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← Action For Humanity

2024-12-31-accounts

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TABLE OF CONTENTS

Reference and Administrative Details Message From Our CEO & Chairman Introduction

2024 In Numbers

Global Presence and Strategy Emergency Responses Development Programmes Operational Excellence UK Domestic Programmes Our People, Our Strength

Advocacy and Communication Impact

Institutional Funding and Strategic Partnerships

Community Fundraising

Structure, Governance and Management Principal Risks and Uncertainties Looking Ahead Financial Overview Financial Activities

4 6-7 10-13 14-15 16-21 22-31 32-69 70-71 72-75 76-79 80-81 82-87 88-89 90-93 94-97 98-101 102-109 110-131

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REFERENCE AND ADMINISTRATIVE DETAILS

Dr Mounir Hakimi, Chairman

Irfan Munir Dr Mohammad Anas Nashawi

Trustees

Dr Ayman Jundi, General Secretary Mr Louai Al-Abed, Treasurer Mrs Abeer Zabadne

~~a~~ Action For Humanity Principal Office

Action For Humanity 6 Carolina Way Salford Greater Manchester M50 2ZY

UK Charity Number

UK Charity Number 1154881 Scotland Charity Number SC053307

Solicitors Lee Bolton Monier-Williams 1 The Sanctuary Westminster London SW1P 3JT

Bankers

Auditor

Barclays Bank plc 1 Churchill Place Canary Wharf London E14 5HP

Sayer Vincent LLP Invicta House, 110 Golden Lane London EC1Y 0TL

Royal Bank of Scotland plc 467 Wilmslow Road Withington Manchester M20 4AN

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MESSAGE FROM THE CHIEF EXECUTIVE

As we reflect on 2024, we do so with profound humility and pride. This year, Action for Humanity reached over 5.5 million people across 15 countries with life-saving aid, long-term development support, and vital services. In the face of enormous global adversity, this impact is a testament to our collective resolve - to our staff, our donors, our partners, our rightsholders, and our supporters around the world. Together, we have turned compassion into action, and action into meaningful change.

As we look to 2025 and beyond, we do so with unwavering determination to build a world of crisesresilient communities. We believe in dignity, not dependency. In resilience, not fragility. Nowhere is this vision more urgent, or more promising, than in Syria. Syria is not only where our journey began; it is the very reason we exist. Today, we stand on the cusp of transformation. From the ashes of despair, we will build a model for recovery. With renewed access, deeper partnerships, and the will of the Syrian people, we will turn Syria from a symbol of suffering into a global success story - one that lights the way for recovery in every crisis-hit corner of the world.

Delivering humanitarian assistance today is more challenging than ever. In Syria, the fall of the Assad regime brought both a new beginning and intensified volatility. The humanitarian needs are immense and evolving, and yet, so are the opportunities. In Palestine, particularly in Gaza, the humanitarian space continues to shrink in the most brutal method imaginable, placing unimaginable pressure on our teams and partners. Still, we remain undeterred. Our mandate is clear: to stand with the most vulnerable, even in the most difficult places, and to deliver hope where it is most needed.

Today, it is Syria, tomorrow it will be Palestine and oppressed communities globally, Insha’Allah.

Thank you for standing with us. The work continues.

Othman Moqbel

Othman Moqbel Chief Executive

This report is not just a record of programmes and numbers - it is a record of resilience. Of communities refusing to give up. Of our teams on the ground, often working in dangerous and unpredictable conditions, who refuse to be bystanders. It is also a reflection of the trust placed in us by generous donors, dedicated volunteers, and courageous rightsholders who allow us into their lives in moments of crisis.

To our staff- your tireless commitment is the beating heart of this organisation. To our donors and institutional partners- your support fuels every drop of water delivered, every life saved, and every community rebuilt. To our volunteers, advocates, and supporters - you are the movement behind our mission.

MESSAGE FROM CHAIR OF TRUSTEES

When we founded Syria Relief over a decade ago, it was with one urgent purpose: to respond to the immediate needs of Syrian civilians caught in the horror of war. We were doctors, professionals, and humanitarians who could not stand by as lives were shattered and hope was extinguished. What began as a small, determined effort to deliver food, medicine, and dignity in the darkest of days has today grown into something extraordinary.

Looking to 2025 and beyond, we are committed to building crisis-resilient communities through a triple nexus approach that integrates emergency aid, sustainable development, and peacebuilding. We will expand our climate-resilient interventions, invest in women-led livelihoods, support youth entrepreneurship, and continue advocating for those whose voices are too often silenced.

As Chair of the Board and co-founder, I am immensely proud of what we have achieved - but even more hopeful about what comes next. To our donors, staff, volunteers, and partners: thank you. Your trust and support have carried us from the rubble of war to the threshold of recovery.

In 2024, that small organisation - now Action for Humanity - reached over 5.5 million people across 15 countries. We are no longer only a responder to crisis; we are a global leader in humanitarian aid and development, and a strategic actor in shaping the future of crisis-affected communities. Yet, Syria remains at our core, our moral compass, our origin, and our ongoing mission.

Let us walk forward together - undaunted by challenges, strengthened by our legacy, and united in our belief that Syria’s story, and the story of all people in crisis, can be rewritten with justice, dignity, and lasting peace.

The fall of the Assad regime in late 2024 marked a historic turning point. For the first time in over a decade of brutal war, and after more than five decades of oppression, we are beginning to see the possibility of rebuilding a Syria defined not by conflict, but by freedom, resilience, and recovery. Action For Humanity is now registered in Damascus, Aleppo, and expanding to Homs. We are not just delivering aid, we are laying the foundations for the Syria of tomorrow, in partnership with Syrians who have suffered, survived, and now deserve to thrive.

Dr Mounir Hakimi

Dr Mounir Hakimi

Chair Of Trustees

Our transformation from a Syria-focused emergency response organisation into an international humanitarian powerhouse has not been easy. We have had to navigate conflict zones, shrinking humanitarian space, rising operational costs, and worsening global crises, from the escalation in Gaza to new emergencies in Sudan, Lebanon, and beyond. But through innovation, courage, and a deep sense of duty, we have adapted. We have led. And we have delivered.

8 Annual Report & Financial Statements 9 actionforhumanity.org TOGETHER, WE A HEARTFELT CAN REBUILD HOPE THANK YOU: ; IN THE STRICKEN Go ie “We cannot express our gratitude enough for your VILLAGES, ONE STEP support that made this project a reality. Through your generosity, you not only lit up a water station, but AT A TIME. SYRIA you brought life back to a family and made a lasting (i a— \tt\ i a a 1 i S- =<_— ) a] difference in the lives of an entire community”.

- Syrian Mother.

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INTRODUCTION

Action For Humanity (AFH) is pleased to present our Annual Report for the year 2024, highlighting our achievements, challenges, and impact in delivering humanitarian assistance to communities in need.

This year was a defining moment for AFH, as we expanded our operations exponentially in Syria following the fall of the Assad regime, opening new offices in Damascus and Aleppo, with plans for Homs. This expansion strengthens our ability to provide lifesaving aid and long-term recovery efforts in newly accessible areas where homes, infrastructure, and livelihoods have been devastated.

In Gaza, we responded to an escalating humanitarian catastrophe, while across Lebanon and Yemen, growing instability impacted our programmes, requiring agile and urgent interventions.

Despite these challenges, AFH continued to grow throughout 2024, launching a new office in Pakistan to expand food security, water access, and education initiatives in rural communities. We remain committed to rebuilding lives - supporting displaced people, refugees, and vulnerable communities across the Middle East, parts of Africa, and Asia. With the support of our partners and donors, we will continue fostering resilience, dignity, and hope, ensuring that those in crisis receive the assistance they need to rebuild and thrive.

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OUR MISSION, VISION AND VALUES

VISION

“A world of crises-resilient communities.”

MISSION

“To mobilise and respond to emergencies and critical needs through humanitarian, development and peace building actions, helping affected communities survive, recovered and build a better future.”

VALUES

Believe in the Cause

We believe in turning a negative situation into a lasting positive for the people we support.

Work Together

Teamwork is the backbone of our work’s success. We won’t stop until we achieve our vision of a world of crisis-resilient communities.

Give with Grit

Embracing a “gritty” mindset reflects perseverance and passion for our long-term goals. We embody courage, diligence, and resilience, driven by optimism, confidence, and creativity.

Make life better

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

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2024 IN NUMBERS

During the reporting period, our multisectoral interventions reached over 5.5 million individuals across 15 countries. The largest share of impact was in the WASH sector (27.4%), followed by Health & Nutrition (25.2%) and Economic Empowerment & Recovery (16%), underscoring our commitment to both emergency response and long-term resilience.

These figures demonstrate our capacity to respond at scale, adapting to the diverse humanitarian needs across contexts, from acute emergencies to recovery and development-focused programming.

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Rightholders
6,000,000
5,594,719
5,000,000
4,000,000
3,000,000
2,000,000
1,530,438
1,409,715
1,000,000 893,068 738,919
47,510 33,932 160,950 62,013 1,424
0
Emergency ResponseFamily Welfare Food AidEconomic Empowerment and RecoveryHealth & Nutrition Non-Food ItemsOrphans and Child Welfare Protection WASH Total
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GLOBAL PRESENCE AND STRATEGY

Action For Humanity remains at the forefront of humanitarian aid and development since our establishment in 2011 as a response to the Syrian crisis. Over the years, as humanitarian needs have evolved and conflicts have intensified in various regions, AFH has strategically expanded our operations to deliver life-saving support where it is needed most. While Syria remains a core focus, AFH now operates in Palestine, Yemen, Iraq, Sudan, Lebanon, Somalia, Pakistan, Bangladesh, and other crisis-affected and natural disasterprone regions, responding to emergencies, rebuilding lives, and strengthening community resilience.

In 2024, AFH continued to align our efforts with our three overarching strategic goals: responding effectively to crises, building long-term resilience, and advocating for lasting change. This approach ensures that emergency response is complemented by sustainable development initiatives, allowing affected communities to recover, rebuild, and thrive despite ongoing challenges.

AFH remains committed to anticipatory humanitarian action, proactive crisis response, and resiliencebuilding initiatives, ensuring that the most vulnerable populations receive critical support, protection, and opportunities for a more secure future. Our work in 2024 has seen significant expansion, adaptation, and strategic growth to better respond to evolving humanitarian crises:

+ Syria: While AFH has continuously responded to the humanitarian crisis in Syria, the fall of the Assad regime has marked a pivotal shift in our operations. Following the change of national governance in late 2024, AFH secured official registration in Damascus and expanded our reach to newly accessible areas, addressing the urgent and widespread humanitarian needs of communities that were previously cut off from aid.

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FUTURE STRATEGY 2025 AND BEYOND:

As the global humanitarian landscape becomes increasingly complex—marked by simultaneous protracted conflicts, climate-induced natural disasters, and a noticeable decline in institutional funding—Action For Humanity (AFH) revised its strategy in 2024 to remain agile and responsive.

THEMATIC PRIORITIES

Camp Management (CCCM) Education

Our renewed approach prioritises integrated solutions that bridge immediate relief with sustainable development, anchored in the triple nexus of humanitarian aid, development, and peacebuilding. We place strong emphasis on localisation, gender equity, climate resilience, and protection, ensuring that our programmes are both inclusive and adaptable to diverse contexts.

Protection

In an era where needs are growing faster than resources, AFH is committed to maximising impact through innovation, partnerships, and evidencebased interventions. By continuously evolving in response to shifting geopolitical, economic, and environmental realities, we aim to remain at the forefront of humanitarian and recovery efforts— delivering timely, principled, and transformative support to the world’s most vulnerable communities.

Food security and livelhoods.

Health and nutrition

Water, sanitation and hygiene (WASH)

OUR STRATEGIC GOALS

STRATEGIC GOAL 1

STRATEGIC GOAL 3

Diversified Resources and Strategic Partnerships

Strengthened Anticipatory and Principled Humanitarian Action.

STRATEGIC GOAL 2

STRATEGIC GOAL 4

Accountable, Effective, and Adaptable Global Organization

Maximised Impact and Resilience Building

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CROSS CUTTING THEMES

CROSS CUTTING THEMES

CLIMATE RESILIENCE & ENVIRONMENTAL PROTECTION

AFH embedded climate change mitigation into various sectors through:

Gender

OUR GLOBAL REACH

Environmental Protection

Safeguarding and Protection

VALUE FOR MONEY (V4M) & LOCALISATION

Food security and livelhoods

Leave no-one behind

Value for Money

GENDER & SOCIAL INCLUSION (GESI)

In 2024, AFH strengthened our commitment to gender equity and protection, through initiatives like:

UK Morocco Libya Sudan Ethiopia Somalia Yemen Iraq Syria Palestine(Westbank & Gaza) Türkiye Afghanistan Pakistan Bangladesh

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EMERGENCY RESPONSE: GAZA

The humanitarian landscape in Gaza has undergone significant deterioration following the October 2023 escalation of violence, compounding pre-existing structural vulnerabilities in the region. Homes have been destroyed, access to food and water severely restricted, and the safety of families shattered. Amid this profound crisis, Action for Humanity (AFH) has stood by the people of Gaza, delivering life-saving humanitarian aid to alleviate their suffering.

Even before the conflict, the Gaza Strip faced a prolonged and worsening humanitarian crisis driven by multiple factors, primarily the 16-yearplus blockade and recurrent armed conflicts. These factors have caused severe damage to infrastructure and essential services such as health, education, water, and sanitation. The cumulative impact of these structural constraints has systematically undermined community resilience mechanisms, eroded institutional capacity, and created entrenched vulnerability patterns that disproportionately affect civilian populations, particularly women, children, and persons with disabilities.

Consequently, unemployment and poverty rates have surged, and food insecurity has become a pervasive issue, leaving the majority of Gaza’s 2.3 million population in urgent need of humanitarian assistance especially following the additional blockades post-October 2023. Over half of Gaza’s residents live below the poverty line, with families struggling to secure basic needs due to restrictions on the movement of goods and people, compounded by fuel and electricity shortages that disrupt vital services (UNOCHA: 2024).

Given these conditions, Gaza’s humanitarian situation is among the most complex globally, where acute humanitarian needs intersect with political and security challenges. This reality necessitates ongoing assessments by humanitarian actors to ensure that aid is accurately directed to the most urgent priorities.

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GAZA: EMERGENCY RESPONSE

In response, Action for Humanity (AFH) has conducted a multi-sectoral needs assessment to ensure that our humanitarian interventions are precisely tailored to the needs of the people of Gaza. This approach allows us to deliver targeted, effective support within thematic areas such as food security, shelter, water and sanitation (WASH), and mental health and psychosocial support (MHPSS). Since October 2023, AFH’s efforts have directly benefited over 190,000 individuals, offering critical relief and fostering resilience. We have built 4 shelters to provide homes to 5,425 people.

These temporary shelters represent more than just a roof over their heads—they provide a safe haven, a sense of stability, and a place to heal for families who have lost everything. While not a permanent solution, they offer protection, dignity, and hope as communities work toward rebuilding their futures. These structures function as critical stabilisation mechanisms within the broader humanitarian response framework, serving as protection hubs where displaced populations can access integrated services, maintain family cohesion, and begin processing trauma while confronting persistent security challenges and resource constraints.

GAZA: OUR RESPONSE

Key Interventions

Impact

Food Security Non-Food Items (NFI)

WASH (Water, Sanitation, Hygiene)

Shelter

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GAZA: OUR RESPONSE

AFH is expanding our reach into Gaza, introducing vital health interventions, food interventions, WASH, NFIs and enhancing operational capacity, culminating in the completion of a self-sufficient Gaza office by 2025. Together, with your support, we can continue to stand in solidarity with the people of Gaza, helping them recover and rebuild with dignity and hope.

AFH Gaza emergency response program is at the forefront of the organisation’s mission to deliver timely, impactful, and sustainable humanitarian assistance to vulnerable communities affected by conflict, disasters, and extreme poverty. Guided by the principles of humanitarian action, AFH Gaza plays a critical role in implementing and managing projects that address urgent needs while fostering resilience and long-term development.

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LEBANON: CRISIS 2024

The humanitarian situation in Lebanon witnessed a sharp deterioration in 2024 amid a two month escalation in hostilities along the southern border, marked by sustained cross-border attacks and widespread displacement. The intensification of violence caused civilian casualties, extensive damage to homes and infrastructure, and the disruption of access to essential services, particularly in southern Lebanon. This recent escalation compounds an already fragile context shaped by years of political instability, economic collapse, and a deteriorating public service system.

The country continues to grapple with one of the world’s worst economic crises, leaving over 80% of the population in poverty and public institutions critically under-resourced. Vulnerable communities, including Lebanese citizens, Palestinian refugees, and displaced Syrians, have borne the brunt of this compounded crisis, with limited access to healthcare, education, livelihoods, and protection services. In the face of these mounting challenges.

Action For Humanity launched a critical emergency response to support affected communities, particularly in the South. The 64-day escalation created a humanitarian crisis, especially for children and families forcibly displaced from their homes and cut off from essential services. To address the immediate needs, 1,007 children were screened for malnutrition, enabling early identification of nutritional deficiencies. In parallel, 14,400 hot meals were distributed to 300 children, ensuring two daily meals over a 24-day period during one of the most volatile periods of the year.

Recognising the emotional and psychological toll of conflict, our response also included four awareness sessions on protection and psychosocial support, attended by 120 women and 20 men. These sessions empowered caregivers to support their children’s mental health and wellbeing, reinforcing the holistic nature of the intervention. Through this coordinated effort, Action For Humanity contributed to stabilising vulnerable families during one of Lebanon’s most acute emergencies in recent years.

LEBANON: OUR RESPONSE

Food Security

Livelihood

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SUDAN: CRISIS 2024

In 2024, Action For Humanity, in partnership with our local partner, launched a critical emergency food support program in Sudan, targeting malnourished children in South Kordofan and Blue Nile States. This intervention aimed to alleviate child malnutrition, promote psychosocial well-being, and empower communities through sustainable food security initiatives.

We strategically expanded our humanitarian footprint to Sudan, implementing targeted interventions in response to the multidimensional crisis affecting vulnerable populations across the country. Sudan’s humanitarian landscape presents complex challenges stemming from protracted conflict dynamics, political instability, economic deterioration, and recurrent climate-related disasters—factors that have collectively generated acute vulnerability conditions for millions of civilians.

AFH’s operational strategy centres on a critical emergency food support program implemented in partnership with local actors, specifically targeting

high-vulnerability zones in South Kordofan and Blue Nile States. These regions exhibit particularly severe malnutrition indicators among paediatric populations, necessitating immediate humanitarian response mechanisms and sustainable intervention approaches.

“THE CRISIS IN SUDAN IS NOT JUST A HUMANITARIAN EMERGENCY—IT IS A MORAL TEST FOR THE WORLD’S CONSCIENCE.”

SUDAN: OUR RESPONSE

Key Interventions

Impact

Food Security

Recognising the critical gap in assistance, AFH launched lifesaving interventions, focusing on food security and nutrition to combat rising hunger levels. Currently, AFH currently operates five community kitchens in North Kordofan and the Blue Nile region, providing nutritious meals to 9,000 people daily, including children, displaced families, and the most vulnerable. These kitchens serve as a lifeline for communities struggling with severe food insecurity, ensuring that essential nutritional needs are met despite the complex challenges on the ground.

AFH strengthened our presence in Sudan, working alongside local partners, community organisations, and stakeholders to enhance resilience, expand support, and build sustainable solutions for those in need. As we move forward, long-term funding, partnerships, and scalable interventions will be key to sustaining and growing our impact in Sudan.

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DEVELOPMENT PROGRAMME: SYRIA

Impact on Critical Services and Infrastructure:

Syria: Escalating Humanitarian Needs and AFH’s Response

The disruption of essential services has left communities in dire need. 185 schools in Raqqa, Al-Hasakeh, and Tabqa have been repurposed as shelters for internally displaced persons (IDPs), leaving 185,000 students without access to education. (UNOCHA: Dec 2024) Hospitals such as Ar-Raqqa National and Maternity Hospitals are struggling to accommodate the surge in patients, while water, sanitation, and hygiene (WASH) facilities remain inadequate, increasing the risk of disease outbreaks in overcrowded shelters.

Syria’s humanitarian crisis deepened significantly following the brief escalation of hostilities on November 28, 2024, exacerbating the suffering of millions already in need. More than 16 million people require humanitarian assistance, making this one of the world’s largest humanitarian emergencies.

The conflict has triggered mass displacement, with approximately one million people, mostly women and children, forced to flee from Aleppo, Hama, Homs, and Idleb governorates. Alarmingly, one in five displaced persons is experiencing secondary displacement, further compounding vulnerabilities. The humanitarian report published by UNOCHA in December 2024 stated that since December 7, that significant return movements had begun, yet overcrowded shelters, limited resources, and ongoing insecurity make safe resettlement challenging. (UNOCHA: Dec 2024)

The economic collapse, worsened by a record-high unofficial exchange rate in Damascus and in Aleppo, has led to sharp commodity price increases and reports of food and goods shortages. (UN News: 2024)

SYRIA: OUR RESPONSE

As one of the largest humanitarian organisations operating in Syria, AFH is a leader in emergency relief efforts. Our teams have mobilised quickly to provide emergency food aid, non-food items (NFIs), and WASH support to affected populations, with a particular focus on women and children in overcrowded shelters. Key highlights of our response include:

Emergency Shelter & Non-Food Items (NFIs): AFH has distributed winterisation kits, blankets, tents, and core relief items to families in Aleppo, Hama, and Idleb, helping thousands endure harsh conditions.

Despite the challenges of insecurity, funding shortfalls, and logistical constraints, AFH is providing hope, dignity, and life-saving assistance to the people of Syria, true to our mission and our raison d’être.

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ECONOMIC EMPOWERMENT AND EARLY RECOVERY (EER)

In 2024, the EER Department successfully implemented 32 projects across 89 communities in Northwest Syria, benefiting 396,696 individuals with a budget of $7.39 million (USD). Efforts focused on livelihoods support, market restoration, and community-driven recovery, with highlights including:

In 2025, AFH will implement a sophisticated triple nexus approach, integrating humanitarian aid, development, and peacebuilding dimensions, with strategic emphasis on sustainable employment generation, comprehensive value chain expansion, climate-adaptive resilience programming, and gender-responsive economic inclusion initiatives.

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HEALTH AND NUTRITION

The Health and Nutrition Department provided life-saving and sustainable healthcare interventions through:

Emergency Shelter & Non-Food Items (NFIs): AFH has distributed winterisation kits, blankets, tents, and core relief items to families in Aleppo, Hama, and Idleb, helping thousands endure harsh conditions.

HEALTH AND NUTRITION

On the Northeast Side of Syria:

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WALAA’S RECOVERY

Walaa, a 15-year-old girl, was brought into the ICU unit in Raqqa on July 8, 2024, with symptoms of nausea, abdominal pain, drowsiness, and tachypnea. She was eventually diagnosed with diabetic ketoacidosis (DKA) due to hyperglycemia. She received comprehensive medical intervention through AFH’s medical programme, including fluid resuscitation protocols, controlled insulin therapy administration, and targeted electrolyte replacement. Under this intensive management approach, Walaa experienced complete clinical recovery and was discharged in excellent health condition on 20 July 2024.

WALAA EXPERIENCED COMPLETE CLINICAL s RECOVERY AND WAS DISCHARGED IN EXCELLENT HEALTH CONDITION

This case exemplifies the critical importance of rapid identification and treatment of metabolic emergencies, particularly in resource-constrained humanitarian contexts where diagnostic and therapeutic delays can significantly impact clinical outcomes.

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INTEGRATED EDUCATION & PROTECTION (IEP)

On the Northeast side of Syria:

In 2024, AFH implemented 16 projects, reaching 720,530 rights holders across 92 communities, with a budget of $4.7 million.

Key interventions included:

WATER, SANITATION, AND HYGIENE (WASH) & SHELTER

In 2024, AFH managed 9 major WASH and shelter projects with a budget of $4.35 million, benefiting 627,458 individuals through:

A success story from Dana highlighted the transformation of a 12-year-old school dropout who, through AFH’s comprehensive support, successfully re-entered formal education and accessed vital life skills training. AFH also contributed through targeted cash assistance in an effort to improve family well-being. In 2025, AFH will prioritise enhanced community ownership, protection service integration, and disability-inclusive educational frameworks.

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YEMEN: RECOVERY AND STABILISATION

After a decade of protracted conflict, Yemen continues to endure the world’s most severe humanitarian crisis, driven by persistent armed conflict and socio-political instability. The prolonged war has inflicted immense suffering through widespread destruction of critical infrastructure and the displacement of over 4.52 million individuals. The humanitarian catastrophe is further exacerbated by a severe economic crisis, recurrent disease outbreaks, and escalating tensions in the Red Sea, collectively driving alarming levels of food insecurity and acute malnutrition. In 2024, 17.63 million individuals, representing 52 percent of the population, experienced acute food insecurity and require immediate humanitarian assistance (UNOCHA: 2024).

We maintain a focused commitment to ensuring humanitarian responses are timely, effective, and inclusive, while maximising geographical outreach. This approach was exemplified during the catastrophic floods that affected multiple regions in Yemen during the third quarter of 2024, where 34,260 families were adversely impacted. AFH responded with exceptional urgency, providing emergency cash assistance to 250 affected families within 72 hours to address immediate necessities including food security, water access, as well as essential NFIs.

“YEMEN REMAINS THE WORLD’S WORST HUMANITARIAN CRISIS. OVER TWO-THIRDS OF THE POPULATION ARE IN NEED OF HUMANITARIAN AID AND PROTECTION.”

Action For Humanity in Yemen is dedicated to delivering impactful humanitarian initiatives that address the critical needs of vulnerable communities affected by conflict and economic collapse. Our strategic mission aligns with the organisational objectives to provide sustainable, community-centred solutions that improve lives and build resilience.

UNITED NATIONS OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS (OCHA)

YEMEN: OUR RESPONSE

Health Care Programmes

WASH Programmes

Mobile Health Clinics:

Rehabilitated Water Systems:

Support for Health Units:

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YEMEN: RECOVERY AND STABILISATION

Education Programmes

Food Aid and Livelihood Programmes

School Rehabilitation:

Mobile Health Clinics:

Rehabilitated schools and classrooms in Al Hudaydah governorate, ensuring safe learning environments with essential materials and devices. Conducted teacher development workshops to enhance educators’ skills and improve social support systems in schools.

Financial Aid for Vulnerable Children: Provided monthly financial aid to 150 internally displaced and vulnerable children, supporting school attendance and reducing dropouts caused by economic hardship.

+ Bread Distribution :

Enabled 950 children to access education, protecting them from labour, early marriage, and military recruitment, while restoring stability and a sense of normalcy in their lives.

+ Qurbani Meat Distribution:

YEMEN: OUR RESPONSE

In 2024, Action For Humanity’s Yemen office achieved transformative milestones in improving the lives of vulnerable communities affected by prolonged humanitarian crises. We successfully diversified our operational scope by implementing targeted health programmes for people in remote and hard-to-reach areas where access to medical care is limited.

critical life-saving resources. Given the region’s persistent instability, AFH will remain agile in our implementations, continuously assessing needs based on evolving contextual dynamics and balancing emergency aid and development initiatives to respond effectively to ground-level humanitarian requirements.

AFH provided essential healthcare services to over 30,000 beneficiaries, including children in conflict-affected areas. Concurrently, we expanded educational programmes to reach almost 1,000 students, creating more stable and supportive learning environments.

Throughout the year, an escalation of airstrikes and geopolitical tensions in northern areas systematically targeted vital infrastructure such as seaports, power plants, and airports, significantly constraining community access.

Moreover, a substantial reduction in aid and development funding allocated for Yemen endangered programme continuity. Nevertheless, through adaptive management and strategic partnerships with local authorities, AFH prioritised essential needs and strategically allocated limited funds to effectively support the most vulnerable populations in Yemen.

Looking ahead to 2025, Action For Humanity ensured the sustainability of our work by cultivating partnerships with other NGOs and government agencies, with a concentrated focus on providing more sustainable, targeted interventions addressing diverse communities. Our interventions will enlist a special focus on children who are recognised as the most critical demographic vulnerable to the conflict’s multifaceted impacts.

Action For Humanity will strategically prioritise engaging children across all program domains, including mitigating barriers to education and comprehensively safeguarding their developmental and health needs while ensuring access to

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PALESTINE: WEST BANK

In the wake of the Israeli aggression on the Gaza Strip in October 2023, the people of the West Bank faced a range of complex challenges that affected various aspects of their lives. These included military threats, economic burdens, and social pressures, all of which severely impacted living conditions and contributed to an ongoing struggle for security and stability.

Through its interventions in the West Bank, Action For Humanity aimed to provide both immediate humanitarian aid and long-term sustainable development for the most vulnerable communities. Our core organisational objectives in 2024 were: Humanitarian Assistance: Delivering emergency relief to communities affected by crises, including economic hardship, health challenges, and conflict.

AFH’s mission throughout 2024 has been to foster a long-term positive impact in the West Bank through developmental, educational, and humanitarian assistance, thereby enhancing the overall quality of life for rightsholders.

AFH’s Programmes Department in the West Bank works toward a strategic vision aligned with the organisation’s global mission: to alleviate suffering and promote sustainable development for vulnerable populations. The department’s 2024 strategy focused on:

PALESTINE: OUR RESPONSE

Food Intervention

Orphan Support

Non-Food Items (NFIs)

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PALESTINE: WEST BANK

Programmatic Highlights

Food Intervention

In response to escalating hardship, AFH provided hot meals and Qurbani meat to vulnerable families during Ramadan and Eid al-Adha. These distributions significantly improved nutrition among impoverished households.

Non-Food Items

AFH distributed winter clothing vouchers and waterproof coats/shoes to vulnerable families across all governorates, protecting them from severe cold and improving daily living conditions.

Orphan Support

AFH supported 688 orphans with monthly cash assistance to meet basic living needs. This initiative promoted dignity, wellbeing, and continued education for orphaned children throughout the West Bank.

Challenges and Lessons Learned

Key Challenges

Lessons Learned

PALESTINE: OUR FUTURE PLAN

Future Plans for 2025

In the year ahead, AFH West Bank will:

Through these efforts, AFH aims to deliver highimpact, sustainable solutions that uplift communities across the West Bank.

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IRAQ: RECOVERY AND STABILISATION

In 2024, Iraq continued to navigate the complex aftermath of decades of conflict, displacement, and instability. While the security situation has improved in many regions, significant humanitarian needs persist - particularly among internally displaced persons (IDPs), returnees, and vulnerable host communities. Years of conflict left large swathes of infrastructure in ruins and deeply disrupted public services, especially in areas such as Ninewa, Anbar, and Salah al-Din. Many families face ongoing barriers to safe, dignified returns, including destroyed housing, lack of livelihood opportunities, and limited access to education and healthcare. Meanwhile, climate change and environmental degradation, manifesting in water scarcity, desertification, and extreme weather, are compounding economic hardship and triggering new waves of rural displacement. Iraq’s fragile recovery is further challenged by political volatility and constrained public resources.

In 2024, Action For Humanity maintained a targeted and needs-driven presence in Iraq, focusing on essential support for displaced and vulnerable communities. While the overall scale of intervention was modest, the impact on individual lives was significant, setting the stage for future expansion.

IRAQ: OUR RESPONSE

Food Aid

Livelihood

Action For Humanity delivered essential food assistance to 2,708 individuals, addressing immediate hunger and nutritional needs. The distributions were carried out through direct provision of food parcels tailored to household needs and in alignment with cultural preferences. AFH Iraq teams collaborated with local partners and community representatives to ensure effective implementation. This intervention reduced food insecurity among displaced families and vulnerable households and provided a reliable source of nutrition during periods of economic instability.

A total of 531 individuals were supported through livelihood programming aimed at promoting self-reliance and economic recovery. Action For Humanity provided small grants, vocational training, or temporary work opportunities adapted to local market conditions. This initiative strengthened family income and restored a sense of dignity through economic participation.

Non-Food Items (NFIs)

AFH distributed essential household items, including blankets, hygiene materials, and fuel, to 847 individuals. These items were delivered during winterisation campaigns and emergency relief distributions. This support improved the living conditions of vulnerable households, particularly during colder months, and reduced their exposure to harsh weather conditions.

Health Care

Healthcare services were provided to 64 individuals, focusing on access to primary and urgent care for those with limited alternatives. Services were offered through mobile outreach and coordination with health facilities. This support enabled timely medical treatment and improved health outcomes for individuals without consistent access to care.

Looking Ahead

In 2024, Action For Humanity Iraq reached 4,150 individuals across four life-saving sectors: Food Aid, Health Care, Livelihood, and Non-Food Items. Though limited in scope, these interventions addressed critical gaps in service delivery for displaced and vulnerable populations. Building on this foundation, AFH Iraq aims to scale up its operations in 2025, focusing on sustainability, protection, and access to education and healthcare across underserved areas

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JORDAN

In 2024, Jordan remained a vital host country for refugees, particularly Syrians, with over 1.3 million Syrians residing within its borders, many of whom continue to rely on humanitarian assistance to meet basic needs. While Jordan has maintained stability amid a turbulent regional context, economic challenges, including high unemployment, rising living costs, and strained public services, have placed additional pressure on both refugee and host communities.

Refugees face restricted access to formal employment and often live in precarious conditions, especially in urban areas and informal settlements. At the same time, underfunding of the refugee response has limited the capacity of humanitarian actors to meet growing needs, particularly in sectors such as education, health, and protection. Vulnerable Jordanians are increasingly affected by the same socioeconomic pressures, further deepening social and economic divides.

AFH Jordan is dedicated to improving the quality of life for refugees, displaced persons, and vulnerable communities. By working closely with local partners, governmental bodies, and international donors, AFH Jordan has strengthened its humanitarian interventions and established a strong foundation for continued impact in 2025.

JORDAN: OUR RESPONSE

Food Aid

Family and Orphan Support

NFIs

Cash Programme

Health and Medical Aid

Looking Ahead

In 2024, AFH Jordan successfully implemented impactful humanitarian projects, addressing urgent needs and improving long-term resilience. With over 4,239 rightsholders served, the organisation delivered sustainable, high-quality humanitarian aid in 2025 and beyond. Through strategic expansion, strengthened partnerships, and adaptive programming, AFH Jordan continues to empower communities and restore hope to those in need.

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PAKISTAN: RECOVERY AND STABILISATION

Pakistan continues to face multifaceted humanitarian challenges due to climate-induced disasters, economic instability, and underdeveloped infrastructure in rural and conflict-affected regions. The 2022 floods left long-lasting impacts, with many communities still struggling to recover. Additionally, the ongoing water crisis, malnutrition, and limited access to healthcare and education further exacerbate vulnerabilities.

In 2024, AFH expanded our interventions to address critical gaps in food security, health, education, and water, sanitation, and hygiene (WASH) in Pakistan. With the establishment of our country office in Islamabad and its membership in the Pakistan Humanitarian Forum (PHF), AFH significantly scaled our operations to support 39,818 individuals across multiple provinces, including Punjab, Khyber Pakhtunkhwa (KPK), Sindh, and Azad Jammu & Kashmir (AJK).

PAKISTAN: OUR RESPONSE

This intervention is unique to AFH, and specifically supports children in government schools where kids often belong to underprivileged households and health needs are neglected due to lack of resources. Integration of PEDC into the operations and budget of CHCI in Sukkur will ensure that essential eye care services become a permanent part of the healthcare infrastructure, providing immediate benefits and establishing long-term sustainability for children in the region. This initiative upholds AFH’s commitment to ‘leave no one behind.’ Too often, children’s voices are overshadowed, but efforts like these empower them while building resilience for a brighter future.

Action For Humanity Pakistan delivers comprehensive and sustainable humanitarian programmes that address the immediate and longterm needs of marginalised communities. Our approach strategically focuses on building local resilience by improving access to basic healthcare, clean water, quality education, and food security while ensuring community-driven sustainability.

One of our critical emergency responses in 2024 was the immediate relief provided to communities affected by extreme weather conditions in northern regions of Pakistan. AFH demonstrated responsive capabilities by addressing harsh winter conditions in Dhirkot (AJK), Upper Dir (KPK), and Muzaffarabad (AJK), providing winter kits and food assistance to hundreds of vulnerable families.

Leveraging the Memorandum of Understanding (MoU) with the Ministry of Interior, Government of Pakistan since the year 2023, we successfully established our institutional presence by creating a country office in Islamabad and securing membership of Pakistan Humanitarian Forum (PHF).

Action For Humanity independently executed multiple projects during its seasonal campaigns, demonstrating its capacity and expertise to deliver high-quality services, respond swiftly to urgent needs and operating in challenging environments with limited local capacity, to address community needs.

With fledgling operations in Pakistan, AFH has made remarkable strides in 2024. Securing a funding of a three-year long project from Guernsey Overseas Aid & Development Commission (GOADC) marked a pivotal moment in the organisation’s growth and expansion within the country. In partnership with our local partner, Vision for Education (V4E), this project adopts a two-fold strategy: conducting eye health screenings for 80,000 children in government primary schools across Sindh and setting up a stateof-the-art Paediatric Eye Care Diagnostic Centre (PEDC) equipped with an Optical Lab (OLAB) at Child Health Care Institute (CHCI) in Sukkur.

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PAKISTAN: RECOVERY AND STABILISATION

Health Care Programmes

WASH Programmes

Eye Screenings and Hearing Assessments

Rehabilitated Water Systems and Solar Water Wells

Impact and Sustainability

Impact and Sustainability

PAKISTAN: OUR RESPONSE

Education Programmes

Food Security and Livelihood Programmes School Rehabilitation

School Rehabilitation

Enhancing Livelihoods for Women-Led Households

Impact and Sustainability

Impact and Sustainability

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PAKISTAN: OUR FUTURE PLAN

Challenges in 2024 and Adaptive Strategies

Despite these challenges, AFH successfully adapted by prioritising essential needs, strengthening local partnerships, and efficiently utilising limited funds to maximise impact. Action For Humanity ensures longterm sustainability and resilience in Pakistan by:

+ Enhancing Education and Child Protection Initiatives

- Increasing school rehabilitation efforts and financial aid Programmes to keep children in school.

+ Integrating Emergency Preparedness with LongTerm Development

As AFH Pakistan moves forward into 2025, our focus remains on bridging the gap between humanitarian aid and sustainable development. We will continue to adapt to evolving needs, advocate for vulnerable populations, and create impactful, lasting change in communities across Pakistan.

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AFGHANISTAN: PROTRACTED CRISIS

Afghanistan persistently experiences profound humanitarian challenges stemming from conflict, economic instability, natural disasters, and increasingly extreme weather conditions. Vulnerable populations confront food insecurity, systemic healthcare limitations, restricted access to clean water, and intensifying seasonal hardships, particularly during winter. In 2024, Action For Humanity Afghanistan responded to these escalating humanitarian needs by implementing emergency relief efforts, expanding seasonal aid campaigns, and launching targeted development initiatives to improve food security, health, and resilience. Through carefully cultivated strategic partnerships, AFH assisted 4,417 individuals across Baghlan, Kabul, and Bamiyan provinces.

AFH’s Humanitarian Response

Action For Humanity delivers life-saving assistance and building community resilience. In the past year, our response focused on addressing gaps in healthcare access for vulnerable populations by providing essential medical support and awareness Programmes. We worked to improve access to clean drinking water and sanitation through WASH interventions that reduced the risk of waterborne diseases. In the education sector, we supported school rehabilitation and provided financial assistance to help children continue their studies despite economic hardships. Additionally, our food security and livelihood programmes to alleviated hunger and support income generation by distributing emergency food aid and equipping vulnerable households with resources to sustain themselves in the long term.

AFGHANISTAN: OUR RESPONSE

Education

Healthcare

Food Aid and Livelihood

WASH

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BANGLADESH: RECOVERY PROGRAMMES

In 2024, Bangladesh remained at the forefront of one of the world’s most protracted displacement crises, hosting nearly one million Rohingya refugees in the Cox’s Bazar district. At the same time, communities across Bangladesh face mounting socioeconomic pressures, including competition over resources and strained infrastructure. The frequency of natural disasters, such as cyclones, floods, and landslides, further complicates the humanitarian response, exacerbated by the effects of climate change. Amid growing donor fatigue and shrinking humanitarian funding, critical services risk being scaled back.

Action For Humanity is delivering life-saving assistance and building resilience among vulnerable communities in Bangladesh. In 2024, the focus was on emergency response, seasonal campaigns, and humanitarian interventions to address food insecurity, health, and disaster preparedness in high-risk areas.

In alignment with AFH’s Goal 1 and the Sustainable Development Goals (SDGs), operations expanded to Feni, Cumilla, and Brahmanbaria, strengthening the organisation’s ability to respond to natural disasters and provide timely, need-responsive humanitarian relief.

BANGLADESH: OUR RESPONSE

Food Aid

Emergency Response – Bangladesh Flood Response 2024

Programmatic Highlights

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SOMALIA AND ETHIOPIA

SOMALIA AND ETHIOPIA: OUR RESPONSE

In 2024, Somalia and Ethiopia continued to face intersecting humanitarian crises driven by conflict, climate shocks, and chronic poverty. In Somalia, protracted insecurity, including violence linked to non-state armed groups. combined with severe drought and inflation, has left millions in need of food, healthcare, and protection, with many forcibly displaced from their homes. Meanwhile, Ethiopia faced ongoing humanitarian challenges in regions such as Tigray, Amhara, Oromia, and Somali, where the aftermath of conflict, political tensions, and climate-induced disasters, particularly drought and flooding, have strained already fragile systems. In both countries, children, women, and displaced populations are disproportionately affected by malnutrition, limited access to clean water, and lack of healthcare and education. The impact of climate change continues to erode traditional livelihoods, particularly for pastoralist communities, leading to deepening food insecurity and displacement across the Horn of Africa.

WASH Projects – Ethiopia & Somalia

Geographic Spread

Action For Humanity persistently expands its humanitarian reach in Somalia and Ethiopia, holistically addressing water scarcity, food insecurity, and community resilience through innovative sustainable, high-impact interventions. In 2024, AFH, in collaboration with local partners, implemented critical WASH projects, seasonal food distributions, and capacity-building initiatives to strengthen local community ownership and long-term development.

Local partners constitute a vital mechanism in ensuring faith-sensitive, culturally appropriate, and genderinclusive programming. Our partner selection framework is meticulously designed around demonstrated commitment to empowering women, meaningfully engaging local stakeholders, and catalysing sustainable change, which has been instrumental in AFH’s transformative work across Somalia and Ethiopia.

Through these targeted efforts, 1,500 individuals in Ethiopia and 1,300 individuals in Somalia have directly benefited from AFH’s lifesaving and resilience-building programmes.

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As global crises intensify, AFH navigates a rapidly evolving humanitarian landscape marked by protracted conflicts, economic instability, climate shocks, and funding constraints. The fall of the regime in Syria, escalating violence in Palestine, Lebanon, and Yemen, and the deepening humanitarian crisis in Sudan have significantly increased the demand for emergency aid, protection services, and long-term recovery efforts. Meanwhile, the withdrawal of key food assistance programmes in regions like northern Yemen has exacerbated food insecurity, requiring scalable and sustainable solutions to mitigate long-term hunger and malnutrition.

Despite these challenges, new opportunities have emerged for AFH to strengthen our humanitarian impact. With expanded operations in Syria, the establishment of new offices in Damascus, Aleppo, and Homs, and growing operations in Pakistan and Iraq, AFH is positioned to enhance our reach and effectiveness. In 2024, the organisation pioneered innovative approaches, including climate-resilient agriculture, women-led economic empowerment programmes, and communitydriven response initiatives. Additionally, AFH has started our new flagship programming that look at nurturing ecosystems to ensure we work towards protecting the environment that we operate within. These models provide a foundation for scalable interventions that integrate relief, recovery, and resilience-building to ensure long-term impact.

As AFH moves forward, we will stay true to our mission and values, through delivering life-saving aid, fostering resilience, and advocating for lasting change in the world’s most vulnerable regions. Through strategic partnerships, innovative solutions, and a people-centred approach, AFH will continue to bridge the gap between emergency relief and longterm recovery, ensuring that those affected by crisis not only survive but thrive.

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SUSTAINABILITY & 2025 STRATEGY

Looking Ahead: Sustainability & 2025 Strategy

In 2025, AFH will refine our global strategy to address emerging challenges while leveraging new opportunities to strengthen resilience and sustainability. The organisation will focus on:

+ Increased Local Ownership – Strengthening Community-Led Response Initiatives:

+ Innovative Programming – Expanding Economic Empowerment, Integrated Protection, and Climate-Resilient Interventions:

As Action For Humanity moves into 2025, we are better positioned than ever before to save lives, strengthen resilience, and advocate for lasting change in the world’s most vulnerable regions. Through localised, scalable, and climate-smart approaches, we will continue to bridge the gap between emergency relief and long-term recovery, ensuring that communities not only survive but thrive.

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OPERATIONAL EXCELLENCE

Staff Development and Well-being

Innovation in Programme Delivery

Action For Humanity recognises that our staff are our greatest asset, and their development, well-being, and safety are fundamental to delivering effective humanitarian aid.

Action For Humanity strives to enhance the efficiency, effectiveness, and impact of humanitarian aid through innovation in programme delivery. By integrating technology, empirical data-driven decision-making, and contextually nuanced localised approaches, AFH ensures that assistance is targeted, timely, and sustainable. Digital tools such as real-time beneficiary tracking, mobile cash transfer systems, and remote monitoring platforms have been deployed to enhance accountability and transparency in our operations across Syria and Iraq optimising resource allocation.

AFH prioritises continuous training, capacity-building, and mental health support to ensure that staff are equipped to operate in challenging environments while maintaining their well-being. Comprehensive workshops, leadership development programmes, and technical training sessions are conducted to enhance staff expertise and career growth.

AFH is in the process of replicating these exemplary practices across our other country offices as we continue to build institutional capacity. We have comprehensively embraced community-led programming, ensuring that interventions are codesigned with local stakeholders to build resilience and long-term sustainability.

Through structured training programmes, AFH fosters professional growth and capacity development, enabling staff to take on greater leadership roles and broaden their technical expertise in humanitarian response.

During emergencies, AFH prioritises staff safety by implementing robust security protocols, stress management programmes, and emergency evacuation procedures.

In response to escalating logistical challenges and constrained humanitarian access, AFH has leveraged local partnerships, decentralised aid distribution, and anticipatory action frameworks to enable rapid response to crises. Additionally, we are investing in climate-resilient infrastructure, solar-powered water systems, and sustainable livelihood initiatives to create lasting impact beyond immediate relief efforts.

For instance, during the escalation of conflict in Gaza and Syria, AFH activated its emergency evacuation programme, prioritising the safe relocation of staff and their families while ensuring that essential humanitarian operations continued.

Additionally, we promote a culture of care and resilience through psychosocial support services, flexible work arrangements, and well-being initiatives, ensuring that our teams remain motivated, protected, and supported in their humanitarian mission.

By continuously adapting to emerging challenges and incorporating innovative methodologies, we are ensuring that humanitarian aid remains relevant, effective, and scalable in an increasingly complex global landscape.

OPERATIONAL EXCELLENCE

Risk Management and Compliance

interventions adhere to international humanitarian laws, donor requirements, and Core Humanitarian Standards (CHS) in our country offices. Compliance mechanisms encompass regular audits, internal monitoring. Fraud prevention policies, and safeguarding protocols to uphold transparency and integrity across all programmes.

Action For Humanity upholds the most rigorous standards of risk management and compliance to ensure the safety, accountability, and effectiveness of its humanitarian operations.

AFH has implemented robust risk assessment frameworks, financial controls, and operational safeguards to mitigate security threats, financial mismanagement, and programmatic risks at field level.

In high-risk areas, AFH guarantees contingency planning, staff training on risk mitigation, and crisis response strategies to preserve operational continuity. By embedding compliance and risk management into every level of the organisation, we ensure that humanitarian aid is delivered efficiently, ethically, and with the highest levels of accountability to donors, partners, and affected communities.

A dedicated risk management team continuously monitors geopolitical developments, security challenges, and legal regulations to ensure that all

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T H I S I S T O C E R T I F Y T H A T
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A C T I O N F O R H U M A N I T Y

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UNIT 6, CAROLINA WAY
SALFORD, UNITED KINGDOM
complies with the Core Humanitarian Standard on Quality and Accountability (CHS:2014),
following the requirements of the CHS Alliance verification scheme.
This certificate covers the humanitarian and development activities of ACTION FOR HUMANITY.
ORIGINAL APPROVAL
28 JANUARY 2025
CURRENT CERTIFICATE
28 JANUARY 2025 a~ AFH-CHS-25-02 ( \fTt fae CHAhil I |
(CHS ALLIANCE VENIFICATION SCHEME at | LAR
CERTIFICATE EXPIRY CERTIFICATE REGISTRATION NUMBER DÉSIRÉE WALTER
AFH-CHS-25-02 EXECUTIVE DIRECTOR
27 JANUARY 2028
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HQAI conducted the certification audit in line with the requirements of ISO/IEC 17065:2012 and examined, on a sample basis, evidence of compliance with the CHS. Use of the Certificate and Logo is subject to terms and conditions specified in the Agreement between the audited party and HQAI. The status of this certificate can be checked on www.hqai.org/certified

www.hqai.org

Chemin de Balexert 7-9, 1219 Châtelaine, Switzerland

+41 (0)22 566 1399

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UK DOMESTIC PROGRAMMES

This year, Action For Humanity made marked strides forward, aligning its programmatic advancements with our domestic goal of fostering resilient, inclusive and thriving communities. We maintained continuity with previously established operational foundations, deepening existing partnerships and implementing strategic advancement of key initiatives. Our efforts achieved demonstrable progress across all areas, with comprehensive delivery aligned to all four of our strategic priorities: Support for refugees and asylum seekers, addressing food insecurity and poverty, responding to crises and empowering Young People.

Ramadan Community Support: Iftar and Suhoor Distribution

Action For Humanity had the privilege of bringing warmth and hope to asylum seekers and refugees experiencing their first Ramadan away from home, including women and children impacted by domestic abuse.

Through our Ramadan distributions, we provided nearly 5,000 hot iftar meals and suhoor packs to asylum seekers across multiple locations across Greater Manchester.

In strategic partnership with Manchester Women’s Aid, we also delivered suhoor packs and hot iftar meals to women affected by domestic abuse, residing in dispersed refuges with no recourse to public funds. The support we provided allowed these women to fully engage in the observance of Ramadan, empowering them during a challenging time.

Social Cohesion Initiative: Football for AsylumSeeking Men

AFH implements comprehensive social cohesion strategies by advocating for and facilitating the integration of refugees into UK society through various community-based initiatives. One such initiative is our weekly football sessions for men seeking asylum, designed to support their mental and emotional well-being. These sessions offer more than just physical activity; they provide a vital sense of community and belonging, helping participants navigate the challenges of displacement and adjust to life in a new society.

Tackling Food Poverty

Action For Humanity continues to combat food insecurity by providing hot meals to a range of services across Greater Manchester, in partnership with trusted allies such as the Myriad Foundation, We Shall Overcome, and Tameside Council. This year, we will deliver approximately 14,000 hot meals, making a meaningful and measurable impact on the welfare of some of the most vulnerable individuals in the community.

These services support those facing homelessness, refugees who have been unable to secure accommodation, and individuals experiencing destitution, ensuring they have access to essential nourishment and support when it’s needed most.

UK DOMESTIC PROGRAMMES

Youth Development

Recognising the vital need to create opportunities for all young people to thrive, we identified a critical service gap and, in collaboration with local councils and strategic migration partnerships, developed a dedicated youth group for unaccompanied minors. This bespoke group provides a safe, nurturing space where separated young people can come together, build essential life skills, and connect with their peers, fostering a strong sense of community and belonging.

Throughout the summer holidays, we ran dedicated sports sessions for children of asylum seekers residing in contingency hotels, focusing on supporting their physical and overall well-being. These sessions continued uninterrupted, even during far-right protests, where we implemented additional security measures to ensure the safety of participants.

By doing so, we were able to respond to the crisis in a positive and proactive manner, offering children a much-needed sense of normalcy and support during a challenging time. This commitment to uninterrupted support during times of heightened tension underscores our dedication to the communities we serve.

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UK DOMESTIC PROGRAMMES

Strategic Coalition Development: Greater Manchester Muslim Alliance for Refugees (GMMAR)

AFH successfully initiated, coordinated, and established leadership of the Greater Manchester Muslim Alliance for Refugees (GMMAR), a pioneering coalition framework dedicated to rights advocacy for refugees and asylum seekers, well-being support, and integration facilitation across Greater Manchester. As the inaugural initiative of this scope nationally, GMMAR coordinates Muslim Civil Society organisations to address specific challenges faced by displaced communities, ensuring collaborative and effective response mechanisms.

GMMAR maintains membership of the Faith and Belief Advisory Panel, one of Greater Manchester’s established equality panels designed to advise, support and challenge political leadership and policy development in addressing inequality.

Manchester Museum Interfaith Event

A beautiful night of unity, reflection, and community at Manchester Museum, where AFH hosted an interfaith Iftar for 400 guests including unaccompanied young people seeking asylum in Manchester in keeping with Manchester being a welcoming City of Sanctuary.

Through collaboration with the Manchester Council,

unaccompanied young people seeking asylum participated in the Interfaith iftar, where diverse Manchester communities came together to observe Ramadan, participate in communal breaking of the fast and engage in social interaction within the exceptional setting of the museum, welcomed by Chancellor of Manchester University Nazir Afzal. This Iftar was not just about a meal but about creating a safe space where young people seeking asylum felt seen, valued, and part of a wider community.

UK DOMESTIC PROGRAMMES

Academic Engagement: Woolf Institute Conference Presentation

Action For Humanity received invitation to present research at the Woolf Institute annual conference hosted by the University of Cambridge under the theme “Faith in a World of Unprecedented Challenges”.

The presented research highlighted significant disparities in provision for asylum seekers and advocated for pathways to integration for refugees utilising faith-based approaches to migration informed by our experience in establishing and coordinating the GMMAR as a response to systemic deficiencies in refugee integration frameworks.

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OUR PEOPLE, OUR STRENGTH

Additionally, we have implemented and refined several initiatives aimed at promoting staff wellbeing, supporting positive mental health, and achieving a healthy work-life balance.

Our success at Action For Humanity is driven by the remarkable individuals in our organisation who are the driving force behind every one of our successful endeavours.

Our dedicated Human Resources teams, operating across different countries, have been instrumental in ensuring that our teams are adequately equipped, our staff members are well supported, and that seamless collaboration and synchronisation are achieved globally.

Our comprehensive approach includes 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 and recouperation, and are provided access to healthcare services, for example in Yemen we have partnered with the UN to provide our staff with 24/7, professional, pointof-contact physical and psychological healthcare. We also regularly update our Employee Handbook, which includes family-friendly policies, and we have delivered a range of team-building activities, social events, away days, and retreats.

Through cultivating a robust and truly collaborative team that utilises the diverse backgrounds of our members, we have been able to drive our success forward and reach our strategic goals with greater 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.

At our UK annual retreat in 2024, all of our UK employees engaged in a range of workshops focused on self-reflection and development as well as outdoor teambuilding activities.

OUR PEOPLE, OUR STRENGTH

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 with 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.

As an organisation responding to critical humanitarian needs globally, we recognise that our core mission is to empower our staff so that they 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 addressing some of the world’s most pressing humanitarian challenges.

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.

In 2024, we were one of the first INGO’s in the Greater Manchester region to be accredited by the Living Wage Foundation, which formally recognises that all of our UK colleagues are being paid at least the real Living Wage. The living wage is decided each year after an in-depth and comprehensive research of the real cost of living for 17 types of households.

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OUR PEOPLE, OUR STRENGTH

Training and Development

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, AntiFraud, 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.

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.

Our training and development programmes are intrinsically 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.

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 2024, areas of training included:

In line with our response to escalating humanitarian needs globally, 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 deliver impactful aid that addresses the critical needs of vulnerable communities worldwide.

OUR PEOPLE, OUR STRENGTH

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. Our active engagement in the SCHR Misconduct Disclosure Scheme exemplifies our unwavering commitment to upholding some of the highest standards across the humanitarian sector.

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 in-field 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.

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ADVOCACY AND COMMUNICATIONS IMPACT

We marked significant anniversaries, using our platforms to bring attention to ongoing crises. The one-year commemorations of the SyriaTürkiye earthquake and the start of the war in Gaza were observed through widespread social media campaigns. As a key player in NGO sector coordination, we worked behind the scenes to address humanitarian needs in Gaza, Syria, Lebanon, and Yemen, while also expanding our domestic programmes to support vulnerable communities in the UK.

Throughout 2024, Action For Humanity continued our role as a leader in humanitarian advocacy, amplifying the voices of affected communities and pushing for meaningful policy change. Our Communications and Advocacy team led impactful campaigns, engaged in strategic advocacy, and raised awareness of humanitarian crises globally.

A defining moment of our advocacy efforts was projecting urgent messages onto Tower Bridge, Brooklyn Bridge, and key locations around Liverpool during the Labour Party Conference. These projections called on the UK Government to stop arming Israel in light of grave human rights violations. As the first UK NGO to publicly label the war on Gaza as ‘genocide’, we played a pivotal role in shaping the discourse on the crisis. On New Year’s Eve 2023 and New Year’s Day 2024, we joined the global #Countdown2Ceasefire campaign, calling for an immediate and permanent end to hostilities.

Our advocacy remained bold and unwavering. On International Women’s Day, we joined NGOs and MP Zarah Sultana in a floral display on Millennium Bridge, calling for a ceasefire. In March, we stood with partners to mark 13 years since the start of the Syrian conflict, reaffirming our commitment to Syrian communities. Our humanitarian convoys entering Gaza received international attention, further highlighting the scale of need.

As the humanitarian situation in Gaza and Lebanon deteriorated, Action For Humanity consistently highlighted the worsening conditions, ensuring that media, policymakers, and the public remained informed. Our advocacy extended to Yemen, where we were a leading critical voice condemning airstrikes and their devastating impact on civilians. In a landmark achievement, we released the first report quantifying displacement in Gaza. The findings, as outlined by our CEO in Al Jazeera, revealed the systematic and near-total forced displacement of Gazans, demonstrating that supposed ‘humanitarian zones’ were unsafe and uninhabitable.

Following the liberation of Syria on 8 December, our team mobilised advocacy efforts to call for the global lifting of sanctions on Syria and the demining of UXO-contaminated areas.

ADVOCACY AND COMMUNICATIONS IMPACT

On World Humanitarian Day, our offices joined NGOs worldwide in holding #NotATarget signs, condemning the attacks on aid workers. Later in the year, we co-hosted a parliamentary event alongside CAABU and FairSquare, featuring Alistair Carmichael MP, Dahlia Qumsieh, and Mays Nassar, marking 11 months since the start of the war in Gaza. Finally, our YouGov polling revealed that 60% of Britons support a ban on arms sales to Israel, further demonstrating public backing for our advocacy.

In Manchester, we hosted the ‘Manchester Unites for Gaza’ iftar, featuring Mayor Andy Burnham, Dr David Nott and CAABU’s Chris Doyle. We also co-signed a joint letter with other NGOs, urging the Foreign, Commonwealth & Development Office (FCDO) to halt arms sales to Israel and press for an immediate ceasefire.

In response to climate-related disasters in Sudan, Yemen, Afghanistan, and Bangladesh, we launched emergency appeals, advocating for increased humanitarian assistance. We also published an article in Al Jazeera, highlighting the underreported humanitarian crisis in Sudan. Consistently, we condemned Israel’s violations of international law, including attacks on aid workers and civilians.

In 2024, Action For Humanity stayed true to our mission to protect and empower communities affected by conflict and disaster. Our advocacy and communications efforts ensured that critical issues remained in the public eye, driving forward urgent humanitarian action.

As the UK General Election approached, we pushed for immediate action within the first 100 days of the new government, contributing to a joint NGO policy document. We also called for the UK to restore funding to UNRWA and, alongside partners, briefed MPs on the escalating crisis in Gaza. As part of a coalition of NGOs, we placed a replica missile outside UK Parliament with the message ‘Stop Arming Israel.’

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INSTITUTIONAL FUNDING

Institutional funding and strategic partnerships overview

Localisation

As part of its delivery model, Action For Humanity (AFH) channels programme funding through local and regional partners, particularly in countries where AFH does not maintain direct registration, operational capacity, or secure financial access — including contexts such as Libya, Morocco, Sudan, Ethiopia, Somalia, and Gaza (only in the initial emergency phase).

In 2024, Action For Humanity advanced our mission to support crisis-affected populations through a strategic approach to institutional fundraising, partnerships, and donor engagement. Amidst heightened needs across the Middle East and persistent global funding constraints, AFH demonstrated resilience and agility securing over £29 million in institutional funding across 148 grants.

During the reporting year, AFH entered into formal funding agreements with a number of trusted implementing partners to deliver humanitarian activities in these countries. All payments were governed by due diligence, financial controls, compliance checks, and programme monitoring frameworks in line with AFH’s internal policies.

This growth was made possible by our commitment to deepening our relationships with trusted donors, strengthening internal systems for quality proposal development, and elevating our role as a responsive and reliable humanitarian partner. The year marked a renewed emphasis on localisation, technical excellence, and multi-sectoral programming, all underpinned by meaningful collaboration with a diverse range of institutional actors.

Some of these partner payments involved material levels of funding and contributed significantly to AFH’s restricted programme expenditure. However, due to the sensitive and high-risk environments in which these partners operate, and in line with safeguarding principles and their explicit request, we have withheld disclosure of partner names in this report to avoid compromising their safety and operational security.

In addition to securing funding and forming strategic partnerships, AFH also actively engaged in multiple conferences and networking events to strengthen our presence, forging new partnerships, and staying 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

AFH ensures full accountability through regular narrative and financial reporting, field verification (where feasible), and ongoing compliance oversight. Total payments made under partner funding agreements in these contexts amounted to £1.4M, representing 5% of total charitable activities.”

issues, and collaborate on humanitarian initiatives.

INSTITUTIONAL FUNDING

Funding Highlights

The year saw a strong level of engagement from a diverse donor base including longstanding INGO partners, multilateral agencies, and new philanthropic collaborators enabling AFH to respond both to protracted crises and sudden-onset emergencies.

Throughout 2024, AFH continued to broaden and diversify our institutional funding base, building on established relationships and new partnerships with international NGOs, UN agencies, government donors, foundations, and charitable organisations. This approach allowed AFH to sustain and expand programming in response to growing humanitarian needs across our priority contexts.

To support this expanded portfolio, AFH took deliberate steps to strengthen internal grant management systems. Key improvements included the refinement of internal tools for proposal development, increased cross-departmental coordination, and the rollout of donor engagement tracking processes. These efforts enhanced the organisation’s ability to manage complex portfolios, meet compliance requirements, and position itself for multi-year, strategic partnerships.

Funding supported a wide range of critical sectors, with significant investment directed toward education, health, water and sanitation, and emergency response. The highest concentration of funding was directed toward operations in Syria through Türkiye and Iraq, with additional grants supporting programming in Palestine, Yemen, Morocco and Pakistan.

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INSTITUTIONAL FUNDING

Strategic Partnerships

Collaboration in 2024 enabled AFH to:

At Action For Humanity, partnership is more than a delivery mechanism, it is a shared commitment to justice, dignity, and locally driven solutions. In 2024, partnerships remained the engine of our humanitarian and development work, enabling us to reach communities in crisis with greater speed, scale, and purpose.

Whether through emergency consortia, thematic alliances, or direct collaboration with local actors, AFH worked together with others to co-create programmes that are contextually grounded and globally informed. These partnerships brought together the best of what each organisation had to offer: technical expertise, local presence, flexible funding, and deep community trust.

Throughout the year, AFH upheld a partnership approach grounded in equity, transparency, and mutual accountability. Our collaborations prioritised long-term engagement over transactional relationships which enabled us to plan, adapt, and deliver with greater reach and resilience.

From delivering safe learning environments in conflict zones, to scaling health and protection services for displaced populations, to mobilising life-saving support during religious and seasonal campaigns, behind each achievement was the steady backing of our dependable partnerships.

INSTITUTIONAL FUNDING

Networks, Memberships & Institutional Strengthening

Engagement with networks such as Bond, ICVA, CHS Alliance, The Sphere Project, and the Climate and Environment Charter Secretariat also provided valuable opportunities for collaboration, shared learning, and strategic alignment with global humanitarian priorities including environmental sustainability, inclusive governance, and ethical partnership practices.

Action For Humanity deepened its engagement in global and regional networks as part of a broader effort to strengthen institutional capacity, influence humanitarian policy, and reinforce its commitment to accountability and learning, in 2024. By remaining an active member of sector-leading alliances and technical platforms, AFH ensured that we remained connected to best practices, peer collaboration, and the latest developments in humanitarian standards and coordination.

These affiliations are not symbolic; they represent AFH’s enduring commitment to operate with integrity, build trust with communities and donors, and continuously improve how we design, implement, and evaluate our work. Institutional strengthening at AFH is not only about compliance, but also a foundational part of our ambition to be a credible, capable, and principled actor in the humanitarian system.

AFH continued to play a meaningful role in key global platforms, including networks that shape policy, foster operational collaboration, and uphold ethical standards in aid delivery. Through our engagement with international bodies focused on development effectiveness, voluntary agency coordination, and humanitarian principles, AFH contributed to sector-wide dialogue on localisation, funding equity, and principled response.

As part of our dedication to quality and accountability, AFH also advanced our work toward full Core Humanitarian Standard (CHS) certification. In 2024, the organisation completed our external audit process with the Humanitarian Quality Assurance Initiative (HQAI)—a key milestone in formalising AFH’s adherence to globally recognised standards of transparency, participation, and continuous improvement.

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INSTITUTIONAL FUNDING

PARTNERS, MEMBERSHIPS, AND ACCREDITATIONS

Accreditations

Engagement & Outreach

Our presence across global, regional, and academic platforms reinforcing its identity as a principled, agile, and collaborative humanitarian actor grew throughout the year. Through participation in key conferences and strategic convenings, Action For Humanity advanced critical conversations on locallyled response, faith-based giving, programme quality, and operational accountability.

The organisation played an active role in several high-level humanitarian policy forums, including the Syria Brussels VIII Conference and the Islamic Development Bank’s annual meeting, where we engaged with donors, policymakers, and regional actors to advocate for sustained, inclusive, and locally anchored responses in crisis-affected settings. At the SIDA Annual Conference in Edinburgh, AFH joined UK-based NGOs and development stakeholders to discuss localisation, Scottish government partnerships, and sector alignment with global humanitarian goals.

AFH also participated in AidEx, which is one of the sector’s largest international events. The meeting, with UN agencies, donors, and peer INGOs, explores collaboration and served as an ideal platform for AFH to showcase our localisation-first model. The Humanitarian Xchange conference offered a space for learning and knowledge exchange, where AFH contributed to discussions on navigating complexity in humanitarian response. Similarly, the Airlink MENA regional forum provided an opportunity to deepen regional partnerships, especially in the areas of emergency logistics and operational preparedness.

Türkiye, the organisation hosted networking events in Istanbul and Gaziantep, bringing together Arab influencers and community advocates to support visibility and outreach. AFH also participated in the Reviving the Islamic Spirit (RIS) conference in Ontario, Canada, engaging with faith-based philanthropic networks and diaspora communities in support of shared humanitarian values.

AFH’s credibility as a learning organisation was further reinforced through our contributions to academic institutions. The organisation was featured in events hosted by the Humanitarian and Conflict Response Institute at the University of Manchester and delivered a practitioner lecture on organisational change management to MSc students in project and change management which aimed to help bridge the gap between practice and theory for the next generation of humanitarian leaders.

Participation in events such as the Muslim News Awards for Excellence and the Charity Commission’s “Working Overseas” workshop further positioned AFH as a values-led organisation committed to operational transparency, sector learning, and excellence in governance. Through these diverse engagements, AFH extended our reach, built new alliances, and affirmed its position as a responsive and forward-looking humanitarian organisation one grounded in proximity, driven by partnership, and committed to principled change.

Members

UN Bodies

Partners - INGO’s and Public Sector

Complementing these policy and practitioner forums, AFH engaged in spaces that bridged humanitarian action with public dialogue and diaspora outreach. In

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COMMUNITY FUNDRAISING

Strategic Partnerships

Resource efficiency and operational resilience

The community fundraising department demonstrated significant operational expansion throughout 2024, substantially increasing our geographical presence and programmatic activities across multiple regions. Quantitative growth in fundraising dinners and grassroots initiatives catalysed elevated community engagement metrics. Strategic partnerships with local community organisations further consolidated regional visibility and reach.

Despite operating with limited human resource capacity, the department leveraged exceptional commitment levels to implement a diverse portfolio of high-impact activities, including sustained international fundraising deployments. This was made possible through exemplary resource optimisation and a steadfast dedication to Action For Humanity’s global mission.

Forward outlook

Key achievements

The demonstrable progress achieved during 2024 has established favourable conditions for subsequent operational periods. Foundational structures are now firmly embedded, enabling continued programmatic development and enhanced fundraising efficacy moving forward

Ramadan campaign

The Ramadan period emerged as a particularly productive operational window. The department executed a comprehensive and meticulously coordinated campaign framework, with events strategically distributed across previously untapped geographical areas. These efforts effectively broadened the organisation’s supporter demographic and generated heightened awareness within historically underrepresented communities.

Fundraising challenges programme

The fundraising challenges programme underwent systematic expansion during 2024. Novel international expedition opportunities were introduced, successfully engaging adventureoriented supporters and injecting renewed momentum into the annual fundraising calendar.

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Structure, Governance and Management

The Trustees acknowledge that there has been no alteration in the class of beneficiaries of the combining entities and affirm that despite the incorporation of Syria Relief as a linked charity, the power and controls of the Trustees remain unaltered. Furthermore, it is noted that we now provide a single combined report, reflecting our commitment to transparency and efficiency.

AFH is a multifaceted international humanitarian organisation composed of many interrelated parts. We believe that transparency in how we operate is essential for our long-term success. Comprehensive disclosure regarding our governance structure helps us build stronger relationships with donors, banks, fellow humanitarian organisations, and authorities in the countries where we work. This increased trust enables us to implement more effective interventions and support even more people in need.

Action For Humanity International

Action For Humanity, a charity registered in the UK, acts as our UK office as well as our international coordinating body for the global AFH family. As such, the AFH office in the UK plays a pivotal role in these ever-growing complex structures. Several AFH offices are registered independently with their own autonomous board deciding upon all relevant governance and strategic decisions while other AFH offices are registered as branches of AFH.

Action For Humanity is a Charitable Incorporated Organisation (CIO) Foundation with the Charity commission in England and Wales, under registration number 1154881. Action For Humanity’s only voting members are our charity Trustees and our governing document is a Foundation constitution.

The objects of the CIO are:

Our global structure is in constant review, and we expect a new global governance structure to emerge in the coming years that meets the emergent changes we see across the world. Irrespective of structural evolution, AFH remains steadfastly committed to maintaining operational agility and responsiveness to the needs of others in our efforts as to ensure sustainable improvements in the lives of those we serve.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Board of Trustees

Our Trustees, collectively referred to as AFH Board of Trustees who are also Directors of the organisation, 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 a Lead Trustee for Safeguarding Oversight, Audit, Finance and Risk Management committee.

The Trustees can also:

Trustees typically hold meetings four times a year with the CEO and a number of senior executives attend these meetings to present and discuss key strategic areas of their work with the board. All Trustees are volunteers and none of them receives any remuneration for their contribution as Trustees.

A delegation of authority is in place where the day-to-day work is delegated to the CEO and their management team.

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

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Public Benefit

Appointment of New Trustees

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 programmes supported and the positive impact delivered to our beneficiaries. Our review process adheres to the public benefit guidance issued by the Charity Commission, informing both our current operational framework and our plans for the future.

Governance Review

The Board of Trustees recognises the charity’s growing needs as it expands as well as the broader, fast evolving regulatory environment. They resolved 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.

Code of Conduct

The Board of Trustees expects every trustee, staff member, and volunteer to conduct themselves in accordance with the highest ethical standards. Trustees are required to uphold and maintain AFH’s values, vision, and mission, as well as the effectiveness and reputation of the organisation. Trustees evaluate themselves annually against these standards, as well as the Board’s Code of Conduct and Conflict of Interest Policy and are required to disclose any conflicts of interest. Where any conflict, or potential conflict is identified, the trustee may not participate in Board discussion or decision-making on related matters.

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 performancerelated activities. The day-to-day running of the organisation’s activities have been carried out by

AFH’s values centre all our operations ranging from recruitment to procurement processes. All our suppliers & service providers must comply with our Code of Conduct and our Ethical and Environmental Policy.

STRUCTURE, GOVERNANCE AND MANAGEMENT

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 by the Board.

and the Telephone Preference Service. We are also registered with the Fundraising Regulator and fully comply with its Code of Fundraising Practice, Fundraising Promise, and Fundraising Preference Service. As part of our ethical fundraising commitment, we ensure that our approach respects donor privacy and actively safeguards vulnerable individuals by avoiding any form of undue pressure, offering clear and accessible opt-out mechanisms, and training our fundraising staff to recognise and respond appropriately to signs of vulnerability. Our practices are informed by the Fundraising Regulator’s guidance on treating donors fairly and align with sector standards on protecting individuals in potentially vulnerable circumstances. We also maintain an up-to-date Whistleblowing Policy, which outlines how staff, volunteers, and representatives of Action For Humanity can report any fundraising concerns.

The Trustees and the CEO regularly monitor the achievements and 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 our services and widening the scope of The Charity’s rightsholders (where possible). The aim is to make sure that public benefit is the established catalyst when achieving the objectives that AFH aspires towards.

We continue to use a wide range of approaches to raise money, including working with high-net-worth donors, volunteer community fundraising groups, TV appeals, and social media, as well as by appealing to our existing supporter base. These activities are coordinated exclusively by our internal Action For Humanity team. We do not engage with any professional fundraising agencies to speak to our supporters on the phone or via other direct means.

Key Management Personnel and Remuneration

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 skills we need. To ensure that our employees stay motivated, pay increases are awarded to staff in accordance with inflation and subject to good performance.

In 2024, we remained fully compliant with all applicable codes and regulations governing our fundraising practices. We received no complaints or concerns regarding our fundraising activities.

Three senior staff members’ salary exceeded £60,000 per annum during this period same as 2023

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 2024 and up to the date of approval of this report.

We strive for best practices in fundraising by complying with a range of statutes, codes of practice, and standards. We adhere to all relevant statutory regulations, including the Charities Act 2011, the Charities (Protection and Social Investment) Act 2016, the Data Protection Act 2018, the Privacy and Electronic Communications Regulations 2003,

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PRINCIPAL RISKS AND UNCERTAINTIES

Risk Management

only as they come due but also in response to emergent insights, lessons learned, and regulatory developments. This proactive approach ensures organisational alignment with sectoral best practices and compliance with evolving ethical and legal standards.

The Trustees maintain an unwavering commitment to their responsibilities toward staff, volunteers, donors, and beneficiaries. A fundamental part of fulfilling these obligations encompasses the systematic identification and management of potential risks that could jeopardise staff safety, organisational resources, or the organization’s ability to deliver programmes with appropriate safeguards and professional standards. Accordingly, the charity operates under a comprehensive mandate to regularly identify and scrutinise the risk landscape it traverses, ensuring that robust safety mechanisms are in place to guarantee reasonable assurance against fraudulent activities, malicious acts, governance failures, safeguarding breaches, and operational errors.

Governance of Risk

The Audit, Finance and Risk Committee (AFR) is responsible for the effective management of risks at the charity. The AFR communicates findings, recommendations, and identified concerns directly to the Board of Trustees. The committee conducts regular reviews of corporate risk exposures and produces contextually responsive interventions. 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 risks, as well as providing specialised technical guidance to executives on optimal risk management approaches. The current AFR structure is composed of Trustees and executives along with independent members who bring key technical skills to complement the existing competencies within the committee structure.

Together with the CEO and senior staff, the Trustees actively and routinely review these risks. Given the multidimensional nature of Action For Humanity’s operational context, the risk profile exhibits significant complexity. Risks are assessed through a methodical evaluation based on their likelihood and potential impact, facilitating the development of targeted mitigation strategies. Where possible, suitable insurance is used to reduce the financial impact of these risks.

Principal Risks

The organisation has identified the following critical risk domains:

The charity continually updates our risk management framework to meet the standards expected of a large organisation. Operating within a volatile, uncertain, complex, and ambiguous (VUCA) environment, AFH’s management consistently strives to enhance the sophistication and effectiveness of our risk management practices. Notably, cybersecurity vulnerabilities have emerged as one of the most significant risks, alongside safeguarding imperatives and fraud prevention priorities.

Reputation

Reputational Risk and Mitigation

As a growing international NGO working in some of the world’s most politically sensitive and highprofile crises, Action For Humanity recognises the importance of managing reputational risk with care, foresight, and integrity. Our advocacy on complex issues and our visibility across diverse media and donor landscapes require particular vigilance.

AFH is committed to maintain a dynamic approach that centres continual review and focuses on enhancement of our policies, updating them not

PRINCIPAL RISKS AND UNCERTAINTIES

3. Increased Advocacy Visibility

The following reputational risk areas have been identified, along with corresponding mitigation measures:

Our public profile — particularly on issues of humanitarian law, protection of civilians, and access to aid — has grown significantly in recent years. With this, comes the potential for reputational exposure, particularly where public advocacy intersects with international policy and political narratives.

1. Public Expression and Online Activity

With staff, volunteers, and supporters engaging on social media and other public platforms, there is an ongoing need to ensure that individual expressions are not misinterpreted as institutional positions. Public commentary, particularly in times of heightened international crisis, may be vulnerable to misrepresentation.

Measures in place:

All public statements are carefully reviewed to ensure alignment with international humanitarian principles.

Measures in place:

Advocacy messaging is framed using widely accepted legal and rights-based language, often in coordination with sector partners.

Social media awareness guidance for staff and representatives.

A third-party partner has been engaged to conduct proactive screening of public-facing staff, with a focus on risk prevention and discretion. A confidential process is in place for addressing content that may pose reputational concerns.

A crisis communications toolkit has been developed, including reactive statements and stakeholder engagement protocols.

Action For Humanity continues to take a proactive and principled approach to reputational risk. We are committed to maintaining public trust and organisational integrity; while also ensuring we do not retreat from our responsibility to speak clearly and compassionately on behalf of those we serve.

2. Third-Party Associations

Action For Humanity partners with a wide range of media outlets, community networks, and independent fundraisers to deliver humanitarian impact and mobilise support. From time to time, these partners may be the subject of public scrutiny.

Measures in place:

All partnerships are governed by clear due diligence protocols and fundraising compliance standards. Public messaging distinguishes between organisational relationships and external editorial or personal views.

Rapid response lines have been prepared in advance for use in the event of media enquiries.

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PRINCIPAL RISKS AND UNCERTAINTIES

Operational Risks

Ensuring the safety of those we serve while maximising the impact of AFH’s interventions constitutes a fundamental operational imperative. Consequently, we regularly identify and review key operational risks, including security and safety threats to personnel, volunteers, and beneficiaries, as well as risks that could compromise project delivery.

To address these operational challenges, the charity has implemented the following mitigation measures:

AFH also focuses on cultivating the appropriate organisational culture and behaviour through learning from our experiences and sectoral best practices. To support this strategic objective, we:

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

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LOOKING AHEAD: STRATEGIC PRIORITIES

Adapting to a Changing Humanitarian Landscape

Expanding Humanitarian Outreach in Syria

AFH Syria has a registration in Damascus to expand humanitarian outreach into areas formerly occupied by the deposed regime. These regions have suffered from years of neglect, infrastructure collapse, and humanitarian deprivation, leaving millions without access to essential services. The expansion into Damascus allows AFH to bridge the humanitarian gap in newly accessible areas by:

Action For Humanity comprehensively acknowledges the rapidly evolving humanitarian landscape, shaped by conflicts, natural disasters, and funding constraints. To ensure that aid delivery remains efficient, impactful, and scalable, AFH is actively redrafting its strategy to align with emerging needs, operational challenges, and global humanitarian trends.

The humanitarian sector is facing unprecedented challenges, including restricted access to crisisaffected areas, escalating displacement, climateinduced disasters, and a global funding shortfall. To maintain operational efficiency and continue reaching millions with lifesaving humanitarian aid, AFH is focusing on strategic adaptation, organisational agility, and staff capacity building.

As a Core Humanitarian Standards (CHS)-accredited organisation, AFH remains committed to upholding high-quality humanitarian response standards and ensuring that all interventions are needs-driven, people-centred, and accountable.

This move will ensure that AFH extends our reach to Syria’s most underserved communities, ensuring that those previously trapped by conflict receive the humanitarian support they urgently need.

By continuously refining and tailoring operations, AFH will ensure quick adaptability to evolving crises by strengthening emergency preparedness, training frontline staff, and enhancing localised response mechanisms. This approach will allow AFH to maximise our humanitarian impact while optimising resources in a time of growing and increasingly complex global needs.

LOOKING AHEAD: STRATEGIC PRIORITIES

Scaling Up Operations in Gaza

Expanding Programmes in Lebanon

The ongoing Israeli aggression on civilian infrastructure in Gaza has left hundreds of thousands displaced, thousands killed, and essential services decimated. The destruction of hospitals, schools, and water networks has exacerbated the humanitarian crisis, leaving Gaza’s population in dire need of urgent assistance.

Lebanon continues to grapple with an economic collapse, political instability, and a growing humanitarian crisis. More than 80% of the population now lives in poverty, and the influx of Syrian refugees has further strained public services and economic resources. As Lebanon’s humanitarian needs increase yearly, AFH aims to expand our intervention scope through:

To meet the rapidly growing needs, AFH is increasing operational capacity in Gaza to deliver aid more efficiently and on a larger scale. This includes:

AFH will also focus on strengthening supply chain logistics and pre-positioning aid stocks to ensure that critical assistance continues despite operational and security challenges.

As economic and social conditions in Lebanon continue to decline, AFH is committed to adapting our response to ensure that vulnerable communities receive critical assistance.

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Reaching the Forgotten Communities in Yemen

Final Strategic Priorities for 2025

The humanitarian crisis in Yemen remains one of the worst in the world, with millions facing starvation, disease, and displacement. While humanitarian agencies provide emergency aid, many remote communities remain beyond reach, suffering from food insecurity, lack of healthcare, and no access to clean water.

AFH is dedicated to reaching Yemen’s most forgotten and marginalised communities by:

Through systematically prioritising long-term solutions alongside emergency relief, AFH will ensure that Yemen’s most vulnerable are not forgotten.

AFH remains committed to scaling up our humanitarian interventions, strengthening localised partnerships, and delivering high-impact aid to millions in need. With a proactive, adaptable approach, AFH will continue to be a regional and global leader in humanitarian response, ensuring that no vulnerable community is left behind.

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FINANCIAL OVERVIEW

STRATEGIC REPORT FOR THE YEAR ENDED 31 DECEMBER 2024

INCOME

During the year, we had a total income of £35.5m (2023: £42.7m) representing a decrease of 17%.

The reduction in income during this financial period is primarily attributed to a decline in institutional grant funding, reflecting broader global trends characterized by decreased availability of institutional donor funds and increased competition for existing resources. To mitigate this impact, the charity has proactively restructured its program delivery models, prioritizing essential core services while enhancing operational efficiency. Furthermore, intensified efforts have been implemented to expand grant application activities, diversify funding streams, and strategically enhance fundraising campaigns. These measures collectively aim to build greater financial resilience, maintain service continuity, and position the charity effectively within an increasingly challenging funding landscape

FINANCIAL OVERVIEW

STRATEGIC REPORT FOR THE YEAR ENDED 31 DECEMBER 2024

SPENDING

We spent £30.87m (2023: £37.1m) on charitable activities, which is 87% (2023: 87%) of the total income of the year. The cost of fundraising was £2.01m representing 6% (2023: £1.19m, 3%) of the total funds raised in 2024. After the total expenditure of £32.88m (2023: £38.3m), we had a net income of £2.6m (2023: £4.5m).

For a further breakdown of our income, see the chart below. Income from major appeals amounted to £10.3m (2023: £10.5m) representing a decrease of 2% from the previous year and grants received from Institutions totalled at £25.2m (2022: £31.6m), representing a decrease of 20 % compared to last year.

INCOME

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£m
10
8
6
4
2
0
2023 2024
ChemonicsConcern World CAREChristian Aid GIZ IOM OCHASave the Children SAMS SRTFWorld Vision Other
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SPENDING

----- Start of picture text -----
£m
12
10
8
6
4
2
0
2023 2024
Food, shelter, humanitrian aid & clothingMedical Social and cultural Education Orphans WASH Protection Other projects
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FINANCIAL OVERVIEW

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

Support Costs

----- Start of picture text -----
2024 2023
Total income 10% 8%
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During the year, our total support costs were £3.37m (2023: £3.31m). Support costs are approximately 10% (2023: 8%) of the total income raised during the year.

Policy On Reserves

The trustees currently maintain a reserves policy setting a target of £4.5 million, designed to cover approximately three months of core operating costs and provide contingency against unforeseen financial risks. Following a comprehensive strategic review, the trustees have resolved to increase the target level of unrestricted reserves to £4.5 million for the financial year 2025–26. This revised and increased target aims to accommodate:

2024 2023 2022 2021
£m £m £m £m
Restricted 7.8 5.8 2.3 2.4
General 5.2 4.6 4.2 3.2
Designated 0.6 0.6 0 0
13.6 11.0 6.5 5.6
Change from the prior year 24% 69% 16% 27%

FINANCIAL OVERVIEW

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 28 July 2025 and signed on its behalf by:

Dr Mounir Hakimi

Dr Mounir Hakimi Chair Board of Trustee

2024 2023
£m £m
Target level of reserves 4.5 2
Actual Coverage of Target reserves 116% 102%

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FINANCIAL OVERVIEW

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

Opinion

We have audited the financial statements of Action for Humanity (the ‘charity’) for the year ended 31 December 2024 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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.

FINANCIAL OVERVIEW

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

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 financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

Responsibilities of trustees

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 any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Action for Humanity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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 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 charity or to cease operations, or have no realistic alternative but to do so.

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

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FINANCIAL OVERVIEW

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144of the Charities Act 2011 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with regulations made under that Act.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Capability of the audit in detecting irregularities

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

FINANCIAL OVERVIEW

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

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or 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 charity’s trustees as a body, in accordance with section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005, 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 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Date: 18 August 2025 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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FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 DECEMBER 2024

Statement of Financial Activities for the Year Ended 31 December 2024

Note Unrestricted
funds		 2024
Restricted funds		 Total
funds		 2023
Total funds
£ £ £ £
Income from
Donations and legacies 2 2,355,959 7,945,337 10,301,296 10,516,584
Grants 3 219,324 24,944,958 25,164,282 31,594,246
Other income 4 - - - 602,517
Total Income 2,575,282 32,890,295 35,465,577 42,713,347
Expenditure on
Raising funds 5 364,003 1,646,887 2,010,890 1,180,804
Charitable activities 6 1,334,127 29,514,315 30,848,442 37,097,003
Total resources expended 1,698,130 31,161,202 32,859,332 38,277,807
Net incoming/(outgoing) 877,152 1,729,093 2,606,245 4,435,540
resources for the year
Transfers between funds (223,551) 223,551 - -
Net movement in funds 653,601 1,952,644 2,606,245 4,435,540
Total funds brought forward 5,144,964 5,826,791 10,971,755 6,536,215
Total funds carried forward 15 5,798,565 7,779,435 13,578,000 10,971,755

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 11 to the financial statements

FINANCIAL ACTIVITIES

BALANCE SHEET

As at 31 December 2024

Note Charity
2024		 Charity
2023
£ £
Fixed assets:
Tangible assets 12 776,982 770,027
Total fxed assets 776,982 770,027
Current assets:
Debtors 13 4,483,350 4,056,923
Cash at bank and in hand 11,228,436 8,637,305
Total current assets 15,711,786 12,694,228
Creditors and accruals:
Amounts falling due within one year 14 2,910,766 2,492,500
Total current liabilities 2,910,766 2,492,500
Net current assets 12,801,018 10,201,728
Net assets 13,578,000 10,971,755
The funds of the Charity
Unrestricted funds 15 5,196,048 4,565,869
Designated funds 15 602,517 602,517
Restricted funds 15 7,779,435 5,803,369
Total funds 13,578,000 10,971,755

The financial statements on pages 113 to 130 were approved by the trustees, and authorised for issue on 26 July 2025 and signed on their behalf by:

Dr Mounir Hakimi

Dr Mounir Hakimi Chair Board of Trustee

The notes on pages 113 to 130 form an integral part of these financial statements.

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FINANCIAL ACTIVITIES

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 DECEMBER 2024

2024 2023
£ £
Cash fows from operating activities
Net cash (expenditure)/income 2,606,245 4,435,540
Adjustments to cash fows from non-cash items 93,725 81,926
Depreciation 2,699,970 4,517,466
Working capital adjustments
(Increase) in debtors (426,426) (1,257,725)
Increase in creditors 418,266 (460,267)
Net cash fows from operating activities 2,691,810 2,799,474
Cash fows from investing activities
Purchase of tangible fxed assets (100,680) (125,973)
Net cash fows from investing activities (100,680) (125,973)
Net increase in cash and cash equivalents 2,591,130 2,673,501
Cash and cash equivalents at 1 January 8,637,306 5,963,805
Cash and cash equivalents at 31 December 11,228,436 8,637,306

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

1 Charity status

Basis of preparation

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 GPB.

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

Basis of consolidation

For the financial year ended 31 December 2024, the trustees have prepared financial statements on a charity-only basis and have not produced consolidated group financial statements. This constitutes a change from the previous year, wherein consolidated accounts were produced, combining the financial outcomes of the charity with those of its wholly owned subsidiary, İnsanlik İcin Hareket Vakfi. As the subsidiary is not considered material to the group figures, it has been excluded from the consolidation this year and therefore single entity accounts have been prepared.

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.

This adjustment aligns with the provisions set forth by the Charities SORP (FRS 102), which permits parent charities to prepare charity-only financial statements in circumstances where consolidated group accounts are not necessary to provide a true and fair view, particularly when the subsidiary’s income and activities are immaterial relative to the overall group’s financial scale and performance.

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.

Following a detailed assessment, the trustees have concluded that the subsidiary’s financial activities are not material to the charity’s overall financial position, performance, or operations. Therefore, presenting the financial results on a charity-only basis ensures clarity, relevance, and accuracy in line with regulatory and financial reporting standards.

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

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

Going concern

Grants receivable

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.

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

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.

Deferred income

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:

Income and endowments

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

Donations and legacies

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

Expenditure

Grant provisions

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

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.

Governance costs

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

Tangible fixed assets

Raising funds

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

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

Charitable 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.

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

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

Other exchange differences are recognised in the Statement of Financial Activities in the period in which they arise except for:

Depreciation and amortisation

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:

1) exchange differences arising on gains or losses on non-monetary items which are recognised in other comprehensive income; and

Depreciation method and rate

Asset class

2) in the case of the consolidated financial statements, exchange differences on monetary items receivable from or payable to a foreign operation for which settlement is neither planned nor likely to occur (therefore forming part of the net investment in the foreign operation), which are recognised in other comprehensive income and reported under equity.

Fixtures & Fittings 12.5% straight line Equipment 25% straight line Motor Vehicles 10% straight line Buildings 50 years

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

Pensions and other post retirement obligations

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

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

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.

Foreign exchange

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

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).

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees’ discretion in furtherance of the objectives of the charity.

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Critical accounting judgements and key sources of estimation uncertainty

The Trustees are required to 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.

Significant Judgement

There are no significant judgements having a material effect on the financial statements.

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

2 Income from donations and legacies

Unrestricted
funds		 Restricted funds
2024		 Total
2024
£ £ £
Donations and legacies;
Donations to major appeals 1,521,221 7,945,337 9,466,558
Gift aid reclaimed 834,738 - 834,738
2,355,959 7,945,337 10,301,296

Prior year

rior year
Unrestricted
funds General		 Restricted funds
2023		 Total
2023
£ £ £
Donations and legacies;
Donations to major appeals 1,833,723 7,942,936 9,776,659
Gift aid reclaimed 739,925 - 739,925
2,573,648 7,942,936 10,516,584

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

4 Other Income

Unrestricted funds Restricted funds Total funds Total funds
2024 2024 2024 2023
£ £ £ £
Rental Income - - - -
Other income - - - 602,517
Total income from
charitable activities		 219,324 24,944,958 25,164,282 31,594,246
Expenditure on raising funds
2024 2023
£ £
Fundraising and marketing costs 1,646,887 896,868
Support cost allocation 364,003 283,936
Total 2,010,890 1,180,804

5 Expenditure on raising funds

3 Income from grants

Grants from organisations Total income from charitable activities

----- Start of picture text -----
Unrestricted funds Restricted funds Total
2024 2024 2024
£ £ £
219,324 24,944,958 25,164,282
219,324 24,944,958 25,164,282
----- End of picture text -----

Prior year

rior year
Unrestricted funds
2023		 Restricted funds
2023		 Total
2023
£ £ £
Grants from organisations 167,955 31,426,291 31,594,246
Total income from charitable activities 167,955 31,426,291 31,594,246

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

6 Charitable Activities

Unrestricted Restricted Total
2024 2024 2024
£ £ £
Medical - 7,240,141 7,240,141
Food, shelter, humanitarian aid & clothing - 7,463,267 7,463,267
Social and cultural - 1,609,410 1,609,410
Education - 2,037,728 2,037,728
Orphans - 297,032 297,032
WASH - 3,401,093 3,401,093
Protection - 2,561,883 2,561,883
Other projects 1,115,657 2,113,566 3,252,645
Support costs 218,470 2,790,196 3,008,666
1,334,127 29,514,315 30,848,442

Within charitable activities, are costs of £1.4m in relation to grants paid to 12 external local partner organisations. However, due to the sensitive and high- risk environments in which these partners operate, and in line with safeguarding principles and their explicit request, we have withheld disclosure of partner names in this report to avoid compromising their safety and operational security.

Prior year Unrestricted Restricted Total
2023 2023 2023
£ £ £
Medical - 5,277,760 5,277,760
Food, shelter, humanitarian aid & clothing - 10,902,859 10,902,859
Social and cultural - 362,458 362,458
Education - 2,060,74 2,060,174
Orphans - 244,896 244,896
WASH - 5,645,740 5,645,740
Protection - 3,589,769 3,589,769
Other projects 1,646,026 4,340,878 5,986,904
Support costs 238,476 2,787,967 3,026,443
1,884,502 35,212,501 37,097,003

Prior year

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

7 Analysis of support cost

Finance Administration Premises Total
2024 2024 2024 2024
£ £ £ £
Medical 4,702 595,592 105,305 705,599
Food, shelter, humanitarian aid & clothing 4,847 613,947 108,550 727,344
Social and cultural 1,045 132,394 23,408 156,848
Education 1,323 167,629 29,638 198,590
Orphans 193 24,435 4,320 28,948
WASH 2,209 279,783 49,467 331,459
Protection 1,664 210,747 37,261 249,672
Other projects 2,112 267,571 47,308 316,992
Support costs 1,954 247,500 43,760 293,214
20,050 2,539,598 449,017 3,008,666
Finance Administration Premises Total
2024 2024 2024 2024
£ £ £ £
Raising funds 2,426 307,252 54,324 364,003
Total 2,426 307,252 54,324 364,003

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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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

Charitable Activities

Finance Administration Premises Total
2023 2023 2023 2023
£ £ £ £
Medical 14,354 377,688 38,528 430,569
Food, shelter, humanitarian aid & clothing 29,652 780,232 79,591 889,476
Social and cultural 986 25,938 2,646 29,570
Education 5,603 147,431 15,039 168,073
Orphans 666 17,525 1,788 19,979
WASH 15,355 404,021 41,214 460,590
Protection 9,763 256,892 26,205 292,860
Other projects 16,282 428,436 43,705 488,423
Support costs 8,231 216,579 22,093 246,903
100,891 2,654,742 270,809 3,026,442
Finance Administration Premises Total
2023 2023 2023 2023
£ £ £ £
Raising funds 9,465 249,064 25,407 283,936
Total 9,465 249,064 25,407 283,936

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.

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

9 Staf costs 2024 2023
£ £
Wages and salaries 5,023,732 4,391,127
Social security costs 158,918 136,395
Pensions 30,322 23,278
Total 5,212,972 4,550,800

Overseas wages and salaries amounting to £3,418,274 (2023: £3,098,520) are included in wages and salaries above.

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


he year expressed as full-time equivalents was as follows:
2024 2023
No No
Charitable activities 189 201
Fundraising and Marketing 24 18
Admin and Support - -
Total 213 219

There are three employees that received emoluments of more than £60,000 during the year. (2023: 3 employee)

Salary Band 2024 2023
£60,000 - £70,000 2 1
£70,000 - £80,000 0 0
£80,000 - £90,000 0 0
£90,000 - £100,000 1 1
£100,000 - £110,000 0 0
£110,000 - £120,000 0 0
£120,000- £130,000 0 1

The total employee benefits of the key management personnel of the group were £444,856 (2023 - £418,749).

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

10 Taxation

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

13 Debtors

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

11 Net Incoming Resources

2024 2023
This is stated after charging £ £
Audit fees 32,500 30,000
Accountancy - -
Depreciation 93,725 81,926

12 Tangible Fixed Assets

Land &
Buildings		 Furniture and
equipment		 Motor Vehicles Total
Cost £ £ £ £
At 1 January 2024 562,500 285,110 61,139 908,749
Additions - 89,048 11,632 100,680
Disposal (6,165) (6,165)
At 31 December 2024 562,500 374,158 66,606 1,003,264
Depreciation
At 1 January 2024 30,094 93,876 10,064 134,034
Charge for the year 11,250 74,728 7,747 93,725
Disposal (1,477) (1,477)
At 31 December 2024 41,344 168,603 16,337 226,282
Net Book Value
At 31 December 2024 521,156 205,755 50,272 776,982
At 31 December 2023 532,406 186,547 51,074 770,027
2024 2023
£ £
Prepayments 126,603 88,810
Accrued income 4,122,120 3,056,699
Other debtors 234,627 911,414
Total 4,483,349 4,056,923
4 Creditors: amounts falling due within one year
2024 2023
£ £
Prepayments 363,560 338,733
Accrued income 2,547,206 2,153,071
Other debtors - 696
Total 2,910,766 2,492,500

14 Creditors: amounts falling due within one year

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

15 Movement in Funds

At 1 January
2024		 Income Expenditure Transfer
between funds		 At 31 December
2024
£ £ £ £ £
Medical 744,380 7,466,722 (7,240,141) - 970,961
Food, shelter, humanitarian
aid & clothing		 - 7,832,164 (7,463,267) - 368,897
Social and cultural 2,212,256 1,845,450 (1,609,410) - 2,448,295
Education 500,422 2,250,113 (2,037,728) - 712,807
Orphans 475,333 805,356 (297,032) - 983,657
WASH 412,877 4,085,240 (3,401,093) - 1,097,025
Protection 502,135 1,836,198 (2,561,883) 223,551 -
Other projects 979,387 6,769,053 (6,550,648) - 1,197,793
Designated funds 5,826,790
602,517		 32,890,295
-		 (31,161,202)
-		 223,551
-		 7,779,435
602,517
General funds 4,542,447 2,575,282 (1,698,130) (223,551) 5,196,048
Unrestricted funds 5,144,964 2,575,282 (1,698,130) (223,551) 5,798,565
Total movement on reserves 10,971,754 35,465,577 (32,859,332) - 13,578,000

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

15 Movement in Funds

Comparative for 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
General funds 2,377,048
-		 39,369,226
-		 (36,109,369)
-		 189,887
602,517		 5,826,791
602,517
Unrestricted funds 4,135,746 3,367,543 (2,168,439) (792,403) 4,542,447
Total movement on reserves 4,135,746
6,512,792		 3,367,543
42,736,769		 (2,168,439)
(38,277,808)		 (189,887)
-		 5,144,946
10,791,755

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

The AFH Board of Trustees recently approved a new Investment Policy, under which this amount will form part of the organisation’s broader investment strategy. A timeline has been proposed to explore suitable investment opportunities, including the assessment of potential business models. These options will be reviewed and discussed during upcoming Board of Trustees meetings. The initial timeframe for reaching an investment decision — and determining the final amount to be invested — is set between 12 to 18 months.

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129 actionforhumanity.org

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

16 Analysis of net assets between funds Group

Unrestricted funds
General		 Restricted
funds		 Designated
funds		 Total funds at
31 December 2024
£ £ £ £
Fixed Assets 776,982 - - 776,982
Current assets 4,782,627 10,326,642 602,517 15,711,784
Current liabilities (363,560)
5,196,048		 (2,547,206)
7,779,436		 -
602,517		 (2,910,766)
13,578,000
Prior year Unrestricted funds
General		 Restricted
funds		 Designated
funds		 Total funds at
31 December 2023
£ £ £ £
Tangible fxed assets 770,027 - - 770,027
Current assets 4,111,849 7,979,862 602,517 12,694,228
Current liabilities (339,428) (2,153,072) - (2,492,500)
4,542,447 5,826,790 602,517 10,971,755

17 Financial instruments

2024 2023
£ £
Financial assets measured at amortised cost 15,711,786 12,694,228
Financial liabilities measured at amortised cost (2,910,766) (2,492,500)
12,801,019 10,201,728

FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

18 Related party transactions

At 31 December 2024 the charity had no related party transactions.

19 Capital commitment

At 31 December 2024 the Charity had no capital commitment.

20 Contingent liability

At 31 December 2024 the Charity had no known contingent liabilities in the financial statements.

21 Control relationship

Action For Humanity is the sole corporate trustee of Syria Relief whereby Action For Humanity has the power to govern the financial and operating policies of Syria Relief. Syria Relief is now a linked charity and therefore no separate Financial Statements are prepared.

The Charity has a subsidiary entity based in Turkey for WAQF endowments. The entity has generated a small amount of income in the year but is currently largely supported by the Charity.

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

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FINANCIAL ACTIVITIES

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

22 Comparatives for the Statement of Financial Activities

Unrestricted
funds		 Unrestricted
funds		 Total funds
2023 2023 2023
Income from £ £ £
Donations and legacies 2,573,643 7,942,936 10,516,584
Grants 167,955 31,426,291 31,594,246
Other income 602,517 - 602,517
Total Income 602,517 39,369,227 42,713,347
Expenditure on
Raising funds 283,936 896,868 1,180,804
Charitable activities 1,884,502 35,212,501 37,097,003
Total resources expended 37,097,003 36,109,369 38,277,807
Net incoming/(outgoing) resources for the year 1,175,682 3,259,858 4,435,540
Transfers between funds 4,435,540 189,887 -
Net movement in funds - 3,449,745 4,435,540
Total funds brought forward 4,435,540 2,377,046 6,536,215
Total funds carried forward 6,536,215 5,826,791 10,971,755

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