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← Action For Humanity

2023-12-31-accounts

ACTION FOR HUMANITY - ANNUAL REPORT 2023

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20 ANNUAL REPORT 23 & FINANCIAL STATEMENT

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

ANITY

1700+ Employees
13Years of experience
7Ofces worldwide		 TABLE OF
CONTENTS		 TRUSTEES’ ANNUAL REPORT(FOR THE YEAR ENDED 31 DECEMBER 2023)
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REFERENCE AND ADMINISTRATIVE DETAILS
5
MESSAGE FROM THE CEO
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MESSAGE FROM THE CHAIRMAN
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INTRODUCTION
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TESTIMONIES FROM RIGHT HOLDERS
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GEOGRAPHICAL PRESENCE AND GLOBAL STRATEGY
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PROGRAMMES 2023 GOALS
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CROSS CUTTING THEMES
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EMERGENCY
RESPONSE		 TÜRKIYE/SYRIA EARTHQUAKE RESPONSE
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GAZA EMERGENCY RESPONSE
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MOROCCO EARTHQUAKE RESPONSE
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LIBYA FLOOD RESPONSE
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GENERAL
PROGRAMMES		 SYRIA OUTLINE – 2023
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YEMEN OUTLINE – 2023
32
PALESTINE OUTLINE – 2023
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LEBANON OUTLINE – 2023
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JORDAN OUTLINE – 2023
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PAKISTAN OUTLINE – 2023
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AFGHANISTAN OUTLINE – 2023
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BANGLADESH OUTLINE – 2023
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SOMALIA OUTLINE – 2023
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STRATEGIC PRIORITIES FOR 2024
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UK DOMESTIC OPERATIONS
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OUR PEOPLE
50
ACTION FOR HUMANITY ADVOCACY REVIEW
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MARKETING, COMMUNICATIONS AND PR
58
INSTITUTIONAL FUNDING & STRATEGIC PARTNERSHIPS
60
MEMBERSHIPS, NETWORKS & ACCREDITATIONS
62
STRUCTURE, GOVERNANCE AND MANAGEMENT
64
APPOINTMENT OF NEW TRUSTEES
65
PRINCIPAL RISKS AND UNCERTAINTIES
67
FINANCIAL OVERVIEW
70
STATEMENT OF TRUSTEES’ RESPONSIBILITIES
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WELCOME TO ACTION FOR HUMANITY Annual Report 2023

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31 DECEMBER 2023

The trustees present their report for the year ended 31 December 2023, in compliance with the charity’s constitution and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

Action For Humanity is a Charitable Incorporated Organisation dedicated to alleviating poverty and addressing issues of injustice and inequalities through humanitarian, development and advocacy interventions.

REFERENCE AND ADMINISTRATIVE DETAILS

Dr Mounir Hakimi, Chairman Mr Irfan Munir Dr Ayman Jundi, General Secretary Mr Louai Al-Abed, Treasurer Dr Mohammad Anas Nashawi Mrs Abeer Zabadne Mr Tamim Estwani (Resigned 20 February 2024)

Trustees

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. On 15 February 2024 Syria Relief was made a linked charity with 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 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.

Principal Office

6 Carolina Way Salford Greater Manchester M50 2ZY

Charity Registration Number 1154881 Lee Bolton Monier-Williams 1 The Sanctuary Solicitors Westminster London SW1P 3JT

Barclays Bank plc Royal Bank of Scotland plc
1 Churchill Place 467 Wilmslow Road
Bankers
Canary Wharf Withington
London Manchester
E14 5HP M20 4AN

Sayer Vincent LLP 110 Golden Lane London EC1Y 0TG

Auditor

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

2023 marks another difficult and turbulent year, not just for Action For Humanity, but the world. From the harrowing earthquakes in TürkiyeSyria, where we sadly lost members of our own team, to the devastating catastrophes hitting Morocco, Libya, Afghanistan, Yemen, and Lebanon, exacerbating the levels of extreme poverty, hunger, and displacement globally. And, of course, the ongoing crisis tearing apart Gaza, leading to the spiralling death toll and historic levels of internal displacement, hunger, and carnage.

nephews, and nieces, their lives ripped apart by this tragedy. It was a tragedy that impacted the Action For Humanity family like none we have experienced to date.

As soon as the earthquakes struck, our utmost priority was to ensure the wellbeing of our staff and the delivery of emergency assistance to the people affected by this disaster – the very reason our organisation exists. While continuously advocating and tackling the effects of a conflict with no end in sight, our teams managed simultaneous emergencies in Morocco and Libya, swiftly mobilising within hours and delivering life-saving aid in hard-toreach, affected areas.

With a multitude of disasters converging throughout 2023, our unbroken ethos and dedication to assisting those most in need drove us to reach over 5 million direct right holders through our sustainable aid and development programmes globally. This was only possible through the empowerment provided by the Action For Humanity community – whether you are a generous donor, determined partner, passionate volunteer, or committed staff member, you were an integral cog in our work enabling us to reach a record-breaking number of people and helping us move a few steps closer to achieving our vision of “a world of crises-resilient communities.”

direct right holders through our With the death toll growing daily, sustainable aid and development frequent outrageous attacks on programmes globally. This was only journalists and aid workers, the Gaza possible through the empowerment conflict, which started in 2023, is a provided by the Action For Humanity harrowing one. Innocent loss of life community – whether you are a is utterly inexcusable. It is also a call generous donor, determined partner, to action for our organisation and passionate volunteer, or committed the humanitarian sector – testing our staff member, you were an integral resolve, willpower and determination cog in our work enabling us to reach to respond in unprecedentedly dire a record-breaking number of people conditions. Alongside more than and helping us move a few steps 60 other UK-based organisations, closer to achieving our vision of “a we unequivocally called for an world of crises-resilient communities.” immediate and permanent ceasefire, and full accountability for any The devastation of the Türkiyeperpetrators of abuse. On the ground, Syria earthquakes in February of we mounted a full-scale emergency 2023 hit close to home for Action response, providing food, water, For Humanity. Two members of our hygiene kits, medical aid, sanitation own team were killed - a medical services, and temporary shelters to and MEAL professional - people thousands affected. motivated to do all they can to save the lives of Syrians, lost theirs to this 2023 has shown that the obstacles tragedy. Dozens of our team lost we face may be daunting, unsettling, parents, cousins, uncles, aunties, and even traumatic, but our resolve

and drive remain unshakeable. Side-by-side, we will continue to advocate and amplify the voices of those most vulnerable in the world.

We will continue to serve humanity through shared and unified action. We will continue to make a difference, building resilience and paving the way for a better future, no matter the challenge.

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Othman Moqbel

CEO

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MESSAGE FROM THE CHAIRMAN

in Morocco, Libya, Gaza, the floods in Yemen, and the Lebanon El Hilwa campfire. Overall, AFH reached a total of 5,313,016 individuals

2023 has been one of the most challenging yet rewarding years that Action For Humanity has experienced in our 12 years of operations and growth. The flexibility, determination, and grit shown by our team around the world have been inspiring and immensely encouraging. Despite war and disaster, we as the trustees have never once doubted the ability of our community to support, and our colleagues to work tirelessly to provide relief to millions of people. Our brand has grown, our name has been solidified. We are visible on the international stage, and operational in villages and communities in the hardest-to-reach geographies across the globe. With over 5 million people impacted in 2023, we now support 10 people every single minute, on average.

through our sustainable emergency programmes, further highlighting our commitment to making a meaningful difference in the lives of those we serve.

I know I speak on behalf of the entire Action For Humanity team when I say this: what we have achieved this year, and those in the past, could never have been done without the compassion shown to us by our donors and partners. This has been an incredible team effort, getting us to this point, and you should be proud to know that you are wholeheartedly a huge part of that team.

In the face of adversity this year, our team rallied together, demonstrating resilience and solidarity in times of extreme vulnerability. The tragic earthquake disaster in Türkiye-Syria, which led to the unfortunate loss of Action For Humanity team members, was a testament to our unwavering dedication. The establishment of Massa Village, in memory of our country director’s niece, who was tragically lost during the earthquake, and our swift response reinforced our commitment to building resilient communities and providing immediate lifesaving support.

We have overcome every challenge thrown at us in 2023 with the knowledge and expertise garnered in over a decade of humanitarian response and developmental projects. Action For Humanity was on the ground in Turkey within 4 hours of the initial earthquake. In Gaza, we had projects being carried out within 24 hours, and in Morocco, we had mobilised our international teams into the country within 96 hours. We truly are Action For Humanity, in every sense.

This report is a testament to our agility, resilience, and ambition. It is the combined efforts of some 200 members of staff buoyed by

Action For Humanity also responded effectively to multiple emergencies simultaneously, ensuring needspecific humanitarian aid in disaster and conflict-affected regions worldwide. This included responses

thousands and thousands of donors and supporters, working hard, working efficiently and working with assuredness that the end result is a

positive difference in the lives of the communities we exist to serve. You may ask yourself how we can do this? I implore you to read on and discover the unwavering spirit and dedication that drives Action For Humanity.

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Dr. Mounir Hakimi

Chairman

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

INTRODUCTION

these hardships, our team rallied aid in disaster and conflict-affected together, demonstrating resilience regions worldwide, which included and solidarity in times of extreme Morocco, Libya, Gaza, the floods in vulnerability. The establishment Yemen, and the Lebanon El Hilwa of Massa Village in memory of our campfire. Overall, AFH reached country director’s niece and the a total of 5,313,016 individuals swift response to the earthquake in through our sustainable emergency Türkiye reinforced our commitment programmes, further highlighting our to building resilient communities commitment to making a meaningful and providing immediate difference in the lives of those lifesaving support. we serve.

Action For Humanity (AFH) is pleased to present its Annual Report for the year 2023. This report reflects our organisation’s achievements, challenges, and impact in our ongoing mission to provide humanitarian assistance and support to communities in need.

In 2023, AFH achieved significant milestones amidst various challenges, including the tragic earthquake disaster in Türkiye, which led to the unfortunate loss of AFH team members. Despite

AFH also responded effectively to multiple emergencies simultaneously, ensuring need-specific humanitarian

OUR VISION

“A world of crises-resilient communities.”

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

OUR MISSION

Believe in the cause

OUR VALUES

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

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

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

TESTIMONIES FROM RIGHT HOLDERS

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SALEH AHMED

LAILA

“In the support group, I found a “The selling kiosk has been a “When the earthquake struck, I glimmer of light—a safe space game-changer for me,” Saleh, feared for my life,” he recalls, his where I could share my pain, my shares with a sense of pride. voice trembling with emotion. fears, and my hopes “It’s not just about making a “But thanks to the assistance without judgment.” living—it’s about reclaiming my we received from Action For independence and dignity. With Humanity, I no longer feel alone in this opportunity, I feel empowered this struggle. Knowing that there to provide for my family and are people who care about us, contribute to our community’s who are willing to lend a helping economic well-being.” hand in our time of need, gives me strength and hope for the future.”

OVER 15 MILLION PEOPLE SUPPORTED SINCE 2011

GEOGRAPHICAL PRESENCE AND GLOBAL STRATEGY

Action For Humanity (AFH), formerly known as Syria Relief, has been a pivotal force in humanitarian assistance since the onset of the Syrian crisis in 2011. As newer and more protracted conflicts and crises emerge, AFH is expanding its operations to encompass other regions such as the Palestinian Territories, Yemen, Iraq, and beyond, while maintaining Syria as its primary focus. This strategic expansion aligns with AFH’s overarching goal of fostering crisis-resilient communities globally, underpinned by a commitment to anticipatory humanitarian action and resilience-building initiatives. Below is an updated list of all countries AFH worked in during the year 2023. AFH concentrated its efforts on achieving several objectives, contributing to the 3 strategic goals of the organisation portrayed in the thematic areas infographic and the strategic map:

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WHERE
WE
WORK
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SYRIA BANGLADESH TURKEY AFGHANISTAN IRAQ SOMALIA YEMEN PAKISTAN JORDAN PALESTINE LEBANON UNITED KINGDOM MOROCCO LIBYA

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

PROGRAMMES 2023 GOALS

STRATEGIC GOAL 1

Strengthening anticipatory and principled humanitarian action and advocating for vulnerable communities.

OBJECTIVES

  1. To ensure humanitarian responses are timely, effective, and inclusive, while maximising geographical outreach

In 2023, AFH responded promptly to various emergencies. The response times for different types of emergencies in different countries were as follows:

AFH is responding to natural and man-made disasters in areas which are beyond the relief capacity of national authorities or where governance and legal infrastructure has been decimated by conflict. In terms of geographical outreach, Syria has been at the forefront of our humanitarian response. Along with providing relief to vulnerable and displaced communities inside Syria, we have reached out to Syrian refugees and host communities in the neighbouring countries e.g., Jordan and Lebanon.

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COUNTRY RESPONSE TIME
4 HOURS AFTER
TURKEY EARTHQUAKE – SYRIA
THE EARTHQUAKE
24 HOURS AFTER
YEMEN FLOODS
THE FLOOD
GAZA EMERGENCY RESPONSE
72 HOURS
AIN EL HILWA CAMP RESPONSE
MOROCCO EARTHQUAKE RESPONSE 96 HOURS
LIBYA FLOOD RESPONSE 120 HOURS
GAZA EMERGENCY RESPONSE 24 HOURS
RESTORE
RESPOND.
MOBILISE.
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SYRIA/ TURKEY
523,112 across Idleb and Aleppo £ 3, 349,578
EARTHQUAKE RESPONSE
5,400 Right holders received NFIs (including
LEBANON AIN EL HILWA CAMP
Mattresses, pillows, blankets, diapers) hot £ 7,857
EMERGENCY RESPONSE
meals and water.
MOROCCO 5,625Right holders received Food packs, hot
£ 169,509
EARTHQUAKE RESPONSE meals and NFIs including tents
LIBYA 3,320 received food packs and NFIs - East
£ 81,498
FLOODING RESPONSES Libya (Bayda and Derna)
YEMEN 6,300 Right holders received NFIs including
£ 95,000
FLOOD RESPONSE tarpaulin provided.
99,750 plus Right holders reached through
GAZA
distribution of hot meals, food vouchers, £ 609,954
EMERGENCY RESPONSE
medicine, baby formula, water.
TOTAL 634,262 £4,313,396
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to further improve the quality and disasters occurred or at least before accountability of our work to all the full extent of a disaster’s effects stakeholders including affected occurred. Examples of this were populations and donors. The core seen through our cholera outbreak humanitarian standards were response in Syria. As soon as a case referenced to as a benchmark broke out, AFH ensured hospitals to demonstrate commitment to were equipped with the right transparency and accountability. medication to curb further increase. AFH also ensured that enough beds 3. To improve the in the children’s wards were procured effectiveness of for the hospital to be able to manage disaster risk reduction the cases that could have come in. and management in humanitarian programmes Disaster risk management was

  1. To enhance operational disaster preparedness to deliver quality humanitarian response.

AFH saw an increase in selfimplementation in countries like Yemen and Palestine but also expanded its portfolio into Morocco, Libya, Pakistan and Palestine. AFH strengthened and expanded its operations conflict in terms of quality, efficiency, and outreach to support rapid humanitarian response for people affected by natural disasters and armed conflict.

Disaster risk management was made an essential component of our humanitarian response along with improving effectiveness of disaster risk reduction.

AFH in 2023 tailored some responses under ‘anticipatory action’ ensuring we provided critical support to at-risk communities before

Quality assurance strengthened in line with the recognised standards

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

SYRIA/ TURKEY - EARTHQUAKE RESPONSE

LEBANON AIN EL HILWA CAMP - EMERGENCY RESPONSE

MOROCCO - EARTHQUAKE RESPONSE

YEMEN - FLOOD RESPONSE

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LIBYA - FLOODING RESPONSES
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GAZA - EMERGENCY RESPONSE

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STRATEGIC GOAL 2

Maximising impact and building resilience to conflict, disaster, and extreme poverty.

along with strongly encouraging local implementing partners to think creatively and differently.

Our programmes in 2023 were designed based on integrated programmatic responses, also known as the ‘humanitarian-development-

peacebuilding nexus’ or ‘Triple Nexus’. We, as an organisation, strived to build the resilience of communities and link relief, rehabilitation, and development across our responses

  1. To respond in a more integrated manner, in line with the Triple Nexus.

Conflicts are increasingly protracted along with climate-related shocks being more intense and frequent. Both contribute to a cycle of vulnerability and poverty, and sustainable development is not possible without long term and durable solutions. 2023 saw AFH focus on resilience building and disaster risk reduction designed around adaptation. Examples of these could be seen through our Extreme Weathers campaign, Gift For Life campaign etc.

OBJECTIVES

  1. To support vulnerable people through innovative and long-term solutions in line with the Triple Nexus

AFH has maintained humanitarian response at the forefront of all its interventions. However, the organisation also understands the need for a more integrated response in line with the triple nexus. Therefore, more long-term interventions including food security and livelihoods, education and WASH have been implemented alongside immediate relief. 2023 saw our sustainable programme portfolio increase massively in the education sector, WASH sector, health, livelihood, and shelter sectors.

With the knowledge that numerous large-scale emergencies in the future will be connected to climate change, AFH has started the process of incorporating environmental preservation in our response and further integrating this in both immediate response and long-term solutions.

AFH incorporated innovation in project design and implementation

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

CROSS CUTTING THEMES

from 2015 to 2021 ranking as the seven warmest on record. Sea levels are projected to rise by 30 to 60 centimetres by 2100, even with significant reductions in greenhouse gas emissions (UN: 2022). Between 3 billion and 3.6 billion people live in highly climatevulnerable contexts, and by 2030, an estimated 700 million people may face displacement due to drought alone. AFH continues to witness a significant increase in humanitarian disasters linked to climate change, including floods in Pakistan, Yemen, and Afghanistan, as well as drought in East Africa, in 2023. To address these challenges, we integrate environmental considerations into our humanitarian efforts, prioritising options with minimal environmental impact in projects such as water, sanitation, and hygiene (WASH) initiatives.

GENDER:

Globally, the prevalence of genderbased violence remains a significant concern, with approximately 26% of ever-partnered women aged 15 and older (641 million) having experienced physical and/or sexual violence by a spouse or intimate partner at least once in their lifetime. Furthermore, a 2021 survey across 13 countries indicated that 45% of women reported experiencing violence or knowing someone who had since the onset of COVID-19. Additionally, despite progress in reducing child marriage rates, nearly one in five young women were married before turning 18 in 2021. The COVID-19 pandemic has exacerbated these challenges, with up to 10 million more girls projected to become child brides by 2030, in addition to the 100 million already atrisk pre-pandemic (UN: 2022). AFH remains committed to addressing these issues through various initiatives, including empowering girls through education, vocational training for women-led households, and business training for widows in conflict-affected regions such as Yemen, Syria, Palestine, and Lebanon. In 2023, our efforts reached approximately 2.8 million women, reflecting our ongoing commitment to gender equality and empowerment.

SAFEGUARDING AND PROTECTION:

Sexual violence continues to training for women-led households, be a pervasive issue in conflictand business training for widows affected areas, exacerbating in conflict-affected regions such as gender inequalities and impacting Yemen, Syria, Palestine, and Lebanon. both women and men. AFH In 2023, our efforts reached has strengthened its protection approximately 2.8 million women, programmes to address sexual reflecting our ongoing commitment violence and early marriage within to gender equality Syria, Yemen, and other countries and empowerment. of operation. In 2023, we further implemented safeguarding and ENVIRONMENTAL child protection policies, established PROTECTION: focal persons, and provided training to all stakeholders to create a safe environment for employees, In 2021, the global mean temperature volunteers, and right holders at was approximately 1.1°C above all levels of our organization. Our pre-industrial levels, with the years governance and risk management

ENVIRONMENTAL PROTECTION:

systems ensure robust oversight and compliance with safeguarding standards, reflecting our commitment to safeguarding and protection.

LEAVE NO ONE BEHIND:

AFH remains committed to

eradicating poverty in all its forms and reducing inequalities and vulnerabilities. In 2023, we continued to conduct comprehensive needs assessments to identify vulnerable populations and design evidencebased programmes targeting priority areas such as food security, health, education, employment, and water, sanitation, and hygiene (WASH). Our goal is to ensure that no one is left behind in our efforts to alleviate poverty and promote sustainable development.

VALUE FOR MONEY (V4M):

Value for money in aid remains a cornerstone of AFH’s operations, ensuring that resources are utilised efficiently, effectively, and transparently to maximize impact. In 2023, we maintained our focus on local procurement and acquisition of goods for projects in Syria, Turkey, Yemen, Palestine, and Pakistan, while also emphasizing quality oversight of all aid materials and resources used. AFH closely aligns its activities with key SDGs that have the most significant impact on vulnerable populations.

The Sustainable Development Goals are 17 goals set by the UN to tackle some of the biggest problems facing our world. By reaching all targets by 2030, collectively, we can improve lives, protect the environment, and create a fairer, more sustainable future for everyone.

The (SDGs) aim to address a wide range of issues, from poverty and hunger, to social justice, economic growth, and gender equality. As an NGO, our programmes, advocacy, and strategies serve to champion the importance of the (SDGs), and in turn, create a brighter future for our rights holders around the world.

When you partner with Action For Humanity, not only are you helping us support a community today; you’re creating an environment for that community to thrive for generations to come.

Currently, our operations impact 10 of the 17 (SDGs):

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

2023 EMERGENCY RESPONSE

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TÜRKIYE/SYRIA EARTHQUAKE RESPONSE

On the 6th of February 2023 a been included in the death toll. In major earthquake struck Türkiye’s Syria, Idlib and Aleppo governorates southeastern border with Syria are particularly impacted. 4.1 million with magnitude of 7.8 at 01:17 UTC. individuals were already relying on Aftershocks followed the initial cross-border humanitarian assistance earthquake including a 7.6 magnitude across the two governorates in tremor hitting the same region in Northwest Syria, including over 1.87 less than 24 hours at 10:24 UTC. million (Internally Displaced People) These earthquakes caused extensive IDPs living in 1,421 last resort IDP material and human losses due to the sites. In addition, currently, northwest collapse of residential buildings. It Syria is also subject to harsh winter is reported that over 55,000 people events including heavy rain and were killed in the disaster. snowstorms. Moreover, the situation is becoming more difficult as the Many that went missing have not earthquake exacerbates the damage

to the region’s infrastructure and resources which have already been victims of the brutal conflict for more than 12 years. People are using their bare hands to search and rescue their loved ones from the rubble of the numerous buildings that were razed. Syria Relief/Action for Humanity lost two team members in the disaster while they were doing their jobs. Yet, the field teams were deployed to the most affected areas and started distributing essential support in the afflicted villages of Sarmada-Harim and Atareb.

MEDICAL INTERVENTION

WASH & SHELTER INTERVENTION

centers, the programme also included the distribution of a number of additional water tanks in these centers to cover the needs of the right holders.

The engineers’ team also visited the water stations in Iskat and Armanaz cities to assess the damage suffered by the water stations in these cities as a result of the earthquake that struck the area.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

2023 EMERGENCY RESPONSE

PROTECTION EDUCATION INTERVENTION INTERVENTION

• Educational specialists were brought on to count the learning hours lost due to the lockdown and implement a phased plan in order to increase the learning hours to compensate for the shortfalls.

CHALLENGES FACED:

Despite our achievements, AFH encountered numerous challenges in 2023, including the loss of team members in the Turkey disaster and the need to strengthen

MASSA VILLAGE

Named in memory of our country director’s niece, Massa Village has provided homes and a sanctuary to 500 families, exemplifying our commitment to building resilient communities.

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infrastructure to respond to future disasters effectively. However, these challenges have only strengthened our resolve and underscored the importance of our mission.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

2023 EMERGENCY RESPONSE

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GAZA

EMERGENCY RESPONSE

stands in solidarity with the affected communities and reaffirms our commitment to alleviating suffering and promoting resilience in the face of adversity.

In response to the humanitarian crisis supplies, and hygiene kits to resulting from the tragic events in affected populations. Gaza, Action For Humanity (AFH) has swiftly mobilised to provide Additionally, AFH has worked urgent assistance to affected communities. Recognizing the gravity healthcare services, providing of the situation and the urgent need for support, AFH has coordinated affected by the violence. Through a comprehensive humanitarian our robust network of partners and response aimed at alleviating dedicated team members on the the suffering and addressing the ground, we remain committed to immediate needs of those impacted providing lifesaving assistance and by the crisis. Our efforts have included the distribution of essential food items, clean water, medical our humanitarian efforts, AFH

Additionally, AFH has worked tirelessly to ensure access to critical healthcare services, providing medical support to those injured and affected by the violence. Through our robust network of partners and dedicated team members on the ground, we remain committed to providing lifesaving assistance and support to the people of Gaza during this challenging time. As we continue our humanitarian efforts, AFH

FOOD INTERVENTION

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20,000 Right holders in Gaza. This initiative played a vital role in ensuring access to essential healthcare services, particularly in areas affected by emergencies or conflicts.

• Distribution of Clean Water: Recognizing the importance of clean water for health and sanitation, AFH distributed a total of 54,000 liters of clean water to 27,000 Right Holders. This initiative played a pivotal role in ensuring access to safe drinking water, mitigating the risk of waterborne diseases, and promoting overall well-being.

NON-FOOD

INTERVENTION

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

2023 EMERGENCY RESPONSE

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MOROCCO

EARTHQUAKE RESPONSE

On the night of September 8, event proved to be the deadliest 2023, Morocco experienced a earthquake in Morocco since 2004, seismic catastrophe as a powerful claiming the lives of 2,946 people, 6.8-magnitude earthquake struck injuring 5,674, and displacing the High Atlas Mountain range. 380,000 individuals. Originating at a depth of 18.5km, the epicentre was located 71km The challenging topography of the southwest of Marrakesh, causing mountainous region compounded tremors felt as far away as Portugal difficulties in conducting rescue and and Algeria. relief operations. Fear of additional tremors, damaged roads, the risk Subsequent aftershocks exacerbated of landslides, and vast distances the devastation, particularly hindered the immediate response. impacting remote villages in the Atlas Adhering to the need of the hour, Mountains near the epicentre. This Action For Humanity (AFH) swiftly

mobilised its Emergency Response Team (ERT).

Recognising the urgent need for immediate assistance, AFH conducted an initial needs assessment in coordination with a local organisation (Scouts of Morocco Association) to comprehensively understand the challenges faced by the affected population. The assessment revealed critical needs in Taroudant, Chichaoua, and Al Haouz, including access to basic non-food necessities, safe and temporary

shelter, psychosocial support, safe water, sanitation, health, hygiene promotion, and specialised services for vulnerable groups.

AFH set clear objectives, aiming to increase food security, ensure dignity and hygiene, and equip people to reside safely outside of their homes in the Al-Haouz region within 60 days. This involved the distribution of 1,193 food packs , 3,000 hot meals, 1,593 hygiene kits , 250 fresh food baskets , 60 tents , and non-food items (3,079 blankets and 3,429 mattresses) for 5,625 vulnerable individuals.

AFH, in collaboration with local organisations such as the Moroccan Red Crescent and the Scouts of Morocco Association, engaged community representatives and held meetings to refine the understanding of the unique challenges faced by the affected population. Recognising that around 30% of the affected population comprised older individuals and 35% were children, AFH tailored its response to address the specific needs of these demographics.

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The organisation remained committed to reaching families whose homes were destroyed or those who did not feel safe returning, opting to reside outside in informal temporary settlements.

Supplier assessments, quality checks, and Emergency Response Team (ERT) staff presence during distribution ensured the effective tracking and monitoring of distributed items. To maintain transparency and accountability, AFH implemented Complaint Response Mechanisms (CRM) through feedback boxes and AFH staff present during the distribution. Distribution volunteers were actively available to receive and complaints, facilitating immediate resolution and providing valuable insights for ongoing improvements. As AFH continues its efforts, the organisation remains dedicated to supporting the affected communities in their resilience-building endeavours, demonstrating a rapid, targeted, and comprehensive approach to addressing the immediate needs of the population.

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2023 EMERGENCY RESPONSE

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LIBYA FLOOD RESPONSE

In response to catastrophic floods in East Libya, particularly in Bayda and Derna, Action For Humanity (AFH) launched a £30,000 emergency relief programme. This initiative aimed to provide immediate assistance to affected communities by addressing urgent needs for shelter, food, and essential supplies. The success of this programme was facilitated by generous donations, such as the £4,230 contribution from Masjid Al Jannah.

HIGHLIGHTS

Commencing on September 13, 2023, and concluding on October 13, 2023, the project spanned 30 days with the primary objective of addressing the urgent needs of 200 families, totalling at approximately 1,000 individuals. Aid packages included essential food items like milk, oil, flour, rice, sugar, as well as non-food items such as blankets and mattresses. Collaboration with trusted local partners ensured efficient distribution of aid directly to affected communities, aiming to instil hope and provide relief to those in dire circumstances.

EMERGENCIES

IN 2023

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163,275
23,834
people supported
people supported
160,000 375
people supported people supported
4,950
people supported
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THANKS TO YOUR SUPPORT, WE ARE ABLE TO

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Syria remains a complex humanitarian crisis characterised by 12 years of ongoing hostilities and their longterm consequences, which include widespread destruction of civilian infrastructure, explosive ordnance contamination and the largest number of internally displaced people in the world.

SYRIA OUTLINE – 2023

In 2023, the accelerating economic deterioration and impacts of the earthquake have increasingly become additional key drivers of needs, compounding vulnerabilities even further. According to OCHA, 14.6 million people needed humanitarian assistance, an increase of 1.2 million from 2021. Syria remains one of the largest humanitarian responses in the world.

In 2023, AFH continued to provide life-saving humanitarian aid for Internally Displaced Syrians, helping the most vulnerable with basic necessities. Our operation in North Syria remains the largest programme, where we have provided aid since the onset of the Syrian crisis in 2011. We continued to provide humanitarian assistance, while focusing on strengthening the resilience of the Syrian people by enhancing positive coping mechanisms, that enabled them to rely on themselves and rebuild their livelihoods, rather than remain dependent on humanitarian assistance. Within the AFH Humanitarian Response Plan, interventions are focused on the rehabilitation of basic and social infrastructures, providing livelihoods support and enhancing economic recovery. In 2023 alone we provided aid to 4,456,217 right holders 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 their own recovery and development

14.6 MILLION

people in need of humanitarian assistance

and build their capacity to access basic services and resources on their own. This initiative included providing access to vocational and life skills training, proper shelter, and employment opportunities.

of around 118 thousand people most of them from Idlib and Ariha cities. This round of escalation came after a drone bombing that targeted a GoS military celebration from military school in Homs city caused around 100 casualties among military personnel and civilians attending the event. October escalation was even followed by other frequent but less intense rounds of escalation taking place 1-2 times a week on average, targeting vital locations of civilian nature. This escalation led to the closure of SR/AFH for three full days and the loss one sub-contracted drivers in addition to injuries to two others, as well as some material damage to a warehouse during indirect GoS shelling.

In 2023, AFH also continued with our much-needed programme to provide mobile healthcare services for vulnerable populations in remote rural areas. This programme aimed to improve access to basic healthcare services and reduce the disparities between rural and urban populations. The programme provided mobile medical teams, who provided primary and preventative healthcare services, such as vaccinations, health checkups, and health education sessions.

In the last quarter from October - December 2023 we witnessed a shift in the North West Syria (NWS) context in relation to the Greater Idlib conflict dynamics between GoS and the Armed Opposition Groups. In early October, the Government of Syria (GoS) conducted a wideranged military campaign against Greater Idlib’s regions. Districts of Idlib and Ariha received the largest share of the bombing during 0510 October 2023 which caused up to 65 civilian casualties and 250 injuries in addition to displacement

As for Northern Aleppo and North Central Syria, the Tell Abiyad and Ras Al Ain areas continued to witness frontline confrontations between SNA and SDF mostly at the frontlines in Southern Azaz, Afrin, Northern Menbij and Tadef. In addition to that, the occasional internal community/ tribal/familial tensions led to, on one occasion of intensity, the closure of the Tell Abiyad office during October due to the inaccessibility of roads for two days.

FACT SHEET:

12.9 MILLION

OVER 2 MILLION

people are estimated people live in to be food insecure. informal settlements (WFP:2023) and planned camps

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KEY PROJECTS 2023

SEWAGE SYSTEM REHABILITATION OF REHABILITATION WATER SYSTEM

SHELTERS

AFH’s water system rehabilitation efforts Establishment of a village through the Rehabilitation of the sewage system included establishing water stations, construction of a dignified shelter for including construction of a wastewater solar powered systems, and supporting the IDPs. treatment plant. monthly operational materials and water networks in the affected areas.

WASH EMERGENCY

AL-MOUMOUDLI CAMP

SCHOOLS

A tent school has been established Support in WASH related emergency to provide primary education for 729 situations was extended through the students, enhancing access to education deployment of projects centring water for Syrian refugees. The plan includes trucking, solid waste management, an Accelerated Learning programme for desludging, hygiene promotion, and 500 children, Psychosocial Support (PSS) distributing hygiene kits. for 500 children and 100 caregivers, and referrals for 50 children.

Support to over 100 schools in various locations, through covering monthly running costs, ensuring access to clean water, providing cleaning items, and stationery for teachers. The project includes teacher training in different areas, first aid kits, complaint boxes for accountability, and structured PSS sessions for students. In addition, the project aims to contribute to better performance in exams, increase resilience, and minimise child labour through standardised stipends for teachers, and In Gelan district of Paktika province, the rehabilitation of a war - affected school involves monthly running costs, repairs, teacher training, safety measures, and community engagement which AFH has worked tirelessly to cover.

WASH AND SHELTER PROJECTS

EARTHQUAKE RESPONSE

AFH continues to support more than 75,000 IDPs affected by the earthquake with emergency WASH support along with the rehabilitation of more than 6 WASH infrastructure locations, putting AFH in the leading position in the earthquake response among local and international actors.

Funded by institutional donors, AFH extended WASH facilities through projects that were located in specifically identified areas of heightened vulnerability within North Syria (Az’az area, Afrin, Idleb, Tell Abiad, and Ras Al Ain).

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KEY PROJECTS 2023

FLOOD EMERGENCY

Provided emergency lifesaving food assistance to 2,100 vulnerable people affected by floods in Sana, Yemen.

WASH REHABILITATION IN SANA

Emergency Water Restoration for People of Sana’a Yemen – Tower Tank Construction.

WASH REHABILITATION IN MALKAN

Emergency Water Restoration for People of Maklan – Tower Tank Construction.

After nine years of conflict and with truce conditions largely holding in 2023, hope remains that a peaceful settlement of the conflict is within reach. However, the needs in Yemen remain immense. As we enter 2024, 18.2 million people, over half the country’s population, require humanitarian assistance and protection services.

WASH REHABILITATION IN QUZA’A

Restoration of Water sources for conflict affected families in Al Quza’a - Tower Tank Construction.

SCHOOL REHABILITATION

School Rehabilitation in Yemen: AFH through the Rehabilitation of Al-Fawz School in Al Hudaydah governorate aims to provide a safe and supportive learning environment for 800 conflict affected students in the main educational facilities.

YEMEN OUTLINE – 2023

Severe deterioration of economic conditions, extensive damage to civilian infrastructure, and the collapse of essential services are critical drivers of largescale vulnerabilities and needs countrywide. 17.6 million people are facing food insecurity, and nearly half of all children under five suffer from moderate to severe stunting. 4.5 million people remain displaced, many of whom have experienced multiple displacements over several years.

designation may impose new legal and security challenges for humanitarian organisations operating in Houthi-controlled areas including Action For Humanity. It can become more challenging to navigate the regulatory environment that now associates logistical operations with the AoRs in the area. The military escalation remains a major concern as airstrikes continue with areas of impact being in Hudaydah and other hotspots as of recent reporting.

The latest update on Yemen as an extension to the Gaza crisis is as follows: The U.S. Department of State has announced the designation of Ansarallah (AA) as a Specially Designated Global Terrorist group. This is not the first time the northern authorities have been labelled with this designation. The US had removed this designation back in 2021 but its reimposition will carry certain restrictions to operate within the northern areas of Yemen controlled by the designated authorities. The

comprehend the designation’s

of essential programmes is not disrupted.

IMPLICATIONS FOR OUR PROGRAMME DELIVERY AND OPERATIONS:

There is no noticeable impact on the programmes we deliver now as the designation will not take effect until a month from now. We also

do not expect major shifts in our programmes given that we do not operate with government-based funding from the US. However, the general impact on humanitarian operations in Yemen can cause certain disruptions to our planning

OPERATIONAL ADJUSTMENT AND CONTINUITY PLANNING:

Potential Aid Disruption:

emergency programmes where needed are in place. This includes having access to impacted areas and field teams that are ready to

Engagement with Stakeholders:

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KEY PROJECTS 2023

PALESTINE OUTLINE – 2023

Hostilities in Gaza and Israel are bombardments, ground operations, ongoing, and violence in the and clashes between Israeli forces West Bank has surged. Millions of and Palestinians. Palestinians struggle to live with dignity under Israeli occupation, The toll on civilians is staggering, facing coercive practices and with the Ministry of Health reporting Palestinian political divisions. 25,000+ Palestinians killed and

The toll on civilians is staggering, with the Ministry of Health reporting 25,000+ Palestinians killed and 80,000+ injured from October 7, 2023, to January 23, 2024.

The humanitarian impact of the ongoing Massacre on the Gaza Strip is dire, with devastating consequences for the civilian population. Over the course of the last few weeks, the region has witnessed intense Israeli

The destruction of infrastructure, including health facilities and schools, exacerbates the suffering, limiting access to essential services. The situation is further compounded by

The intra-Palestinian divide between Hamas (in Gaza) and the Fatah-led Palestinian Authority (in parts of the West Bank) that began in 2007 remains unresolved, deepening territorial fragmentation between both areas, and reducing the capacity of local institutions in Gaza to deliver basic services. Political divisions and a sense of disenfranchisement in the West Bank are further entrenched given the absence of elections since 2006, the dismissal of the Palestinian Legislative Council in 2018 and the issuance of Presidential decrees.

severe access constraints, hindering the delivery of humanitarian aid to those in need. Critical sectors such as healthcare, education, water, sanitation, and food security are grappling with immense challenges, amplifying the urgency for humanitarian aid. As the crisis unfolds, urgent measures are required to address the multifaceted humanitarian needs and mitigate the catastrophic impact of the war on the vulnerable population in the Gaza Strip.

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FOOD AND HYGIENE
MEDICAL SUPPLIES ORPHAN SPONSORSHIP
VOUCHERS
4,320 Right holders received assistance 20,000 Right holders received essential Orphan Sponsorship of 600 orphans in
(Oct 23) medical supplies (Nov 23) the West Bank (WB).
OLIVE FARM DISTRIBUTION OF
NFIS
REHABILITATION FOOD, NFIS
Rehabilitation of olive farms before the 22,500 Right holders received ready to Distribution of NFIs (Hygiene kits, women
unrest in the WB as an extension to the eat meals, NFIs, some including hygiene dignity kits etc) – 15,000 Right holders
Gaza War. kits, and clean water (Nov 23 – Dec 23). reached.
BABY MILK IN INSTALLATION OF
HEALTH CARE SUPPORT
UNWRA SHELTERS LATRINES
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2,000 babies benefitted from the AFH completed the installation of 30 distribution of baby milk formula in emergency latrines in a shelter within partnership with the UN who contributed Rafah. There are units available for both with distributing clean water men, women, and people with disabilities (Oct 23– Nov 23) (Jan-Feb 24)

In Egypt, the AFH team has been visiting patients from Gaza currently in Egypt and covering healthcare expenses (Jan-Feb 24)

HOT MEALS: PHASE 1 FOOD AND WATER DISTRIBUTION

Approximately 5,100 Right holders received hot meals (Oct 23 – Nov 23) Phase 2 – 10,160 Right holders received hot meals (Dec 23 – Jan 24) Total Right holders reached – 15, 260.

Distribution of clean water - 54,000 litres of clean water delivered to 27,000 Right holders. Mass food shipment sent to Gaza from Egypt - 205 tonnes of food items including 50 tonnes of rice, 25 tonnes of pasta, 70 tonnes of flour, 6000 bottles of oil, 3000 packages of sanitary pads, packed in 9 trucks in total. The trucks reached Gaza in Jan-Feb 24. The aid benefitted approximately 20,000 families in Gaza.

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3.8 MILLION
people in need.
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1.5 MILLION
Syrians displaced in
Syria.
5.8 MILLION
depend on
humanitarian
assistance for food
and basic needs.
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1.2 MILLION
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people plus need
support for safe
water and sanitation.
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Demonstrating its commitment to broader welfare, AFH has effectively managed the distribution of Zakat funds. By doing so, it facilitates contributors in their mission to extend assistance to the most deserving sections of the population, reaching those who benefit the most from these contributions.

KEY PROJECTS 2023

LEBANON - CAMP EMERGENCY RESPONSE

This emergency response initiative is targeted at providing immediate assistance to families in the Ain El Hilwa camp in Lebanon during times of crisis. Assistance includes: Provision of hot meals to ensure basic nutritional needs are met - Distribution of mattresses, pillows, bedding, detergents, and diapers to enhance living conditions and hygiene standards. Supplying potable water to address the essential need for clean drinking water. Repairing ambulances to ensure prompt medical assistance and transportation for residents in emergencies.

RAMADAN FOOD ASSISTANCE PROGRAMME 2023:

SEASONAL QURBANI 2023:

ZAKAT AL FITR RAMADAN:

Qurbani is the ritual sacrifice of livestock This programme focuses on the during Eid-ul-Adha, and this initiative aims A programme aimed at supporting distribution of Zakat Al Fitr, a form of to provide fresh meat to 539 households individuals and families in need during charity given to the needy at the end of who may not have the means to afford the holy month of Ramadan. The initiative Ramadan, to 762 households. Zakat Al it otherwise. By providing this staple involves the distribution of 3,000 food Fitr is an obligatory act for Muslims who food item, the programme ensures that parcels to disadvantaged communities have the means to do so, ensuring that vulnerable families can enjoy a nutritious to ensure they have access to essential everyone can partake in the celebrations meal during the festive period of nutrition during Ramadan. of Eid-ul-Fitr without worrying about their Eid-ul-Adha. basic needs.

NON-FORMAL EDUCATION FOR SYRIAN REFUGEES

LEBANON OUTLINE – 2023

Lebanon grapples with a prolonged In response to these challenges, economic, political, and social crisis, Action For Humanity (AFH) has now in its fourth year. In April 2023, proactively initiated several projects record currency depreciation led to with a primary focus on addressing a staggering 350 percent food price critical food insecurity. Particularly inflation rate, as per the World Bank. noteworthy are the initiatives This crisis has plunged over a million dedicated to food distribution, such children, adolescents, and women as the provision of nourishing into a triple burden of malnutrition hot meals and the delivery of and deprivation, as highlighted by comprehensive food parcels that the United Nations in Lebanon. Lack sustain families throughout the of access to safe drinking water and month of Ramadan. the banking systems’ near collapse exacerbate challenges. Furthermore, AFH has demonstrated

Furthermore, AFH has demonstrated its adaptability by implementing

seasonally tailored projects that cater to the unique needs of ongoing circumstances. The impactful “Winter project” stands out as it ensures families have access to essential heater fuel, mitigating the harsh conditions and fostering warmth within their homes. Equally significant is the “Qurbani project,” which meets a fundamental requirement— providing families with muchanticipated meat, a vital nutritional component.

This programme focuses on providing educational opportunities for Syrian refugee children who may not have access to formal schooling. It offers non-formal primary education to 439 refugee students, ensuring they receive a basic education despite the challenges of displacement. Additionally, the initiative supports 34 teacher salaries, ensuring qualified educators are available to facilitate learning and provide guidance to refugee children.

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SDG HIGHLIGHTS INNOVATIVE PROGRAMME PORTFOLIO LEBANON

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JORDAN OUTLINE – 2023

formulated several suggestions and complexities and optimise the aid are still working on selecting the distribution process. best ones.

HUMANITARIAN:

In December 2023, our focus remained on providing critical humanitarian aid to the vulnerable population in Gaza. A pivotal moment occurred during a meeting with Mr. Marwan Henawi, the Director of Planning and Programmes from JHCI (Jordan Hashemite Charity Organisation). We also held a meeting with the Jordanian Food Bank to determine the method of delivering aid to Gaza. We have

SECURITY:

POLITICAL:

Security considerations were paramount in our planning. With the evolving situation in Gaza, safety measures were reinforced. The agreed-upon division of aid into food and medical categories aimed to address urgent humanitarian needs while accounting for potential security concerns.

The political landscape continued to pose challenges, emphasising the importance of strategic collaboration. Coordination with JHCI facilitated a more structured approach to aid delivery, ensuring that resources reached those in need. The political nuances required careful consideration to navigate logistical

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KEY PROJECTS 2023

RAMADAN FOOD AID 2023 DISTRIBUTING QURBANI MEAT HOME RENOVATIONS This initiative focused on distributing This initiative assisted four households This initiative was designed to support Qurbani meat to the most vulnerable in renovating and restoring their homes households during the month of households during Eid Al-Adha, the to a liveable and safe condition. By Ramadan, a period of fasting and spiritual festival of sacrifice. Qurbani involves addressing structural issues and making reflection for Muslims. It aimed to ensure the ritual sacrifice of livestock, and necessary repairs, the programme aimed that 235 households have access to the distributing the meat ensures that to improve the living conditions of these necessary food supplies they require disadvantaged families can enjoy this families, enabling them to reside in safety during this sacred time.

This initiative focused on distributing This initiative assisted four households Qurbani meat to the most vulnerable in renovating and restoring their homes households during Eid Al-Adha, the to a liveable and safe condition. By festival of sacrifice. Qurbani involves addressing structural issues and making the ritual sacrifice of livestock, and necessary repairs, the programme aimed distributing the meat ensures that to improve the living conditions of these disadvantaged families can enjoy this families, enabling them to reside in safety traditional aspect of the celebration. and dignity.

ZAKAT AL FITR, HOT IFTAR MEALS AND EID GIFTS:

This comprehensive programme encompasses multiple aspects of extending support during Ramadan and Eid celebrations through projects such as providing Zakat Al-Fitr, a form of charity given to the needy at the end of Ramadan, successfully reaching 175 individuals or families. Offering nutritious meals for breaking the fast (Iftar) to 135 individuals or families, ensuring they have access to sufficient food during the evening meal. Providing Eid cash gifts to 95 individuals or families to help them celebrate Eid-ul-Fitr, the festival marking the end of Ramadan, ensuring they can participate in the festivities and meet their needs.

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SDG HIGHLIGHTS INNOVATIVE PROGRAMME PORTFOLIO JORDAN

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PAKISTAN OUTLINE – 2023

Pakistan is contending with a severe 48% in April. Factors include adverse food security crisis due to wheat weather, macroeconomic issues, shortages and surging food prices, political unrest, bureaucracy, and hitting low-income and flood-affected the Russia-Ukraine conflict, driving communities the hardest. Around social unrest due to food scarcity 14.6 million people need urgent food exacerbated by low foreign reserves aid in flood-affected regions. In 15 for imports. such districts, recent data shows that a third of children under two suffer from moderate acute malnutrition and 14% from severe malnutrition. With over 4.4 million acres of farmland destroyed by 2022 floods, 2023 wheat and rice production will decline. Food inflation surged to

significantly impeded the timely and seamless completion of the registration procedure for Action For Humanity during 2023. This is now complete. • The fluctuating political landscape has introduced complexities and uncertainties, prolonging the process and posing difficulties in navigating the bureaucratic requirements essential for successful registration. As a result, the organisation has had to navigate through the intricate interplay of political dynamics, seeking avenues to ensure compliance while working toward its mission in the midst of these challenging circumstances.

KEY PROJECTS 2023

ACHIEVEMENTS:

RAMADAN FOOD PACKS:

Ramadan Food Packs: We undertook the distribution of essential dry food packs to support families during the holy month of Ramadan. This project was executed in the Sindh region of Pakistan and was managed from our office in the country. The scale of the project was of medium size, impacting a total of 4488 individuals. Through this effort, we aimed to alleviate some of the hardships faced by communities during the fasting period.

Programme and Partnerships Manager Hired

QURBANI PROJECT:

FUTURE PLANS:

CHALLENGES:

As part of this initiative, we conducted the ritual slaughtering of 15 animals. The programme also involved providing 3 kg meat packs to 525 deserving families in the Punjab region of Pakistan. Our office in the country coordinated the implementation of this small-scale project, which brought assistance to 3,675 individuals.

• The advancement of the registration process has encountered a considerable setback due to the enduring political instability prevailing within the country of Pakistan. This destabilising factor has

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ASIA – NON-EMERGENCY PROGRAMMES

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KEY PROJECTS 2023

FOOD PACKS

We undertook the distribution of essential dry food packs to support families during key periods throughout the year. Through this effort, we aimed to alleviate some of the hardships faced by communities during winter, emergencies, and the fasting period.

AFGHANISTAN OUTLINE – 2023

Afghanistan continues to grapple with the consequences of four decades of conflict, entrenched poverty, climate-induced crises, and barriers to women’s equality and participation in public life.

of large-scale bilateral development cooperation on which the country depended – has exacerbated underlying fragilities, including limited livelihood opportunities for both urban and rural populations alike.

primarily a protection emergency characterised by high-levels of protracted displacement, mine and explosive ordnance contamination, restrictions to freedom of movement, increased risk of gender-based violence, child labour, early marriage and increased needs for mental health and psychosocial support.

The economic downturn following the political transition in August 2021 Despite the significant reduction in – which coincided with a suspension active hostilities, Afghanistan remains

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BANGLADESH OUTLINE – 2023

KEY PROJECTS 2023

QURBANI 2023:

EMERGENCY FOOD SUPPORT

HAND PUMPS

The project aimed to provide 2 kg of meat to each family, reaching a total of 495 poor households among the Rohingya community in Bangladesh. This initiative ensured that these families were not only given nutritious food, but they could also partake in the tradition of Qurbani during Eid-ul-Adha, despite their economic challenges.

Installed 6 Semi-Deep Hand Pump In response to natural disasters such as Deep Tube Wells in Bangladesh: This floods and cyclones, this project provided initiative involved the installation of six emergency food support to affected semi-deep hand pump deep tube wells communities in Bangladesh. Specifically, in Bangladesh. These wells provided 251 households, comprising 1,255 family communities with access to clean and members, received essential food safe drinking water, improving their supplies to address immediate needs and overall health and well-being. alleviate hunger during times of crisis.

While significant economic growth was witnessed in the past decade, nearly one third of the population still faces food insecurity and 20 percent lives below the national poverty line. Bangladesh is extremely vulnerable to natural hazards with most of the population residing in areas prone to floods and cyclones. The country strategic plan 2022-2026 reinforces World Food Programme (WFP’s) commitment to working with the Government to improve food security, nutrition, and resilience in vulnerable communities, while also

providing emergency assistance to people affected by disasters. Since 2017, in response to the influx of approximately 745,000 Rohingya from Myanmar to Cox’s Bazar, WFP has been providing food assistance and nutrition services, as well as implementing self-reliance and disaster risk reduction (DRR) activities in the camps. In Cox’s Bazar, WFP also supports Bangladeshi communities most vulnerable to food insecurity through longer-term nutrition, school feeding, livelihoods and DRR interventions. From late

2021, WFP has been supporting the Rohingya on Bhasan Char Island, now home to 32,574 governmentrelocated refugees. Due to the ongoing ration cuts, the overall daily nutritious consumption has decreased, 99 percent of Rohingya households are vulnerable without humanitarian assistance per WFP’s monitoring report from December 2023, while borrowing food and money has nearly doubled to 46 percent.

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SOMALIA OUTLINE – 2023

KEY PROJECTS 2023

WASH PROGRAMMES:

Improving Access to Water, Sanitation and Hygiene in Kismayo of Lower Juba Region of Somalia: This initiative aimed to further improve access to water, sanitation, and hygiene in Kismayo of the Lower Juba Region of Somalia by constructing an additional 20 water wells. Through this project, the capacity of 3,600 local community members was increased to maintain hygiene and sanitation practices, resulting in improved health outcomes for the community.

SOMALIA QURBANI 2023:

EMPOWERING WOMEN

WATER WELLS

Empowering Women for Economic Growth in the Lower Juba Region of Somalia: The goal of this project was to enhance the livelihoods of 30 women in the Lower Juba Region of Somalia through increased income and skill development. By empowering women economically, the project aimed to promote gender equality, improve household welfare, and contribute to the overall economic growth of the region.

The Qurbani for Wafa Relief project aimed to provide support to 2,800 people in need in Africa by distributing 111 sacrificial sheep during Eid al-Adha. The project was implemented in Bel Khair camp, Mogadishu, Somalia, in collaboration with a local partner. This initiative ensured that vulnerable individuals in the community could partake in the tradition of Qurbani and have access to meat during the festive occasion.

3 Water Wells in Kismayo, Lower Juba Region of Somalia: The project aimed to improve access to water, sanitation, and hygiene in Kismayo of the Lower Juba Region of Somalia by constructing three water wells. This initiative benefited the local community by providing clean and safe drinking water, enhancing sanitation practices, and promoting hygiene awareness.

Security Phase Classification (IPC) malnutrition between January analysis published on 15 February, and December 2024, of whom at least 4 million people (21 per cent 430,000 are likely to be severely of the population) are estimated to malnourished. Access to healthcare be in IPC Phase 3 or worse (Crisis or is limited and functional health Emergency) until March 2024. facilities are inadequate, which High levels of acute malnutrition heightens the risk of maternal and persist in many areas, with an infant mortality and increases rates of estimated 1.7 million children preventable diseases like cholera. aged 6 to 59 months facing acute

Somalia experienced the worst drought in decades in 2023, followed by the most extensive floods in generations, all within the span of just a few months. Despite some improvements, levels of humanitarian needs are still severe and extreme. Almost one in five Somalis face high levels of acute food insecurity. According to the Integrated Food

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SDG HIGHLIGHTS INNOVATIVE PROGRAMME PORTFOLIO SOMALIA

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THANK YOU

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STRATEGIC PRIORITIES FOR 2024

excluded from development efforts.

In 2024, one of the strategic priorities is to ensure that no one is left behind through an inclusive approach to programming and quality enhancement. Here’s an expanded explanation of this priority:

  1. Promoting Participation: Actively involving marginalised groups in the planning, decisionmaking, and implementation processes of development programmes to ensure their voices are heard and their perspectives are considered.

LEAVE NO ONE BEHIND

The overarching goal of this strategic priority is to ensure that all individuals, especially those who are marginalised or vulnerable, have equal access to and benefit from development programmes and services. This principle is rooted in the commitment to achieve the Sustainable Development Goals (SDGs) by 2030, which includes targets to eradicate poverty, reduce inequalities, and promote social inclusion.

  1. Removing Barriers: Addressing structural, social, and institutional barriers that prevent marginalised groups from accessing essential services, resources, a nd opportunities.

  2. Quality Enhancement: Improving the effectiveness, efficiency, and impact of

social inclusion. development interventions to ensure that they deliver meaningful and INCLUSION IN sustainable outcomes for all PROGRAMMING

right holders.

Inclusion in programming refers to the deliberate effort to design and implement initiatives that address the needs and rights of all individuals, regardless of their background, identity, or circumstances. This involves:

  1. Monitoring and Evaluation: Implementing robust monitoring and evaluation mechanisms to track progress, measure impact, and identify areas for improvement.

  2. Learning and Adaptation: Creating opportunities for continuous learning and adaptation based on feedback, evidence, and best

  3. Identifying Vulnerable Groups: Conducting thorough assessments to identify and understand the needs and challenges faced by marginalised or vulnerable groups within the community.

practices to enhance the relevance and effectiveness of interventions over time.

8. Capacity Building:

  1. Tailoring Interventions: Developing interventions that are responsive to the specific needs and priorities of these groups, ensuring that they are not overlooked or

Strengthening the capacity of local partners, organisations, and communities to design, implement, and manage high-quality programmes that prioritise inclusivity

and sustainability.

  1. Innovation and Best Practices: Promoting innovation and the adoption of best practices to enhance the efficiency, scalability, and replicability of interventions, while ensuring they remain inclusive and responsive to the diverse needs of right holders.

By prioritising inclusion in programming and quality enhancement, organisations can strive to create more equitable, participatory, and impactful development interventions that leave no one behind.

The strategic priority of leaving no one behind through inclusion in programming and quality enhancement is closely aligned with several Sustainable Development Goals (SDGs), based around our projects. Please see below:

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1. SDG 1: No Poverty

Inclusion in programming ensures that marginalised and vulnerable groups, who are often at risk of poverty, have access to essential services, resources, and opportunities, thereby contributing to the goal of eradicating poverty.

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2. SDG 5: Gender Equality

Prioritising inclusion involves promoting gender equality by addressing the specific needs and rights of women and girls, enhancing their access to education, healthcare, economic opportunities, and participation in decision-making processes.

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3. SDG 10: Reduced Inequalities

By focusing on leaving no one behind, this strategic priority aims to reduce inequalities within societies by ensuring that all individuals, regardless of their background or circumstances, have equal access to development programmes and services.

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4. SDG 16: Peace, Justice, and Strong Institutions

Inclusion in programming fosters social cohesion and strengthens institutions by promoting participatory decision-making processes, addressing grievances, and ensuring that all voices are heard and represented in governance and development efforts.

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5. SDG 17: Partnerships for the Goals

Quality enhancement involves building effective partnerships and collaborations between governments, civil society, the private sector, and other stakeholders to maximise the impact and sustainability of development interventions, thereby advancing progress towards all SDGs.

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By aligning with these SDGs, the strategic priority of leaving no one behind through inclusion in programming and quality enhancement contributes to the broader agenda of sustainable development, ensuring that progress is equitable, inclusive, and sustainable for all.

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UK DOMESTIC OPERATIONS

This year within the UK, Action For Humanity continued to expand our domestic projects through our community outreach support campaigns that started over 4 years ago

Our outreach in the form of hot food provision continues to supply 300 meals weekly, through sustainable and regular service programmes that deliver without fail across Greater Manchester and Bolton.

after arriving in the UK since the summer of 2021.

This year, AFH has partnered with the “We Love MCR” Charity with a substantial grant to support 20 refugee professionals living in Manchester, with five of the refugees entering structured employment. To date, the project has supported seven refugee professionals, with one person successfully entering employment as a trainee technician.

FOOD PROVISION OUTREACH WORK

We have previously extended our outreach services through a number entering structured employment. of organisations such as Myriad To date, the project has supported Foundation, Tameside Council, seven refugee professionals, with Action Together, Age Concern, ISB, one person successfully entering Tameside Veteran food provision, employment as a trainee technician. As-Salaam Centre, Barakah Food Aid, and SPIN (Supporting People The funding AFH provided created a in Need- Coverdale Church Shelter). part-time role, (15hrs per week) within Action For Humanity’s local response “Refugees and Mentors”, a third-party and outreach services continue to organisation supporting refugees spread across Tameside and Greater and asylum seekers to improve their Manchester. This work has been employment prospects. The support facilitated by the local community, for aims to provide all candidates with the local community with any gaps individual information, guidance and in funding covered by Tameside encouragement, to develop their Council in their bid to build capacity professional profile and increase with organisations working directly self-confidence in their existing at the grassroots level to reach those skills, experience and qualifications. most in need. Our work extends to working with additional local partners to signpost 2023 also saw the start of our UK asylum seekers and refugees until Qurbani project; to source local they are settled within their Qurbanis and distribute meat after new community.

The foundation of our local community initiatives started in March 2020 with Action For Humanity’s food bank at the start of the Covid-19 crisis when basic food essentials and healthcare packs were delivered to hundreds of elderly, isolated and vulnerable citizens across Tameside and Greater Manchester. Since the start of the pandemic, our team of trained volunteers provided hundreds of hot meals to NHS staff, the isolated and the vulnerable. Since that time to date, our 175-member, strong volunteer outreach team have prepared, cooked, and delivered over 100,000 hot meals to homeless shelters, vulnerable families, and victims of domestic violence across Manchester and Tameside. As an organisation, we swiftly became recognised for our ability to provide a rapid, effective service which supplies culturally appropriate meals to those identified by outreach organisations in a timely and efficient manner.

2023 also saw the start of our UK Qurbani project; to source local Qurbanis and distribute meat after Eid Ul Adha to vulnerable families across Greater Manchester. This is in collaboration with the ‘Share my Qurbani’ campaign and grassroots organisations, such as UKEFF.

COMMUNITY BEREAVEMENT SUPPORT

In the aftermath of the pandemic, OUTREACH SERVICES Action for Humanity has provided FOR REFUGEE AND ongoing outreach support for ASYLUM SEEKERS bereaved and grieving families who have lost family members to Covid Action for Humanity’s outreach 19. On identifying a need to signpost intervention has also included the and support vulnerable families, provision of culturally appropriate hot AFH has built a support mechanism meals, new clothing, and prayer mats by providing workshops nationally for Afghan refugees still struggling on how families can safely wash

Through our weekly batch-cooking classes, we have trained over 200 community cooks to prepare large quantities of nutritious hot meals, enabling a reduction of food poverty and helping to expand our outreach services to those in need.

arriving refugees/asylum seekers. It would also include building capacity with services that support and

and shroud their departed family members with dignity and start the healing process with a focus on mental health and wellbeing. Over 3000 participants have attended workshops around the UK in the last four years. The courses have been accredited and also developed into an online module available remotely.

implementing partners and wider community during the ongoing ‘cost-of-living’ crisis. Our aim is to increase the number of hot meals provided for vulnerable people; from 300 to around 500 hot, nutritious and culturally appropriate meals per week. This will be facilitated by raising funds from within our existing donor community as well as corporate funding grants we are seeking to apply for that support social responsibility and outreach projects.

educate such people with familiarity of UK residency procedures and protocol.

Supporting the vulnerable during their leave to remain, during which they have 28 days to apply for a bank account, universal credit and source accommodation is essential to prevent further homelessness and vulnerability.

This project continues to be a source of providing safe spaces for communities to talk about dying, death, bereavement and learning safe practices to honour loved ones beyond Covid-19. The funds being generated from the workshops are being utilised to provide bereavement support for grieving households, making this a project by the community, for the community.

We are also expanding our The proposal includes an induction accredited batch-cooking and to life in the UK to encourage bereavement workshops being service users to start the process taught online. In addition to the early, outlining the next steps in the service provision, we are also official migration process. This would working on onboarding more potentially reduce homelessness volunteers and increasing our of refugee populations, equip them outreach work nationally. Volunteers better for the next stages of the for the homeless outreach project process and provide vital information at Action for Humanity will also aim about housing options, benefits, work to have their formidable efforts and employment opportunities, bank recognised through The King’s accounts, ESOL classes, etc. The Award for volunteering. This is a scheme above would also tie in with prestigious award that seeks to the ‘Local Authority of Sanctuary’ recognise volunteer groups that strategy being developed by GM. have provided a community social responsibility service that impacts Action For Humanity is actively vulnerable communities locally and advocating for increased awareness campaigns that have a proven track about refugees and asylum seekers. record of beneficial outreach work This includes challenging narratives for a minimum of three years. that dehumanise those fleeing

COMMUNITY COLLECTIONS

Additionally, we regularly organise collections of brand-new winter clothing, and medical aid in the UK, which are then transported to conflict afflicted crisis areas such as Syria or Yemen for distribution to hospitals and vulnerable camp communities through our outreach teams in respective countries.

advocating for increased awareness about refugees and asylum seekers. This includes challenging narratives that dehumanise those fleeing conflict and persecution. Our team has commissioned a Virtual Reality (VR) film about the dangers that families are forced to navigate through, to reach the UK. The film is being exhibited nationally to diverse audiences with the aim of fostering a better understanding of refugee communities, their challenges and how to support them.

PRIORITIES FOR THE YEAR AHEAD

Support for asylum seekers and refugees is another key area for expansion. In collaboration with partners such as Caritas, the coordinating charitable organisation responsible for supporting refugees and asylum seekers over Manchester hotels, AFH will identify gaps in service provision to improve support for those in temporary accommodation.

Our programmatic strategy for future refugees is another key area for UK projects is to continue organic expansion. In collaboration with growth of existing campaigns by partners such as Caritas, the coexpanding connections to outreach ordinating charitable organisation partners such as We Love MCR, responsible for supporting refugees Manchester and, Tameside City and asylum seekers over Manchester Councils, ISB, UKEFF and others hotels, AFH will identify gaps working towards collaborations and in service provision to improve similar goals. Priorities include the support for those in temporary reduction of food poverty, providing accommodation. outreach support to struggling communities and continuing This would include distribution of services that build capacity with our clothing and essentials for newly

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OUR PEOPLE

Our success at Action for Humanity is driven by the remarkable individuals in our organisation that force us to recognise them as the driving force behind every one of our successful endeavours. Our dedicated Human Resources teams, operating in different countries, have been instrumental in ensuring that our teams are adequately equipped, our staff members are well supported, and seamless collaboration and synchronisation are achieved globally. Through moulding a robust and truly collaborative team that utilises the diverse backgrounds of its members, we have been able to drive our success forward and reach our strategic goals with renewed ease and confidence.

STAFF WELLBEING

The wellbeing of our staff is of paramount importance at Action for Humanity. We understand that for our people to thrive, their needs must be prioritised and so we have worked diligently to develop a holistic and comprehensive staff wellbeing offering.

Action for Humanity has recognised the challenges posed by rising living expenses and economic uncertainties in the countries in which our staff operate. To foster a motivated and content working environment we have meticulously benchmarked competitive remuneration packages against local market averages.

Moreover, we have implemented and refined several initiatives aimed at promoting staff wellbeing, supporting

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positive mental health, and achieving as well as outdoor teambuilding a healthy work-life balance. Our activities at the renowned JCA comprehensive approach includes Condover Hall. generous provisions for annual leave allowance, flexible and hybrid working arrangements, as well as robust reporting channels to safeguard our employees. Field staff in applicable offices receive generous leave allowance for rest & recouperation, and they are provided access to healthcare services,

for example in Yemen we have partnered with the UN to provide our staff with 24/7, professional, point-of-

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contact physical and psychological healthcare. We have also adopted a new Employee Handbook which includes family-friendly policies, and we have delivered a range of teambuilding activities, social events, away days, and retreats. At our UK Annual Retreat in 2023, all of our UK employees engaged in a range of leadership and self-care workshops

To further support our employees, we provide access to the Health Assured Employee Assistance Programme. This service offers a range of benefits such as emotional support including counselling, expert advice on legal and financial matters, and access to an app and online portal which has a comprehensive library of resources to help employees through life’s challenges. Additionally, our staff can enjoy exclusive discounts and special offers for shopping, dining, gym memberships, and more.

At our core, we are committed to empowering our staff to excel in their roles and make a significant impact. By ensuring their wellbeing and providing the necessary support, we enable them to perform their jobs effectively and maximise their contributions to the organisation.

STAFF WELLBEING DURING THE TÜRKIYE/ SYRIA EARTHQUAKE

Our commitment to staff wellbeing was epitomised during the Türkiye/ Syria earthquake in February 2023. This unprecedented disaster caused profound devastation and loss for our colleagues. Many of our team members from Türkiye and Syria endured the hardship of having their homes either partially or completely destroyed, suffering physical injuries and/or psychological harm, and most devastatingly, the majority of them faced the trauma of losing a friend or a family member. In response to this time of unprecedented difficulty, Action for Humanity’s management dedicated itself to safeguarding and supporting our staff through a comprehensive support plan which was unmatched in the sector.

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IMMEDIATELY AFTER THE EARTHQUAKE

Management contacted all staff to check on their condition and ascertain the best ways to extend support.

Recognising the urgent need for safe accommodation immediately after the earthquake, we opened our Gaziantep office as a shelter centre for all staff and their families.

As the scale of destruction from the earthquake became clear, we relocated all our staff in Türkiye and their families to a hotel in the nearby city of Mersin, which included providing safe and reliable transportation in difficult circumstances. WITHIN We began to learn that tragically we had lost some members of the AFH family in the catastrophic disaster. For their mourning 48 families, we hoped to alleviate some of their financial burdens in the extremely trying times by putting together a package of HOURS financial assistance.

Psychosocial Support sessions were delivered in Mersin by a specialist member of staff. These sessions aimed to provide emotional and psychological support in a conducive environment during the calamitous time.

IN THE WEEKS THAT FOLLOWED

Once the damage and destruction to our staff members’ homes was assessed, we extended financial assistance to those who required repairs to their homes, also providing alternative housing in the meantime. For those whose homes were damaged beyond repair, we helped rebuild their lives by providing resettlement assistance cushioning their move into new homes as much as possible. Healthcare services were provided for staff members injured in the earthquake, ensuring they received medical care during their recovery process.

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TRAINING AND DEVELOPMENT

We are dedicated to providing our staff with opportunities and support for individualised training and development. Our goal is to empower each employee to thrive, whether they are pursuing qualifications, participating in specialised training programmes, or receiving in-house on-the-job training.

Furthering our commitment to staff development, we have organised monthly all-staff training sessions under our Inspire & Grow scheme. These sessions serve as a platform to enhance the knowledge, skills, and expertise of our employees in thematic areas within the humanitarian sector and other areas of their professional lives. In 2023, areas of training included:

To enhance the performance and prospects of our employees, we sponsor and support their pursuit of academic and professional qualifications accredited by professional bodies. This allows our teams to seek excellence in their work, whether it is in Programmes, Operations, Marketing, Finance, Human Resources, Management, or other areas.

Our strategy regarding training in the field is centred upon addressing our operating regions’ unique needs and challenges as well as our employees’

career development goals. Our infield management designs bespoke training initiatives through

a lens of advanced and nuanced understanding of their respective regions based on the input they receive through surveys from the field staff.

Recognising the importance of unity, safety and accountability, our field staff undergo mandatory training in critical areas such as PSEA (Preventing Sexual Exploitation and Abuse), Safeguarding, Anti-Fraud, and Aid Diversion. These trainings ensure that our staff are equipped with the necessary knowledge and tools to maintain high standards of conduct and integrity.

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.

We remain committed to investing in our staff’s training and development, as we recognise that their growth is integral to the success of our organisation. Through these initiatives, we aim to empower our employees to reach their full potential and cultivate a significant impact in their roles.

THE STEERING COMMITTEE FOR HUMANITARIAN RESPONSE (SCHR) MISCONDUCT DISCLOSURE SCHEME (MDS)

In line with our commitment to safe programming and recruitment, Action

for Humanity participates in the inter-agency Misconduct Disclosure Scheme (MDS) administered by the Steering Committee for

Humanitarian Response (SCHR). This scheme serves as a vital platform for organisations to share crucial information during the recruitment process regarding individuals who have been involved in incidents of sexual harassment, sexual abuse, or sexual exploitation.

By engaging in the scheme, we contribute to the collective effort of improving humanitarian action. Through information sharing and learning, we continuously strive to enhance our practices and promote the well-being and safety of those we serve.

In alignment with the SCHR’s four Key Areas, we have made notable progress in each of them:

  1. Peer support, influence, and

  2. learning: We have fostered strong relationships with influential SCHR members, allowing us to actively exchange knowledge and expertise. Regular engagement with these partners enables us to stay at the forefront of the emerging ideal practices and continuously enhance our approach.

  3. Prevention of sexual exploitation, abuse, and harassment: We prioritise the vigorous implementation of the Misconduct Disclosure Scheme (MDS). Through this scheme, we actively support and collaborate with other organisations within the sector to thoroughly vet job applicants.

We aim to identify and disqualify individuals who have engaged in any form of sexual exploitation, abuse, or harassment, ensuring a safe and respectful working environment for all.

In summary, our active engagement in the SCHR Misconduct Disclosure Scheme exemplifies our unwavering commitment to upholding the highest standards across the humanitarian sector.

ACTION FOR HUMANITY ADVOCACY REVIEW

Throughout 2023, our focus has affected settings, ensure that funding Due to an increase in natural been on advancing our overarching is increased, predictable, flexible, disasters and conflict in 2023, advocacy objective: to garner and sustainable to support the our advocacy also expanded to increased political and financial growing needs, thereby contributing shaping policies around emergency support from the international to stability, resilience, and responses including the Syria community for fragile and conflictsustainable development. earthquake response and the Gaza affected settings. We aim to ensure response. This included advocacy that international policy frameworks 3. Enhanced protection for to support humanitarian access and embody robust and principled populations in humanitarian and system strengthening, funding, and approaches to both humanitarian development response: protection and rights. It also includes response, development, and Policy makers and donors ensure tackling the political root causes of peacebuilding, in line with the triple the safety, dignity, and rights of humanitarian emergencies. nexus approach. Our specific policy affected populations in fragile requests are designed to actively and conflict-affected settings. Key To achieve the goals we have engage the international community aspects include providing access allocated to ourselves, Action For in the following ways: to basic needs and services in Humanity has employed a diverse a safe and non-discriminatory range of advocacy strategies. In 1. Systemic Reforms of the manner, supporting community terms of what we have been able Humanitarian and Development participation and empowerment, and to accomplish in the past year, our Architecture: policies and actions that uphold the work in advocacy has allowed us to Policy makers and donors rights of all individuals, especially make significant strides towards acknowledge the increasing women, children, older people, and our goals: humanitarian needs across marginalised groups. This also populations in fragile and conflict includes integrating protection STRENGTHENING affected settings and commit considerations into all humanitarian, HUMANITARIAN to making systemic reforms to development, and AND DEVELOPMENT coordinate and fund mechanisms, peacebuilding efforts. ARCHITECTURE

  1. Systemic Reforms of the Humanitarian and Development Architecture:

Policy makers and donors acknowledge the increasing humanitarian needs across populations in fragile and conflict affected settings and commit to making systemic reforms to coordinate and fund mechanisms, access and processes that provide the necessary infrastructure for building stronger humanitariandevelopment-peace cooperation in humanitarian FCAS. In 2023, there was a specific emphasis on efforts to support humanitarian access and early recovery in Syria.

Our advocacy efforts, in reference to the first policy ask established above, informed by extensive research and policy analysis, ensured that FCAS were recognised much more UK’s international significantly in the development white paper. Our efforts moved to include the recognition of areas of best practice like inclusion and investment in local actors, investment in self-reliance, prioritising gender equality, conflict and climate-sensitive programming and long-term flexible funding.

  1. Support for climate resilience: Policy makers and donors support resilient and sustainable development through investment and policies that support climate adaptation and mitigation, and the integration of climate resilience and climate sensitivity into humanitarian, development, and peacebuilding efforts.

  2. Sustainable and needs-based funding:

Policy makers and donors, acknowledging the urgent and evolving challenges faced by communities in fragile and conflict-

  1. Commitments to conflict affected populations during emergency response:

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By leveraging insights from our This recognition comes as a direct reports and policy papers, such outcome of our ongoing advocacy as “Making UK Assistance work efforts to restore commitments in Confict Situations” and our to FCAS. We also included strong analysis of the UK’s Integrated language on FCAS in the joint Syria Review Refresh (Support for Fragile specifc submission reflecting the and Confict Afected Settings: An government’s increased commitment analysis of the UK’s Integrated to addressing the complex Review Refresh, 2023), we challenges faced by communities effectively demonstrated the urgent facing protracted conflict and need for increased support and instability. Our submission also funding in FCAS, and also for (Official emphasised the importance of Development Assistance) ODA to be depoliticising the conversation needs based and used for poverty surrounding early recovery in alleviation. Our engagement with Syria and pushing for a clear and Members of Parliament, the Foreign, internationally accepted definition Commonwealth and Development that distinguishes it from nonOffice (FCDO), the Ofce of Confict, humanitarian development and Stabilisation and Mitigation, the reconstruction efforts. By drawing United Nations, and international attention to this issue, we influenced policy makers amplified our advocacy the government’s commitment to messages and led to the inclusion continue convening with other states of much stronger recognition of the in conversations that aim to ensure need to prioritise FCAS in the that early recovery efforts in Syria are white paper. effectively coordinated

that early recovery efforts in Syria are effectively coordinated and implemented.

“We have to understand the

importance of fragility and conflict Furthermore, our submission in shaping development outcomes. advocated for the alignment of Conflict has stalled or even reversed UK sanctions exemptions with the progress in too many places, with spirit of UNSC resolution 2664 humanitarian needs at their highest to avoid hindering legitimate since 1945. Soon half the world’s humanitarian action. This poorest will live in fragile or conflict- advocacy directly contributed to affected states, with a lack of state the government’s commitment capacity and respect for the rule of to ensuring that sanctions do law, high levels of corruption and not impede humanitarian efforts, enduring ethnic or political divisions.” thereby facilitating greater access to essential services such as education, David Cameron, 2023, healthcare, and livelihoods for UK’s international development white communities in crisis.

INCREASED AND “We will ensure that development SUSTAINABLE finance reaches those left furthest FUNDING behind.”

In line with enhancing the second

UK’s international development white policy ask established above, paper, pg. 82 our advocacy efforts in the UK’s international development white paper produced multi-pronged

achievements for us. The white paper included an additional one billion GBP in humanitarian assistance and the allocation of a further 15% for a self-reliance fund. The allocation of up to 15% of humanitarian provision for resilience-building alongside relief efforts is commendable, reflecting an understanding of long-term solutions to mitigate future disasters - a direct result of our advocacy efforts. We also welcomed the commitment to allocate 50% of bilateral Official Development Assistance (ODA) to Least Developed Countries (LDCs), however, we suggest that a more explicit focus on Fragile and ConflictAffected Areas (FCAs) would be more beneficial, given the acute needs in these regions. The humanitarian commitments to address disaster risk financing are also a positive inclusion.

Our advocacy also included joint work with the UK Syria Advocacy Working Group to research and write an analysis on the Aid Fund for Northern Syria (AFNS) from the perspectives of local and

international organisations working on the Syria context. The report, which included testimonies from 28 organisations, was shared with AFNS for feedback. Following this engagement, organisations report that AFNS has incorporated our recommendations to improve transparency, communication, and gender inclusivity.

FACILITATING GENDER INCLUSIVITY

In continuing efforts at advancing the third policy ask established above, we are working with various women’s rights organisations (WROs)-the women’s advocacy group to the HLG, the women’s advisory board to the UN Special Envoy for Syria and other grassroots women activists

to secure stronger commitments to support women and girls in FCAS. Through investing in gender equality programming, supporting WROs, and ensuring women are better included in decision-making, we aim to make significant strides towards our goals.

Our research initiatives, including our analysis of the UK’s women and girls strategy and the report “Recognising Resilience: Women’s Leadership In Northwest Syria’s Earthquake Response” provided valuable insights into the specific needs and challenges faced by women and girls in FCAS, specifically Syria, which we roundtable then amplified during a at the Brussels Conference for Supporting Syria and the Region. We facilitated a space to bring Syrian women together with decision makers, including Duncan Bell from the FCDO and Kat Fotovat, Senior Official for Gender and Diversity at the White House. This work was also

featured in the Metro, to whom we gave an extended interview.

Our contributions in the recognition of the pivotal role of women peacebuilders and commitments to inclusivity in the White Paper signify a positive step towards addressing gender disparities and empowering marginalised communities in conflictaffected regions.

“Locally-led women’s rights

organisations (WROs) should be at the heart of

setting development priorities in their communities.”

UK’s international development white

paper, pg. 79.

Following extensive engagement with the Office of Conflict,

Stabilisation and Mitigation

(OSCM) in 2023, including through

deep dives with the OCSM and meetings with the Minister responsible for the UKISF, some of the recommendations from our - report - Recognising Resilience Women’s Leadership in Northwest Syria’s Earthquake Response and Beyond – made it into the UKISF. The latest call for proposals (Syria: accountability, transitional justice and gender equality project) included specific funding for initiatives that support conflict-sensitive, innovative, and localised project proposals which focus on transitional justice, accountability, and standalone interventions for gender equality, social inclusion, and human rights.

In November 2023, we facilitated an all-donor meeting to launch a private briefing which we produced in response to the failure to reach consensus on United Nations Security Council (UNSC) Resolution 2672 on July 10, 2023, which impacted UN humanitarian access to 2.7 million Syrians via the Bab Al-Hawa crossing point. Initiating a research project, we conducted interviews and gathered insights directly from women and girls in Northwest Syria regarding the consequences and implications of this development. The meeting was attended by key stakeholders such as FCDO, USAID, AFNS and OCHA, who were able to directly engage with the Syrian women we worked with on the briefing. We agreed that the meeting was just the first step towards much more transparent and inclusive decision making processes.

ENHANCE PROTECTION IN HUMANITARIAN RESPONSE BY PRIORITISING EQUITABLE ACCESS TO EDUCATION

In extension of the third policy ask-through our advocacy efforts, we have successfully influenced policymakers to prioritise facilitating access to fundamental rights such as education. Our report, “Hard Lessons: An inquiry into children with disabilities’ exposure to protection risks,” was a key activity for AFH in 2023, and we strategically launched it at the Education Cannot Wait conference in Geneva. Alongside partners like World Vision, Sightsavers, and Humanity and Inclusion, we hosted a side event where we engaged with decision makers including the (then) Shadow Minister for the Middle East Bambos Charalambous. At the conference, we met with key stakeholders like David Miliband and the Lebanese Minister for Education.

Through these efforts, Education Cannot Wait committed an additional US$1.5 billion in funding to Columbia, South Sudan and -crucially- Syria. ECW also committed to ensure that at least 5% of funding goes to support the equitable access, participation and achievement of persons with disabilities, guided by their Policy and Accountability Framework on Disability Inclusion.

In the UK, we engaged with UK Special Envoy for Girls’ Education, Helen Grant, who met with us to discuss the findings of the report. We shared our findings with the APPG for Global Education and Send My Friend to School. In another success, the UK’s white paper explicitly addressed our concerns, affirming a

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focus on reaching marginalised girls a specific focus on climate and With the Syria Working Group, we and children with disabilities, while conflict within the Office of Conflict, led a sector-wide collaboration pledging to address barriers such Stabilisation and Mitigation (OCSM) to maximise response strength. as poverty, marginalisation, genderconflict prevention hub. Our research Collaborating closely with Deputy based social norms, disability, and publication, “Support for Fragile Foreign Secretary, Minister Mitchell, conflict-induced displacement, all of and Conflict Affected Settings: An we advocated for increased funding which were direct requests outlined analysis of the UK’s Integrated allocation, particularly to local actors, in our report. Review Refresh, 2023” provided and were able to highlight the compelling evidence of the urgent importance of commitments to FCAS We ensured that education was a need for climate financing in FCAS through our blog on the focal point in the Syria-specific white and its nexus with peacebuilding BOND website. paper consultation, advocating efforts. Through the wide-spread for commitments to early recovery sharing of our research with Weekly engagements with the FCDO programming and emphasising the policymakers and collaborating led to several wins, including insights significance of Action for Humanity’s with the Climate Action Network into the UN’s plans to establish a SEP programme. A key win for us and Send My Friend to School (who hub in northwest Syria. AFH led on here is that the White Paper also we co-wrote the COP28: a critical joint briefings which were widely commits to: crossroads for education and the shared with ministers, politicians, and committees such as the International climate agenda policy briefing with), “Reform education systems, we influenced discussions and policy Development Committee and the extending from primary through decisions around climate finance Foreign Affairs Select Committee, tertiary levels, with a pledge to commitments. We also presented this holding government policies to base these reforms on evidence paper to the OCSM and pushed for a parliamentary scrutiny. Notably, of effectiveness—a crucial step specific pillar on climate in their work. during the Syria-Türkiye earthquake towards ensuring inclusive and The establishment of a peace response, our messaging featured in quality education for all.” and climate day at COP28 and Preet Gill’s debate speech and video the historic COP28 Declaration message for Syria 13, amplifying the UK’s international development white On Climate, Relief, Recovery And urgency of our advocacy agenda. paper, pg. 86 Peace led by the UAE showed the significant impact of our advocacy Furthermore, we lead the IOPT We also contributed notable insights efforts, in collaboration with working group and received praised to joint ventures including: organisations like the Climate Action for coordinating an energetic Network and others, in shaping approach. We led the production of • COP28: a critical crossroads climate policies that address the a joint TOR, and our efforts include for education and the climate unique challenges faced by FCAS. in-person strategy sessions, regular agenda joint statements, letters and briefings

“Reform education systems, extending from primary through tertiary levels, with a pledge to base these reforms on evidence of effectiveness—a crucial step towards ensuring inclusive and quality education for all.”

approach. We led the production of a joint TOR, and our efforts include in-person strategy sessions, regular joint statements, letters and briefings covering critical topics such as

UNITING FOR • Securing Education for the EMERGENCY world’s refugees at the 2023 RESPONSE Global Refugee Forum (GRF)

gender, unexploded ordnance (UXO), and International Humanitarian Law (IHL).

Extending our commitment to the COMMITMENTS TO fifth policy ask, AFH has ensured CLIMATE FINANCE a swift and focused respond to the surge in natural disasters and In line with advancing our fourth conflicts this year. Leading both the key policy ask established above, Syria Working Group and the IOPT our efforts successfully contributed Working Group, we coordinated joint to advocacy for the retention of efforts to strengthen emergency commitments totalling 28 billion responses, particularly during the GBP to climate finance by the UK Syria-Türkiye earthquake response, government, and also secured and the Gaza response.

We played an active role, supported, or led on joint campaigning, including demonstrations outside the Global Food Summit, Lobby’s in Parliament, and a CEASEFIRE NOW stunt outside Westminster. We also orchestrated engagement with MPs and ministers, including a joint MP letter that we led ahead of COP28, signed by 52 MPs, which was featured in the

In line with advancing our fourth key policy ask established above, our efforts successfully contributed to advocacy for the retention of commitments totalling 28 billion GBP to climate finance by the UK government, and also secured

Jerusalem Post. Additionally, our biweekly engagements with the FCDO have been instrumental, culminating • in ‘piecemeal progress’ in terms of access, and a significant meeting that led to securing an audience with the Foreign Secretary.

UK was failing to honour its commitments to climate finance. Following the devastating earthquake that struck Syria and Türkiye in February 2023, we extensively researched and published a report Recognising Resilience: Women’s Leadership In Northwest Syria’s Earthquake Response

This crucial work highlights our commitment to advocating for communities in FCAS and advancing international humanitarian,

development and peacebuilding efforts.

people in northwest Syria.

POLICY ANALYSIS AND RESEARCH

The following research and policy analysis has been instrumental in the journey towards reaching our goals:

We worked on several private briefings for specific decision makers, including:

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MARKETING, COMMUNICATIONS AND PR

In 2023, Action For Humanity built simultaneously, to ensure our upon the work of previous years, causes, values and programmatic focusing heavily on expanding our reach were recognised and heard global activities, shaping our identity, worldwide. Responding to the need enhancing our organisational of the hour, we directed our efforts achievements and making a towards informing our community meaningful impact worldwide. For about conflict-driven emergencies, us, aligning our marketing strategy amplifying the voices of rights with our global goals is the optimal holders in critical situations, and way to move forward. With 2023 raising brand awareness. Action being a devastating year in climate for Humanity believes there is no better advocate for resilience in and conflict-driven adversities, our dedicated marketing and times of vulnerability and extreme communications teams spearheaded insecurity than our right holders multiple key campaigns, often themselves. Staying true to our

belief, we launched the ’12 Years Too Long’ campaign to highlight the devastating realities of people in Syria today. Our team extended our message of building crises resilient communities through its laudable coverage of our noteworthy campaigns, which include our annual Ramadan, Dhul Hijjah, and Qurbani campaigns, as well as key emergency campaigns during the TürkiyeSyria earthquakes, the Morocco earthquake, the floods in Libya and the conflict in Gaza.

TÜRKIYE-SYRIA EARTHQUAKES

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In February 2023, devastatingly, thousands of people, including two members of the Action for Humanity staff were killed after a series of earthquakes struck Türkiye & the southeastern border with Syria. Immediately, Action For Humanity launched an emergency campaign to assist the affected community. This garnered significant media coverage, including interviews with the BBC, Al Jazeera and Sky News, as well as notable mentions in The Guardian, The Times, ITV, Arab News, The Middle East Eye and, locally, Mancunian Matters. Our unwavering commitment led to Action for Humanity leading the response on the ground in Syria, augmenting our brand awareness globally. In response to the catastrophic earthquakes, we also worked collaboratively with the David Nott Foundation, launching a joint surgical mission campaign to support the training and upskilling of Syrian doctors on the ground. Our campaign entailed an exclusive feature by The Telegraph, as well as video and written coverage on ITV.

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SYRIA 12TH ANNIVERSARY

In March 2023, we launched the impactful ‘12 Years Too Long’ campaign to commemorate the 12th anniversary of the Syrian conflict. This campaign focused on shedding light on 12 impactful stories affected by the conflict over the years, each centring a different emotive focus, such as loss, grief, pain, helplessness and fear. The aim was to stress the debilitating and long-lasting trauma faced by the global Syrian community over 12 long years. During this campaign, we also released ‘No Place but Displacement’, a harrowing report highlighting the stilted reality many Syrians face; being forced from their homes, yet again, after 12 years of protracted crisis and a devastating natural disaster.

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RAMADAN 2023

Our March 2023 Ramadan campaign, titled ‘Share the Barakah’ centred on blessings, continuity and generosity, aiming to provide aid and hope to the world’s most vulnerable. The campaign focused on connecting with our faith-based community and increasing awareness about the critical work Action for Humanity undertakes to empower communities through emergency assistance, and education and livelihood support. We amplified our campaign through physical and digital billboards strategically placed throughout the UK.

RAISE YOUR HANDS

To highlight the need for quality education and equal learning opportunities for children worldwide, we launched our seasonal education campaign ‘Raise Your Hands’. The campaign highlighted the fact that over 600 million children and adolescents globally struggle to achieve basic proficiency, despite approximately two-thirds of them attending school. For those who are out of school, the reprehensible lack of access to education further hinders their opportunities for income and stability later in life.

EMERGENCY CAMPAIGNS

Throughout the year, Action For Humanity swiftly responded to numerous global emergency crises, including the Türkiye-Syria Earthquakes, the Morocco earthquake, the Afghanistan earthquake, the floods in Libya and the crisis in Gaza. These campaigns garnered significant media coverage, especially our involvement in the sector-wide Ceasefire Now campaign, amassing notable mentions of Action for Humanity in news agencies such as The New Arab, Al Jazeera, The Guardian, Middle East Eye, The Jerusalem Post, The Mirror and Civil Society.

WINTER CAMPAIGN

We concluded the year with the impactful launch of our 2023 winter campaign, ‘EXTREME WEATHERS: Overcoming Winter’, which brought attention to the harsh reality faced by many worldwide during the winter months. The campaign addressed the urgent needs of vulnerable families around the world, struggling to survive in the face of extreme weather conditions and weather-related challenges, such as freezing temperatures, storms and floods. This campaign provided essential support in the form of food assistance, non-food items, and shelter to alleviate challenges, as well as touching on long-term livelihood projects which may have been impacted by extreme weather in recent years.

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INSTITUTIONAL FUNDING & STRATEGIC PARTNERSHIPS

OVERVIEW

In 2023, Action for Humanity (AFH) demonstrated resilience and commitment by responding to four major crises: the Türkiye-Syria earthquake, the September Morocco earthquake, the September Libya floods, and the October Gaza crisis. These events tested AFH’s capacity and resolve, but with the unwavering support of donors and partners, AFH was able to deliver timely and effective aid to those in need.

The global economic climate presented significant challenges, including reduced institutional funding due to the lingering impacts of geopolitical tensions such as the Russia-Ukrainian war and Gaza Crisis. Despite these hurdles, AFH’s strategic approach to diversifying funding sources and strengthening partnerships ensured that we could sustain and even expand our humanitarian efforts.

Throughout the year, AFH secured a total of £31.6 million in institutional funding from more than 28 donors and partners. This funding supported our humanitarian and development projects across multiple regions, including Syria, Iraq, Morocco, Pakistan, Palestine, Türkiye, and Yemen. AFH’s key funding sources included a diverse array of institutional donors and partners such as Care International, Save the Children, International Organisation for Migration, DEC, and World Vision. These contributions were crucial in allowing us to provide timely and effective aid to those in need.

Strategic partnerships played a offices to be eligible for the ECHO pivotal role in AFH’s 2023 operations. Framework Partnership Agreement These collaborations enabled AFH (FPA), aiming to secure more EU to enhance the capacity, reach funding in the future. Additionally, more right holders and respond AFH acquired new memberships with more effectively to crises. For various funding agencies, networks, instance, AFH’s partnership with and consortiums at the UK, EU, and Airlink facilitated the rapid airlift of global levels, such as the START humanitarian aid to crisis zones, Network, which enhances our ability significantly improving our disaster to respond rapidly to crises. response capabilities. Similarly, Water Survival Box delivered 200 The funds and partnerships gifts in kind from the UK to Morocco, enabled AFH to achieve significant which were distributed to those programmatic impacts in 2023. affected by the earthquake, ensuring AFH responded promptly and that essential supplies reached effectively to emergencies during vulnerable communities swiftly. the Türkiye-Syria earthquake, along

The funds and partnerships enabled AFH to achieve significant programmatic impacts in 2023. AFH responded promptly and effectively to emergencies during the Türkiye-Syria earthquake, along with the emergencies in Morocco, Gaza, Yemen, and other regions, delivering critical healthcare services through partnerships with organisations like International Medical Corps (IMC) and Chemonics International. We also implemented comprehensive child protection and education programmes with support from Save the Children International (SCI), Chemonics International, and World Vision International (WVI). Contributions from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Syria Recovery Trust Fund (SRTF) supported long-term development and infrastructure projects, helping build sustainable futures for vulnerable communities.

In addition to securing funding and forming strategic partnerships, AFH also actively engaged in multiple conferences and networking events to strengthen our presence, forge new partnerships, and stay updated on best practices in humanitarian aid. Notable events included the International Council of Voluntary Agencies (ICVA), Scotland’s International Development Alliance (SIDA) Annual Meeting, and AidEx. These engagements provided platforms for AFH to connect with other NGOs, discuss policy issues, and collaborate on humanitarian initiatives.

AFH also pursued and obtained several important accreditations and memberships in 2023, enhancing our credibility and expanding our reach. AFH initiated the process for Core Humanitarian Standard (CHS) certification, demonstrating our commitment to quality and accountability. We also began building the profile of one of our EU

AFH’s programmes in 2023 reached millions of right holders across Syria, Iraq, Morocco, Pakistan, Palestine, Türkiye, and Yemen, ensuring vulnerable communities received the support they needed. In TürkiyeSyria AFH’s emergency response team provided immediate relief to

earthquake survivors. Through our partnership with DEC partners and with essential medical supplies, NFIs, shelter and food, we reached over 10,000 affected individuals within the first 72 hours.

INSTITUTIONAL FUNDING

In 2023, Action for Humanity (AFH) secured significant institutional funding from a diverse array of donors, enabling us to sustain and expand our humanitarian and development initiatives across multiple regions. This significant achievement reflects our strategic approach to diversifying funding sources and demonstrates the trust and confidence that various institutional donors have in our mission. In 2023, AFH received funding from a total of 20 institutional donors. The contributions from these donors were instrumental in delivering impactful programmes and responding effectively to crises.

STRATEGIC PARTNERSHIPS

In 2023, AFH continued to strengthen and expand its strategic partnerships, which played a pivotal role in enhancing our capacity to deliver impactful humanitarian and development programmes. These collaborations were integral to our ability to respond swiftly and effectively to crises, support longterm development projects, and build resilient communities across various regions. AFH’s strategic partnerships

spanned multiple sectors and included collaborations with both international and local organisations, providing essential support that enabled AFH to scale our operations, improve our service delivery, and reach more right holders in need. In

Türkiye, and Yemen. AFH’s strategic partnerships with organisations such as ActionAid, Aid Infinity, Christian Aid, and others enabled us to leverage their expertise and resources to enhance the quality and impact of our humanitarian effort.

2023, AFH has been approved to join the 1% for the Planet network as an FUNDING Environmental Programme Partner. CONTRIBUTIONS FROM The partnership with 1% for the Planet STRATEGIC PARTNERS: means specific programmes within our organisation were approved for In 2023, our strategic partners member support and some brand contributed significantly to our benefits. AFH secured £20,000 from overall funding, supporting a range of 1% for the Planet under its Food programmes and initiatives. Security Crisis Relief programme for Northwest Syria.

In 2023, our strategic partners contributed significantly to our overall funding, supporting a range of programmes and initiatives.

AFH’s partnerships with organisations such as Airlink, Water Survival Box, and various partners in the UK and Canada were instrumental in broadening

our funding base and increasing our operational reach. Airlink, a global humanitarian organisation, facilitated the rapid airlift of critical supplies, significantly improving AFH disaster response capabilities. Water Survival Box provided 200 essential kits in response to the Morocco earthquake, ensuring that vulnerable communities received immediate relief and essential supplies, helping them to recover and rebuild their lives.

In addition to these key partnerships, AFH’s collaborations extended

beyond the UK, encompassing partner offices in Canada. These relationships were crucial in

securing substantial funding and implementing comprehensive programmes in regions such as Syria, Iraq, Morocco, Pakistan, Palestine,

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MEMBERSHIPS, NETWORKS & ACCREDITATIONS

In 2023, Action for Humanity made significant strides in enhancing its credibility and expanding its reach through active engagement

in various memberships, networks, and accreditations. These efforts were pivotal in ensuring that AFH operations adhered to the highest standards of quality and accountability while providing AFH with valuable opportunities for collaboration and knowledge exchange.

AFH actively participated in several key conferences and networking events throughout the year, which played a crucial role in strengthening AFH presence in the humanitarian sector and forging new partnerships. Notable events included the International Council of Voluntary Agencies (ICVA), Scotland’s International Development Alliance (SIDA) Annual Meeting, and AidEx. Participation in these events provided platforms for AFH to connect with other NGOs, discuss policy issues, and collaborate on humanitarian initiatives. This engagement allowed AFH to stay abreast of the latest trends and best practices in the sector, facilitating discussions on international development and humanitarian aid strategies with key stakeholders and aligning AFH initiatives with global development goals.

Moreover, AFH’s participation in AidEx, a leading event for the international aid and development sector, offered an opportunity to showcase AFH work, explore new funding opportunities, and network with potential partners and donors.

This underscored our commitment to innovation and excellence in humanitarian aid.

achievement was the appointment of AFH’s CEO as a Trustee with Bond, further strengthening AFH leadership and advocacy within the international development community.

In pursuit of enhancing our operational capacity and credibility, AFH sought and obtained several important accreditations and memberships in 2023. One significant milestone was initiating

AFH involvement in these

memberships and networks was not only about compliance and accreditation but also about building capacity and enhancing collaboration. Through these engagements, AFH leveraged shared knowledge, participated in capacity-building initiatives, and strengthened advocacy efforts to influence policy and drive systemic changes that benefit vulnerable communities. These collaborations also enhanced AFH fundraising capabilities by providing access to new funding opportunities and strengthening relationships with institutional donors and other stakeholders.

the process for Core Humanitarian capacity and enhancing collaboration. Standard (CHS) certification, which Through these engagements, AFH demonstrates our commitment leveraged shared knowledge, to quality and accountability in participated in capacity-building our humanitarian actions. This initiatives, and strengthened certification process involves advocacy efforts to influence policy meeting rigorous standards that and drive systemic changes that ensure our operations are effective, benefit vulnerable communities. transparent, and accountable. In These collaborations also enhanced this connection, AFH completed the AFH fundraising capabilities by CHS self-assessment process and providing access to new funding signed an MoU with Humanitarian opportunities and strengthening Quality Assurance Initiative (HQAI), relationships with institutional donors an authorised independent auditor and other stakeholders. of CHS Alliance to carry out AFH’s programme audit in its countries of Looking ahead, AFH is committed operations in 2024. Additionally, AFH to continuing its efforts to secure acquired new memberships with additional accreditations and deepen various funding agencies, networks, its involvement in key networks. and consortiums at the UK, EU, and AFH’s future plans include finalising global levels. Notable among these the CHS certification process is our membership with the START to further demonstrate AFH’s Network, which enhances our ability adherence to the highest standards to respond rapidly to crises and of humanitarian practice, continuing collaborate effectively with other to build the profile of AFH’s EU organisations. offices to ensure eligibility for the ECHO FPA, and actively seeking new AFH also became an active member memberships with strategic networks of Bond, the UK network for and consortiums to enhance our organisations working in international collaborative efforts and operational development. This membership reach. Furthermore, AFH has provides us with a platform to registered in Scotland.

AFH also became an active member of Bond, the UK network for organisations working in international development. This membership provides us with a platform to

engage with over 400 member organisations, sharing knowledge and resources to improve our effectiveness and impact. A notable

The advancements in memberships, networks, and accreditations in 2023 have significantly contributed to

AFH’s ability to deliver high-quality humanitarian aid and development programmes. These efforts have reinforced AFH’s commitment

support and collaboration. Together, The alignment with the Action for we will continue to build resilient Humanity Global Programmes communities and provide lifesaving Strategy 2021-2025 ensures that we support to those in need, making a are on a strategic path to diversifying lasting difference in the world. The resources, securing sustainable achievements in institutional funding income, and strengthening and strategic partnerships in 2023 our partnerships. have laid a robust foundation for AFH’s future growth and impact.

to excellence, transparency, and accountability, positioning us well for future growth and impact. AFH extend the gratitude to all our partners and stakeholders for their

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Action for Humanity is a Charitable Incorporated Organisation (CIO) Foundation with the Charity

commitment to transparency and efficiency.

Through these roles, AFH (International) ensures the alignment of our mission, brand, and values across all operational fronts. Irrespective of the structures of governance adopted at AFH, our organisation vows to remain agile and responsive to the needs of others in our efforts to ensure sustainable improvements in the lives of those we serve.

AFH INTERNATIONAL

commission in England and Wales, under registration number 1154881. Action for Humanity’s only voting members are its charity trustees and its governing document is a Foundation constitution.

Action For Humanity-a charity registered in the UK - acts as its UK office as well as its international coordinating body for the global AFH family. As such, it plays a pivotal role in these ever-growing complex structures.

The objects of the CIO are:

BOARD OF TRUSTEES

The Trustees, collectively referred to as AFH Board of Trustees govern AFH.

Apart from the first charity trustees, every new trustee appointed is there for an initial singular term of three years and can serve for a maximum of three terms. Some Trustees lead the Board’s engagement on a certain area and work with senior management, both to provide advice and support and to enhance board understanding and scrutiny. This includes in particular a Lead Trustee for Safeguarding Oversight, Audit, Finance and Risk Management committee.

means.

The Trustees acknowledge that there has been no alteration in the class of right holders of the combining entities and affirm that despite the incorporation of Syria Relief as a linked charity with Action For Humanity in 2024, the

  1. Coordinating between subsidiaries, discuss key strategic areas of their independently registered affiliates work with the board. and country offices.

  2. Planning and expanding the All Trustees are volunteers and none international presence of the AFH of them receives any remuneration brand globally. for their contribution as Trustees.

  3. Representing the AFH family at A delegation of authority is in international forums and within the place where the day-to-day work UN eco system. is delegated to the CEO and his

power and controls of the Trustees remain unaltered. Furthermore, it is noted that we now provide a single combined report, reflecting our

APPOINTMENT OF NEW TRUSTEES

Trustee may not participate in Board discussion or decision-making on related matters.

management team.

The Board remains committed to the Values and Mission of AFH through its execution of certain key responsibilities:

AFH’s values are at the heart of all our operations including recruitment and procurement processes. All our suppliers & service providers must comply with our Code of Conduct and our Ethical and

Environmental Policy.

PUBLIC BENEFIT

We annually reassess our aims, objectives, and activities to ensure alignment with our charitable mission, as outlined in our strategic report. This Trustees’ Annual Report elaborates on the notable endeavours undertaken to advance AFH’s strategic goals, detailing the programs supported and the positive impact delivered to our right holders. Our review process adheres to the public benefit guidance issued by the Charity Commission, guiding both our present initiatives and plans for t he future.

GOVERNANCE REVIEW

The Board of Trustees recognise The Charity’s growing needs as it expands and the changing regulatory environment. They resolved

The Trustees can also:

to continue enhancing Board effectiveness and performance to exercise effective oversight and control, bolstering public trust in The Charity. The Trustees are regularly engaged in discussion about good governance, skills audit, and introduce changes deemed necessary for continued improvement.

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In 2023, the trustees convened on an awayday, focusing on crucial strategic and governance matters. Distinguished charity experts, including legal and governance specialists were in attendance, providing invaluable insights into the evolving charity landscape and its attendant challenges, alongside recommendations for optimal navigation. Moreover, a comprehensive report detailing the findings of a skills audit and offering recommendations was presented, underscoring our commitment to continuous improvement.

AUDIT, FINANCE & RISK MANAGEMENT COMMITTEE

The Charity has a Risk Management framework in place and maintains a risk register. The Audit, Finance and Risk Management Committee reviews the risk register periodically and makes the appropriate recommendation to the board.

MANAGEMENT

The CEO is accountable to the Board of Trustees and, along with other senior staff, is responsible for day-to-day management. The CEO has delegated authority, within terms approved by the Board of Trustees, for operational matters including finance, employment, and other performance-related activities. The day-to-day running of the organisation’s activities have been carried out by a team of dedicated staff who are responsible for the implementation of the corporate strategy, and have the authority to make decisions, respond to consultations, allocate resources, and commit expenditure. They are supervised and directed by their line managers led by the CEO, in line with the strategies set up by the Board.

including the Charities Act

2011, the Charities (Protection and Social Investment) Act 2016, the Data

The Trustees and the CEO regularly monitor the achievements and

Protection Act 2018, the Privacy and Electronic

performance of The Charity, to ensure that it reflects its aims and objectives. Trustees have also considered the Charity Commission’s general guidance on Public Benefit when setting future objectives and planning future activities. This has been done through re-examining The Charity’s core aims, expanding its services and widening the scope of The Charity’s right holders (where possible). The aim is to make sure that public benefit is the established catalyst when achieving the objectives that AFH aspires towards.

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.

KEY MANAGEMENT We continue to use a wide range of PERSONNEL AND approaches to raise money. These REMUNERATION include working with High-net worth donors, volunteer community The Trustees seek to strike an fundraising groups, TV appeals and appropriate balance between social media, and by appealing to meeting the requirements of our our existing supporter base. The employees and the public, as well internal Action for Humanity team as our donors’ expectations that coordinates all of these activities- we the funds they entrust us with will do not engage with any professional be spent responsibly to support fundraising agencies to speak to the people we serve in our country our supporter base on the phone or otherwise.

The Trustees seek to strike an appropriate balance between meeting the requirements of our employees and the public, as well as our donors’ expectations that the funds they entrust us with will be spent responsibly to support the people we serve in our country offices, and paying enough to recruit and retain professionals with the

In 2023, we were consistently compliant with all the applicable codes and regulations governing us. As a result, we experienced no complaints regarding our fundraising activities.

skills we need. In order to ensure our employees stay motivated, pay increases are awarded to staff subject to good performance.

Three senior staff members’ salaries exceeded £60,000 per annum during this period. Whereas in 2022 one staff member’s salary exceeded £60,000 per annum.

QUALIFYING THIRD PARTY INDEMNITY PROVISIONS

FUNDRAISING COMPLIANCE

Trustees’ indemnity insurance, indemnifying each trustee against liability to third parties, has been in place throughout the year ended 31 December 2023 and up to the date of approval of this report.

We strive for the best practices in fundraising by complying with a range of statutes, codes of practice, and standards. We comply with all relevant statutory regulations,

PRINCIPAL RISKS AND UNCERTAINTIES

cybersecurity emerges as one of the PRINCIPAL RISKS

RISK MANAGEMENT

paramount risks alongside concerns such as safeguarding and fraud. Our dedicated teams identify key priority areas and then develop measures to tackle any issues that may arise. A significant number of our policies were reviewed and updated in 2023 and the remainder of the policies are to be reviewed in 2024 to bring them in line with best practices and from lessons learnt internally as well as any internal or external audit recommendations.

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 Charity, therefore, has the ultimate duty to regularly identify and review the risks to which The Charity is

The principal risks to the charity have been identified as:

REPUTATION

One of the most valuable assets of any charity is its reputation. It is imperative that we do all we can to meet the expectations of our donors, right holders, supporters, and other organisations that we collaborate with. To protect The Charity against reputational damage, we implement the following:

GOVERNANCE OF RISK

exposed, and ensure that appropriate controls are in place to provide

The Audit, Finance and Risk

reasonable assurance against fraud, malicious acts, and errors such as serious mismanagement and safeguarding issues.

• 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 have been continuously implemented alongside the close monitoring of relevant training and awareness programmes.

Committee (AFR) is responsible for the effective management of risks at the Charity. The AFR reports its recommendations and any concerns they may have to the Board of Trustees. The AFR is also tasked with reviewing corporate risks regularly and taking any action deemed necessary for risk mitigation. Other risks are reviewed and actioned by the executive team. Further work will be carried out in the coming year to strengthen the capabilities of the AFR, in terms of their ability to scrutinise and interrogate identified

The Trustees, along with the CEO and the senior staff, actively review these risks regularly. Due to the nature of the work carried out by Action For Humanity, the risks involved are complex. They are assessed based on their likelihood and potential impact, which allows the implementation of mitigation strategies to manage these risks. Also, wherever possible, risks are covered by suitable insurance, to reduce their financial impact. The charity continues to review its risk management framework to bring it up to the standard expected of such a large charity.

manage risks. Currently, the AFR consists of Trustees and executives along with independent members who bring key technical skills to complement the existing skills of the AFR members.

Within the volatile, uncertain, complex, and ambiguous (VUCA) landscape, AFH management persistently strives to bolster the effectiveness of the organisation’s risk management. Notably,

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the charity’s long-term sustainability and financial health.

OPERATIONAL

Keeping AFH’s rights-holders safe while simultaneously striving to make the most meaningful impact through our interventions is at the heart of our organisation’s operations. As a result, key operational risks are identified and reviewed regularly. Operational risks include security & safety risks to personnel, volunteers, rightsholders, and risks associated with the continuation of project delivery. To mitigate such risks, The Charity has taken the following actions:

briefings and assessments, in lead to further bolster our protective response to rapid changes in the measures. AFH recognises the political situation courage of survivors and victims Culture and Behaviour – AFH of abuse in coming forward to monitors and learns lessons report it. We thank all those who both from our own experience have helped us protect children and best practices in the sector and vulnerable people both in the to ensure that we develop the UK and internationally by reporting right culture and behaviour as their concerns. The safeguarding of we grow, we implement the children, adults in their communities, following procedures to support staff, volunteers, and anyone else this: who encounters our work is a top priority for the organisation. We take An annual review of policies and all safeguarding reports seriously procedures to ensure they are fit and investigate all allegations of for purpose. abuse by following our procedures 2. Enhanced support to Country with the utmost vigilance. We Offices and building their are committed to taking a clear capacity. survivor-centred approach and offer 3. A programme of regular training support routinely to those affected. for all staff especially in the area Throughout 2023, there were no of safeguarding, cybersecurity, safeguarding complaints. There were safety & security in the field two safeguarding incidents in 2023 amongst others. which were reported to the Charity Commission. AFH Trustees are The Trustees, are, therefore, committed to ensuring that everyone satisfied that adequate systems and we work with is protected and procedures are in place to manage supported in the event of any abuse and minimise exposure to the taking place. As such, further work and improvements will be carried out to ensure that we have the best SAFEGUARDING systems and processes of protection, prevention, detection and support in We remain committed to place.

• 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 we grow, we implement the following procedures to support

  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 for all staff especially in the area of safeguarding, cybersecurity, safety & security in the field amongst others.

  4. The Trustees, are, therefore, satisfied that adequate systems and procedures are in place to manage

  5. and minimise exposure to the identified risks.

SAFEGUARDING

We remain committed to

safeguarding, tailoring our measures FINANCIAL to reflect the environments in which

CYBERSECURITY

As a charity, safeguarding the personal information of our donors, right holders, and stakeholders is paramount. Despite implementing robust security measures and regularly updating our systems, the increasing sophistication of cyber threats poses a continual challenge. A successful cyber-attack could result in unauthorised access to sensitive data, financial loss, and reputational damage. We remain committed to ongoing investments in cybersecurity infrastructure, employee training, and regular reviews to mitigate these risks and ensure the integrity and security of our operations.

we work. We are committed to Financial reserves are crucial for the • Applied a robust due diligence policy in our dealings with safeguarding our staff, volunteers, charity’s ability to sustain operations, along our rights-holders. Our manage unforeseen expenses, and donors and other stakeholders, supplemented with the use of trustees and staff possess the continue supporting our mission requisite knowledge and training during periods of economic appropriate tools to assess the suitability of personnel in safeguarding practices. We have uncertainty. Insufficient reserves • Adopted clear processes designated safeguarding leads at could impair our capacity to fund to review and assess our both trustee and executive levels, essential programs and respond to ensuring diligent monitoring and emergent needs. To mitigate this performance management system on the ground governance of these crucial aspects, risk, we regularly review our financial • Ensured that all programmes with swift action taken should any strategy, diversify our income risks materialise. Additionally, each sources, and adhere to prudent have up-to-date security policies, which include the provision of of our country offices is equipped budgeting practices to ensure a with a designated security and safety robust reserve level that safeguards regular comprehensive security

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

FINANCIAL OVERVIEW

SUPPORT COSTS

Strategic Report for the Year Ended 31 December 2023.

INCOME

During the year, we had a total income of £42.7m (2021: £30.4m) representing an increase of 40%. For a further breakdown of our income, see the chart below. Income from major appeals amounted to £10.5m (2022: £7.5m) representing an increase of 40% from the previous year and grants received from Institutions and partners totalled £31.6m (2022: £22.9m), representing an increase of 38% compared to last year.

SPENDING

We spent £37.1m (2022: £28.3m) on charitable activities, which is 87% (2022: 93%) of the total income of the year. The cost of fundraising was £1.18m representing 3% (2022: £1.14m, 4%) of the total funds raised in 2023. After the total expenditure of £38.3m (2022: £29.4m), we had net income of £4.5m (2022: £0.94m).

PARTNERS SPEND

Action for Humanity delivers our charitable activities both directly and through partners. The table below illustrates the main delivery partners we had in 2023.

In addition, we funded Action For Humanity Canada £177k for capacity building.

==> picture [301 x 664] intentionally omitted <==

----- Start of picture text -----
18
16
14
12
2023 2022
10
8
6
4
2
0
£’M 2023 2022
12.0
10.0
8.0
6.0
4.0
2.0
0.0
2023
350,00
300,00
250,000
200,000
150,000
100,000
50,000
0.0
Concern WorldwideChemonics CARE GIZ IOMSave The ChildrenOCHA SAMS SRTFWorld Vision Other
MedicalFood, Shelter, Humanitarian EducationSocial & Culture OrphansOther projects
Natuf Help In Need
Union of Relief Development Assosiation Scouts Du Maroc Other Partners
Assosiation
----- End of picture text -----

During the year, our total support costs were £3.31m (2022: £1.81m). Support costs are approximately 8% (2021: 6%) of the total income raised during the year.

2023 2022
8% 6%

Total income

Reserves 2023 2022 2021 2020
£M £M £M £M
Restricted 8% 6% 8% 6%
General 8% 6% 8% 6%
Designated 8% 6% 8% 6%
8% 6% 8% 6%
Change from the prior year 8% 6% 8% 6%
2023 2022
£M £M
Target level of reserves 2 2
Actual Coverage of Target 325% 210%
reserves

POLICY ON RESERVES

We held the following reserves at year-end.

It is our policy to hold general reserves representing at least three months of core spending along with an additional amount to cover unforeseen eventualities. The core spending is defined as the total fundraising costs and various support costs. Our unrestricted (General) funds have increased since last year and our finances remain in a strong

position based on our reserves policy.

We are currently reviewing the appropriate level of reserves to hold for the charity.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

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:

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 29/08/2024 and signed on its behalf by:

.........................................

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ACTION FOR HUMANITY OPINION

We have audited the financial statements of Action For Humanity (‘the parent charity’) for the year ended 31 December 2023 which comprise the consolidated and parent charity statement of financial activities, the group and parent charity balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements:

Give a true and fair view of the state of the group and parent charity’s affairs as at 31 December 2023 and of the group’s and parent charity’s incoming resources and application of resources, for the year then ended Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice Have been prepared in accordance with the requirements of the Charities Act 2011

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described

financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical

requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

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

performed, we have not identified MATTERS ON WHICH any material uncertainties relating to WE ARE REQUIRED TO events or conditions that, individually REPORT BY EXCEPTION or collectively, may cast significant doubt on Action For Humanity’s We have nothing to report in respect ability to continue as a going concern of the following matters in relation for a period of at least twelve months to which the Charities (Accounts and from when the financial statements Reports) Regulations 2008 requires are authorised for issue.

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:

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

The information given in the trustees’ annual report is inconsistent in any material respect with the financial statements Sufficient accounting records have not been kept; or the financial statements are not in agreement with the accounting records and returns; or We have not received all the information and explanations we require for our audit

OTHER INFORMATION

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the

Dr Mounir Hakimi Chair Board of Trustee

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

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.

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

established to mitigate risks related to fraud or noncompliance with laws and regulations.

when it exists. Misstatements can

arise from fraud or error and are regulations. considered material if, individually • We inspected the minutes of or in the aggregate, they could meetings of those charged with reasonably be expected to influence governance. the economic decisions of users • We obtained an understanding taken on the basis of these of the legal and regulatory financial statements. framework that the group operates in, focusing on those Irregularities, including fraud, are laws and regulations that instances of non-compliance had a material effect on the with laws and regulations. We financial statements or that had design procedures in line with our a fundamental effect on the responsibilities, outlined above, to operations of the group from detect material misstatements in our professional and sector respect of irregularities, including experience.

Irregularities, including fraud, are laws and regulations that instances of non-compliance had a material effect on the with laws and regulations. We financial statements or that had design procedures in line with our a fundamental effect on the responsibilities, outlined above, to operations of the group from detect material misstatements in our professional and sector respect of irregularities, including experience. fraud. The extent to which our • We communicated applicable procedures are capable of detecting laws and regulations throughout irregularities, including fraud are set the audit team and remained out below. alert to any indications of noncompliance throughout the audit.

CAPABILITY OF THE • We reviewed any reports made REPORT IN DETECTING to regulators. IRREGULARITIES • We reviewed the financial statement disclosures and In identifying and assessing risks tested these to supporting of material misstatement in respect documentation to assess of irregularities, including fraud compliance with applicable laws and non-compliance with laws and and regulations. regulations, our procedures included • We performed analytical the following: procedures to identify any unusual or unexpected We enquired of management, relationships that may indicate which included obtaining risks of material misstatement due to fraud.

• We enquired of management, relationships that may indicate which included obtaining risks of material misstatement and reviewing supporting due to fraud. documentation, concerning the group’s policies and procedures In addressing the risk of fraud relating to: through management override • Identifying, evaluating, and of controls, we tested the complying with laws and appropriateness of journal entries regulations and whether they and other adjustments, assessed were aware of any instances of whether the judgements made in non-compliance; making accounting estimates are • Detecting and responding indicative of a potential bias and to the risks of fraud and whether tested significant transactions that they have knowledge of any are unusual or those outside the actual, suspected, or alleged normal course of business. fraud; Because of the inherent limitations • The internal controls of an audit, there is a risk that we

will not detect all irregularities,

including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

USE OF OUR REPORT

This report is made solely to the 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.

XX/XX/2024

Sayer Vincent LLP, Statutory Auditor

110 Golden Lane, London, EC1Y 0TG

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 DECEMBER 2023

BALANCE SHEET

AS AT 31 DECEMBER 2023

Consolidated Statement of Financial Activities for the Year Ended 31 December 2023

2023 2022
note Unrestricted funds Restricted funds Total funds Total funds
£ £ £ £
Income from
Donations and legacies 2 2,597,071 7,942,936 10,540,007 7,526,532
Grants 3 167,955 31,426,291 31,594,246 22,852,018
Other income 4 602,517 - 602,517 5,500
Total Income 3,367,543 39,369,227 42,736,770 30,384,050
Expenditure on
Raising funds 5 283,936 896,868 1,180,804 1,140,133
Charitable activities 6 1,884,502 35,212,501 37,097,003 28,302,494
Total resources expended 2,168,438 36,109,369 38,277,807 29,442,627
Net incoming/(outgoing) resources for the year 1,199,105 3,259,858 4,458,963 941,421
Transfers between funds (189,887) 189,887 - -
Net movement in funds 1,009,218 3,449,745 4,458,963 941,421
Total funds brought forward 4,159,169 2,377,046 6,536,215 5,594,794
Total funds carried forward 15 5,168,387 5,826,791 10,995,178 6,536,215
Group Group Charity Charity
note 2023 2022 2023 2022
£ £ £ £
Fixed assets:
Tangible assets 12 770,027 725,979 770,027 725,979
Total fxed assets 770,027 725,979 770,027 725,979
Current assets:
Debtors 13 4,056,922 2,799,198 4,056,923 2,753,913
Cash at bank and in hand 8,660,729 5,963,805 8,637,305 3,364,285
Total current assets 12,717,651 8,763,003 12,694,228 6,118,197
Creditors and accruals:
Amounts falling due within one year 14 2,492,500 2,952,767 2,492,500 2,350,248
Total current liabilities 2,492,500 2,952,767 2,492,500 2,350,248
Net current assets 10,225,151 5,810,236 10,201,728 3,767,950
Net assets 10,995,178 6,536,215 10,971,755 4,493,928
The funds of the Charity
Unrestricted funds 15 4,565,870 4,159,169 4,565,869 363,967
Designated funds 15 602,517 - 602,517 4,129,961
Restricted funds 15 5,826,791 2,377,046 5,803,369 363,967
Total funds 10,995,178 6,536,215 10,971,755 4,493,928

The financial statements on pages 79 to 89 were approved by the trustees, and authorised for issue on

29/08/2024 and signed on their behalf by:

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The Board of Trustees have not included a separate Statement of Financial Activities of The Parent Charity (AFH). For the year ended 31 Dec 2023, the Parent Charity received income of £42.7m (2022: £15.5M) and incurred expenditure of £38.2M (2022: £13.9M).

Dr Mounir Hakimi Chair Board of Trustee

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

CONSOLIDATED STATEMENT OF CASH FLOWS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

FOR THE YEAR ENDED 31 DECEMBER 2023

2023 2022
£ £
Cash fows from operating activities
Net cash (expenditure)/income 4,458,963 941,423
Adjustments to cash fows from non-cash items
Depreciation 81,926 28,136
4,540,889 969,560
Working capital adjustments
(Increase)/ Decrease in debtors (1,257,725) (708,301)
Increase in creditors (460,267) 439,894
Net cash fows from operating activities 2,822,897 701,153
Cash fows from investing activities
Purchase of tangible fxed assets (125,973) (141,094)
Net cash fows from investing activities (125,973) (141,094)
Net increase in cash and cash equivalents 2,696,924 560,059
Cash and cash equivalents at 1 January 5,963,805 5,403,746
Cash and cash equivalents at 31 December 8,660,729 5,963,805

1. CHARITY STATUS

The charity is a Charitable Incorporated Organisation (CIO - Foundation). The Trustees have limited liability.

The principal place of business is:

6 Carolina Way Salford

Greater Manchester M50 2ZY

2. ACCOUNTING POLICIES

Summary of significant accounting policies and key accounting estimates

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

These policies have been

consistently applied to all the years presented, unless otherwise stated.

Statement of compliance

These financial statements have 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.

the foreseeable future.

Basis of preparation

The Trustees consider that there

are no material uncertainties about the charitable company’s ability to continue as a going concern. Accordingly, they continue to adopt the going concern basis in preparing the financial statements as outlined in the Financial Review.

Action For Humanity is a public benefit entity as defined by FRS 102. The financial statements are prepared in sterling which is the presentational currency of the charity. The functional currency of the Charity is USD, EUR and GBP.

Income and endowments

Basis of consolidation

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 consolidated financial statements consolidate the financial statements of the charity and its subsidiary undertaking drawn up to 31 December 2023.

A subsidiary is an entity controlled

Donations and legacies

by the charity. Control is achieved where the charity has the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities.

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 Statement of Financial Activities (SOFA) and Group Balance Sheet consolidate the financial statements of the Charity and its subsidiary undertaking İnsanlik İcin Hareket Vakfi.

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

Going concern

Grants receivable

The Trustees have, at the time of approving the financial statements, Grants are recognised when the a reasonable expectation that the charity has an entitlement to the Charity have adequate resources to funds and any conditions linked to continue in operational existence for the grants have been met. Where

The notes on pages 79-89 form an integral part of these financial statements.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

performance conditions are attached

Depreciation and amortisation

to the grant and are yet to be met, These are costs incurred in attracting the income is recognised as a liability voluntary income, the management and included on the balance sheet as of investments and those incurred in deferred income to be released. trading activities that raise funds.

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Deferred income

Charitable activities

ASSET CLASS DEPRECIATION
METHOD AND RATE
Fixtures & Fittings 12.5% straight line
Equipment 25% straight line
Motor Vehicles 10% straight line
Buildings 50 years

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when:

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its right holders. It includes both costs that can be

allocated directly to such activities and those costs of an indirect nature necessary to support them.

Grant provisions

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Expenditure

Governance costs

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. Raising funds

These include the costs attributable of cash and are subject to an to the charity’s compliance with insignificant risk of change in value. constitutional and statutory requirements, including audit, Foreign exchange strategic management and trustees’ meetings and reimbursed expenses. Transactions in foreign currencies are recorded at the rate of exchange at Tangible fixed assets the date of the transaction. Monetary assets and liabilities denominated Individual fixed assets are in foreign currencies at the balance initially recorded at cost, less sheet date are reported at the rates any subsequent accumulated of exchange prevailing at that date.

Tangible fixed assets

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

The results of overseas operations are translated at the average rates of exchange during the period and their balance sheets at the rates ruling at the balance sheet date. Exchange

differences arising on translation of the opening net assets and results of overseas operations are reported in other comprehensive income and accumulated in equity (attributed to non-controlling interests as appropriate).

Pensions and other post retirement obligations

in other comprehensive income and The charity operates a defined accumulated in equity (attributed to contribution pension scheme which non-controlling interests is a pension plan under which fixed as appropriate). contributions are paid into a pension fund and the charity has no legal or Other exchange differences are constructive obligation to pay further recognised in the Statement of contributions even if the fund does Financial Activities in the period in not hold sufficient assets to pay all which they arise except for: employees the benefits relating to employee service in the current and 1. exchange differences arising on prior periods. gains or losses on non-monetary items which are recognised in Contributions to defined contribution other comprehensive income; plans are recognised in the and Statement of Financial Activities

Critical accounting judgements and key sources of estimation uncertainty

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

Fund structure

Unrestricted income funds are

Significant Judgement

Restricted income funds are those There are no significant judgements donated for use in a particular area having a material effect on the or for specific purposes, the use of financial statements. which is restricted to that area or purpose.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

2 Income from donations and legacies

Unrestricted funds
General		 Restricted
funds		 Total 2023
£ £ £
Donations and legacies;
Donations to major appeals 1,857,146 7,942,936 9,800,082
Gift aid reclaimed 739,925 - 739,925
2,597,071 7,942,936 10,540,007
Prior year
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
3. Income from grants
Unrestricted
funds 2023		 Restricted
funds 2023		 Total funds 2023 Total funds 2022
£ £ £ £
Grants from organisations 167,955 31,426,291 31,594,246 22,852,018
Total income from charitable activities 167,955 31,426,291 31,594,246 22,852,018
4. Other Income
Unrestricted
funds 2023		 Restricted
funds 2023		 Total funds 2023 Total 2022
£ £ £ £
Rental Income - - - 5,500
Other income 602,517 - 602,517
Total 602,517 - 602,517 5,500
5 Expenditure on raising funds 2023 2022
£ £
Fundraising and marketing costs 896,868 798,596
Support cost allocation 283,936 341,538
Total 1,180,804 1,140,134
6. Charitable Activities
Unrestricted 2023 Restricted 2023 Total 2023 Total 2022
£ £ £ £
Medical - 5,277,760 5,277,760 5,697,225
Food, shelter, humanitarian aid & clothing - 10,902,859 10,902,859 8,343,018
Social and cultural - 362,458 362,458 1,424,603
Education - 2,060,174 2,060,174 2,532,854
Orphans - 244,896 244,896 429,478
WASH - 5,645,740 5,645,740 5,500,802
Protection - 3,589,769 3,589,769 1,284,909
Other projects 1,646,026 4,340,878 5,986,904 1,620,687
Support costs 238,476 2,787,967 3,026,443 1,468,918
1,884,502 35,212,501 37,097,003 28,302,494
7. Analysis of support cost
Unrestricted
2023		 Administration
2023		 Premises
2023		 Total 2023 Total 2022
£ £ £ £ £
Medical 14,354 377,688 38,528 430,569 311,876
Food, shelter, humanitarian aid & clothing 29,652 780,232 79,591 889,476 456,711
Social and cultural 986 25,938 2,646 29,570 77,985
Education 5,603 147,431 15,039 168,073 138,653
Orphans 666 17,525 1,788 19,979 23,510
WASH 15,355 404,021 41,214 460,590 285,495
Protection 9,763 256,892 26,205 292,860 79,649
Other projects 16,282 428,436 43,705 488,423 95,037
Support costs 8,231 216,579 22,093 246,903 -
100,891 2,654,742 270,809 3,026,442 1,468,917
Raising funds 9,465 249,064 25,407 283,936 341,537
Total 9,465 249,064 25,407 283,936 341,537

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.

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

8 Trustees remuneration and expenses

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

9. Staf costs 2023 2022
£ £
Wages and salaries 4,391,127 2,991,086
Social security costs 136,395 86,115
Pensions 23,278 15,541
4,550,800 3,094,763

10 Taxation

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

11. Net Incoming Resources 2023 2022
£ £
Audit fees 30,000 31,250
Accountancy - 7,500
Depreciation 81,926 28,136

12. Tangible Fixed Assets

Overseas wages and salaries amounting to £3,098,520 (2022: £2,063,704) are included in wages and salaries above.

Charity and Group

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

2023 2022
No No
Charitable activities 201 144
Fundraising and Marketing 18 27
Admin and Support - 2
219 173

There are three employees that received emoluments of more than £60,000 during the year. (2022: 1 employee).

Salary band 2023 2022
£60,000 - £70,000 1 0
£70,000 - £80,000 0 0
£80,000 - £90,000 0 1
£90,000 - £100,000 1 0
£100,000 - £110,000 0 0
£110,000 - £120,000 0 0
£120,000 - £130,000 1 0
Charity and Group
Land
& Buildings		 Furniture and
equipment		 Motor
Vehicles		 Total
Cost £ £ £ £
At 1 January 2023 562,500 215,589 - 778,089
Additions 64,834 61,139 125,973
At 31 December 2023 562,500 280,423 61,139 904,062
Depreciation
At 1st January 2023 18,844 33,265 - 52,110
Charge for the year 11,250 60,611 10,065 81,926
At 31 Dec 2023 30,094 93,876 10,065 134,035
Net Book Value
At 31 December 2023 532,406 186,547 51,074 770,027
At 31 December 2022 543,656 182,323 - 725,979
  1. Debtors
Group Group Charity
2023 2022 2023 2022
£ £ £ £
Prepayments 88,810 82,448 88,810 82,448
Accrued income 3,056,699 1,795,681 3,056,699 1,750,396
Other debtors 911,414 921,068 911,414 921,068
4,056,923 2,799,198 4,056,923 2,753,913

The total employee benefits of the key management personnel of the group were £418,749 (2022 - £334,414).

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

14. Creditors: amounts falling due within one year

Group Group Charity
2023 2022 2023 2022
£ £ £ £
Accruals 338,733 711,664 338,733 711,664
Accrued Project Costs 2,153,071 1,638,584 2,153,071 1,638,584
Other creditors 696 602,517 696 -
2,492,500 2,952,765 2,492,500 2,350,248

15. Movement in Funds

Movement in Funds At 1
January 2023		 Income Expenditure Transfer
between funds		 At 31
December 2023
£ £ £ £ £
Medical 362,448 5,659,692 (5,277,760) - 744,380
Food, shelter, humanitarian aid & clothing 154,187 10,558,786 (10,902,860) 189,887 -
Social and cultural 1,487,469 1,087,245 (362,458) - 2,212,256
Education 372,944 2,187,653 (2,060,174) - 500,422
Orphans - 720,229 (244,896) - 475,333
WASH - 6,058,617 (5,645,740) - 412,877
Protection - 4,091,903 (3,589,769) - 502,135
Other projects - 9,005,100 (8,025,713) - 979,387
2,377,047 39,369,227 (36,109,369) 189,887 5,826,791
Designated funds - - - 602,517 602,517
General funds 4,159,169 3,367,543 (2,168,438) (792,404) 4,565,870
Unrestricted funds 4,159,169 3,367,543 (2,168,438) (189,887) 5,168,387
Total movement on reserves 6,536,215 6,536,215 (38,277,807) - 10,995,178

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

15. Movement in Funds

Comparative for Movement in funds At 1
January 2022		 Income Expenditure Transfer
between funds		 At 31
December 2022
£ £ £ £ £
Medical - 6,059,673 (5,697,225) - 362,448
Food, shelter, humanitarian aid & clothing - 8,497,205 (8,343,018) - 154,187
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 -
WASH - - - - -
Protection - - - - -
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
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 reserves 5,594,794 30,384,050 (29,442,628) - 6,536,215
16. Analysis of net assets between funds Group
Group Unrestricted
funds General		 Restricted
funds		 Designated
funds		 Total funds at
31 December 2023
£ £ £ £
Tangible fxed assets 770,027 - - 770,027
Current assets 4,135,271 7,979,863 602,517 12,717,651
Current liabilities (339,428) (2,153,072) - (2,492,500)
4,565,870 5,826,791 602,517 10,995,178
Unrestricted Restricted Total funds at
funds General funds 31 December 2022
£ £ £
Tangible fxed assets 725,979 - 725,979
Current assets 3,449,529 4,873,578 8,323,110
Current liabilities (16,339) (2,496,532) (2,512,871)
4,159,169 2,377,046 6,536,215

The transfer to designated funds relates to an overpayment held in creditors for a number of years. Despite repeated

attempts to contact the creditor no response has been received. Therefore the funds have been released to be held as an investment to generate a return

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ACTION FOR HUMANITY - ANNUAL REPORT 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

17. Financial instruments 2023 2022
£ £
Financial assets measured at amortised cost 12,717,651 8,763,003
Financial liabilities measured at amortised cost (2,492,500) (2,952,765)
10,225,151 5,818,237

18. Related party transactions

  1. Control relationship

and the SOFA is due to the transfer of £2,042,288 net assets relating to Syria Relief.

At 31 December 2023 the Group had Action For Humanity is the sole no related party transactions corporate trustee of Syria Relief whereby Action For Humanity has 19. Capital commitment the power to govern the financial

The Charity has a subsidiary entity based in Türkiye for WAQF endowments. The entity has

At 31 December 2023 the Group had and operating policies of Syria Relief. no capital commitment. Syria Relief is now a linked charity and therefore no separate Financial 20. Contingent liability Statements are prepared.

generated a small amount of income in the year but is currently largely supported by the Charity.

At 31 December 2023 the Group had

no known contingent liabilities in the The Charity had income of The trustees listed on page one are financial statements. £44,656,751 for the year and a net the ultimate controlling parties of surplus of £6,477,277. The difference Action for Humanity. between amounts disclosed here

22. Comparatives for the Statement of Financial Activities 2022
Unrestricted Restricted Total
funds funds funds
Income from
Donations and legacies 2,582,518 4,944,014 7,526,532
Grants - 22,852,018 22,852,018
Other income 5,500 - 5,500
Total Income 2,588,018 27,796,032 30,384,050
Expenditure on
Raising funds 341,538 798,595 1,140,133
Charitable activities 1,090,580 27,211,914 28,302,494
Total resources expended 1,432,118 28,010,510 29,442,627
Net incoming/(outgoing) resources for the year 1,155,900 (214,479) 941,421
Transfers between funds (239,574) 239,574 -
Net movement in funds 916,326 25,095 941,421
Total funds brought forward 3,242,843 2,351,951 5,594,794
Total funds carried forward 4,159,169 2,377,046 6,536,215

23. Comparative for Charitable Activities

23. Comparative for Charitable Activities
Unrestricted Restricted Total
2022 2022 2022
£ £ £
Medical 2,582,518 4,944,014 7,526,532
Food, shelter, humanitarian aid & clothing - 22,852,018 22,852,018
Social and cultural 5,500 - 5,500
Education 2,588,018 27,796,032 30,384,050
Orphans
Other projects
Support costs 341,538 798,595 1,140,133
1,090,580 27,211,914 28,302,494

24 Comparative for analysis of support cost

24 Comparative for analysis of support cost
Finance Administration Premises Total
2022 2022 2022 2022
£ £ £ £
Medical 12,520 273,235 26,121 311,876
Food, shelter, humanitarian aid & clothing 18,335 400,125 38,251 456,711
Social and cultural 3,131 68,323 6,532 77,985
Education 5,566 121,474 11,613 138,653
Orphans 944 20,597 1,969 23,510
Other projects 18,474 403,165 38,542 460,181
Support costs - - - -
58,970 1,286,919 123,027 1,468,917
Raising funds 13,711 299,221 28,605 341,537
Total 13,711 299,221 28,605 341,537

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Action For Humanity, 6 Carolina Way Salford, Manchester, M50 2ZY +44 (0) 161 860 0163 | info@actionforhumanity.org

© 2024 Action For Humanity Charity Reg. No. 1154881

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