to the Grant provisions funds and any conditions linked to the grants have been met. Where Provisions for grants are made when performance conditions are attached the intention to make a grant has to the grant and are yet to be met, been communicated to the recipient the income is recognised as a liability but there is uncertainty about either and included on the balance sheet as the timing of the grant or the amount deferred income to be released. of grant payable.

Deferred income

Governance costs

Deferred income represents amounts These include the costs attributable received for future periods and is to the charity’s compliance with released to incoming resources in the constitutional and statutory period for which, it has been received. requirements, including audit, Such income is only deferred when: strategic management and trustees’s meetings and reimbursed expenses.

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.

The donor specifies that the grant or donation must only be used in future accounting periods; or

Tangible fixed assets

Critical accounting judgements and
• The donor has imposed conditions which Individual fixed assets are initially key sources of estimation uncertainty must be met before the charity has recorded at cost, less any subsequent unconditional entitlement.

accumulated depreciation and The Trustees are required to subsequent accumulated impairment make judgements, estimates, and losses. assumptions about the carrying value of assets and liabilities that are not Depreciation and amortisation readily apparent from other sources. The estimates and underlying Depreciation is provided on tangible assumptions are based on historical fixed assets so as to write off the experience and other factors that cost or valuation, less any estimated are considered to be relevant. residual value, over their expected Actual results may differ from these useful economic life as follows: estimates.

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.

useful economic lif	e as follows:	estimates.
Asset class	Depreciation method and rate	*Signifcant Judgement*
Fixtures & Fittings Equipment	12.5% straight line 25% straight line	There are no signifcant judgements having a material efect on the fnancial statements.
Buildings	50 years	*Signifcant Estimate*

Investment properties are valued annually by the trustees using a professional advisor. There is an inevitable degree of judgement involved in that each property is unique and value can only ultimately be reliably tested in the market itself. The value of the investment property which is adjacent to the building used by the charity is determined by using the square foot usage of the total premises owned by the charity.

Investment properties

Investment properties are measured Raising funds at cost on initial recognition and subsequently carried at fair value These are costs incurred in attracting determined annually by external voluntary income, the management valuers and derived from the current of investments and those incurred in market values for comparable real trading activities that raise funds. estate, adjusted if necessary for any Charitable activities difference in the nature, location or condition of the specific asset. No Charitable expenditure comprises depreciation is provided. Changes in fair value are recognised in income or those costs incurred by the charity expenditure. in the delivery of its activities and services for its It beneficiaries. includes both costs that can be allocated directly to such activities

3. INCOME FROM DONATIONS AND LEGACIES

	£ unrestricted funds General	£ Restricted funds	£ Total 2022
Donations and legacies
Donations to major appeals	2,014,369	4,944,014	6,958,383
Gift aid reclaimed	568,150	-	568,150
	2,582,519	4,944,014	7,526,533
prior year	unrestricted funds General	Restricted funds	Total 2021
	£	£	£
Donations and legacies
Donations to major appeals	1,561,525	4,098,319	5,659,844
Gift aid reclaimed	703,296	-	703,296
	2,264,821	4,098,319	6,363,140

4. INCOME FROM GRANTS

	Unrestricted	Restricted	Total	Total
	funds	funds	funds	funds
	2022	2022	2022	2021
Grants from organisations	£ -	£ 22,852,018	£ 22,852,018	£ 19,729,218
Total income from charitable activities	-	22,852,018	22,852,018	19,729,218

5. OTHER INCOME

		Unrestricted	Restricted	Total	Total
		funds	funds	funds	funds
		2022	2022	2022	2021
		£	£	£	£
Rental	Income	5,500	-	5,500	22,000
Grants		-	-	-	43,712
Total		5,500	-	5,500	65,712

6. EXPENDITURE ON RAISING FUNDS

2022

2021

	£	£
Fundraising and marketing costs	798,596	767,762
Support cost allocation	341,538	440,786
Total	1,140,134	1,208,548

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7. CHARITABLE ACTIVITIES

	Unrestricted	Restricted	Total	Total
	2022	2022	2022	2021
	£	£	£	£
Medical	-	5,697,225	5,697,225	3,637,412
Food, shelter, humanitarian aid & clothing	-	8,343,018	8,343,018	9,856,313
Social and cultural	-	1,424,602.97	1,424,603	2,090,998
Education	-	2,532,854	2,532,854	3,701,432
Orphans	-	429,478	429,478	1,703,633
Other projects	965,462	7,440,936	8,406,398	2,419,808
Support costs	125,118	1,343,800	1,468,918	329,794
	1,090,580	27,211,914	28,302,494	23,739,390

10. STAFF COSTS

0. STAFFCOSTS
	2022	2021
	£	£
Wages and salaries	2,991,086	2,704,343
Social security costs	86,115	60,060
Pensions	15,541	13,629
	3,094,763	2,778,032

Overseas wages and salaries amounting to £2,063,704 (2021: £2,009,470) are included in wages and salaries above.

The monthly average number of persons (including senior management team) employed by the group during the year expressed as full time equivalents was as follows:

8. ANALYSIS OF SUPPORT COST

	Finance	Administration	Premises	Total	Total
	2022	2022	2022	2022	2021
Charitable Activities	£	£	£	£	£
Medical	12,520	273,235	26,121	311,876	61,485
Food, shelter,
humanitarian aid &	18,335	400,125	38,251	456,711	93,500
clothing
Social and cultural	3,131	68,323	6,532	77,985	74,638
Education	5,566	121,474	11,613	138,653	17,072
Orphans	944	20,597	1,969	23,510	45,068
Other projects	18,474	403,165	38,542	460,181	1,802
Support costs	-	-	-	-	36,229
	58,970	1,286,919	123,027	1,468,917	329,794
Raising funds	13,711	299,221	28,605	341,537	440,786
Total	13,711	299,221	28,605	341,537	440,786

year expressed as full time equivalents was as follows:
	2022	2021
	No	No
Charitable activities	144	160
Fundraising and Marketing	27	19
Admin and Support	2	6
	173	185

There is one employee that received emoluments of more than £60,000 during the year. (2021: 1employee).

Salary Band	2022	2021
£60,000 - £70,000	-	-
£70,000 - £80,000	-	-
£80,000 - £90,000	1	1

Support costs are apportioned proportionally to activity. Any overseas office costs have been directly attributed to the costs of delivering charitable activities in the country.

9 TRUSTEES REMUNERATION AND EXPENSES

Neither the trustees nor any persons connected with them have received any remuneration and expense reimbursement during the current or prior year

11. TAXATION

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

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12. NET INCOMING RESOURCES

Audit fees Accountancy Depreciation

----- Start of picture text -----
2022 2021
£ £
31,250 29,000
7,500 25,000
28,1362 15,848
----- End of picture text -----

14. INVESTMENT PROPERTIES

----- Start of picture text -----
GROUP & CHARITY 2022 2021
£ £
Valuation
At 1 January 2022 240,000.00 240,000.00
Reclassification
At 31 March 2022 (240,000.00)
Valuation As at
At 31 December 2022 240,000
----- End of picture text -----

GROUP & CHARITY

13. TANGIBLE FIXED ASSETS

15. DEBTORS

HARITY AND GROUP	Land & Buildings	Furniture and equipment	Total
Cost	£	£	£
At 1 January 2022	322,500	74,495	396,995
Additions	-	141,094	141,094
Reclassifcation	240,000	-	240,000
Disposal	-	-	-
At 31 December 2022	562,500	215,589	778,089
Depreciation
At 1st January 2022	8,794	15,179	23,973
Charge for the year	10,050	18,086	28,137
At 31 Dec 2022	18,844	33,265	52,110
Net Book Value
At 31 December 2022	543,656	182,323	725,979
At 31 December 2021	313,706	59,316	373,022

CHARITY AND GROUP

5. DEBTORS
		GROUP			CHARITY
	2022		2021	2022		2021
	£		£	£		£
Prepayments	82,448		54,774	82,448		54,775
Accrued income	1,795,681		1,937,148	1,750,396		1,144,363
Receivables	-		17,746	-		17,746
Other debtors	921,068		81,229	921,068		81,229
	2,799,198		2,090,897	2,753,913		1,298,113

16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

GROUP CHARITY

	2022	2021	2022	2021
	£	£	£	£
Other creditors and accrual	2,952,765	2,512,871	2,350,248	1,910,355
Payable to subsidiary	-	-	-	1,003,672
Deferred income	-	-	-	-
	2,952,765	2,512,871	2,350,248	2,914,027

Amount repayable to subsidiary undertaking is interest free and repayable on demand.

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17. MOVEMENT IN FUNDS

	At 1 January 2022	Income	Expenditure	Transfer between funds	At 31 December 2022
Restricted funds	£	£	£	£	£
Medical	-	6,059,673	(5,697,225)	-	362,448
Food, shelter,
humanitarian aid &	-	8,497,205	(8,343,018)	-	154,187
clothing
Social and cultural	1,360,077	861,583	(734,191)	-	1,487,469
Education	-	2,905,797	(2,532,854)	-	372,944
Orphans	226,288	174,417	(429,478)	28,773	-
Other projects	765,586	9,297,357	(10,273,744)	210,801	-
	2,351,951	27,796,032	(28,010,510)	239,574	2,377,047
Unrestricted Funds
General funds	3,242,843	2,588,018	(1,432,118)	(239,574)	4,159,169
Unrestricted funds	3,242,843	2,588,018	(1,432,118)	(239,574)	4,159,169
Total movement on	5,594,794	30,384,050	(29,442,628)	-	6,536,215

reserves

The transfer from general to restricted funds represents the use of general funds to fund restricted projects.

18. ANALYSIS OF NET ASSETS BETWEEN FUNDS GROUP

unrestricted	Restricted	Total funds at 31
funds General	funds	December 2022
£	£	£
725,979	-	725,979
3,449,529	4,873,578	8,323,107
(16,339)	(2,496,532)	(2,512,871)
4,159,169	2,377,046	6,536,215

Tangible fixed assets Current assets Current liabilities

unrestricted	Restricted	Total funds at 31
funds General	funds	December 2021
£	£	£
373,022	-	373,022
240,000	-	240,000
2,646,160	4,848,484	7,494,644
(16,339)	(2,496,532)	(2,512,871)
-	-	-
3,242,843	2,351,952	5,594,795

Tangible fixed assets Investment properties Current assets Current liabilities Creditors over 1 year

Comparatives for movement in funds

	At 1 January 2021	Income	Expenditure	Transfer between funds	At 31 December 2021
	£	£	£	£	£
Medical	-	3,359,984	3,861,688	502,522	-
Food, shelter,
humanitarian aid &	-	9,661,171	9,937,483	276,312	-
clothing
Social and cultural	444,431	3,259,157	2,343,511	-	1,360,077
Education	-	3,525,081	3,659,172	134,091	-
Orphans	250,776	1,824,383	1,848,871	-	226,288
Other projects	900,713	2,163,128	2,298,255	-	765,586
Movement on
	1,595,920	23,792,904	23,948,980	912,925	2,351,951
restricted funds
Designated funds	-	-	-	-	-
General funds	2,788,743	2,365,984	998,959	(912,925)	3,242,843
Movement in
	2,788,743	2,365,984	998,959	(912,925)	3,242,843
unrestricted funds
Total Funds	4,384,663	26,158,888	24,947,939	-	5,594,794

19. FINANCIAL INSTRUMENTS

Financial assets measured at amortised cost Financial liabilities measured at amortised cost

2021	2021
£	£
8,763,003	7,439,896
2,952,765	2,512,871
11,715,767	9,952,767

116

117

ACTION FOR HUMANITY ANNUAL REPORT 2022

20. RELATED PARTY TRANSACTIONS

At 31 December 2022 the Group had no related party transactions

REFERENCE AND

ADMINISTRATIVE DETAILS

21. CAPITAL COMMITMENT

At 31 December 2022 the Group had no capital commitment.

22. CONTINGENT LIABILITY

At 31 December 2022 the Group had no known contingent liabilities in the financial statements.

23. CONTROL RELATIONSHIP

Action For Humanity (formerly SRIC Limited) is the sole corporate trustee of Syria Relief whereby Action For Humanity has the power to govern the financial and operating policies of Syria Relief. Financial statement of Syria Relief is available from 6 Carolina Way, Salford, Greater Manchester, M50 2ZY

Trustees

Mr Mounir Hakimi, Chairman Solicitors 1 The Sanctuary Mr Irfan Munir Westminster General Secretary London SW1P 3JT Mr Louai Al-Abed, Treasurer Dr Ayman Jundi Mrs Abeer Zabadne Dr Mohammad Anas Nashawi Mr Tamim Estwani

Lee Bolton Monier-Williams

The trustees listed on page one are the ultimate controlling parties of Action For Humanity.

Bankers

Barclays Bank plc

1 Churchill Place Canary Wharf London E14 5HP

Principal Office 6 Carolina Way

Salford

Greater Manchester M50 2ZY

Royal Bank of Scotland plc

467 Wilmslow Road

Withington Manchester M20 4AN

Auditor

Sayer Vincent LLP

Invicta House, 108-114 Golden Lane London EC1Y 0TL

Charity Registration 1154881 Number

119

118

ACTION HUMANITY ACTION FOR HUMANITY www.actlonforhumanityry Charity No. 1154881