## **Annual Report 2024** ## **Working Theme:** "Faith in action: From mercy to meaningful change" Charity Reg: 1165916 ## **Table of Contents** |**Section**|**1**|Message from the CEO and Trustees|1| |---|---|---|---| |**Section**|**2**|Year at a glance|3| |**Section**|**3**|Our approach: From aid to development|5| |**Section**|**4**|Thematic programmes|7| |**Section**|**5**|Accountability & Safeguarding|18| |**Section**|**6**|Beneficiary stories|19| |**Section**|**7**|Partnerships and collaboration|20| |**Section**|**8**|Financial summary|21| |**Section**|**9**|Gratitude and Dua’s|22| |**Section**|**10**|Looking ahead: 2025/26 Vision|23| |**Section**|**11**|Strategy, learning & development weekend|25| **Section 1** ## **Message from the Trustees and CEO** ## Bismillahir Rahmanir Raheem (In the Name of Allah, the Most Compassionate, the Most Merciful) All praise is due to Allah (SWT), who has granted us the strength and resilience to navigate a year that has been defined by both adversity and hope. As we close the chapter on 2024, we find ourselves compelled not only to celebrate our achievements, but also to reflect deeply on the profound global events that have shaped our work and our worldview. The year 2024 has tested the world’s resolve in unprecedented ways. From catastrophic natural disasters such as earthquakes, floods, and droughts to the intensification of ongoing conflicts and the emergence of new humanitarian crises, the global community has witnessed suffering on a scale that demands both urgent action and sustained commitment. The economic turbulence, rising cost of living, and increased displacement of vulnerable populations have further strained the fabric of societies, stretching humanitarian resources and compassion to their very limits. Yet, amidst these challenges, the spirit of generosity and unity within our community has shone even brighter. Your unwavering support and tireless dedication, whether through donations, advocacy, or volunteering, have enabled Abdullah Aid to respond swiftly and effectively, delivering life-saving assistance to those in greatest need. In regions ravaged by conflict, we provided emergency food, shelter, and medical care. In areas struck by disaster, we stood alongside survivors, offering comfort, hope, and the tools for recovery. Our commitment to sustainable development continued, as we expanded access to education for children in crisis, empowered women and families through livelihood initiatives, and prioritised health and hygiene for communities facing dire circumstances. This past year also brought moments of immense gratitude and humility. We have been privileged to witness the resilience and courage of those we serve, individuals who, despite unimaginable hardship, have shown us the true meaning of hope and perseverance. Their stories remind us that our efforts extend far beyond material aid; we are fostering dignity, nurturing dreams, and planting seeds for a brighter future. Guided by our Islamic values, we are ever mindful of the sacred trust placed upon us. The words of the Prophet Muhammad (peace be upon him) resonate especially in times of crisis: “The believers, in their mutual kindness, compassion, and sympathy, are just like one body. When one of the limbs suffers, the whole body responds to it with wakefulness and fever.” This spirit of interconnectedness is at the heart of everything we do. We are part of a global family, bound by faith and compassion, and our mission is to ensure that no one is left behind. 1 ## **CEO - Shakil Malji** We owe every milestone we have achieved to the collective strength of our donors, partners, staff, volunteers, and most importantly, the resilient communities we serve. Your sacrifices, prayers, and unwavering commitment have enabled us to reach new horizons, even in the face of great challenges. Each act of kindness, no matter how small, creates a ripple of positive change that extends far beyond what we can see. During my visits to various locations, witnessing first-hand the transformative impact of your generous donations, one thing consistently touches my heart, the heartfelt prayers of those whose lives you have helped transform. A single dua from someone you have supported may become the means of your salvation on the Day of Judgement and your entry into Paradise. May Allah (SWT) accept our efforts, forgive our shortcomings, and grant us the wisdom, sincerity, and strength to continue serving humanity with excellence. As you read this report, I hope you feel inspired by the impact of our shared mission, and encouraged to remain a vital part of this compassionate journey. With heartfelt gratitude and prayers for peace, justice, and prosperity for all, Shakil Malji CEO, Abdullah Aid 2 **Section 2** ## **Year at a Glance** |**Metric**|**2023**|**2024**| |---|---|---| |People reached|720, 000|1, 035, 000| |Countries|18|21| |Programme spend|£5.2 m|£8.9 m| |Water projects|387|543| |Permanent homes|250|400| |Bread loaves|620,000|1, 080, 000| |Sponsorships|612|1000| **----- Start of picture text -----**
People reached
Countries
2023 2024
2023 2024
720,000 1,035,000
18 21
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Programme spend
Countries
2023 2024
2023 2024
£5,200,000 £8,900,000
18 21
Cataracts Bread loaves
2023 2024 2023 2024
280 500 620,000 1,080,000
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Water facilities
2023 2024
387 543
Homes
2023 2024
250 400
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Sponsorships
2023 2024
612 954
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**3** ## **Geographic Reach** **21 Countries across Middle East and North Africa (MENA), Sub-Saharan Africa & South Asia.** 4 **Section 3** ## **Our approach: From aid to development** ## **Faith-based relief, dignity-centred development** ## **Overview** Abdullah Aid’s work begins with compassion and ends with resilience. While we respond swiftly to emergencies, our deeper mission is to build lasting change. This means moving beyond short-term assistance to long-term, community-led development. We do this while staying firmly rooted in Islamic values and aligning with the global Sustainable Development Goals (SDGs). ## **1. Faith as the foundation** _“The best of people are those who are most beneficial to others.” Prophet Muhammad (PBUH)_ Our approach is grounded in the Islamic imperative of Ihsan (excellence), Amanah (trust) and Rahma (mercy). We are driven not only to alleviate suffering, but to restore dignity, enable self-reliance, and empower individuals to thrive. Charity (sadaqah) in Islam is not just about giving; it’s about transforming lives and fulfilling our duty to justice (adl). ## **2. Beyond crisis response** While emergency relief remains central, especially in Gaza, Syria, and Yemen, we integrate development thinking at every stage: Immediate Relief: Food, shelter, water, and medical support. Stabilisation: Health services, trauma care, basic education. - Development: Livelihoods, education, infrastructure, empowerment. Sustainability: Community ownership, environmental resilience, local leadership. We prioritise community involvement and local partnerships, avoiding dependency and designing projects that reflect real needs and long-term potential. ## **3. Aligning with the Sustainable Development Goals (SDGs)** Abdullah Aid supports the global development agenda, especially in fragile states where progress is often slowest. Key contributions include: 5 **SDG Our Impact SDG 1: No Poverty** Cash grants, shelter homes, livelihoods programmes **SDG 2: Zero Hunger** Bread factories, food parcels, Ramadan & Qurbani campaigns **SDG 3: Good Health** Syrian hospital, cataract surgeries, vaccination drives **SDG 4: Quality Education** Hifz & orphan sponsorships, school support, adult literacy **SDG 6: Clean Water & Sanitation** Wells, boreholes, toilets and ablution facilities in remote areas **SDG 8: Decent Work** Small business grants, vocational tools, women’s empowerment **SDG 11: Sustainable Communities** Permanent housing, solar-powered villages, masjid centres ## **4. From Aid to Agency** Our aim is to nurture agency, not dependency. We listen, co-design with communities, and focus on dignity and outcomes. Whether it's a father in Pakistan launching a market stall or a young man in Gambia saving for a taxi from tea sales, our role is to support their journey. Abdullah Aid is not just about charity. It is about justice, empowerment, and faith in action. By fusing Islamic compassion with a development lens, we help communities move from vulnerability to vibrancy, one project, one person at a time. 6 **Section 4** ## **Thematic programmes Emergency relief** ## **Palestine** The humanitarian crisis in Palestine escalated in 2024, prompting Abdullah Aid to launch a comprehensive emergency response inside Gaza. Our team acted swiftly to provide life-saving aid to communities devastated by conflict and displacement. ## **Key achievements of our response include:** - Establishment of a fully operational field hospital in Gaza, delivering emergency medical care, surgeries, and critical treatments to the injured and vulnerable. - Construction of a tent village to house displaced families, offering shelter and safety to those who had lost their homes. - Distribution of 30,000+ food parcels and 100,000+ hot meals, ensuring access to daily nutrition during widespread food shortages. - Delivery of over 30 aid trucks from Egypt and Jordan, containing medical supplies, food, hygiene kits, clothing, and other essentials. Abdullah Aid’s intervention in Gaza is a powerful reflection of our mission to deliver urgent, life-saving support in even the most complex and restricted environments. This vital work was made possible through the generous backing of our donors and partners. ## **Syria** The ongoing crisis in Syria has severely weakened the country’s healthcare infrastructure, leaving countless families without access to essential medical services. In response, Abdullah Aid established a fully operational health centre in Azaz, located in northern Syria, to serve some of the most vulnerable communities. Since its launch, the facility has provided treatment to over 50,000 patients, offering comprehensive care including: - Emergency medical services Chronic disease management Maternal and child healthcare - General outpatient treatment for men, women, and children In a context where public health systems are overwhelmed or non-functional, our health centre has become a crucial source of medical support and hope. It stands as a testament to Abdullah Aid’s dedication to sustainable, impactful solutions that prioritise human dignity and recovery. 7 ## **Yemen** Yemen remains one of the world’s most urgent and complex humanitarian emergencies, with millions of people facing food insecurity, displacement, and limited access to basic services. In 2024, Abdullah Aid continued its efforts to bring relief and restore dignity to some of the country’s most vulnerable communities. Over the course of the year, our teams on the ground distributed thousands of food parcels and hot meals, ensuring that families had consistent access to vital nutrition amidst widespread shortages and rising food prices. These efforts were particularly focused on areas most affected by conflict and displacement, where local resources remain scarce. In addition to food relief, Abdullah Aid implemented a series of empowerment initiatives designed to support long-term recovery. These projects provided livelihood training and small business support, enabling families to rebuild their independence and resilience against ongoing hardship. Access to clean and safe water remained a critical concern throughout the year. To address this, we delivered clean water through tankers. This helped reduce the spread of waterborne diseases and improved overall health conditions. Recognising the growing number of displaced families, we also provided emergency shelter solutions, offering safe and secure accommodation to those forced from their homes by conflict or natural disasters. Our work in Yemen is a testament to Abdullah Aid’s unwavering commitment to responding to long-term crises with both compassion and sustainability. We remain deeply grateful to our donors and partners, whose continued support enables us to reach those most in need, even in the most challenging environments. 9 ## **Winter warmth** As temperatures plummeted across vulnerable regions, Abdullah Aid launched a targeted seasonal response to protect communities from the harsh winter cold. In 2024, we delivered critical winter assistance to families across Afghanistan, Jordan, Syria, Pakistan, and Lebanon, many of whom were living in poorly insulated shelters or makeshift housing. Over 500 winter kits were distributed, each containing thick blankets, thermal clothing, and essential heating supplies tailored to meet local needs. These kits played a vital role in helping families endure freezing conditions and in preventing cold-related illnesses, especially among children, the elderly, and those with chronic health issues. This intervention offered more than just physical warmth, it brought comfort and dignity to families enduring already challenging circumstances, embodying our ongoing commitment to seasonal relief efforts. ## **Case Study:** During our winter relief distribution in Lebanon, we encountered a young girl visibly shivering and in tears. Concerned, we gently approached her to find out what was wrong. Through her trembling voice, she softly said, “I’m too cold.” Without hesitation, our team reached into our supplies and handed her a warm winter jacket and a pair of shoes. As she put them on, her tears stopped and for the first time since we met her, a smile lit up her face. It was a powerful reminder of how something as simple as warm clothing can restore not just physical comfort, but also dignity and hope. **----- Start of picture text -----**
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## **Empower & Educate** The Empowerment Project gives individuals and communities the opportunity to generate income, support themselves, and grow in confidence. Across the globe, thousands of people are seeking ways to overcome daily challenges and build stable, independent lives, without relying solely on donations. Our mission is to help these individuals develop self-belief and achieve goals they might never have imagined possible. Through our programmes, people are able to start small businesses, collaborate within their communities, and create sustainable sources of income. We also believe that education is a key to empowerment. By distributing educational materials and running wellbeing initiatives, we aim to equip communities with the knowledge and tools they need to thrive. At our core, we are committed to providing both education and empowerment, fostering lasting change. ## **Small businesses:** We support individuals by providing the tools they need to launch small businesses, empowering them to earn an income and support their families. This includes resources such as sewing machines, bicycles for work, clothing to sell, and fruit and vegetable stalls. These opportunities help individuals gain financial independence, improve their standard of living, and contribute to the wellbeing of their communities. ## **Large business support:** For individuals needing more extensive support, we also provide opportunities to launch larger income-generating projects. This includes initiatives such as farming ventures and the provision of rickshaws, tools that offer a more sustainable path toward long-term independence. These projects not only help individuals earn a living but also empower them to work toward their life goals. Many aspire to reach a point where they, too, can give back and help others, creating a powerful cycle of support and transformation within their communities. ## **Case study** In The Gambia, we provided Ahmed with a tea cart to help him begin earning an income. He was incredibly grateful for the opportunity and poured his energy into the small business, working hard every day to sell tea. Over the next few years, Ahmed saved enough from his earnings to buy a taxi, a life-changing step that allowed him to increase his income and support his family more consistently. In a beautiful display of kindness and community spirit, Ahmed passed the tea cart on to someone else in need, continuing the cycle of empowerment. 11 Abdullah Aid THE GAMBIA ## **Health programme** Our Health Project provides life-changing support to individuals suffering from illnesses, chronic conditions, disabilities, or those in urgent need of medical care. In many rural villages, access to healthcare is limited or unaffordable. Thousands of people live with serious conditions that go untreated simply because they cannot afford the care they need. Others face daily challenges due to disabilities, without access to mobility aids or support services. Through this project, we offer vital medical assistance to those most in need, restoring dignity, improving quality of life, and in some cases, even saving lives. ## **We support:** - Eye cataract surgeries to restore vision - Mobility aid distribution, including wheelchairs and disability-adapted bikes - Medical procedures for urgent or chronic health needs every act of support brings hope, independence, and the chance at a healthier future. ## **Over 500 cataracts were performed in 2024** As part of our Health Project, we proudly support a hospital dedicated to serving Syrian individuals and families in need. In a region where access to healthcare has been severely affected by conflict, this hospital provides critical medical care to those who need it most. ## **Services include:** - Distribution of essential medications - Vaccination programs to protect against preventable diseases General medical care and ongoing support for chronic conditions In the past year alone, we provided care for over **50,000 individuals** , offering hope and healing in the face of hardship. This project is a testament to our commitment to health as a human right, ensuring that even in the most difficult circumstances, people receive the care and dignity they deserve. **----- Start of picture text -----**
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13 ## **Water programme** Access to clean, safe water remains one of the most urgent and life-changing interventions. In 2024, we delivered clean water directly to communities suffering from scarcity, contamination, or complete lack of access. ## **Why we do water projects:** Water is a basic human right. Without it, communities are left vulnerable to disease, malnutrition, and displacement. Our mission is to reach areas where clean water is inaccessible and provide sustainable, long-term solutions. ## **2024 Water project impact:** **----- Start of picture text -----**
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|**Project Type**|**Number Completed**| |---|---| |Water Pumps|402| |Water Wells|111| |Boreholes|22| |Ablution Facilities|8| |**Total Projects**|**543**| ## **Key benefits of water projects:** ## **Health:** Clean water reduces the spread of waterborne diseases and supports overall health, from hydration to improved organ function. It’s a vital part of preventative healthcare in vulnerable areas. ## **Livelihoods:** When water is nearby, families save hours each day, time that can be invested in farming, education, small businesses, or caring for loved ones. Women especially gain time, independence, and economic opportunity, but also provides safety. ## **Community development:** **----- Start of picture text -----**
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## **Case Study Aisha (Pakistan)** Before the solar borehole, Aisha trekked 4km carrying 20litres on her head. Now she gardens vegetables for sale, doubling her income and sending her daughters to school. Water brings stability. Masjids remain open, villages thrive, and community conflict over scarce resources is reduced. Clean water lays the foundation for better infrastructure, improved public health, and long-term sustainability. **----- Start of picture text -----**
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## **Food provision** Extreme poverty and food insecurity continue to impact millions around the world, leaving countless families without enough to eat. In crisis-affected regions especially, access to regular, nutritious meals is a daily struggle. Through our global food distribution efforts, Abdullah Aid is working to ease this burden. Operating in over 15 countries, we provide essential food parcels that sustain vulnerable families, many of whom would otherwise go without. Our Bakery Projects play a key role in our efforts, delivering fresh bread daily to communities in need. Bread, a dietary staple in countries like Lebanon, Yemen, and beyond, is made accessible to families who rely on it for breakfast, lunch, and dinner. These initiatives not only help combat hunger but also restore dignity and a sense of normalcy for families facing some of life’s toughest challenges. ## **Thanks to your support, in the past year alone we have:** Distributed more than 1,080,000 bread (Enough for 108,000 Families) Over 10,000 food packs (Enough for 10,000 families) ## **Case study:** During the harsh winter season in Lebanon, our team visited a family living in makeshift tents, struggling to survive the cold and hunger. As we handed over a food parcel, we noticed a young girl suddenly begin to weep. Concerned, we gently asked her what was wrong. Through her tears, she said: _“This is the first food parcel we’ve received in over a year.”_ In that moment, the weight of their hardship became painfully clear. Her tears were not just of sadness, but of relief, after enduring long months of hunger and uncertainty, they finally had a food pack to nourish them. This wasn’t just a delivery — it was hope, dignity, and a lifeline for a family forgotten by many, but remembered by those who care. 15 ## **Sponsorship programme** In 2024, our Sponsorship programme continued to transform lives across vulnerable communities. Through orphan, Hifz, widow, and Imaam sponsorships, we provided consistent access to education, healthcare, and essential resources to those most in need. ## **Why sponsorship matters:** In many of the communities we serve, children face overwhelming challenges: poverty, lack of education, and limited access to healthcare. Sponsorship is more than just aid, it is a promise. A promise of stability, growth, and long-term impact. By intervening early and remaining consistently involved, we unlock the potential of each child and offer their families a chance at a brighter future. ## **2024 Sponsorship impact:** |**Country & Category**|**Number sponsored**| |---|---| |Orphans|456| |Hifz|329| |Imaams|95| |Widows|74| |**Total**|**954**| ## **Key benefits of sponsorship:** ## **Education:** Education is a cornerstone for lasting change. Sponsorship ensures that children have access to quality learning from an early age, equipping them with the knowledge, skills, and confidence to shape better futures, not only for themselves but for their families and communities. ## **Direct cash support:** Through financial support, families are empowered to meet urgent needs such as food, clothing, and medical care. This flexibility allows carers to prioritize what’s most important for the child’s well-being, helping restore dignity and reduce daily stress. **----- Start of picture text -----**
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## **Masjid** _"Whoever builds a mosque for Allah, Allah will build for him a house in Paradise."_ _[Sahih al-Bukhari & Muslim]_ At the heart of our mission lies the timeless teaching of the Prophet (PBUH) the building of Masjids as a means of both spiritual reward and communal transformation. We are proud to share that we have successfully built over 40 Masjids in some of the world’s most underserved and remote communities, offering access to a place of worship, learning, and community for more than 15,000 people. These Masjids are not just structures, they are beacons of hope. They become the heart of the community, where: Children learn the Qur'an Adults find spiritual guidance Communities unite in prayer and purpose. In regions where access to such spaces is scarce, a single Masjid can transform lives, fostering faith, unity, and dignity. ## **Case Study:** In one of the African communities where we built a Masjid, a man known for his struggles with drinking and smoking approached our team. He shared, with sincerity in his voice, that he was not regular with prayers and often drank alcohol. After we constructed the Masjid, he said: _"Now that there is a Masjid, I will stop drinking, and I will come here to pray."_ In another region, a local villager saw the Masjid construction and began showing interest in Islam. He became intrigued and requested taking his Shahadah. At the inauguration of the Masjid, he happily and proudly accepted Faith 17 **Section 5** ## **Accountability & Safeguarding** ## **Upholding trust. Protecting dignity.** ## **A sacred trust** At Abdullah Aid, every pound entrusted to us and every person we serve is an amanah (sacred trust). We are accountable to our donors, beneficiaries, and most importantly, to Allah (SWT). That accountability is not just financial, it is moral, spiritual, and operational. _“Verily! Allah commands that you should render back the trusts to those to whom they are due.” – Qur’an 4:58_ We embed this principle of trust (amanah) across every area of our work, from how we handle funds to how we protect the most vulnerable in our care. ## **Safeguarding the vulnerable** We operate in fragile and high-risk environments. Many of our beneficiaries are children, widows, displaced families, and people with disabilities. Safeguarding is not an optional policy; it is a core obligation. - Zero tolerance for abuse, exploitation, or misconduct Mandatory safeguarding training for staff and partners Whistleblowing channels accessible to all Vetting and due diligence for delivery partners Confidential case management procedures in place Our safeguarding framework is reviewed annually and benchmarked against sector best practice and Charity Commission expectations. ## **Strong Governance** We maintain active Board oversight, with clear segregation of duties, financial controls, and programme risk reviews. This includes: - Annual rolling internal audits and external independent reviews Live risk registers to monitor and mitigate operational and reputational risks - Anti-fraud and anti-corruption policies enforced across all offices Zakat governance to ensure funds are compliant with Islamic principles and donor intent ## **Transparency in practice** We publish this annual report with a breakdown of programme spend, impact, and lessons learned. We aim to be honest about challenges, not just successes. Full financial statements available to the public - Real-time impact reporting via social media and email updates Feedback mechanisms for beneficiaries and donors ## **Continuous Improvement** Our accountability is a journey, not a destination. We invest in training, systems, and external input to keep learning and improving. In every action, we strive to be worthy of the trust placed in us. Accountability is not just about compliance — it is about integrity, sincerity (Ikhlas), and responsibility before Allah and our communities. 18 **Section 6** ## **Beneficiary stories** ## **Restoring homes and dignity** When disaster destroyed Aunty Sabini’s home, it took away her sense of security and belonging. Our shelter programme helped her rebuild, ensuring her new home was not only restored, but improved. Designed with safer construction techniques and sturdier materials, her new house stands strong against future hazards. With better ventilation, reliable roofing, and elevated foundations, it offers lasting comfort and protection. More than a building, it represents resilience and the restoration of Aunty Sabini’s dignity and hope. ## **Supporting the blind and deaf in India.** Blind students in India received equipment for Braille Quran — now, they’re on their journey to becoming Hafiz 20 **Section 7** ## **Partnerships and Collaboration** ## **SANURA:** ## **Location:** Togo **Type:** NGO, Grant giving **Outcome:** Our partnership with SANURA began with small grants for essential needs like food and water. After witnessing the quality and impact of their work, we expanded the scope and number of projects implemented through them. ## **WAQFOREVER:** **Location:** UK **Type:** Grants Received **Outcome:** Our partnership with Waqforever served to support the people of Palestine, with us acting as their implementing partner. Alhamdulillah, this collaboration united us around a shared cause and significantly increased our collective humanitarian impact. ## **CHILDREN OF ADAM:** **Location:** UK **Type:** Grants Giving & Received **Outcome:** Our long-standing partnership with Children of Adam has grown over the years. As a UK-registered NGO, they receive a significant portion of our grants and work with us to implement major initiatives, including village development and water projects. 21 **Section 8** ## **Financial Summary** ## **Overview** This report summarises the key financial figures of Abdullah Aid for the year ended 31 December 2024. It includes breakdowns of income and expenditure, cost-effectiveness analysis including both unrestricted and restricted funds, Zakat compliance information, fundraising cost details, and donor breakdown extracted from the accounts. ## **Income Breakdown** Unrestricted: £857,668; Restricted: £7,462,135; Total: £8,319,803 Income Ratios - Restricted Income Ratio: 89.7% of total income - Unrestricted Income Ratio: 10.3% of total income This chart illustrates the sources of income for Abdullah Aid in 2024. The majority of funds came from donations and gifts, demonstrating strong public support and trust in our mission. Gift Aid contributions also played a vital role in boosting our unrestricted income. ## Income Breakdown **----- Start of picture text -----**
10.3%
89.7%
Unrestricted
Restricted
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Expediture Breakdown ## **Expenditure Breakdown** Charitable: £8.98m; Support: £342k; Governance: £134k; Fundraising: £266k; Total: £9.73m ## **Overall Fund Deployment (Including Unrestricted)** Approximately 92.4% spent on charitable delivery; 7.6% on overheads and fundraising when considering all available funds (restricted & unrestricted). Impact per £1: £1.20 spent from restricted funds. Cost per person reached: £8.68 (using narrative metric of c. 1,035,000 beneficiaries). **----- Start of picture text -----**
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2.7%
3.5%
92.4%
Fundraising
Governance
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Expenditure Ratios - Charitable Expenditure Ratio: 92.4% of total expenditure - Fundraising Ratio: 2.7% of income - Support Cost Ratio: 3.5% of total expenditure - Governance Cost Ratio: 1.4% of total expenditure ## **Fundraising Costs** - Support Cost Ratio: 3.5% of total expenditure - Governance Cost Ratio: 1.4% of total expenditure **----- Start of picture text -----**
Restricted funds
5%
95%
Overheads
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21 **Section 9** ## **Gratitude and Dua’s** ## Assalaamu alaykum ## Bismillah wa Alhamdulillah To every donor, volunteer, partner and well-wisher, Jazakumullahu khayran. Your trust is an amanah, and I take that trust very seriously. As your Global Ambassador, I am personally committed to transparency, accountability, and high standards. I visit projects myself, meeting our teams and the families we serve, so I can witness delivery first-hand and ensure your generosity is reaching people with dignity, quality and speed. I also expect robust governance: clear reporting, independent checks, and continuous improvement. This is how we honour the Ummah’s donations and hold ourselves to account before Allah Almighty and the community. With your support, the charity has served people in some of the hardest places, from Gaza to parts of Africa and South Asia, through lifesaving aid, healthcare, water, bread and seasonal relief. Alhamdulillah, the scale is meaningful, but what matters most is impact with integrity, helping the right people at the right time. As we look ahead, inshaAllah we aim to strengthen long-term sustainability, deepen local partnerships and keep improving the way we measure and report results. Please keep us in your du‘a, continue to give and encourage others, so together we can do even more good, openly and responsibly. A humble du‘a _O Allah, accept from every giver and every helper. Place barakah in their wealth, homes and health. Heal the broken-hearted, relieve those in hardship, and protect the vulnerable. Make our work sincere, accountable and beneficial. Keep us honest, united and steadfast upon khayr. Ameen._ With gratitude and prayers. Mufti Menk Global Ambassador "And whatever good thing you spend shall be repaid to you in full, and you shall not be wronged" (Qur'an 2:272) 22 **Section 10** ## **Strategic Vision for 2025: Leadership, Sustainability, and Innovation** In pursuit of our 2025 vision, we are embarking on a bold and ambitious roadmap that draws strength from principled leadership, robust financial planning, and strategic innovation. ## **Strengthening Leadership and Governance** Our commitment to excellence begins with cultivating empowered leadership at all levels. We are investing in the ongoing development of our executive team and local office leads, ensuring they are equipped to navigate the evolving humanitarian landscape with integrity, vision, and agility. By fostering a culture of accountability, transparency, and continual learning, we will inspire confidence and deliver meaningful impact for our beneficiaries. ## **Ensuring financial sustainability and launching our Waqf** Financial sustainability remains a cornerstone of our strategy. In 2025, we are proud to announce the launch of our institutional waqf (endowment fund), which will provide a perpetual source of funding to underpin our core projects and future initiatives. This waqf will not only diversify our income streams but also strengthen our resilience in the face of economic fluctuations, ensuring our ability to deliver critical services for generations to come. ## **Maximising impact through strategic partnerships** We recognise that no single organisation can address complex challenges in isolation. That is why we are forging robust partnerships with sector-leading NGOs, community groups, and international agencies to pool resources, share expertise, and co-create innovative solutions. By working collaboratively, we can amplify our reach and secure better outcomes for the communities we serve. ## **Harnessing the power of volunteers** Our volunteers remain at the heart of our mission. Their passion, commitment, and local knowledge drive the success of our programmes worldwide. Over the next year, we will expand our volunteer engagement initiatives, providing comprehensive training and leadership opportunities that empower individuals to contribute meaningfully, both at home and abroad. ## **Embracing Technological Innovation: AI and Beyond** Staying at the forefront of technological advancement is critical to our continued success. We are actively investing in the integration of cutting-edge technologies, including AI-driven data analysis, to enhance the efficiency and effectiveness of our overseas operations. These innovations will enable us to deliver aid more precisely, monitor impact in real time, and adapt our strategies responsively to community needs. ## **Milestone** 2025 will mark our 10th anniversary. This milestone offers us the opportunity to reflect on our achievements and look ahead to strengthening our efforts to make a lasting difference. We look forward to celebrating this special occasion with our partners, communities, donors, and volunteers. 23 ## **Vision for 2026 and beyond** As we move into 2026, Abdullah Aid is committed to advancing its mission through strategic growth and innovation. We will strengthen leadership across the organisation to ensure effective governance and impactful decision-making. By growing our endowment, we aim to secure long-term financial sustainability, enabling us to respond to humanitarian needs with agility and confidence. Our partnerships will be deepened to maximise collective impact, while volunteer engagement will be expanded to harness the power of community driven support. We will invest in artificial intelligence and emerging technologies to enhance the efficiency, accuracy, and reach of our aid delivery systems. Central to our approach is a commitment to empowering communities toward self reliance. We will prioritise projects that build local capacity, promote economic independence, and foster long-term resilience. Guided by faith and compassion, our work will continue to focus on creating lasting, positive change and ensuring every community has the opportunity to thrive. Together with our supporters, partners, and the dedicated efforts of our staff and volunteers, Abdullah Aid is building a legacy rooted in compassion, sustainability, and transformational change. As we look to the future, our unwavering focus remains on elevating lives, strengthening resilience, and advancing a world where dignity, opportunity, and hope are accessible to all. We recognise that meaningful impact is achieved through collaboration, innovation, and a deep understanding of the challenges faced by those we serve. With faith as our foundation and humanity as our guide, we will continue to walk alongside communities empowering them to shape their own futures and build a better tomorrow. 24 **Section 11** ## **Strategy, Learning & Development away weekend** One team. One standard. Shared impact. ## **Why we came together:** In line with our working theme ‘Faith in Action’: From mercy to meaningful change. We convened colleagues from across our global offices for a dedicated strategy, learning and development weekend. The purpose was clear: align on delivery standards, sharpen core skills and strengthen a shared culture of accountability and service. ## **How we learned:** Independent facilitators led fully interactive sessions focused on the essentials of high quality programming and stewardship: Safeguarding & protection (policy into practice, reporting pathways). Monitoring, Evaluation, Accountability & Learning (MEAL) (evidence, indicators, adaptive management). Financial management & controls (budgets, grants compliance, value for money). Project design & proposals (theory of change, risk and mitigation, logframes). Ethical communications (consent-based, dignity-centred storytelling). Trustees and senior leaders participated throughout, engaging directly with teams in workshops and live casework. Our Global Ambassador, Mufti Ismail Menk, also attended, offering reflections on sincerity, stewardship and service to beneficiaries. ## **What changed (early outcomes):** **Tighter standards:** A shared baseline for safeguarding, MEAL and financial stewardship now underpins all programmes, reinforcing our commitment to openness and strong governance. **Better evidence:** Clearer indicators and improved data tools are lifting the quality of monitoring and evaluation across country offices. **Faster collaboration** : Country teams are co-designing proposals and sharing resources more effectively, reducing duplication and improving delivery timelines. **Culture of improvement** : Staff report greater confidence in escalating risks, documenting lessons and communicating results, reflecting our view that accountability is a journey, not a destination. ## **Why it matters:** Every pound entrusted to us and every person we serve, is a sacred trust. Strengthening people, systems and oversight ensures that our work is delivered with integrity, transparency and measurable impact. ## **What’s next:** We will make the ‘Away Weekend’ a regular fixture, supported by a rolling masterclass calendar, cross-country communities of practice, and a simple learning tracker for board oversight, embedding continuous learning into how we plan, deliver and report “When we invest in our people, we multiply the benefit to the people we serve.” 25 Abdullah Aid 81 Upton Lane London E7 9PB United Kingdom Tel: +44 20 8 279 0166 info@abdullahaid.org abdullahaid.org Charity Reg: 1165916 Audi FiDwiJI Ststements for ded 31 Deternber 2024 Staiutory Audito 364. 368 CrnnlX￿k RoAd nfLYd IG2 6HY Cont¢nts of the Financial Statements Repth1 of th¢ Truatt8 1 kn 4 5 tt) 8 stateme￿ of Financial Activiti Balance Sheet io Cash Flow Stat¢m¢llt Notei to the Cth now Stste4nent 12 Notei to the Finaticial StatemeDts 13 to 2A Detaikd Stat¢m¢nt of Finatic1￿ Aclivitie8 25 to 26 Abdu]lah Aid rt ofthe Tn for the Year Ended 31 2024 31 Lk¢en&yer 2024. Th¢ In￿¢¢3 have adoOed the provisions of AccouDtin8 and Rewtill8 by ChaTitie8'. Fitiaticiai Rewtin8 Stand•Jd a￿lie•ble iti the UK and Repthlic of It¢]arxl (FRS 102) (effective l January 2019). Publ1¢ benellt The trustees confirni they have had regttd to the L7￿1ty Conuni￿on'• on public benefit. The charity'8 purwe8 are advattced through grants and pro8rattmK8 acT088 MENA Su￿s￿h￿r￿n Africa and South Asi4 relieving aod hard8hip impw access to essentials 8u¢h as fl￿ waler, health care and 6h¢ltrr. A¢tivitie8 (knibed in'(XJjc¢tivcs. activities achIevell￿￿ts, evid¢nK idcntifiablc public benefiL ObJecdv¢4 acdvhlu and aehlrnents Our clwitable obiectiVC8 to reli¢¥t p)verty *Dd adv*u welfare. Durin8 the ye4r we: Awthled £8.985.862 of (cb*ritknle #thivitieal with rnljor •lloc•tion8 to: PAle8tine £2J49,515; Syn'o £969.iJ)O; Yell￿ £736,100; Pakistan £654.624: Tan74lliA £598.030. The Gambia £680.893: L¢banon £474,072: )QTd8n £304.075; IDdi& £509,441; It￿ £291,768. (Full coimty list in Note 5.) Reach¢d ¢. 1.035.(KK) wle lyear4tstr8l•￿¢ llrtric). 8tstytOry PMl8itithL FuDdrAl•ln8 *Ctlvlil We rAiae fuDds from the public Vla cati¥aiw and digit•l chaDoets' where tknr&party platformj or rvBEXIDd tsy complaints. And 18ke pArticul•r to Iw(*e Re8ulation8 2008. They are also responsible for 8afeguarthn8 the assets of the ¢barity and h¢we fortskin8 reasonable sly forthe pTev¢ntion and d¢tection of fraud and other iffe8ularities. 20110r2025 Approvedby ord¢r ofthe boArd oftrusteeB on............................................. si8nal on its beJth]f by: Tn￿te¢. Rizwm Pa*1 rtofthejnd t Auditors to the Trustee8 of Opllllon W¢ bav¢ audited th¢ fula￿]81 stat¢m¢nts of Abdullth Aid (th¢ '¢hatitrf) for th¢ year ¢nded 31 December 2024 which compme the slateMe￿ of FiDati¢ial Activities. the Balance Skrt the Casb now Stst¢meth and notes to the financial 5tatement4 iDcluibng a 5umw of Si8DifiLwrt aCCOUDtin8 po]iciA The fJDaDcial repotting Standards (United Killgdom G￿erallY Acc4rted AccounliD8 Practice). - give a tkue and fair view of the stats of the chuil)O1 aff•its as at 31 D￿brI 2024 and of its iDcomin8 re8thrn and aM>]icAtion of r¢8ourc4 for the year then enth￿. W¢ coTrlucted ow audit in with Int¢rDational StsTMJards Auditing (UK) (Iskn (UK)) and appli¢abl¢ law. Our JYswiJilities under th08e sta￿1￿ ￿¢ d¢￿Tr￿1 in the Audikns, re8ponsiliiliti¢8 for the audit of the financial 8tstements seLtion of our repLKt We ffe indepcn&nt of the clwity in accorthce with the ethi¢01 requiren￿ thAt Are Tcl¢vwh to our a￿lit of th¢ fin•Th¢1￿ #al¢M￿ in the UK iD¢ludin8 th¢ FRC'S Ethical Stajmlart and we bave fulfilled our other ethical re8w￿1b]I1ties in accoTdaDce with thue requIr￿ts. We believe that the audit evide￿ have obtsined IB Sufficie￿ and 4wropriat¢ to provide a b8si# for our opiniotL CoDclpthin• rel•dll8 to c•D¢eru In auditin8 the finwKiAi Ststen￿t9, we have cudllded the thuteu. ule of the 80iD8 C4xKern bogi8 Of Based OD the vrnt we have PErfon￿l we bave th)t i&nl?fied w mAtuid unc6￿1￿ti￿ relatin8 to events or ndition8 thal individu8lJy or ￿lIe￿I￿ly. may ￿t 8ignifi¢•nt on th¢ ¢lwity$ ability to ¢ontinu¢ a8 4 80iDg concern for a ptsiod of at Icast twclve from when the state0￿￿ arc autlM)rised for issue. Our ￿spOnSibl11ti￿5 and the rwbilities of the WAth reipxt to pin8 are de8mW in the r¢lmnl 8e£liLU of this r¢porL Other knforniadoD explicitly thted in ow repoii we do ￿t express any forn) of CO￿h￿l0￿ ther In Lximiecti(m with ow Audit of the fllnan￿ 8taIcm￿ts. ow r¢strtwilyility is to read th¢ t)thcr information An in doing 80. conyidcr whethu the other infornmtion is mllter1￿ty incth¥irtelli with the financi815taten*nts OT our kDDwled8e Oirfaln￿ in the audit (r Oth¢Th￿ app¢ar8 to b¢ nwtuiaily misstst¢d. If K id¢Dtify m8t¢ri41 hav¢ nothin8 to report in thiA rc8ar rt of the tnde tter• on whlek we are requlred to report by exerydon We have nothin8 to rEpx)rt in rewt of the fol]OWiDg mattcn whett the CharitieB (Accounts Rwts) R¢gulation8 2008 r￿Ul￿ u8 Io Tqkn to you ic ID IMW opinio . we have not rtteiTKd all itifornmtion aNI cxplallatiots we requiTE for our audiL ReBPon￿l￿tIU oftrnitee# preparnti￿ of the financial 8tatemth wbicb give 8 true fair view. and for internAI cthtrol 18 the In prepuin8 th¢ fillall￿ tbe tru8tttS Alr reJFKJD8ibk fir as1¢ssin8 the ability to coDtitLUC 4 8OJD8 concen4 di￿1051￿& as •pplicablA llwttcrB related to g)iD8 coum and UBiD8 the goin8 wnc¢rn bAsiB or accountin8 unless the trustcu atb¢r inte￿j to liquidAt¢ Ibe clwity or to cew¢ oFrationB. or hmr no r¢ali8tic olternativ¢ but to do w. of the tnd t Auditors tt) the Tn￿¢￿ of Our reJpoMlbllltles for the #lldlt of the lln1nd￿ thtements We have been appoint¢d as auditor8 urth Section 144 of the Charities Act 2011 and report in 8¢cthdw¢ with ondu¢t¢d in accord￿ with ISA8 IUK) will always dc* Net C18h u*4 in inv¢iling urfiviti (4ffj27) {11,315) Chinge Ill ¢Mh ADd eth equlv*kDts la the repordng perlod C￿h and c*#h eqthfalents *( the b•ginnltts of th¢ Tepordnl perlod Oa20.n3) 2,554,7(KI 1.108J72 C*•h and equlv4leDts At th• end of the r￿ortIn& perlod 3.663272 Pa8¢ 11 Abdull8h Aid Note5 to the Cash Flow stat¢￿e for the Ycar Enda 31 December 2024 RECONCILIATION OF NET (EXPENDITuREYThCOh￿ TO NET CASH FLOW FROM 31.1224 31.12.23 Net (ewndllllrnyltteOn￿ for the ryrdllff p¢r the StAlenont of FlnaAelal Aeilwlth) Adjwtsnents for. (1O•9J13) 2,842,503 3032 7&194 Joi 2,806 (75,347) (203,947) Net cmh (uwd ltyyprovmod by ryer•do (lJl&•86J 1566.015 At i/1r24 Cash flow At 31n2ll4 Net 1663372 (J J20,713) 2J4U59 5063Jn (iJ4713) 2J4¥59 Totsl 1663Jn (IJ20,7131 2J4U59 Page 12 the Financial Statements for the Yc* Ended 31 December 2024 B••ts of prepirthg the llnAncknl •¢*tMients , which is a k￿bIle bel￿fit etitity UDder FRS 102, bav¢ be prqwed in accordan￿ with the CFwiti¢s SORP (FRS 102) 'AccouDtin8 and Re* by clwlti￿. the Financial Reportin8 Stsndard applicable in the UK aDd Rqwblic of Irel￿￿ (FRS 102) (effective I Jwwary 2019),. Fin•n¢ial R¢pcfflTng Standard I￿2 Tr Financi￿ Repmxting Standard applicable in the UK and Rcpublic of and th¢ C>aritiH Act 2011. Tr f￿￿la1 statements have been prryartd Ststutory IDffjnDido Abdull8b Aid 18 a dwilable iD¢Q1Pmt￿I (l8￿#110n (CEO) with Charity Commission B￿￿*lld 8nd Walu. Th¢ office address (an be found At the information pa8e. l•eom¢ All li recowd io the stateme￿ of Activitia th¢ thrity bas ¢ntitlanent to the it 18 pr(￿1¢ tb•t thc b¢ rettived And the c4n be nxasvred reliably. Liabilities are rec0w￿8ed as exp￿lI￿re a8 there ia a legal or ¢on8tru￿Vc obligation comnllttin8 th¢ ¢harity to that cxpcnditure. il is pmblble that a tnDsfer of eColl￿c benefits will be re￿llred in ba8iJ and h&$ be¢0 ¢la88ifial uoder headin8s that awe8ate ￿1 C¢￿ related to th¢ ¢8t¢80ry. Gr￿ts offered lubjed to conditions which hav¢ not been met * the year end date are noted AB a T￿Oble Alud Ikpreciation is provided at the folJowm8 aDDual rate8 ID to write off exh u•pt ovcr its ¢rtim .25%fflco Fixtyre8 ond Fittin81 T•utloa The dmtity li exern￿ from tsx rn its ¢lwil•ble athittc8. Fumd a¢c•uD Unre8tri¢ted fixnds can be u*1 in a¢ccffkn with the chwitsbl¢ obie¢tivu at the di8¢retion of the Restricted ¢on (dy b¢ used for p￿1￿￿1t rutric¢¢d pJrp08U Witbin the objects of the chority. Page 13 Abdullab Aid Notrs to the Financial Statrments. contim or the Year Ended 31 Dec¢mbcr 2024 Fund a¢¢ound Pa8r 14 for the Ycjr Ended 31 Dcceznbcr 2024 DONATJONS AND LEGACIF 31.1224 Ji.iU3 130J85 14479 73,•50 39,165 206353 176.836 E8yPt Ethiopia Gambia Guin¢a Guinea Bis8ou tlldia 869,700 119.645 14,6(K) 11540 28,029 291,768 3•4.075 JLYdan 123,441 69,052 148,244 106204 Li 3S706 Ni8eT Nigeria P&kistsD PAle￿ine IQ050 49.702 59A675 2J4199 186.337 1.762,685 Sierra Le4>ne Somalia South Sudan 132,149 76.616 52,909 10,oJo 97312 225.998 59&03• 95,702 1,309J76 179.582 1,244,323 Syria Turkey To80 1,070 32049 3S240 J9 Unitrd Kin8kn1 Variou8 22201 539,385 Other FM*d• 706.￿1 279250 25,471 Sadaqah 7062.135 li Unrutrlrted DonatloD• 857,668 492￿56 Tots] Dtsnadothi ud Clft• 19.803 &609A79 Page 15 Alth￿ab Aid RI1￿48d0￿•1Ioll1 Ind le8*¢1¢1 31.1224 31.12.23 6A7 199149 62265 171,877 26&149 234,142 fundillg of aclivities Support (Bee note costs (scc 5) not¢ 6) Toto18 CJwitabl¢ Activiti Support Colts Governw￿¢ Costs 8J8S862 5,862 342,889 134J16 341889 134J16 V8S862 477.1•5 9h62,967 Page 16 for the Year En 31 24 GIL4Nfs PAYABLE 31112n4 31112r23 2•1,0 U49JJ5 654,624 IoD,oo• 509.441 73&JO• 12•,41• 14479 680,893 220,995 1,586,489 326.410 F￿¢still¢ Pakistan 16,715 449.195 18,700 429,195 The GthiA Guin￿ BiB6au 119,645 10,050 49,702 104,609 10,050 969.1100 S9&030 8&941 1070 IV47 291.768 474.072 304.075 34￿34 73,1150 39,165 72,3iXI 26.826 49,840 470J25 349.694 38,726 los,￿8 143,675 38,082 Ethiopia Mon)cco 72902 57.21Kl 52.918 301.020 236222 47276 Vuio MoDilorin8 & Enluatiffj Tr4vd 3&240 49,430 &9W61 S24&108 Page 17 Abdullab Aid Note8 to the FinxnciAI Stalen￿lts- for the Year 2024 Totsi8 27W9 134316 134316 270ffi29 134216 477,105 aDllually. ID 2024. costs totall￿ £341889 bwVCrn￿ ¢1sgts £134,216. 31.1224 31.12.23 FttB pyJble to the CknrIt￿ a￿lit￿ for the audit of the cbmt r1[￿￿181 tstenxnts i{o•o 18,056 Audit Feu Ac¢ounkncy Fem Total 3,61K1 12,LXN) 12.OIMI Lhuing the )Tar. tru8t¢¢ •uKwut¢d to £13.984 (2023: £3,057). The tDaiority of these coth relaled to travel exp¢Jw4 ]￿l￿dID8 £11.772 incurred fi)r fillkning activities and £2312 f(Y llx>nitorin8 dwitsbl¢ Pag¢ 18 31 December 2024 srAFF Co￿8 31.1224 31.12.23 248,156 20068 140,826 8,752 SOCI￿ security c&8ts 149578 31.1224 31.12.23 No en¥lOye￿ ryK%iv￿ eDx>lunwts in of£60.(m. I•. COMPARATJVLS FOR THE $fATEmE￿ OF FINANCIAL AcnvfnES 31.1222 Unrestric￿1 Rcstricted Total le8acies 492￿￿6 8.116.924 8.609,480 RllisiD8 fiumts 234.142 234,142 4rlt•ble atdvld Cbarithl¢ Activiti¢g 5,194,832 47276 13,842 5,194,832 264,198 73,805 216.922 59,963 Totsl 511.027 5.255,950 5,766,977 (18.471) 1860,974 2,842.503 RECONCILIATION OF FUNDS 196,097 726.552 922.649 ITI,626 3.587526 3.765.152 Py19 continuat.. for the ear Ended 31 December 2024 12. TANGIBLE FIXED A&SETS Comput fittiD88 cquipmcnt Tota18 COST At l Jonuary 2￿ IlJ15 116 4,627 17031 4,627 At 31 December 2024 IIJIS IQ743 2¥138 DEPRECL4TION At l J8nuAry 2024 Charg¢ for y¢ar $028 lJ71 7J90 3,833 2262 At 31 December 2024 11.123 NET BOOK VALiIE At 31 Dw¢mb¢r 2024 791 IOJJS At 31 D¢umiv 2023 9,053 1,088 10.141 13. 31.1224 31.12.23 46913 123,107 Page 20 Abdullah Aid for the Year Ended 31 Deccmbcr 2024 31.1224 31.12.23 173 38a95 4,118 27250 Ot]Kr czeditorj 31,368 Is. Net At Iiir24 in funth 31112124 171h26 1•gJ53 286,979 1587J26 (1￿18,666) 2,068000 3.76S152 (1809Jl3) L155,839 expended in fimdB 857W 1748JiS) 109053 Rcstricted Fund8 7J62,135 (L9I0WI) (1￿1(660 8a19*3 (9,729.116) (IW9J13> Pa8e 21 forth ear Ended 31 December Comp*rndvu for move•eAt l• Nrt At in funds 31112r23 Al Iiir23 196,097 (18,471) 177,626 Re8trict¢d Fuz T26,552 1860.974 3.587,526 922.649 2.842.503 3,765,152 COn)p￿&tive net Ii¥)vcnttt in fi￿& i￿h￿l in th¢ abov¢ w¢ •• follows: ¢xpended in fimds unr•itrId￿ fuDd• 492.556 (511,02 (18,471) Re•trl¢tsd Restricted Fundj 8,116,924 (5255,950) 2,860,974 8.￿,480 (5.766.9rn 2,842.503 The restricted fimds of £2,068,860 (2023".£3.587.526) at 31st Drcetth 2024 r¢w¢s¢nts the balance (wri¢d forward ￿ a number of diff¢mit projects over diffmt c(nwlJics as d18clos￿ ID Note 2 llnd Not¢ Utsrertrkted DedEDaled Fmn Page 22 ci)ntinued... Abth￿lMh Aid for the Ye4r En￿ 31 December 2024 16. During the year the ¢}￿lty had the followifj8 related pty tr4DMctioti4 all ¢ondllctrd at arni'8 l¢n8th aT Awe8ate ￿ to parthef cknaritses with tn￿le¢ bowd oveTIDp to1811ed £1.996282 cfaDzania . £1,114389. The Gambia- £680.893 #Thl Afgh4ni8tAn- £201,1(Kl) and (2023.. £1,(KKI,643). RelatioD8hip'. an Abdull4h Aid truBte¢ atso servu (m boArd8 ofthe partDttentitie8. year￿￿1 ball￿. £22,406 18 PAyabk to Afghatii8tana8 at 31 DK 2024. Book.k¢¢pmg servi￿. £6.696 (2023: £8,105) wovided by a trust¢e's acL*untsw fry ￿D￿llre4 thKI B￿rOVe￿I in line with thc conflicts ￿l1¢Y and benchmaTk to mwktt ratr8. year￿ wthle: £6,480 li payable ￿ It 310¢ Dec 2024 {2023 . £42(KI) SuTeTru8t Limit•l • compw in vknich Dr Firoz Patel (truBte¢) is a diTe£tor/8hareholdu. F¢c8 ftlr the at arni'8 l¢n8th and authoriTzd in litt with the ¢harity'J CODfii¢¢8 ￿l1¢y. thc ]tit¢r￿t￿ tru￿ took no part in the thiBiorA Ind did not ￿. Trurttt rtmunerldou and donadoni Th￿tee8 don2trd £747 (2023: £1,704), with no ¢l￿ditiOnS attA¢hed. S¢e Note 8 17. Abdullah Ai Notes to the Financial Statemcnts. conti for thc Ycar EndeA 31 Decemixr 2024 I& FtNANCIAL INSTRUMENTS l. Credit risk on receivables Oov. vi• athive credit control). 2. Liquidity risk (managed th[l￿8b ca8￿floW foye¢•8ti￿ and reserves). 3. Cunpncy ri6k arises where grants ate di8buryed in for¢i8tt ¢urr¢ncicJ (maDa8ed prn8maticllllT. not material relative to scale). 4. No derivatives are us&i At year4Th1 Cash At was £2J41559: rett1v￿le1 fA6,913 attd PayAble4 totailcd £A4J68. 31.1224 31.12.23 DonAtlon8 and leg L%)nations & GA Gift aid S￿)n￿[shIps Income. TiL*et S4J 7J52J93 310a72 8,116.924 405.060 18,310 69.186 8J19•3 8.609,480 8J19W 8,609.480 RthIDg donatlolli and lepci 66.7(K) 199,449 62265 171,877 Fundrai8xn8 Costs 26@149 234,E42 V8SW 5242.108 Support lic￿ts and r&t¢8 15989 IV25 2MIS 16,258 2,014 1,593 Light and heat Tclephme Po8t48e stationery liJ58 19.124 8.502 5,819 Volunt¢u ExpcoK8 Utiiforni SJ59 1031 4,585 1806 Deprnciatiell of tawThle auets 3032 72JOO 65,663 Page 25 . ed Statement of Finallci￿ kniviti for the Year Ended 31 December 2024 31.1224 31.1223 Flttan Salaries 24156 140.826 8,752 837 27W9 151259 ,000 15.122 I•OJ98 18.056 16275 31269 8.105 gal & Professional f¢ Conjultancy Fc 134316 73,805 9,729,lJ6 3,766,977 Net (expendltsrehlncome (1409013) 2,842,503