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**Chair's Statement**
## ~~Contents~~
## **Chair's Statement**
3
5
**CEO Statement**
6
**Year in Review**
**What We Do**
10
**Where We Work**
32
**How We Work**
36
**About Us**
40
**Income Generation & Marketing** 46
**Structure, Governance & Management** 56
To quote Queen Elizabeth II, the past year has been an ‘annus horribilis’, for humanity and its shared values. Israel’s assault on Gaza continued unabated and expanded into deadly strikes on Lebanon, Syria, Iran and Yemen. The leadership of the western world may have changed in 2024 from Joe Biden to Donald Trump in the US, and from Rishi Sunak to Sir Keir Starmer in the UK but the complicity continued, and Palestinian civilians, journalists, doctors and aid workers continued to be killed in unprecedented numbers.
Aid itself has been weaponised in this conflict, being denied to those desperately in need of it through an unjustifiable and unlawful blockade. Thanks to your generous donations, Muslim Aid has been able to get aid into Gaza mostly by working directly with partners to procure precious local supplies. We realise however that aid is not sufficient in itself to end the suffering, we need advocacy to remove injustices which can only be achieved through political engagement.
This is why our new strategy, which we finalised this year, features advocacy and collaboration at its core. Because no one single aid organisation can create the change we need, but working together with others, we have a chance. Collaboration is humanity’s superpower which has enabled us to achieve what seemed impossible before it was done, but we’ll need even more of it in the aid sector to overcome the greatest challenges humanity faces.
2024 has been not only the year with the highest number of civilian deaths due to explosive weapons, be it in the Middle East, Sudan or Ukraine but also the hottest year on record due to man-made climate change, the effects of which have been felt in Bangladesh, Myanmar, Somalia and even in the Global North.
**Financial Review** 64
We’re hugely grateful to our donors for supporting this strategy which we pray will bear fruit and give hope to those most in need of it in the years ahead.
**Independent Auditors Report** 72 **Financial Statements & Notes** 76
Thank you.
**Legal & Administrative Information** 97
**MUSTAFA FARUQI |** CHAIR - MUSLIM AID
www.muslimaid.org 3
2
**CEO Statement**
As we marked Muslim Aid’s 39th anniversary in 2024, I am humbled and proud to reflect on a year of transformation, growth - and deepened impact. This milestone has given us the opportunity to honour our legacy, renew our commitment to service and push the boundaries of what we can achieve together.
In 2024, we delivered 135 projects across 20 countries, directly reaching more than 3.2 million people. From emergency aid in Gaza and Sudan to pioneering medical programmes in Somalia, Syria and Yemen, our efforts continue to prioritise those most in need. At home in the UK, we expanded initiatives addressing the cost-of-living crisis, youth violence, and food poverty—working closely with partners across sectors to drive meaningful, inclusive change.
This year was also one of visionary innovation. We launched our Waqf (Endowment) Initiative, a long-term strategy for financial sustainability and generational impact. Through this, and with the backing of our generous supporters, we are laying the foundation for development that will outlast crises and build resilience in communities worldwide.
It has been an honour to lead Muslim Aid through this pivotal chapter. From volunteer to CEO, my journey has always been guided by our core values of Dignity (Karamah), Compassion (Rahma), Service (Khidma), Justice (Adl) and Excellence (Ihsan). These principles remain the driving force behind our work and are reflected in every food pack delivered, every child educated, and every life uplifted.
Our achievements this year would not have been possible without the tireless efforts of our dedicated staff, our field teams, and our extraordinary volunteers. To our donors, partners, and community champions, your trust, generosity, and belief in our mission continue to inspire us every day.
As we look ahead to our fifth decade, we do so with clarity of purpose and a bold vision for the future. Together, we will keep striving to serve humanity, respond with compassion, and build a more just, resilient world.
**KHALID JAVID |** CEO - MUSLIM AID
4 Muslim Aid Annual Report 2024
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**Year in Review**
## ~~IMPACT THROUGH~~
■ ACROSS _20_ COUNTRIES ■ OVER _3.2 million_ PEOPLE SUPPORTED ■ _135_ PROJECTS DELIVERED ■ OVER _£16.7_ MILLION INVESTED
## _Crisis Types_
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COMPLEX EMERGENCIES FLOODING
10 countries 5 countries
CYCLONES FOOD INSECURITY
1 country 12 countries
EARTHQUAKES WAR AND CONFLICT
3 countries 9 countries
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## _People Supported_
EMERGENCY SUSTAINABLE DIGNIFIED RESPONSE LIVELIHOODS HOUSING Immediate Relief, Disaster Risk Job Creation & Skills Training Resilient, Sustainable Housing Reduction & Recovery Solutions **16** countries **6** countries **1** country **53** projects **14** projects **1** project **956,624** people **35,895** people **370** people **+£9.3m** invested **+£1.5m** invested **+£53k** invested POSITIVE GOOD SEASONAL EDUCATION HEALTH PROGRAMMES School Access & Quality Education Health, Nutrition & WASH* Ramadan, Winter & Qurbani **9** countries **7** countries **15** countries **19** projects **14** projects **34** projects **124,814** people **1,843,905** people **251,382** people **+£2.1m** invested **+£2.3m** invested **+£1.5m** invested
*Water, Sanitation and Hygiene.
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**Year in Review**
## _Response Types_
## _Project breakdown by Sector_
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QURBANI 10%
RAMADAN 10%
WINTER 5% EMERGENCY 39%
HOUSING 1%
HEALTH 10%
EDUCATION 14% LIVELIHOODS 10%
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AGRICULTURE DISASTER RISK REDUCTION ECONOMIC
(DRR) REHABILITATION
EMERGENCY RELIEF FOOD SECURITY MEDICAL CARE
NUTRITION SHELTER TRAINING
WATER, SANITATION & HYGIENE
(WASH)
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## _Group Distribution_
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OLDER PEOPLE (OP)
PWD* FEMALE 1%
MALE 4%
PWD* MALE 1% OLDER PEOPLE (OP)
FEMALE 4%
MEN 22% GIRLS 21%
WOMEN 26%
BOYS 21%
* PEOPLE WITH DISABILITIES
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8 Muslim Aid Annual Report 2024
**What We Do**
135 impactful projects spanning 20 countries, reaching over 3.2 million people through both direct and indirect support.
Whether in times of crisis or through longterm development, your generosity made it all possible.
resilient community hubs that double as shelters and learning spaces during emergencies. In Somalia and Sri Lanka, our teams combine emergency relief with public education to strengthen preparedness for future disasters. This approach ensures our support is sustainable, riskinformed, and aligned with global frameworks like the Sendai Framework, the Climate and Environment Charter and UN Sustainable Development Goals.
that directly reduced harm during Cyclone Remal. By supporting education in emergencies and locally developed adaptation strategies, we help communities protect their lives, livelihoods, and futures.
this collaborative model enabled faster, more effective responses— like the coordinated action during Bangladesh’s southeastern floods, led by Muslim Aid Bangladesh and MABCO. Our role is to amplify local leadership, not override it.
mutual learning, and a shared communities striving to build commitment to reducing risks and a better future and break the restoring dignity. cycle of poverty.
Here’s how lives were touched across these six key areas of work:
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**What We Do**
16 COUNTRIES | 53 PROJECTS | 956,624 PEOPLE | +£9.3M INVESTED
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RESPONSE
DRR Food WASH Economic
Security Rehab
Training Shelter Emergency
Relief
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Amal from Gaza, age
30, being provided
psychosocial support
after her traumatic
experiences.
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CASE STUDY: WHEN GRIEF MEETS RESILIENCE IN GAZA
## _“I’ve learned to have hope again.”_
often coupled with large-scale indirect reach, amplifying our impact through local networks and community-based distribution.
We strive to serve humanity by responding promptly and effectively to emergencies, offering humanitarian relief and rehabilitation to the victims of natural and man-made disasters. Beyond emergencies, we seek to provide sustainable outcomes rather than responding to a temporary problem.
n the heart of Gaza’s Deir El Balah, 30-year-old Amal carries a grief no mother should ever have I to bear. In a single moment, the atrocities in Gaza took her children and separated her from her husband—leaving her not just physically alone, but emotionally shattered.
Before the conflict, Amal had a university degree, a home full of laughter, and dreams for the future. But after the attacks, everything changed. With no source of income and no family around her, Amal was consumed by stress and sorrow. The loss of her children and the distance from her husband created a darkness that felt impossible to escape.
“I used to cry every time I talked about what happened,” she recalled. “I didn’t want anyone to speak to me. Just mentioning my burns or my injuries made me want to hide.”
But through the Inclusive Mental Health and Psychosocial Support Project for Conflict-Affected Children and Adults, Amal found a pathway back to herself.
Thanks to your support, Amal was able to join group psychological support sessions, followed by one-on-one counselling tailored to her personal needs. These safe spaces allowed her to finally speak
openly, to release some of the pain she had buried deep inside, and to begin to process the trauma she carries.
We cannot stop the atrocities, but we can stop her feeling alone. The change has been profound.
Today, Amal is more at ease with herself and others. Her depression is less debilitating. She’s able to connect with people again and is taking life step by step. She's even begun to dream of a future where better days feel not only possible but also within reach.
“I’m much better now,” Amal said with a quiet strength. “I’ve learned to have more hope.”
Her transformation is a reminder that emotional recovery is just as critical as physical survival. While Amal’s scars—both visible and invisible—remain, she now has the tools to manage her grief, and the strength to move forward.
This is the power of your generosity. You’re not just providing relief—you’re throwing her a rope, nurturing resilience, and planting seeds of hope where it’s needed most.
With continued support, women like Amal can keep rebuilding—not just their lives, but their inner worlds.
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**What We Do**
6 COUNTRIES | 14 PROJECTS | 35,895 PEOPLE | +£1.5M INVESTED
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RESPONSE
DRR Food WASH Economic
Security Rehab
Training Agriculture Emergency
Relief
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Rafeek is part
of the Income
Generation
Programme for
strengthening
livelihoods.
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CASE STUDY: FEEDING FAMILIES, PROTECTING FUTURES
## _“Now, I have a secure way to provide for my family.”_
improve the lives of the poor and marginalised, enabling them to live with dignity through improving agricultural productivity, enabling access to microfinance, improving skills, and creating new enterprises with appropriate training and logistical support.
n the rural village of Ayiliyadi in Sri Lanka’s Trincomalee District, Rafeek, age 52, has spent I most of his life in the fields—tending livestock, raising crops, and doing all he could to keep his family afloat. With his wife and three children depending on him—two of whom are still in school—his role as the family’s sole provider has never been easy.
For over 15 years, Rafeek relied on small-scale goat and cattle rearing to make ends meet. He also worked as a daily wage labourer, herding other people’s goats and working in paddy fields. But with only four goats of his own and an income equivalent to under £50 a month, the margins were thin. When the COVID-19 pandemic hit, his fragile livelihood crumbled further. The cost of feed increased, demand fell, and work became scarce.
But hope arrived when Muslim Aid, in coordination with the local Divisional Secretariat office, identified Rafeek for support under the Livelihood Income Generation Programme—with a clear focus on longterm sustainability and climate resilience.
Muslim Aid provided Rafeek with seven local female goats and one male Jamunapari crossbreed to improve the genetics, weight, and overall market value of the herd. This wasn’t just about increasing his income in the short term—it was a strategic
investment in a self-sustaining, regenerative livelihood. With healthy offspring on the way, Rafeek now has the foundation to grow a herd that supports his family for years to come.
To protect this growing asset from climate-related threats, Muslim Aid also constructed a 10’ x 10’ goat shed, offering vital shelter from rain, heat, and wind. In a region increasingly vulnerable to extreme weather, this simple structure plays a critical role in safeguarding Rafeek’s future income and the health of his animals.
Rafeek also received practical training in goat management and Disaster Risk Reduction (DRR)— equipping him with the knowledge and skills to not only care for his animals but to adapt to future challenges, be they economic or environmental.
He now accesses veterinary support through the local government office, ensuring animal health and reducing dependency on emergency care. As he waits for the arrival of the first new kids within the next few months, Rafeek is already planning how to reinvest and responsibly grow his herd.
“This support came at a time when I was losing hope. Now, I have a secure way to provide for my family— one that protects our environment and our future."
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**What We Do**
1 COUNTRY | 1 PROJECT | 370 PEOPLE | +£53K INVESTED
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RESPONSE
DRR Food WASH Economic
Security Rehab
Training Emergency
Relief
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Resilient Housing
for families in
Sindh province.
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## CASE STUDY: REBUILDING LIVES, TOGETHER
_“My family can live with dignity again, protected from the cold.”_
transitional shelters or long-term housing solutions, we aim to provide security, protect vulnerable lives and help people live with hope and dignity.
hen floods tore through Lower Chitral in 2023, Rahmat Alam—a father of two—lost W everything. His home was destroyed. With no savings and a very limited income from working as a shop labourer, Rahmat had no way to rebuild. He moved his wife and two young daughters, aged 4 and 2, into a single, weak room in his brother’s partially damaged house.
As a father, Rahmat faced the heartbreak of not being able to provide a safe space for his family. His story reflects the hardship so many face when disaster strikes—especially those already living on the edge.
Thanks to your generosity, Muslim Aid—through its Chitral Recovery Project—was able to offer Rahmat and his family something truly life-changing: a One Room Shelter (ORS) with a toilet, built to withstand harsh winters and restore privacy, dignity, and warmth.
“Now, Muslim Aid has built a strong, quality room for us. My family can live with dignity again, protected from the cold. This house is not just shelter—it’s a blessing.”
This is the power of your sadaqah and support: turning despair into hope, and hardship into stability. Your donations are not just building homes—they’re rebuilding lives and restoring dignity to our brothers and sisters in need.
“I struggle every day to provide for my family. But now, alhamdulillah, we have a safe home. May Allah reward all those who helped make this possible.”
Rahmat’s story is a reminder that we are one ummah (global community). When disaster strikes, we stand together with our rights-holders. Your continued support enables Muslim Aid to deliver long-term recovery and relief in the places that need it most.
## “We had no resources to rebuild,” Rahmat told us.
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**What We Do**
9 COUNTRIES | 19 PROJECTS | 124,814 PEOPLE | +£2.1M INVESTED
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RESPONSE
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DRR Food WASH Economic
Security Rehab
Training Agriculture Nutrition
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Children playing
in their newly
renovated
playground in Bosnia
and Herzegovina.
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CASE STUDY: A ROOF OF HOPE - A HIDDEN HEALTH CRISIS
## _“55 out of 89 primary schools were reported to have asbestos.”_
enable children, particularly girls, to attend school, which in turn creates opportunities to break out of the lifelong cycle of poverty for future generations.
or years, the Ivan Goran Kovačić Primary School in Gradac, Bosnia and Herzegovina, stood under F a silent threat — a danger that loomed above the heads of 686 students, their parents, and 71 dedicated school staff. That danger was asbestos.
The central building’s roof, built years ago with asbestos-based materials, posed a significant and growing health risk. Though once considered durable, asbestos is now known to be highly carcinogenic. Its fibres can linger in the air and, when inhaled, may cause serious long-term damage to human health — particularly in children, whose lungs are still developing.
Despite repeated appeals and growing concern, the school simply could not find the funds to remove and replace the hazardous roof. The costs were high. Removing asbestos safely requires protective gear, expert handling, and highly regulated disposal in specialist recycling centres. Even with the support of the Ministry of Education in Tuzla Canton, which identified 55 out of 89 primary schools as having asbestos roofs, solutions felt out of reach. Then, help arrived.
At the heart of the school stands Professor Karic Selmir — a devoted headteacher, mathematics professor, father of two, and a cancer survivor. The
issue of asbestos hit close to home for him. Having battled cancer himself, Selmir knew first-hand the importance of protecting the school community from long-term health risks.
When Muslim Aid stepped in and signed a Memorandum of Cooperation with the school, it marked the beginning of a transformational journey.
Thanks to this collaboration, the entire asbestos roof was replaced with a safe, modern sheet metal structure, complete with full insulation to prevent future leaks and water damage. From the school hall to the classrooms, the building was not just repaired — it was renewed. But the support didn’t end there.
Through the same partnership, the school also received essential teaching aids and equipment for its subject-specific classrooms. These new resources enriched the learning environment and gave students the tools they needed to thrive academically.
“For many years, we were unsuccessful in finding the funds to replace the school’s roof. We are incredibly grateful to Muslim Aid for helping us do so.”
By completing this project, Muslim Aid has helped to improve learning conditions, allowing teachers and students to focus on what matters most — education.
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**What We Do**
7 COUNTRIES | 14 PROJECTS | 1,843,905 PEOPLE | +£2.3M INVESTED
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RESPONSE
Food WASH Training
Security
Medical Nutrition
Care
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Nurto, age 28,
attending the
Mother & Child
Health Clinic
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## CASE STUDY: RESTORING HEALTH IN SOMALIA
## _“ Everyone is happy and grateful that their health is taken care of.”_
Our healthcare services seek to provide primary healthcare to help prevent, detect early, and treat life-threatening childhood diseases, promoting the health and well-being of all, but particularly children and mothers.
n the heart of Somalia, where conflict, displacement, and poverty have long I threatened the well-being of communities, Muslim Aid is making a profound impact—bringing life-saving healthcare to those who need it most.
Somalia’s fragile health system faces immense pressure, with high maternal and child mortality rates, a surge in communicable diseases like tuberculosis (TB), and limited access to healthcare, especially in rural and conflict-affected areas. The situation is even more dire for women, children, and people with disabilities, whose needs often go unmet in times of crisis.
Thanks to the unwavering support of our donors, Muslim Aid has implemented a series of transformative health interventions across Banadir, Bakool, Lower Shabelle, Hiran, and Lower Juba—reaching over 150,000 people directly and impacting more than 880,000 individuals indirectly.
Newborn Child Health (MNCH) centres, supported by a dedicated team of medical staff. These efforts have led to incredible outcomes:
- 95.3% of pregnant women attended at least two antenatal care visits.
- 85.7% completed four comprehensive ANC visits.
- • 89.3% of births were attended by skilled healthcare personnel.
One of our rights-holders, Nurto, a mother of four living in an IDP (Internally Displaced Person) camp in Wanlaweyn district, expressed her gratitude:
“ Everyone is happy and grateful that their health is taken care of through the services at Wanlaweyne health facility.”
This work is only possible through your continued generosity. With your support, Muslim Aid is building a stronger, healthier future for Somalia—one mother, one child, and one community at a time.
At the core of our programme are eight Mother and
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**What We Do**
7 COUNTRIES | 7 PROJECTS | 13,707 PEOPLE | +£205K INVESTED
## **WINTER SUPPORT**
## CASE STUDY: HOPE IN THE COLD
In freezing temperatures, your donations brought warmth to 13,707 people, offering essential supplies like fuel, blankets, and winter clothing, dedicating resources to address the urgent needs of vulnerable communities during harsh winter conditions.
In the remote, snow-covered village of Seri Jagran in Neelam Valley, Azad Kashmir, winter isn’t just a season—it’s a struggle for survival. For widow Attar Jan, the bitter cold became unbearable after her home and belongings were destroyed in a fire. With no source of warmth and the weight Attar Jan age 57, of loss heavy on her shoulders, receiving winter support. despair began to set in. But hope arrived in the form of a winter kit from Muslim Aid.
Seasonal winter distributions in conflict and disaster-prone zones like Syria, Palestine, and Pakistan helped families stay warm with clothing, fuel, and blankets.
Attar Jan age 57, receiving winter support.
## RESPONSE
“When we received the winter kit from Muslim Aid, we felt so relieved and thankful. After losing everything in the fire, we were filled with despair. Your kindness reminded us that there’s still hope. We will always be grateful for the support that helped us when we needed it most.”
Food Emergency Security Aid
Thanks to donors like you, Muslim Aid was able to provide essential warmth—blankets, clothing, and comfort—to Attar Jan and many others facing extreme winter conditions. Your support doesn’t just ease the cold; it restores dignity and lets families know that they are not alone.
14 COUNTRIES | 14 PROJECTS | 61,969 PEOPLE | +£618K INVESTED
## **RAMADAN AID**
CASE STUDY: Maida, living A NOURISHING RAMADAN in an IDP camp in Mogadishu, In Somalia, where years of Somalia. instability and displacement have left thousands struggling to meet their basic needs, Ramadan can be especially difficult for families living in camps for people displaced from their homes. The pressure to provide suhoor and iftar meals in such conditions is immense.
You shared the spirit of Ramadan with 61,969 people, ensuring that vulnerable families could observe the holy month with nourishment and dignity. Economic struggles, conflict, and displacement can make it difficult to afford necessities, including food for iftar and suhoor.
Ramadan food packs and hot meals were distributed across 14 countries including Somalia, Palestine, and Bangladesh, ensuring that over 51,300 individuals could break their fasts with dignity, with additional community-level impact for another 10,600 indirect individuals.
In Mogadishu, Muslim Aid delivered essential food packs—including rice, flour, sugar, milk powder, dates, and cooking oil—to help families observe the holy month with dignity.
Maida, a mother of four living in Kahda District, shared:
“It would have been impossible for us and other underprivileged families to get food for breaking our fast in this month (Ramadan).”
## RESPONSE
For Maida and others like her, it meant relief, joy, and the ability to take part in Ramadan without the shadow of hunger.
Food Security
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**What We Do**
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Our Commitment
to inclusive change
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13 COUNTRIES | 13 PROJECTS | 175,706 PEOPLE | +£677K INVESTED
## **QURBANI**
Your Qurbani gifts supported 175,706 people, bringing joy and sustenance to families during Eid and fulfilling a profound Islamic tradition of sacrifice and compassion, as a radiant beacon of hope for vulnerable communities ensnared by the clutches of food insecurity during Eid al-Adha.
Our global Qurbani programme provided over 117,000 direct rights-holders with fresh meat during Eid al-Adha, promoting dignity and nutrition during the sacred period.
## RESPONSE
## CASE STUDY: EID WITH DIGNITY
Eid ul-Adha is a time of sacrifice, sharing, and unity—but for many vulnerable families in India’s West Bengal region, the joy of Eid is often overshadowed by the daily reality of poverty and food insecurity. Despite India’s economic advancements, countless Muslim communities still face barriers to accessing even basic necessities.
To help restore the spirit of Eid, Muslim Aid, in partnership with Tayyab Trust UK, launched a Qurbani project in 24 North Parganas district, providing fresh, hygienic meat to underprivileged households.
“This is the first time we are eating a meat dish in couple of months. We are thankful to Muslim Aid UK to reach out to us and help us. May Allah bless them” Zainab Haq, age 24
It didn’t stop there — from Myanmar to Sierra Leone, from Lebanon to Sri Lanka, our shared mission continued to bring mercy and transformation wherever it was needed.
In 2024, Muslim Aid directly reached millions of individuals through our lifechanging programmes, reflecting our deep commitment to inclusivity and community empowerment.
Food Security
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**What We Do**
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Girls Coding Club
participants at their
training centre in
Shan State.
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## CASE STUDY: CODE FOR A FUTURE
## _“ Attending the training is such a life-changing event for me.”_
**empowerment of women** in vulnerable contexts.
hen life in Myanmar was my friends who want to learn IT suspended by conflict, skills and have a job.” W forced conscription, and natural disasters, it was girls She’s not alone. Over 500 girls like Htwe who found their futures across Myanmar have joined slipping away. A bright student the Coding Club, each of them from a family of eight, Htwe was stepping into a space where forced to put her studies on hold learning is safe, relevant, and filled after the COVID-19 pandemic and with possibility. For many, it’s the the military coup that followed. first time they’ve been able to With schools closed and instability imagine a career, build skills, and deepening, her dreams of feel seen. academic and vocational progress came to a standstill. For Htwe, the club is more than a
She’s not alone. Over 500 girls across Myanmar have joined the Coding Club, each of them stepping into a space where learning is safe, relevant, and filled with possibility. For many, it’s the first time they’ve been able to imagine a career, build skills, and feel seen.
For Htwe, the club is more than a classroom. It’s a stepping stone to employment in tech—a path she hopes will help her support her family and shape a better future.
But in 2024, the Safe Girls Coding Club, part of Muslim Aid’s “Women and Girls First” initiative was launched. Through the programme, Htwe gained access to digital skills training in Word, Excel, and PowerPoint, as well as English classes—resources that had once felt completely out of reach.
Muslim Aid, working closely with local partners, built the Girls Coding Club as part of a larger mission: to ensure that even in crisis, girls don’t get left behind.
Working through trusted local partners such as Swanyee Development Foundation and
“Attending the training is such a life-changing event for me,” Htwe says. “There are a lot of girls like
Thabyay Education Foundation, Muslim Aid ensured programmes were relevant, locally owned, and sustainable.
With community-led support and a focus on real, transferable skills, the programme gives girls like Htwe the tools to take back control.
In a country where nearly half the population lives in poverty and over 2 million people are displaced, these efforts delivered more than aid—they offered dignity and opportunity. Girls once silenced by crisis are now learning, coding, and leading.
This is Muslim Aid’s Women and Girls First approach in action: locally led, resilience-driven, and transformational.
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**What We Do**
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Ramees working
on his land in
Sri Lanka.
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CASE STUDY: GROWTH BEYOND SURVIVAL
## _“ It was a great support to me... to strengthen my livelihood.”_
**holistic, inclusive and family-focused** approach to humanitarian support.
amees, a father of five in rural Sri Lanka, juggles R multiple roles—as a cultivator, daily wage earner, and caregiver for his youngest daughter, who lives with a serious heart condition. Despite five years of experience in agriculture, limited tools and income left him struggling to support his family or grow his farm.
His small pump made irrigation slow and labour-intensive, restricting the land he could cultivate. With most earnings going toward medical bills and school expenses for his four sons, investing in his future felt out of reach.
Recognising his potential, Muslim Aid Sri Lanka provided vital agricultural tools—including a sprinkler irrigation system, mulch film, nursery shade house— and practical training in crop
management, climate resilience, and business skills. These inputs gave Ramees the means and confidence to expand cultivation and improve productivity.
He now irrigates ¼ acre in just 30 minutes and has earned LKR 70,000 from chilli farming—helping stabilise his family’s finances and reduce his dependence on daily wage labour.
“It was a great support to me at an unexpected time to strengthen my livelihood.”
Now he dreams of building a model farm to inspire other men in his village. Muslim Aid’s Uplifting Men and Boys initiative helps men like Ramees go beyond survival—empowering them to lead, provide, and shape resilient futures for their families and communities.
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**What We Do**
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Basra, age 59 from
Pakistan, part of a
poultry livelihoods
programme.
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## CASE STUDY: RISING WITH DIGNITY
_“You gave us hope and a path forward.”_
mobility, and ability do not hinder access to vital services. Specifically: **Older People** (OP) represented **8%** of total rights-holders ( **4% female, 4% male** ). **People with Disabilities** (PWD) comprised **2%** ( **1% female, 1% male** ), and remain a priority for future . **programme adaptation and inclusion**
hen disaster hits, the most vulnerable often suffer the most—and
hen disaster hits, the most vulnerable often W suffer the most—and are the least heard. At Muslim Aid, we’re committed to championing marginalised voices like Basra from Mir Muhammad Mangrio village, Pakistan, who shows remarkable resilience.
Basra, age 59 and her elderly husband were already struggling to support their children. Their few livestock were their only income source.
Then came the 2022 floods.
The floods took everything—3 goats, 2 cows, and their home. With no family support and limited strength, they couldn’t save any belongings.
“I had lost all hope and had no one else to turn to. We were left
with no way of earning and no food to feed our children”.
continue to support her village.
Muslim Aid assessed her village and identified Basra as among the most vulnerable.
Muslim Aid assessed her village Championing Marginalised and identified Basra as among the Voices means that we get to most vulnerable. help caregivers, children with disabilities, and rights-holders Basra received a poultry package otherwise not seen or heard move including: from survival to stability—with dignity.
- Six hens and one cock
Behind these figures are real lives touched, dignity restored, and futures reignited.
- One feeder, two drinkers
- • Two traditional cages (tokras) • One 50kg poultry feed bag • Poultry care training
As we move forward, Muslim Aid remains dedicated to reaching those most in need, while continuing to refine our programming to close the inclusion gap for older people and people with disabilities.
Now, her hens lay 4–5 eggs daily.
“Before, we rarely ate eggs. Now, we’re self-sufficient. It may seem small, but for us, it means everything.”
Basra remains hopeful. She dreams of owning livestock again and believes Muslim Aid will
30 Muslim Aid Annual Report 2024
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**Where We Work**
the Most ~~_Reaching_~~ Vulnerable, Restoring Hope
With 135 active projects across a total of 20 different countries, we worked on the ground where the need was greatest.
Our programmes extended from conflict zones in Syria, Palestine, and Yemen, to development-focused work in Bangladesh, Pakistan, and Sierra Leone, and seasonal support in countries like India, Indonesia, and the UK. This breadth ensures that Muslim Aid responds where the need is greatest—whether that’s immediate relief or long-term development.
Muslim Aid’s sector-based interventions reflect a people-first approach —responsive to the complex, overlapping needs of those affected by poverty, conflict, and disaster. Whether through health clinics in Sudan, schools in Bosnia, or emergency food packs in Yemen, each number tells a story of hope, resilience, and recovery.
Through your generosity, we were able to support both direct rights-holders —those who received aid firsthand—and indirect rights-holders, who benefited through shared community resources and services. This ripple effect is a true example of barakah—the blessing of being able to reach more people with every donation given.
## Together, we changed lives.
32 Muslim Aid Annual Report 2024
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**Where We Work**
T his year alone, your generosity helped us reach over **3.2 million** lives touched by compassion in action that uplifted families, strengthened communities and saved lives.
Here’s a breakdown of the countries we worked in and where your impact was felt across the world:
**1 Headquarters** UK H
**5 Country offices** Bangladesh, Pakistan, Myanmar, Somalia and Sudan ●
**2** Sri Lanka and **Affiliate Offices** Bosnia & Herzegovina ■ **37 Implementing partners**
- **2** USA and Sweden **Partner Offices**
**Total Rights-Holders 3,212,990**
* Rights-holders supported and reported between December 2024 and January 2025.
**----- Start of picture text -----**
UK H
4 PROJECTS
3,875 RIGHTS-HOLDERS
BOSNIA AND AFGHANISTAN
HERZEGOVINA ■ 6 PROJECTS
6 PROJECTS 34,169 RIGHTS-HOLDERS
29,821 RIGHTS-HOLDERS
EGYPT*
PAKISTAN ●
1 PROJECT
18 PROJECTS
2,170 RIGHTS-HOLDERS
385,907 RIGHTS-HOLDERS
LEBANON
3 PROJECTS
6,437 RIGHTS-HOLDERS
SYRIA
INDIA
6 PROJECTS
2 PROJECTS
37,277 RIGHTS-HOLDERS
18,060 RIGHTS-HOLDERS
MYANMAR ●
5 PROJECTS
PALESTINE
MOROCCO 34,042 RIGHTS-HOLDERS
17 PROJECTS
2 PROJECTS
235,110 RIGHTS-HOLDERS
1,129 RIGHTS-HOLDERS
MALAYSIA
1 PROJECT
YEMEN 6,115 RIGHTS-HOLDERS
7 PROJECTS
152,115 RIGHTS-HOLDERS
LIBYA
2 PROJECTS SOMALIA ●
14,487 RIGHTS-HOLDERS 10 PROJECTS
1,055,410 RIGHTS-HOLDERS INDONESIA
5 PROJECTS
20,109 RIGHTS-HOLDERS
BANGLADESH ●
20 PROJECTS
796,384 RIGHTS-HOLDERS
SIERRA LEONE
3 PROJECTS
7,019 RIGHTS-HOLDERS
SRI LANKA ■
SUDAN ●
8 PROJECTS
9 PROJECTS
342,773 RIGHTS-HOLDERS 32,751 RIGHTS-HOLDERS
**----- End of picture text -----**
34 Muslim Aid Annual Report 2024
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**How We Work**
Muslim Aid operates as a global humanitarian and development organisation with headquarters in the UK and a growing network of country offices, affiliate entities, and local implementing partners. This decentralised structure enables us to be agile, contextresponsive, and rooted in the realities of the communities we serve.
ur network includes sister organisations such as OMuslim Aid Sweden and Muslim Aid USA, which collaborate closely with our UK headquarters to deliver coordinated, highimpact programmes that reflect our shared humanitarian mission.
A key pillar of our localisation strategy is our strong partnerships with trusted local and international NGOs, community-based organisations, and humanitarian alliances. Our partners bring essential local knowledge, cultural insight, and established relationships that are critical to delivering timely, relevant, and sustainable aid—especially in areas where Muslim Aid does not maintain a direct presence.
to local needs, not externally imposed.
Our country offices are supported through a combination of locally secured grants, institutional funding, and donor contributions from our UK headquarters— funded primarily through public donations. This blended funding approach strengthens organisational financial resilience and enhances local autonomy while enabling long-term engagement and impact.
Through this model, Muslim Aid is delivering on its commitment to localisation, ensuring that humanitarian response is not only faster and more flexible—but also more just, inclusive, and locally driven.
“ Our partners bring essential local knowledge, cultural insight, and established relationships.
By co-designing interventions, sharing resources, and jointly monitoring outcomes, we enable locally led solutions while building community resilience and ownership. This model empowers our partners and ensures our programmes are responsive
36 Muslim Aid Annual Report 2024
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**How We Work**
Charity Water, Start Fund, Muslim Aid USA and Muslim Aid Sweden.
38 Muslim Aid Annual Report 2024
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**About Us**
## A world that is just and harmonious, as ordained by Allah (God) where everyone can achieve their potential with dignity.
## **MISSION**
We will apply our values to achieve our vision of a just and sustainable world. Working together with communities, people and partners to provide effective relief and development in crises and to build resilience and self-sufficiency on their own terms.
## **VALUES**
## **کرامة**
DIGNITY (KARAMAH)
Treating people with respect and valuing their agency, reflected in our practices and success.
## **رحمة**
COMPASSION (RAHMA)
Building strong relationships based on mercy and compassion, showing understanding and empathy for people’s needs.
## **خدمة**
SERVICE (KHIDMA)
Putting the needs of our rights-holders first so that we can serve them in the way that they want.
> **[عدل]** JUSTICE just outcomes for the communities we support. (ADL)
Placing justice at the heart of our work and aiming to provide just outcomes for the communities we support. Striving for excellence in all aspects by holding ourselves accountable and constantly improving our systems and processes.
**إحسان** EXCELLENCE (IHSAN)
40 Muslim Aid Annual Report 2024
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**About Us**
As Muslim Aid looks to the future, we are launching a bold and intentional strategy to ensure we remain a values-driven, impact-focused organisation in an increasingly complex and fast-changing world. Our Strategy 2030 sets out a roadmap to grow stronger, more agile, and more accountable—while
staying deeply rooted in our mission to serve humanity. To ensure a sustainable transformation, we will adopt a phased approach to the introduction of new skills, tools and ways of working – pacing our changes to the needs and capacities of our own and our partners’ organisations.
## **STRATEGIC PRIORITIES**
ur strategic commitments ensure innovative, locally Oled approaches, multisectoral collaborations, and the integration of cross-cutting principles such as wholeness, inclusion and sustainability for everything we do. Our priorities are to:
_1_ Uplift Communities Globally:Working hand in hand with communities we serve to deliver localised, empowering and enabling programmes for long term impact and change.
_2_ Innovate in Income Generation: Where the communities we serve are at the core of our income generation strategies, and we are agile in the face of our rapidly changing world.
Create Compelling _3_ Communications: Engaging, integrated communications taking supporters with us on our journey of change, geared towards pride, ownership and commitment to our work.
_4_ Promote Excellence in People & Services: Through cultivating and retaining talented and values-led people, fostering an inclusive, service-driven culture, and delivering effective and efficient services.
Provide High-Impact Finance _5_ & Procurement: Maximising the impact of every pound entrusted to us as an Amanah.
## **ADVOCACY & INFLUENCING**
## **COLLABORATING**
at all levels to challenge and transform the systems, structures and behaviours that keep people poor, vulnerable and marginalised.
with multi-disciplinary, interagency networks and service providers to deliver structural change and improved service provision.
Supporting increased collaboration across the Global Muslim Aid family to maximise positive impact for the poorest and most marginalised communities.
- Challenge Systems
- Transform Structures
- Change Behaviours
- Multi-disciplinary Networks
-
- Interagency Collaboration Service Providers
-
-
Global Muslim Aid Family
-
## **CONTINUOUS LEARNING**
## **MUTUAL CAPACITY SHARING**
for innovation and adaptation across all areas of our work to ensure that we remain future-focused, effective and accountable.
with our local partners and communities to strengthen their ability to define, manage and sustain their own development and emergency responses through resilient and sustainable local organisations
- Innovation
- Adaptation
- • Future-focused • Accountability
- Community Strengthening
- • Partnership Approach • Sustainable Development • Resilient Communities
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**About Us**
## **WHOLENESS**
Our faith calls us to serve the whole person — not just with food and shelter, but with love, dignity, and care for the soul. Inspired by the Prophetic example, we support the full human experience: spiritual, emotional, mental, and physical.
- Spirit
- Mind
- Heart
- Body
## **INCLUSION**
Our commitment to inclusion means reaching those most in need, without distinction. Whether someone is Muslim or not, young or old, able bodied or a person with disabilities — we serve all with dignity, recognising the sacred worth of every human being.
- Faith
- Gender
- Age
## **SUSTAINABILITY**
Allah has made us stewards (khalifah) on this Earth. We take this responsibility seriously by embedding sustainability and preparedness across all our programmes — ensuring that the support we offer today builds resilience for tomorrow.
- Financial Sustainability
- Carbon Reduction
- Environmental Regeneration
- • Climate Preparedness
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Fatima and
participants of
the Psychosocial
Empowerment
Workshop in
Morocco.
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- Ability
## CASE STUDY: RISING FROM THE RUBBLE
## _“This is the first time I’ve had the courage to talk about what happened.”_
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44 Muslim Aid Annual Report 2024
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n the night of September 8, 2023, life changed forever for many families in Morocco’s Al OHaouz province. For Fatima, a mother of four from the village of Igue, the earthquake didn’t just shake the ground—it shook the very foundation of her world as she knew it. In the months that followed, Fatima tried to carry on as if nothing had happened. She told herself to be strong for her family, burying her fear and sadness deep within. But that silence came at a cost. Her relationships with her husband and children began to fray. The emotional weight was too much to bear alone.
Everything changed when Fatima joined the Psychosocial Empowerment Workshop, run as part of the High Atlas Foundation’s earthquake response efforts. For the first time, she had a safe space to talk about what she had lived through—and how it continued to affect her.
“This is the first time I’ve had the courage to talk about what happened,” she said, holding back tears. “I didn’t want to burden my family... but I was becoming more anxious and isolated.”
Through the workshop, Fatima discovered she wasn’t alone. Surrounded by other women with similar
experiences, she learned tools to manage stress—like breathing exercises and meditation—and began to understand that expressing grief isn’t a weakness. It’s a pathway to healing.
As a mother to a child with special needs, Fatima faces daily emotional and financial strain. “I hate feeling helpless in front of him,” she admitted. But after the workshop, she found her inner resilience again. She described her emotional state as “good” and her mental state as “neutral”—a notable shift from where she was before.
“This is the best time I’ve had since the earthquake,” Fatima said with a small smile. “Everyone always asks about our material needs. No one ever asked how I feel.”
Fatima’s story is a powerful reminder that true recovery for rights-holders goes beyond rebuilding homes—it means healing hearts and restoring dignity. Her hope for the future? More literacy programmes for women and renewed opportunities for girls whose education was disrupted without warning.
Thanks to your support, women like Fatima are not only surviving, but finding strength to rebuild their lives—with hope, courage and community by their side.
www.muslimaid.org 45
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Income Generation & Marketing
**----- End of picture text -----**
~~_Income generation_~~ at Muslim Aid is vital to ~~_and marketing_~~ sustaining our humanitarian work, from emergency response to long-term development. We are committed to ensuring a clear line of accountability between our donors and the communities we serve— so that every pound raised is used with integrity and impact.
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**Income Generation & Marketing**
Community fundraising continues to be at the heart of how Muslim Aid connects with supporters across the UK and beyond. Through a vibrant calendar of events and campaigns rooted in our shared faith and values, we bring people together to give, learn, and make a lasting difference.
•[ Organised a sold-out charity ] dinner with Tower Hamlets Muslim Forum, building stronger ties with local leaders and community networks.
•[ Brought communities from the ] UK and Sweden together for the Snowdonia Challenge, combining fitness, friendship, and fundraising for life-saving work.
In 2024, we expanded our reach and deepened our impact through initiatives that nurtured meaningful relationships and strengthened the spirit of giving:
•[ Launched the Minaret Cup—] the first-ever national football tournament for imams—in partnership with East London Mosque, celebrating leadership, unity, and the power of sport.
•[ Partnered with over 50 ] mosques, supporting our imams and religious institutions in encouraging charitable giving and promoting unity within our communities.
•[ Engaged over 10 Islamic ] societies, schools, madrassahs, and grassroots groups to inspire youth-led giving and nurture a culture of sadaqah from an early age.
•[ Delivered Iftar with The Azharis ] Tour, where Dr Saalim Al-Azhari inspired hearts across the country during Ramadan, reminding us of the blessings of giving in the sacred month.
These initiatives were about empowering communities, building trust, and showing the impact we can have when we come together for a common cause. With every step, we strengthen the bridge between our donors and rights-holders, ensuring your generosity reaches those who need it most, with transparency, compassion, and accountability.
•[ Hosted the "With Hardship ] Comes Ease" UK tour with Ustadha Yasmin Mogahed, drawing thousands together in reflection and generosity, with vital funds raised for our emergency appeals.
## **BENEFITS OF COMMUNITY FUNDRAISING**
By building strong partnerships, inspiring new communities, and creating inclusive opportunities for involvement, Muslim Aid’s community fundraising strategy remains a cornerstone of our long-term vision for sustainable impact and outreach.
•[ Strengthened relationships ] with mosques, Islamic institutions, and community leaders across the UK.
•[ Increased grassroots ] engagement through events that encourage charitable giving and collective impact.
•[ Enhanced visibility and ] trust within diverse Muslim communities.
•[ Empowered young people ] through meaningful partnerships with schools, universities, and madrassahs.
•[ Broadened our supporter base ] by reaching new demographics and regions—including international participants.
•[ Promoted social cohesion ] through inclusive, familyfriendly events and faith-based initiatives.
•[ Encouraged physical and ] mental well-being through challenge-based activities like the Snowdonia Challenge.
•[ Deepened collaboration ] with local forums, community groups, and faith-based organisations.
•[ Positioned Muslim Aid as a ] leader in innovative, faith-driven community engagement.
•[ Raised vital funds for life-] saving humanitarian work around the world.
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**Income Generation & Marketing**
2024 marked an important year of foundation-building for Muslim Aid’s corporate fundraising. With the appointment of a dedicated Corporate Fundraising Manager in August, we began laying the groundwork for long-term growth—focusing on building meaningful partnerships, diversifying income streams, and aligning with our 2030 Strategy. This work is key to scaling sustainable income, extending our influence, and deepening the impact we can make for the communities we serve.
## **STRATEGIC DEVELOPMENT & PROGRESS**
Infrastructure Built: We built a community of corporate sponsors, Muslim employee networks, and professional bodies—laying the groundwork for meaningful, longterm engagement.
Targeted Engagement: Prospects were thoughtfully grouped by sector (including Finance, Tech, and Food & Beverage) to enable more tailored and effective outreach.
Strategic Alignment: All corporate fundraising activity is closely aligned with Muslim Aid’s 2030 Strategy—supporting our vision for sustainable income growth and innovation.
## **KEY 2024 HIGHLIGHTS**
Saturna Capital: Sponsored £5,000 to support our Build Your Wealth Islamic finance tour and our 39th Anniversary Waqf launch event.
Global Islamic Arts Week: Raised £3,645 as official charity partner for the Global Centre of Islamic Art. This initiative expanded our reach into the arts sector while pledging 10% of revenues to Gaza relief.
Restaurants for Relief Campaign: Partnered with over 20 halal restaurants across London, raising £4,100. Notable contributions came from Simply Smashed and BIMS.
Gala for Gaza (Pre-Sales): Raised £4,570 in Q4 with £50,000 pledged for the upcoming February 2025 event.
## **NEW & STRENGTHENED PARTNERSHIPS**
BIMA (British Islamic Medical Association): Co-hosting three Ramadan fundraising dinners to support healthcare in Gaza.
Muslims in Rail: Renewed our 2025 partnership, aiming to raise £50,000 through high-impact campaigns.
Deen Developers & Muslamic Makers: Launching a Ramadan 2025 initiative to support Palestinian tech start-ups.
Somalis in Tech: Collaborating on a £20,000 campaign to raise vital funds for Somalia.
Cube Network: Opened conversations around engaging Muslim employees in workplace giving and charitable programmes.
## **CONTRIBUTION TO MUSLIM AID 2030 STRATEGY**
This year’s momentum feeds directly into Muslim Aid’s 2030 vision by:
• Diversifying income through ethical and missionaligned corporate partnerships.
• Deepening our reach within Muslim professional and business communities.
• Developing scalable models of CSR and faith-based giving, connecting zakat and philanthropic capital to transformative impact.
2024 was a year of intentional planting. In 2025, these seeds will grow into impactful partnerships that strengthen Muslim Aid’s global reach and long-term sustainability.
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**Income Generation & Marketing**
**OUR FOCUS FOR GROWTH:** Identifying Major Donors: We use detailed donor insights to align giving opportunities with personal values and interests.
## **AUDIENCE GOAL**
## **GLOBAL WAQF FUND LAUNCH**
Muslim Aid aspires to be the charity of choice for the Muslim community and a trusted leader in faith-based philanthropy. We aim to strengthen our presence across the UK’s diverse Muslim communities—engaging professionals, workplace networks, businesses, and highnet-worth supporters through meaningful relationships and innovative giving models.
Waqf is one of the most impactful and sustainable forms of giving in our tradition. Rooted in Prophetic legacy, it allows your contribution to continue generating reward and benefit others long after it's given.
Cultivating Relationships: Stewarding both new and existing donors is at the heart of our strategy.
At its core, Waqf is about making your gift giving go further by investing in a trust that will continue to manage your donation long after you leave this worldly life, to keep it profitable and purposeful to the people who need your help the most.
## **OUR APPROACH**
Building Connections: Strengthening long-term relationships with key supporters remains a top priority.
The Philanthropy team is dedicated to cultivating high-impact, valuesdriven partnerships that deliver lasting change. We work closely with high-net-worth Individuals, family foundations, and strategic partners who are committed to creating sustainable, faith-led impact through their generosity.
In November 2024 Muslim Aid proudly launched the Global Waqf fund—a powerful step towards building long-term, sustainable impact. This new
Growing Our Base: We strong female voices—tailored communications, and one-to-one aim to increase new engagement, we ensured our donor acquisition by donors felt truly seen, heard, and valued. Every call, meeting, and 15% each year. bespoke proposal was designed to honour the trust placed in us and to show exactly how their Retaining Supporters: generosity is transforming lives.
initiative is designed to support sustainable development projects and empower vulnerable communities, both here in the UK and internationally. It marks not just a moment of celebration, but a commitment to a future rooted in barakah, where your contributions allow us to uplift lives for generations to come.
Our approach is bespoke and relational. We support donors with tailored advisory services that align their charitable intentions with transformative projects—from building schools and healthcare facilities to funding emergency relief and sustainable livelihoods. Through transparent reporting, personalised stewardship, and clear impact storytelling, we ensure donors feel deeply connected to the change they help create.
Retaining Supporters: Our goal is to maintain a donor retention rate above 65%, ensuring lasting impact.
As we step into a bold new chapter with our 5-year strategic plan, we remain grounded in the belief that philanthropy can be a powerful engine for lasting change. Our focus is on nurturing high-trust relationships with major donors, keeping them closely connected to the real-world impact of their giving.
In 2024, we redefined what it means to give. At Muslim Aid, we recognise that sadaqah and zakat are more than just donations—they’re acts of faith, trust, and partnership. That’s why our Philanthropy team focused on building deeper, more personal relationships with our supporters.
This year, the Philanthropy team curated a series of relationshipfocused events designed to inspire and engage our valued donor community. Highlights included our flagship Iftar at The Shard, an exclusive gathering that brought together key supporters during the blessed month of Ramadan.
This isn’t just fundraising—we’re building a future rooted in dignity, compassion, and long-term sustainable change.
Through heartfelt storytelling, videos that highlighted the people behind our work—including
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**Income Generation & Marketing**
Our 2024 campaign efforts combined strategic planning with the agility to respond to urgent global crises. While we remained committed to longterm development goals, much of our focus this year centred on the escalating humanitarian emergency in Gaza.
In response, we launched a series of urgent, targeted appeals— Water for Gaza, Bread for Gaza, and support for Orphans and Widows—to meet critical needs as they unfolded.
As the crisis deepened, so did our response. High-impact campaigns like Gaza is Starving and the Hot Meals for Gaza – 7 Day Challenge mobilised donors during key giving periods, translating their compassion into immediate, lifesaving aid on the ground.
Thanks to your ongoing trust and generosity, we’re able to act swiftly where it matters most— while staying grounded in our mission to build a more just, empowered world for the long term.
Throughout the year, we employed a multi-channel approach across email, SMS, direct mail, and digital platforms. At key moments, we prioritised visibility by dedicating our entire website and communications infrastructure to high-urgency campaigns, driving deeper engagement and donor action.
## **SEASONAL CAMPAIGNS**
Ramadan: Our pre-Ramadan strategy featured flagship appeals such as Feed the Fasting and the launch of Nights of Power—our own automated giving platform designed to help donors maximise the rewards of Laylatul Qadr.
**----- Start of picture text -----**
Muslim Aid
Serving Humanity since 1985
Water Funds
Impact Report
**----- End of picture text -----**
critical aid where it was urgently needed.
During Ramadan, we boosted campaign engagement through creative initiatives like 24-Hour Challenges and the Bank Holiday Challenge, giving donors a variety of meaningful ways to support our rights-holders.
## Ashura + Islamic New Year: Faith-
led giving remained central to our approach. Campaigns during Ashura and the Islamic New Year offered donors the chance to engage meaningfully with spiritually significant moments.
Dhul Hijjah: Qurbani promotions were activated through the Days of Reward and MyTenNights platforms, enabling automated giving during these blessed days. These efforts were reinforced by rapid response appeals for the Rafah Emergency and Afghanistan Floods, allowing us to deliver
Winter: As temperatures dropped, we launched our Global Winter Appeal, ensuring that vulnerable communities across multiple countries received vital support during the harshest months.
## **EMERGING CRISES**
the Communications and PR
Data Privacy, Cyber Security, and GDPR (General Data Protection Regulation).
## **CAMPAIGNS**
Department has integrated advocacy into its strategy, complementing fundraising efforts and serving our rights-holders more holistically. All fundraising activities are meticulously monitored, planned, and budgeted through regular supervision to maintain efficiency and effectiveness.
Our commitment to agility was again reflected in our rapid response to global emergencies. Muslim Aid was among the few organisations to launch appeals for the Yemen Floods, and the first Muslim charity to respond to the Bangladesh Floods—mobilising an emergency appeal within just 48 hours. Likewise, the Lebanon Emergency prompted an immediate and targeted response from our experienced teams on the ground.
Fundraising Disclosure In addition to our internal fundraising team, Muslim Aid partners with third-party agencies such as YOC, i3 Media, and Click Dimensions to enhance its fundraising efforts. These agencies help execute comprehensive marketing and campaign plans that include key components like social media campaigns, direct mail, SMS, mail shots, and affiliate marketing.
There were a total of 7 fundraising complaints received in the year, (24 last year) all of which were throughly investigated and resolved.
## Digital fundraising, including
## **CODE OF FUNDRAISING**
## Protection of vulnerable people
Google AdWords and social media giving, has become a significant growth area. It effectively engages donors and continues to generate substantial income. All thirdparty fundraising consultants are thoroughly assessed and must adhere to our policies, including safeguarding.
**PRACTICE**
Muslim Aid prioritises the protection of vulnerable individuals, ensuring they are free from abuse and neglect. We follow up on all referrals expeditiously. We uphold the Fundraising Regulator’s Code of Fundraising Practice and ensure that our staff and volunteers are fully aware of the protocols for protecting vulnerable people.
Muslim Aid continues its internal review to ensure compliance with the Fundraising Regulator’s Code of Fundraising Practice. This review process enables us to optimise our policies and procedures. Our fundraising department participates in periodic training through an external agency specialising in
Our internal teams, including our Fundraising department provides extensive training. Additionally,
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**Structure, Governance & Management**
## holds overall ~~_The Board of Trustees_~~ responsibility for the oversight, governance, and management of Muslim Aid and its activities.
The Leadership Team is delegated executive authority to implement global strategic, governance, and operational decisions. This includes selecting and delivering programmes or projects and ensuring the effective communication and management of organisational policies across the Head Office, Country, and Partner Offices. Our goal is to carry out our work efficiently and transparently in line with the charity’s mission, aims, and objectives.
In 2024, the Board of Trustees continued to strengthen its leadership with the appointment of four new Trustees. These appointments bring additional skills, experience, and perspectives, enhancing the Board’s ability to provide effective governance. We are proud to maintain gender balance on the Board, reflecting our commitment to diversity and inclusion.
**CHARITY GOVERNANCE CODE**
Muslim Aid remains committed to adopting the principles of best practice as outlined in the Charity Governance Code. The Board of Trustees and Leadership Team have continued to refine and strengthen the governance framework across our global operations in accordance with this Code.
**PUBLIC BENEFIT**
The Board of Trustees confirm that they abide by the Charity Commission’s general guidance on public benefit in accordance with the Charities Act 2011 and to have due regard to public benefit in pursuance of the Charity’s aims as described in its strategic report.
## **ORGANISATIONAL**
**STRUCTURE**
The Board of Trustees delegates the day-to-day administration of the charity to the Chief Executive Officer and Leadership Team, who report directly to the Board of Trustees and its sub-committees.
## **INTERNATIONAL**
## **STRUCTURE**
Muslim Aid operates in several countries globally using three primary approaches:
1. Country offices: Branches of **TRUSTEES’** Muslim Aid directly responsible for **RESPONSIBILITY** operations in that country.
The Board of Trustees are responsible for preparing the Trustees’ Report and the financial statements for each financial year, in accordance with all legal and regulatory requirements applicable to registered charities in England and Wales.
2. Affiliate offices: A permanent presence in a country through a separate local entity that operates independently of Muslim Aid.
3. Implementing partners: conduct emergency or short-term responses using a team from an existing Muslim Aid office, or through a partner organisation. These partners are independent of Muslim Aid and present an opportunity to work directly with frontline local responders and agencies with strong community acceptance. They implement both short-long term projects on our behalf.
The Board of Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (UK GAAP) and applicable law, and in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Charities SORP (FRS102)).
Muslim Aid has Country Offices in Bangladesh, Myanmar, Pakistan, Under charity law the Board of Somalia, Sudan, and Affiliate Trustees must not approve the offices in Bosnia & Herzegovina financial statements unless they and Sri Lanka. In countries where are satisfied that it gives a true Muslim Aid does not have a and fair view of the state of affairs permanent presence, it engages of the charity, its income and with vetted and trusted local application of resources. Implementing partners who can deliver aid on its behalf. In preparing these financial Additionally, Muslim Aid has statements, the Board of Trustees established Partner offices, such are required to: as Muslim Aid USA and Muslim •[ Select suitable accounting ] Aid Sweden, which are part of policies and then apply them and contribute to the Muslim Aid consistently; to observe the Global Family's priorities. methods and principles in the Charities SORP (FRS102).
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**Structure, Governance & Management**
•[ Make judgments and accounting ] estimates that are reasonable and prudent.
•[ State whether applicable ] accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
•[ Prepare the financial statements ] on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The Board of Trustees are responsible for keeping adequate accounting records that show and explain the charity’s transactions and disclose with reasonable accuracy, at any given time, the financial position of the charity to ensure that its financial statements comply with the Charities Act 2011.
They are also responsible for safeguarding the assets of the charity and taking reasonable steps in relation to the prevention and detection of fraud and other irregularities.
As far as each of the Trustees are aware, at the date of this report, there is no relevant audit information of which the charity’s auditor is unaware. Each Trustee has taken all the steps that he/she ought to have taken in order to make himself/herself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.
The Board of Trustees of Muslim Aid are guided by the founding principles of the organisation and have thus exercised due diligence and care in protecting the integrity of the charity and its reputation. The Board of Trustees have reviewed the financial accounts placed in the public domain in line with the legislation in the United Kingdom governing the preparation and dissemination of financial statements.
## **FINANCE, AUDIT AND RISK COMMITTEE**
The Finance, Audit and Risk Committee is a key subcommittee, comprising Trustee members, non-Executive advisers, and senior operational personnel. The Committee has oversight of financial management, counter fraud and corruption, internal and external audit, compliance and risk management, pensions, and investment arrangements.
## **NOMINATIONS COMMITTEE**
The primary function of the Nominations Committee is to make key decisions in relation to the recruitment, selection, and appointment of new Board and leadership team members. Trustees are appointed in accordance with the constitution of Muslim Aid. The Nominations Committee has developed and maintains a skills matrix to identify and recruit trustees needed for the effective administration of the charity. The Committee is comprised of Trustee members.
## **PROGRAMME COMMITTEE**
The Programmes Committee also comprises Trustee members, non-Executive advisers, and senior operational personnel. It is mandated to ensure the charity continues to have the capacity to respond to emergencies and disasters worldwide and ensure the charity’s strategic programme priorities are being fully and properly adhered to at an operational level.
## **PEOPLE AND CULTURE COMMITTEE**
The People and Culture Committee comprises Trustee members and senior operational personnel. It is tasked with overseeing the implementation of the charity’s strategy on human
“ Muslim Aid has a dedicated Safeguarding Policy and framework which aligns with general safeguarding values, principles, and best practice in the international charity sector.
resources based on its strategic plan as well as the development of HR policies. It also ensures that appropriate and effective safeguarding measures are in place across the charity and its operations across the globe.
**INCOME GENERATION AND MARKETING COMMITTEE**
The Income Generation and Marketing (IGM) Committee is a key subcommittee of Trustees, non-Executive advisers, and senior operational staff. It is charged with overseeing and monitoring the charity’s fundraising strategies and working with the IGM team. The role of the Committee is to understand industry trends and supporter feedback. The committee and operational team aim to leverage emerging technologies and methods to help increase, diversify, and improve the type and quality of Muslim Aid income.
**KEY MANAGEMENT PERSONNEL AND REMUNERATION POLICY**
Muslim Aid operates through a structured departmental system, where each unit functions independently while maintaining clear reporting lines. To support effective management and staff development, the organisation has established robust systems for line management, performance appraisals, supervision, and accountability. Comprehensive grievance and complaints procedures are also in place to ensure transparency and fairness.
The Leadership Team (LT) comprises key personnel, including the Chief Executive and Directors of Departments, who oversee various divisions across the organisation. Senior staff remuneration, including that of the CEO, is determined through a general evaluation of performance
58 Muslim Aid Annual Report 2024
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**Structure, Governance & Management**
over the year by the CEO and/ or the Chair, and is benchmarked against prevailing market rates for comparable roles.
## **EQUALITY, DIVERSITY AND INCLUSION**
Muslim Aid adopts a zero-tolerance approach to discrimination on any of the protected grounds in the Equality Act 2010.
We are committed to providing equal opportunities to our diverse workforce and work hard to build a more inclusive workspace, where people of different backgrounds work together to ensure better and more positive outcomes for all staff and ultimately our rights-holders.
In 2024, we updated our Dignity at Work policy in response to changes in legislation concerning sexual harassment and all forms of harassment of employees by third parties. This revision reinforces our commitment to providing a safe, respectful, and inclusive working environment. Our Dignity at Work and related policies set out clear expectations around equal opportunities and zero tolerance for discrimination or harassment in any form.
In 2024, we continued to provide refresher courses and delivered training focused on bullying, harassment, and grievance procedures.
We are committed to maintaining high standards in our recruitment process. Before engaging any employee, we carry out a comprehensive vetting and screening procedure, which includes:
- [ Reference checks (including ]
- character references)
- [ Qualification verification ]
- [ Background screening ]
- [ Basic or enhanced DBS checks ]
- relevant to the role
- [ Right-to-work and identity ]
- verification
•[ Credit checks, where appropriate ]
## **OPERATIONAL ACTIVITIES**
Muslim Aid has a dedicated Safeguarding Policy and framework which aligns with general safeguarding values, principles, and best practice in the international charity sector. Muslim Aid has continued its engagement of Safecall as its external provider giving staff and connected persons access to a confidential 24 hour a day whistleblowing service, allowing employees and other stakeholders to report wrongdoing. The service is available at Head Office, Country, and Partner Offices.
Safeguarding and PSEA training (Prevention of Sexual Exploitation and Abuse) continues to be delivered to all staff at Head Office and Country Offices, as part of periodic and ongoing safeguarding training.
## **PENSION**
The charity complies fully with auto-enrolment regulations. All new staff are offered a Shariahcompliant pension scheme with a 5% employee and 3% employer contribution.
## **AUDITOR**
Sayer Vincent has been re-appointed as the charity’s statutory auditor for the year ending December 2024.
## **PRINCIPAL RISKS AND UNCERTAINTIES**
Muslim Aid is committed to its journey of reconnecting and nurturing new relationships with its donors and rights-holders and as part of this continues to embed risk management into its day-today behaviour and culture across its global operations.
The Board of Trustees and Leadership Team continue to keep risks under periodical review as part of their administration and management of the organisation. Risk management forms a central component of the daily strategic and operational decision making required to effectively oversee the humanitarian work of Muslim Aid and in the regions within which it operates which can be high risk at varying times.
Sub-committees of the Board, namely the Finance and Audit Committee alongside the Programmes Committee, have delegated powers to oversee risk management and report back to the Board. The Leadership and Management Teams periodically review and assess the major risks to which Muslim Aid is exposed to; those relating to the operations, income generation and finances of Muslim Aid.
We have robust management systems in place that provide reasonable assurance where identifiable risks can be properly and proportionately managed at any given time.
## **ASSURANCE FRAMEWORK**
Muslim Aid has a dedicated Internal Audit supported by an outsourced provider committed to improving governance, risk
“ We have a diverse workforce and work hard to build a more inclusive workplace, where people of different backgrounds can work together to ensure better and more positive outcomes for all staff and ultimately our beneficiaries.
management, and internal controls. We have a fit for purpose “Third Line of Defence” that provides an additional and independent layer of assurance to our stakeholders that Muslim Aid is doing the right things and doing them effectively and efficiently as and when required.
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**Structure, Governance & Management**
The following major risks were identified at an organisational level. For each risk, specific actions and performance indicators relating to them were monitored by the Senior Leadership Team (SLT) and Board of Trustees.
||_Risk_|_Risk_|•
Crisis-communications protocol and authorisation matrix in place;
formal crisis plan being fnalised.
•
Continuous media monitoring with keyword tracking and
escalation through the crisis framework.
•
Targeted media- and communication-skills training for designated
spokespeople.
•
Strengthened social-media monitoring and legal-recourse routes
to counter misinformation.
•
Consistent Code of Conduct and brand guidelines for staff,
volunteers and partners.
•
Regular transparency reporting (Annual, Ramadan, Qurbani)
maintains stakeholder trust.
•
Diversifed-income strategy: expanded digital campaigns, affliate
& infuencer marketing, and new corporate/Hi Net Worth streams.
•
Strengthened links with Muslim Aid USA & Sweden; new
collaborations under negotiation (Malaysia, Canada, UAE).
•
Business Central fnancial system live at HQ and scheduled for
Country-Offce roll-out, giving real-time reporting and audit trails.
•
Organisation-wide value-for-money and procurement effciency
exercise under way.
•
Ongoing coordination on de-risking and debanking issues with
dedicated fnance-compliance staff.
•
Board People & Culture Committee tracks quarterly pulse-survey
results and Safecall whistle-blowing data.
•
Global values-refresh campaign and senior-leadership
development programme launched 2025.
•
Independent HR and safeguarding audits feed action plans
monitored centrally.
•
Safeguarding KPIs embedded across all offces, reinforcing zero-
tolerance expectations.
_Mitigating Actions_|
|---|---|---|---|
||**ADVERSE MEDIA**
**COVERAGE**
Heightened Islamophobia
and Gaza-related polarisation
increase the likelihood of
hostile or misleading publicity.|||
|||||
||**FINANCIAL RESILIENCE**
Historic dependence on
seasonal income and
restricted payment routes
could weaken reserves and
liquidity.|||
|||||
||**NEGATIVE**
**ORGANISATIONAL**
**CULTURE & BEHAVIOURS**
Isolated policy gaps could
undermine an otherwise
positive culture.|||
|||||
|||||
|_Risk_|_Mitigating Actions_|
|---|---|
|**CHALLENGING**
**OPERATIONAL**
**CONTEXTS**
Sanctions, banking blocks
and confict can delay fund
transfers and disrupt delivery.|•
Continuous coordination across Finance, Programmes and Legal
on de-risking and compliance measures.
•
Regular donor-pipeline reviews and diversifcation towards MENA
donors, Trusts & Foundations and multilaterals (IsDB, WFP).
•
Scenario-based contingency plans and fexible budgets enable
rapid programme pivots.
•
Remote-monitoring tools and reinstated HQ feld visits
strengthen oversight where physical access is limited.|
|**CYBER-SECURITY &**
**DATA PROTECTION**
GDPR breaches, ransomware
or unsupported systems could
interrupt operations and incur
penalties.|•
External DPO advice implemented; policies and GDPR training
refreshed.
•
Multi-factor authentication on all critical systems; regular updates,
patches and anti-malware measures applied.
•
Security audits and penetration testing budgeted for Q3 2025;
incident-response plan under development.
•
Daily automated data migration and back-ups mitigate the end-
of-support risk for Mission CRM, with a disaster-recovery plan
drafted.
•
Ongoing staff awareness training and planned phishing-
simulation exercises.|
|**G**|•
Global external, local and internal audits run throughout the year;
fndings reviewed by the Leadership Team and Board.
•
Audit, compliance and regulatory issues are standing agenda
items for LT and Board.
•
Procurement Lead appointed; vendor due-diligence and anti-
fraud/AML screening strengthened.
•
Comprehensive Directors & Offcers liability insurance in place;
Board induction refreshed on fduciary duties.
•
Confdential whistle-blowing mechanism actively used and
monitored by Internal Audit.|
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~~_nancial statements_~~ The accompanying ~~_f_~~
64 Muslim Aid Annual Report 2024
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**Financial Review**
## **CONSOLIDATION**
These statements consolidate the transactions and balances of Muslim Aid’s five country offices, its two affiliated offices, and the results of its global operations. In 2024 we further strengthened our financial position, delivering a surplus that surpassed prioryear performance and reinforcing stakeholder confidence in the charity’s long-term potential.
## **OVERVIEW**
Our donors’ sustained generosity continues to drive our mission to eradicate poverty and create lasting change for our rightsholders. In 2024, Muslim Aid raised £23.8 million (2023: £21.2 million).
Total income, excluding Gifts in Kind, was £23.2 million (2023: £20.0 million). We also received Gifts in Kind valued at £0.63 million (2023: £1.2 million), bringing consolidated income to £23.8 million. Consolidated income comprised:
- UK community income and Gift Aid: £15 million
- • Income from local office initiatives: £1.3 million
- • Institutional funding for charitable activities: £7.3 million
- Investment income: £0.21 million
During the year we disbursed £20.1 million (2023: £18.5 million), of which £16.7 million (2023: £16.2 million) was directed to our charitable programmes, Humanitarian and Emergency Response, Education, Healthcare, Livelihoods, and Housing .
Net income produced a surplus of £3.7 million before recognising foreign-exchange movements (2023: surplus £2.6 million).
Performance exceeded both the annual budget of £19 million and
**----- Start of picture text -----**
Our Income in 2024
Investment Income
Gift Aid
£207,183, 1%
£2,134,700 , 9%
Institutional Grants
£6,667,559, 28%
Gifts in Kind
£638,289, 3%
Community donations
Earned income £12,814,023, 54%
£1,334,593 5%
**----- End of picture text -----**
prior-year trends, principally due to a £1 million uplift in community income year-on-year. Additional factors included generous contributions from our partners Muslim Aid USA and Muslim Aid Sweden (£2.0 million, versus £0.84 million in 2023) and the release of a £0.6 million contingentliability provision, which reduced expenditure for the year.
The year-on-year increase is attributable to the conversion of pipeline income early in 2024 and the reclassification of contributions from Muslim Aid USA and Muslim Aid Sweden from ‘Donations and legacies’ to ‘Institutional funding for charitable activities’.
Further detail is provided in Note 3 – Charitable Activities to the financial statements.
## **OUR INCOME**
## **OUR EXPENDITURE**
Muslim Aid’s revenue continues to be drawn principally from four sources: community fundraising, earned income generated by local initiatives, institutional grants and contracts, and investment returns.
In 2024 Muslim Aid disbursed £16.7 million (2023: £16.2 million) in support of its charitable activities, namely Humanitarian and Emergency Response, Education, Healthcare, Livelihoods and Housing.
## **DONATED INCOME**
A further £3.4 million (2023: £2.3 million) on generating future income through fundraising.
In 2024, our UK supporters A further £3.4 million (2023: £2.3 contributed £15 million, inclusive million) on generating future of £2.1 million reclaimed through income through fundraising. Gift Aid (2023: £13.9 million, of which Gift Aid was £1.8 million). **CHARITABLE ACTIVITIES** Expenditure on fundraising activities, including allocated Of the £16.7 million devoted to support costs, totalled £3.4 million programme work: (2023: £2.3 million). The 16 per cent increase in Gift Aid reflects • Humanitarian and Emergency continued donor engagement and Response: 64 per cent the effectiveness of our claims (£10.6 million) processes. • Education: 13 per cent (£2.1 million)
## **EARNED INCOME**
- Healthcare: 14 per cent (£2.3 million)
> Locally generated income from • Livelihoods: 9 per cent Bangladesh, Sri Lanka, and Bosnia (£1.5 million)
> & Herzegovina amounted to • Housing: 0.3 per cent £1.3 million (2023: £1.2 million), (£0.05 million) evidencing steady growth in our portfolio of self-sustaining These allocations reflect our initiatives.
These allocations reflect our strategic priority of rapid humanitarian assistance while continuing to invest in sustainable development across our thematic areas.
## **INCOME FROM CHARITABLE ACTIVITIES**
We continued to enhance our impact in 2024 by co-financing institutional grants with donated income, thereby supporting longterm development programmes. Institutional funding recognised during the year totalled £7.3 million (2023: £5.7 million).
## **ZAKAT**
Muslim Aid recognises that donors must have absolute confidence that their Zakat is applied faithfully, advancing the noble objectives of socio-economic justice. In 2024
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**Financial Review**
**----- Start of picture text -----**
Our Expenditure
in 2024
**----- End of picture text -----**
**----- Start of picture text -----**
Education
£2,091,616, 10%
Fund raising
Expenditure
Livelihood £3,426,639, 17%
£1,531,248, 8%
Healthcare
£2,338,839, 12%
Humanitarian/Emergency
Response
£10,668,517, 53%
**----- End of picture text -----**
to infrastructure expenditure, continually assessing value for money. Every programme therefore incorporates rigorous planning and preparation before implementation, followed by structured reflection and learning once activities conclude.
we received £5.5 million in Zakat contributions (2023: £4.8 million) and disbursed the full amount in strict accordance with our Zakat Policy.
Islamic scholarship does not prescribe a fixed percentage that may be retained by the ʿāmilīn ʿalayhā (collectors of Zakat). Nevertheless, Muslim Aid limits its support-cost allocation to no more than 12.5 per cent (oneeighth) of Zakat income, thereby protecting the full entitlements of other eligible rights-holders.
To protect rights-holder entitlements, we restrict transfers to unrestricted reserves to no more than 25 per cent of nonZakat voluntary income. Support costs are further offset through cost recovery within institutional grants and contracts, as well as through Gift Aid (details of our Gift Aid clause is available on our website: www.muslimaid.org).
## **SUPPORT COSTS**
Prudent investment in administrative and support functions is essential to the effective delivery of Muslim Aid’s humanitarian and development work. By strengthening our people, systems and core backoffice services, including Finance, Human Resources, Information Technology, Procurement and general administration, we safeguard entrusted funds and minimise the risks of loss, fraud and corruption.
Combined UK departmental costs, comprising charitable, governance and fundraising expenditure, represented 24 per cent of global income in 2024 (2023: 20 per cent).
## **RESERVES**
Reserves are the portion of Muslim Aid’s unrestricted income funds that is freely available to support our charitable purposes and is not already committed, designated or otherwise subject to spending constraints. They exclude
We maintain a disciplined ratio of programme expenditure
endowment funds, restricted funds and any funds the Trustees have set aside for a specific purpose. Zakat contributions, by definition, are treated by Muslim Aid as restricted funds.
## **RESERVES POLICY**
Muslim Aid holds reserves, defined as unrestricted funds exclusive of restricted income, tangible fixed assets and investments, in order to: - cover unforeseen day-to-day operating costs or temporary shortfalls in income;
- provide working capital that secures the continuity of ongoing programmes; and
- ensure we can respond swiftly to emerging humanitarian needs.
The charity’s principal income streams are public fundraising, institutional grants and contracts. Each year the Trustees set an appropriate reserve target with reference to budgeted income and the multi-year commitments of supported projects. In line with this policy, Muslim Aid seeks to maintain reserves sufficient to cover ten months of global operating expenditure, thereby mitigating cash-flow uncertainty and underpinning the organisation’s financial resilience.
## **GOING CONCERN**
The Trustees have reviewed Muslim Aid’s funding position, cash-flow forecasts and the principal risks facing the organisation. On the strength of this assessment, the Trustees are satisfied that the charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, these financial statements have been prepared on a going-concern basis. No material uncertainties have been identified that would cast significant doubt on Muslim Aid’s ability to continue as a going concern.
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**Financial Review**
## **TANGIBLE FIXED ASSETS**
million). The increase is driven by higher current-asset balances, primarily debtors and cash at bank and a corresponding reduction in creditors, demonstrating strengthened working-capital management.
## **FREE RESERVES**
the Board-approved Reserves Policy that targets a minimum of ten months. The Board monitors forward income and expenditure projections through regular forecasts and a KPI dashboard that tracks key revenue and cost drivers, ensuring reserves remain sufficient to meet unforeseen needs while supporting sustained programme delivery.
The change in tangible fixed assets likewise reflects the depreciation charge for the year, as set out in Note 10 – Tangible Fixed Assets.
Unrestricted free reserves at 31 December 2024 totalled £6.7 million (2023: £5.9 million). This figure excludes tangible fixed assets of £1.4 million (2023: £1.4 million), which, although part of unrestricted funds, are not readily realisable for day-to-day operations.
## **INTANGIBLE FIXED ASSETS**
## **INVESTMENT POLICY**
Muslim Aid may invest up to 70 per cent of its free reserves in cash or near-cash instruments, seeking a prudent return without exposing the principal to undue risk and with the ability to liquidate holdings within six months.
Movements in intangible fixed assets (software) are attributable to the amortisation charge recognised during the period; see Note 9 – Intangible Fixed Assets to the financial statements.
## **NET ASSETS**
On the current burn rate of approximately £0.65 million per month, free reserves represent just over ten months’ operating cover (2023: eleven months), in line with
At 31 December 2024 the Charity’s balance sheet shows net assets of £13.2 million (2023: £9.7
on a country or grant-specific basis, with criteria including technical expertise, geographical reach and complementary core competencies.
The policy is underpinned by three objectives:
1) Preservation of capital
2) Maintenance of liquidity
3) Generation of profit through Sharia-compliant products, in full accordance with Islamic finance principles
## _Due Diligence and Agreements_
- Before any grant agreement is signed, Muslim Aid appraises the project and subjects the proposed partner to a rigorous due-diligence and vetting process.
The credit quality of all banking and financial counterparties is reviewed quarterly, using both short-term and long-term ratings, to ensure that investments remain within the charity’s defined risk parameters.
- Organisational capacity and key personnel are screened against proscribed-person lists using LSEG Risk Intelligence software. - A formal grant agreement sets out deliverables, standards, policies, principles and reporting requirements.
## **GRANT MAKING POLICY**
Muslim Aid delivers grant funding through two principal channels: Institutional Funding and Community Fundraising.
## _Monitoring, Evaluation and Safeguards_
- Grants are monitored and evaluated throughout their life cycle, with frequency dictated by grant size and assessed risk.
## _Institutional Funding_
- A dedicated Institutional Funding team conducts prospect research, informed by country-office intelligence and global donormapping documents, to identify suitable donors and opportunities. - All proposals are aligned with Muslim Aid’s Global Strategy and individual Country Annual Workplans.
- If performance is unsatisfactory, Muslim Aid may suspend or terminate funding in accordance with the
partner agreement.
- All partners are subject to regular supervision and an annual appraisal.
## **APPROVAL OF THE REPORT AND ACCOUNTS**
## _Community Fundraising_
- Community fundraising is led from the Muslim Aid UK office and supported by partner offices in Sweden and the USA; where legally permissible, campaigns may also be run at country level.
The Board of Trustees is responsible for approving the Report and Accounts for the year ended 31 December 2024. The accounts were approved on 23rd July 2025.
- Fundraising plans centre on three flagship campaigns: Ramadan, Winter and Qurbani, together with emergency appeals triggered by programme needs.
## _Programme Alignment_
- Grant-making activities finance projects delivered directly by Muslim Aid’s Country Offices or, where appropriate, through carefully selected implementation **Mustafa Faruqi** partners and sub-grantees. _Chairman_ - Partner selection is undertaken _23rd July 2025_
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**Independent Auditor's report**
## **OPINION BASIS FOR OPINION**
We have audited the financial statements of Muslim Aid (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:
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.
•[ Give a true and fair view of ] the state of the charity’s affairs as at 31 December 2024 and of its incoming resources and application of resources, for the year then ended
## **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.
•[ Have been properly prepared in ] accordance with United Kingdom Generally Accepted Accounting Practice
•[ Have been prepared in ] accordance with the requirements of the Charities Act 2011.
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 Muslim Aid’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.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **OTHER INFORMATION**
The other information comprises the information included in the 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.
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**Independent Auditor's report**
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 requires us to report to you if, in our opinion:
•[ The information given in ] the trustees’ annual report is inconsistent in any material respect with the financial statements;
•[ Sufficient accounting records ] have not been kept; or
•[ The financial statements are not ] in agreement with the accounting records and returns; or
•[ We have not received all the ] information and explanations we require for our audit.
## **RESPONSIBILITIES OF TRUSTEES**
As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial
statements, the trustees are responsible for assessing the 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.
Auditor’s responsibilities for the audit of the financial statements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in
accordance with regulations made under section 154 of that Act.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement 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 non-compliance with laws and regulations, our procedures included the following: •[ We enquired of management, ] internal audit and the audit and risk committee, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: •[ Identifying, evaluating, ] and complying with laws and regulations and whether they were aware of any instances of
•[ We reviewed processes for ] in place for monitoring and accounting for funds provided to partner organisations outside the UK.
•[ We performed analytical ] procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
## non-compliance;
•[ Detecting and responding to ] the risks of fraud and whether they have knowledge of any actual, suspected,or alleged fraud;
•[ In addressing the risk of fraud ] through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business
•[ We reviewed the monthly ] financial reporting from country programmes and the outcomes of local external audits of country programmes.
•[ The internal controls established ]
to mitigate risks related to fraud or non-compliance with laws and regulations.
•[ We inspected the minutes of ] meetings of those charged with governance.
•[ We communicated applicable ] laws and regulations throughout the audit team and remained alert to any indications of noncompliance throughout the audit.
•[ We obtained an understanding ] of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
•[ We reviewed any reports made ] to regulators.
•[ We reviewed the financial ] statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
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: https://www.frc.org. uk/library/standards-codes-policy/ audit-assurance-and-ethics/ auditors-responsibilities-for-theaudit/. 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 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.
Dated: 23rd July 2025
Sayer Vincent LLP Statutory Auditor 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 Statements**
**MUSLIM AID STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2024**
## **BALANCE SHEET AS AT 31 DECEMBER 2024**
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UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
NOTES
FUNDS £ FUNDS £ FUNDS £ 2024 £ 2023 £
Income from:
Donations and legacies 2 3,174,960 13,039,472 68,884 16,283,316 15,207,967
Charitable activities 3 222,774 7,083,074 - 7,305,848 5,764,756
Investment income 4 207,183 - - 207,183 199,816
Total income 3,604,917 £20,122,546 68,884 23,796,347 21,172,539
Expenditure on:
Raising funds 5 1,091,957 2,334,683 - 3,426,640 2,305,977
Charitable activities 5 1,656,153 15,027,071 - 16,683,224 16,227,546
Total expenditure 2,748,110 17,361,754 - 20,109,864 18,533,523
Net income /
(expenditure) before 856,807 2,760,792 68,884 3,686,483 2,639,016
foreign exchange
Exchange - -
(236,981) (236,981) (332,292)
surplus / (loss)
Net movement
856,807 2,523,810 68,884 3,449,500 2,306,724
in funds
Reconciliation of funds:
Funds at 31st December 7,268,866 2,478,935 - 9,747,801 7,441,077
Total funds at 31st
8,125,672 5,002,746 68,884 13,197,302 9,747,801
December 2024
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The results for the year shown above all derive from continuing operations.
All recognised gains and losses are reflected in the Statement of Financial Activities and therefore no separate statement of total recognised gains and losses has been presented. Movements in funds are detailed in Note 14.
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TOTAL TOTAL
NOTES
2024 £ 2023 £
Fixed assets
Intangible assets 9 55,205 5,471
Tangible assets 10 1,382,033 1,396,233
1,437,238 1,401,704
Current assets
Inventories 10a 20,673 20,331
Debtors 11 2,207,720 2,439,768
Cash held for Investments 2,529,511 -
Cash at bank and in hand 8,908,185 8,593,002
13,666,089 11,053,101
Creditors: amounts falling due within one year 12 1,439,880 1,562,730
Net current assets 12,226,209 9,490,372
Total asset less current liabilities £13,663,447 £10,892,075
Provisions 13 466,144 1,144,274
Total net assets 13,197,302 9,747,801
The total funds of the charity 14
Unrestricted income funds
Fixed asset fund 1,437,238 1,401,704
General fund 6,688,435 5,867,162
Restricted income funds 5,002,746 2,478,935
Endowment Fund 68,884 -
13,197,302 9,747,801
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The financial statements were approved by the Trustees on 23rd July 2025 and signed on its behalf by:
**Mustafa Faruqi** _Chairman_
The notes on pages 79-96 form part of these financial statements.
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**Notes to the Financial Statements**
## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31ST DECEMBER 2024**
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TOTAL TOTAL
2024 £ 2023 £
Cash flows from operating activities:
Net movement in funds (as per the statement of financial activities) 3,449,500 2,306,726
Depreciation and amortisation charges 160,045 125,461
Loss on disposal of tangible fixed assets (11,951) 97,382
Currency revaluation of tangible fixed assets (10,938) 98,827
(Increase)/decrease in inventories (342) 353,186
(Increase)/decrease in debtors 232,048 (833,593)
(Decrease) / increase in creditors (800,980) (657,650)
Investment income receivable (207,183) (199,816)
2,810,202 1,290,523
Cash flows from operating activities:
Purchase of tangible fixed assets (172,693) (172,867)
Interest received 207,183 199,816
34,490 26,949
Change in cash and cash equivalents in the year 2,844,693 1,317,472
Cash and cash equivalents at the beginning of the year 8,593,002 7,275,530
Cash and cash equivalents at the end of the year 11,437,696 8,593,002
Analysis of cash and cash equivalents:
Cash in hand 8,908,185 8,593,002
Cash held for investment 2,529,511 -
Total 11,437,696 8,593,002
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## **1 - ACCOUNTING POLICIES**
Muslim Aid is a Charitable Incorporated Organisation registered charity (registration number 1176462). The address of the registered office is Muslim Aid 38-44 Whitechapel Road, London E1 1JX. The charity is governed by its Memorandum and Articles of Association. The charity is a public benefit entity. More details on how the trustees have satisfied themselves that Muslim Aid has met the public benefit requirements are given in the trustees’ report section.
On 1 Feb 2018, the charity (MA 1985 registration number 295224) was dissolved with all remaining assets and liabilities transferred to a newly established Charitable Incorporated Organisation (registration number 1176462) of the same name and under the control of the existing Muslim Aid Board. Both organisations are considered public benefit entities. These transactions were accounted for as a merger and accordingly the financial statements are prepared on that basis and the trustees are satisfied that no material adjustments or restatements of comparative information are required.
and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.
been prepared on an ongoing basis as discussed in the trustee’s report.
There are no material uncertainties about the charity’s ability to continue as a going concern.
## b) Key areas of Judgement
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values 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 which are considered to be relevant. Actual results may differ to these estimates.
## a) Basis of preparation
The financial statements have been prepared under the historical cost convention unless stated otherwise on the relevant accounting policy notes and in accordance with the Charities Statement of Recommended Practice SORP (FRS 102) and UK Generally Accepted Accounting Practice.
The Statement of Financial Activities (SOFA) and Balance Sheet include the results, assets and liabilities of the Charity and all its country offices. The results of the country offices are combined on a line-by-line basis.
The estimates and assumptions are reviewed on an ongoing basis. Revisions to accounting estimates
The financial statements have been prepared to give a ‘true
The financial statements have
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**Notes to the Financial Statements**
are recognised in the period is revised if the revision only affects that period or in period of the revision and future periods if the revision affects the current and future periods.
In the view of the trustees, no assumptions concerning the future or estimation uncertainty affecting the assets and liabilities at the balance sheet are likely to result in material adjustment to the carrying amounts in the next financial year.
## c) Going Concern
The charity can meet it's obligations as they come due as such its a going concern. It continues to monitor cost and diversification of income streams. As at 31st December 2024, the charity reserves included £8.1 million Unrestricted reserves of which £6.7 million were free reserves. The charity cash position was £8.9 million.
## d) Funds Accounting
Funds held by the charity are:
•[ Restricted funds – these are ] funds which are subject to specific conditions imposed by the donors or when funds are raised for a particular restricted purpose.
•[ Zakat funds – these are funds ] which can be used in accordance with the Islamic religious conditions and parameters set in the Qur’an.The charity’s policy defines the criteria for the fundraising, allocation and distribution of Zakat. The charity is required to record its justification as to how projects match the criteria of Zakat.
•[ Endowment (Waqf) - Waqf is ] to create a sustainable source of benefit for the community, ensuring that the assets continue to generate income or provide services for future generations.
•[ Unrestricted funds – these ] are funds which can be used in accordance with the charitable objects at the discretion of the trustees.
are recognised in inventory until distributed at which point the relevant cost is released to the statement of financial activities.
## e) Income
•[ Income, including donations ] and gifts, gifts in kind and grants are recognised where there is entitlement, there is probability of receipt, and the amount is measurable.
•[ When donors specify that ] donations and grants given to the charity must be used in future accounting periods, the income is deferred until those periods.
•[ Tax recovered from income ] received under gift aid is recognised when the related income is recognised and allocated to unrestricted funds in line with the communication with donors to allocate the funds towards the core costs of the charity and its Need is greatest programmes to save and transform more lives.
•[ Income from other trading ] activities is recognised as it is earned, that is as the related goods or services are provided.
•[ Investment and rental income are ] recognised on a receivable basis.
## f) Expenditure
•[ Gift in kind for use by the ] charity and donated services are included in the accounts at their approximate market value at the receipt. No amount has been included in the financial statements for services donated by volunteers.
•[ Expenditure is recognised when ] a liability is incurred, irrecoverable VAT is included within the expense item to which it relates.
•[ Expenditure on charitable ] activities is reported as a thematic analysis of the work undertaken by the charity, against our thematic themes of humanitarian response, feed the fasting, qurbani, livelihoods, education and health. Under these headings are included grants payable and the costs of activities performed directly by the charity or its country offices, together with associated
•[ Gifts in kind for distribution are ] included in the accounts at the fair value to the charity (in the case of medicines, at the lowest value of the generic equivalent as approved by the WHO) when the good are received and under the control of the charity. Amounts
direct and indirect support costs. The costs include salaries and associated employment costs including pensions and termination payments.
•[ Expenditure on raising funds ] comprises salaries, direct expenditure and overhead costs of UK based staff who promote fundraising from all sources including major donors, corporates and individuals.
The expenditure on third party agencies that promote fundraising on social media and other platforms is included.
- [ Indirect support costs include IT, ]
- HR, CEO’s time or finance costs that are essential for the charity to deliver its projects of humanitarian response, feed the fasting, qurbani, livelihoods, education and health. Not to incur these costs would severely impair the quality of work and sustainability of the charity.
•[ Indirect support costs have ] been allocated to cost categories on a basis consistent with the level of activity.
## g) Pensions
•[ The charity operates a defined ] contribution pension scheme for the benefit of its employees. Pension costs are recognised in the month in which the related payroll payments are made. The money purchase nature of the scheme ensures there will be no funding deficit or surplus accruing to the Charity in the future. The pension scheme is independently administered, and the assets of the scheme are held separately from those of the Charity.
## h) Foreign currencies
The functional currency of the charity is considered to be pounds sterling that is the currency of the primary economic environment it operates in the UK. The consolidated financial statements are presented in pound sterling. Transactions in foreign currencies are translated at the rate of
exchange at the time of the transaction. Country office income and expenditure is included in the Statement of Financial Activities at the average exchange rate for the period. Foreign currency balances are translated at the rate of exchange prevailing at the balance sheet date.
Foreign currency gains and losses are recognised through the Statement of Financial Activities for the period in which they are incurred. All exchange differences are recognised through the statement of financial activities.
## i) Operating leases
Rental payments under operating leases are charged as expenditure incurred evenly over the term of the lease. The benefit of any reverse premium received is also spread evenly over the term of the lease.
## j) Tangible fixed assets and depreciation
Depreciation is provided at rates calculated to write off the cost less residual value of each asset over its expected useful life, as:
- Leasehold properties Straight line over the life of the lease
- Freehold properties 5% straight line
- • Computers and software 25% straight line
- • Fixtures and fittings 10% straight line
- • Office equipment 15% straight line
- Motor vehicles 15% straight line
Assets that are subject to amortisation are tested for impairment whenever events or changes in circumstance indicate.
## k) Intangible fixed assets
Intangible fixed assets represent the costs associated with acquiring and bringing in to use computer software. Amortisation is calculated using the reducing balance method by 25% to write
down the cost to its estimated residual value.
## l) Inventories
These are valued at the lower of cost and net realisable value and represent supplies received before the year end and distributed after the year end.
## m) Financial instruments
The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Financial assets comprise cash at bank and in hand, short term deposits trade and other debtors. Financial liabilities include trade and other creditors. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Details and carrying value of these financial assets and labilities are given in the notes to the accounts.
## n) Taxation
The charity meets the criteria and tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore meets the definition of a charitable company for UK taxation purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within the categories covered by Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992. No corporation tax liability arises in the accounts.
## o) Cash at bank and in hand
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash held for investment includes cash balances that are invested in accounts with a maturity date of between 3 and 12 months.
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**Notes to the Financial Statements**
## **2 - TOTAL DONATIONS AND LEGACIES INCOME**
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UNRESTRICTED RESTRICTED ENDOWMENT TOTAL TOTAL
FUND FUND FUND 2024 2023
£ £ £ £ £
*Donations received in the UK 1,040,260 11,704,879 68,884 12,814,023 12,102,727
Donations received at the field offices - 1,334,593 1,334,593 1,280,638
Gift Aid 2,134,700 - 2,134,700 1,824,602
Total donations and
3,174,960 13,039,472 68,884 16,283,316 15,207,967
Legacies income
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## **4 - INVESTMENT INCOME**
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TOTAL TOTAL
2024 2023
£ £
Bank Deposit Income 207,183 199,816
Total investment income 207,183 199,816
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Bank deposit income was related to unrestricted funds.
## **5 - RESOURCES EXPENDED**
*2023 UK donation includes an amount of £0.84m from Muslim Aid USA & Sweden.
## **3 - CHARITABLE ACTIVITIES**
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TOTAL TOTAL
UNRESTRICTED FUND RESTRICTED FUND
2024 2023
£ £
£ £
Charity Water - 402,232 402,232 388,975
Start Network - 581,986 581,986 403,254
United Methodist Committee on Relief - 176,541 176,541 353,773
* Muslim Aid USA - 1,328,086 1,328,086 699,923
* Muslim Aid Sweden - 593,026 593,026 142,453
Other institutional grants - 228,021 228,021 227,181
Gifts in Kind (Institutional) - 638,289 638,289 1,222,374
Institutional grants at field offices - 3,134,892 3,134,892 2,197,478
Indirect cost recovery 222,774 - 222,774 129,344
Total charitable activities 222,774 7,083,074 7,305,848 5,764,756
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DIRECT STAFF SUPPORT TOTAL TOTAL
COSTS COSTS COSTS 2024 COSTS 2023 COSTS
£ £ £ £ £
Raising funds 2,392,000 849,259 185,381 3,426,639 2,305,977
Charitable activities
Humanitarian/ emergency response 8,401,031 1,684,858 582,629 10,668,517 8,852,274
Education 1,470,494 530,385 90,737 2,091,616 1,981,648
Healthcare 1,987,901 339,180 11,758 2,338,839 3,408,217
Livelihood 1,350,893 160,675 19,680 1,531,248 1,985,407
Housing 35,334 14,991 2,679 53,004 -
Total charitable activities 13,245,652 2,730,089 707,483 16,683,224 16,227,546
Total expenditure 15,637,652 3,579,348 892,863 20,109,864 18,533,523
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* 2024 income from Muslim Aid USA & Sweden classified as institutional charitable income.
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**Notes to the Financial Statements**
## **6 - SUPPORT COSTS**
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2024 £ 2023 £
Office costs 322,475 344,660
Finance and IT 98,793 86,431
HR, recruitment and training costs 330,679 165,607
Governance costs (Note 7) 140,915 134,558
Total Support Costs 892,863 731,257
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## **7 - GOVERNANCE COSTS**
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2024 £ 2023 £
Audit Fees - Sayer Vincent (including VAT) 68,760 77,517
Legal fees 55,187 37,035
Trustees expenses 4,723 -
Internal audit 12,245 20,006
Total Governance Costs 140,915 134,558
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## **8 - STAFF COST AND NUMBER OF EMPLOYEES**
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2024 2023
Average number of employees during the year were: Number Number
Fundraising 17 10
Information public affairs 1 5
International programmes 170 176
Management & finance 35 38
Corporate services 93 159
Internal audit 2 1
Total staff numbers 318 389
Average number of country office employees included above 269 352
Employment costs 2024 £ 2023 £
Gross pay 3,259,902 2,546,049
Employer’s national insurance 285,218 283,745
Pension costs 34,228 24,107
Total employment costs 3,579,348 2,853,901
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Staff costs includes the cost of 46 casual employees (2023: 9) who are employed during the months of Ramadan and Qurbani
No member of the Board received any remuneration for their work as Trustees (2024: nil).
During the year 4 trustees received reimbursement for travel and subsistence costs for a total of £4,723 (2023: £nil).
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The following number of employees received employee benefits (excluding employer 2024 2023
pension costs and employer's national insurance) NUMBER NUMBER
£60,001 - £70,000 3 2
£70,001 - £80,000 2 1
£80,001-£90,000 1 0
6 3
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Total remuneration for senior employees was 2024: £439,123 (2023: £392,615). Employers NI was 2024: £52,779 (2023: £46,551) and employer pension costs were £9,977 (2023: £7,913).
Senior employees are considered to be key management personnel and refers to the CEO, Head of Finance, Head of International Programmes, Head of Legal & compliance, Head of Strategy, Head of People, Culture and Services, and Head of Income Generation & Marketing.
During the year there were no redundancy and termination payments in 2024 (2023: nil)
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**Notes to the Financial Statements**
## **9 - INTANGIBLE FIXED ASSETS**
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COMPUTER
SOFTWARE
Cost
At 1st January 2024 78,405
Additions 55,708
-
Disposals
As at 31st December 2024 134,112
Amortisation
At 1st January 2024 72,934
Charge for the year 5,973
-
Disposals
As at 31st December 2024 78,907
Net book values
At 31st December 2024 55,205
At 31st December 2023 5,471
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## **10 - TANGIBLE FIXED ASSETS**
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FREEHOLD &
COMPUTERS FIXTURES OFFICE
LEASEHOLD VEHICLES TOTAL
& SOFTWARE & FITTINGS EQUIPMENT
BUILDINGS
Cost
At 1st January 2024 1,562,672 357,778 157,862 514,036 254,633 2,846,979
Additions - 85,795 5,263 19,349 6,578 116,985
-
Disposals (3,291) (9,986) (18,231) (15,552) (47,060)
Revaluation to
(54,253) (3,301) (4,448) (27,380) 34,461 (54,921)
Closing rates
As at 31st December 2024 1,508,419 436,980 148,692 487,773 280,120 2,861,983
Depreciation
At 1st January 2024
531,540 258,596 91,325 370,589 198,697 1,450,747
Charge for the year 25,309 53,427 10,310 13,448 51,578 154,072
-
Disposals (2,734) (8,138) (17,552) (30,587) (59,012)
Revaluation to closing rates (18,975) (2,220) (2,761) 155 (42,055) (65,856)
As at 31st December 2024 537,874 307,069 90,736 366,640 177,633 1,479,953
Net book values
At 31st December 2024 970,545 129,911 57,956 121,133 102,487 1,382,033
At 31st December 2023 1,031,132 99,182 66,537 143,447 55,936 1,396,233
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All of the above assets are used for charitable purposes
## 10a - Inventories
Inventories consist mainly of undistributed emergency foods and medicines which are stored in warehouses across our field offices.
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**Notes to the Financial Statements**
## **11 - DEBTORS**
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2024 £ 2023 £
Receivables from institutions - 4,833
Gift Aid 403,018 455,056
Prepayments and accrued income 1,804,702 1,979,879
Total debtors 2,207,720 2,439,768
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## **13 - PROVISIONS**
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2024 £ 2023 £
Balance at the beginning of the period 1,144,274 1,444,274
Decrease in the provision in the year (678,130) (300,000)
Total provisions 466,144 1,144,274
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United Nation Office for Coordinaton of Humanitarian Affairs (UNOCHA) Provisions at year end relate to potential legal claims in relation to historic programme construction works. We are anticipating this to be finally settled in 2025.
## **12 - CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
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2024 £ 2023 £
Programme creditors 699,377 1,079,427
Trade creditors 534,980 285,161
Taxation and social security 58,897 46,732
Accruals 64,244 31,651
Deferred income 82,382 119,759
Total creditors 1,439,880 1,562,730
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**Notes to the Financial Statements**
## **14 - STATEMENT OF FUNDS (2024)**
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BALANCE AT GAINS / BALANCE AT
INCOME EXPENDITURE TRANSFERS
1ST JANUARY (LOSSES) 31ST DECEMBER
£ £ £
2024 £ £ 2024 £
Restricted:
UK institutional grants
ECHO
(Humanitarian/ 12,285 - - - - 12,285
Emergency
Response)
UNOCHA (70,252) - - - - (70,252)
Start network 9,006 581,986 582,617 - - 8,375
United Methodist
Committee on 87,468 176,541 227,164 - - 36,845
Relief
Charity water 31,725 402,232 338,211 - - 95,746
Muslim Aid USA 136,277 1,328,086 1,054,413 409,949
Muslim Aid
34,079 593,026 195,816 431,289
Sweden
Other institutional 133,765 228,021 258,434 - - 103,352
funds
Field offces 1,234,871 5,107,774 4,835,881 (236,981) - 1,269,782
Muslim Aid: 261,071 5,298,043 5,005,316 - - 553,797
emergency funds
Muslim Aid: other funds
Development fund 459,738 2,808,106 459,301 - (647,381) 2,161,161
Zakat fund (995) 1,869,396 1,877,985 - - (9,584)
Religious fund 154,234 626,997 922,298 - 141,068 0
Childcare and (4,333) 1,102,337 1,604,316 - 506,313 0
sponsorship fund
Total restricted
funds 2,478,935 20,122,546 17,361,754 (236,981) 0 5,002,746
Endowment fund - 68,884 - - - 68,884
Unrestricted fund:
Fixed asset fund 1,401,704 - 35,534 - - 1,437,238
General fund 5,867,161 3,604,917 2,783,644 - - 6,688,433
Total unrestricted 7,268,866 3,604,917 2,748,110 - - 8,125,672
funds
Total funds 9,747,801 23,796,347 20,109,864 (236,981) 0 13,197,302
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## **STATEMENT OF FUNDS (2023)**
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BALANCE AT GAINS / BALANCE AT
INCOME EXPENDITURE TRANSFERS
1ST JANUARY (LOSSES) 31ST DECEMBER
£ £ £
2023 £ £ 2023 £
Restricted:
UK institutional grants
ECHO
(Humanitarian/ 12,285 - - - - 12,285
Emergency
Response)
UNOCHA (70,252) - - - - (70,252)
Start network 2,243 403,254 396,491 - - 9,006
United Methodist
Committee on 141,084 353,773 407,389 - - 87,468
Relief
Charity Water - 388,975 357,250 - - 31,725
Other institutional 638,787 1,069,557 1,404,224 - - 304,120
funds
Field offces 1,731,338 4,700,490 4,864,666 (332,292) - 1,234,871
Muslim Aid: (669,736) 3,343,667 2,964,431 - 551,571 261,071
emergency funds
Muslim Aid: other funds
Development fund 422,340 2,191,910 1,095,220 - (1,059,293) 459,738
Zakat 315,038 2,309,610 2,625,643 - - (995)
Religious funds 132,616 670,628 649,011 - - 154,234
Childcare and
sponsorship funds 55,123 884,470 1,451,648 - 507,722 (4,333)
Total restricted funds 2,710,866 16,316,334 16,215,973 (332,292) - 2,478,935
Unrestricted fund:
Fixed asset fund 1,550,508 - 148,803 - - 1,401,704
General fund 3,179,703 4,856,205 2,168,746 - - 5,867,161
Total unrestricted 4,730,209 4,856,205 2,317,550 - - 7,268,866
funds
Total funds 7,441,075 21,172,539 18,533,523 (332,292) - 9,747,801
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(i) The fixed asset fund represents the net book value of tangible fixed assets that were originally funded out of unrestricted funds. Fixed assets are acquired out of general funds and the transfer from the fixed asset fund represents the difference between additions and charge for the year.
(ii) General fund represents the amount that trustees are free to use in accordance with Muslim Aid's charitable objectives.
(iii) Development fund transfer of £647,381 is due to an internal allocation between various funds based on a needs assessment.
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**Notes to the Financial Statements**
## **15 - ANALYSIS OF NET ASSETS BETWEEN FUNDS**
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2024 2023
2024 2024 2024 2023 2023 2023
ENDOWMENT ENDOWMENT
UNRESTRICTED RESTRICTED TOTAL UNRESTRICTED RESTRICTED TOTAL
FUND FUND
£ £ £ £ £ £
£ £
Fixed Assets 1,437,238 - - 1,437,238 1,401,704 - - 1,401,704
Net Current Assets 6,688,435 5,468,890 - 12,157,326 5,867,159 3,623,209 - 9,490,372
Endowment Fund - - 68,884 68,884 - - - -
Provisions - (466,144) - (466,144) - (1,144,274) - (1,144,274)
8,125,674 5,002,746 68,884 13,197,302 7,268,864 2,478,935 - 9,747,801
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## **16 - TAXATION**
Muslim Aid is a registered charity and is not therefore liable to income or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.
VAT is irrecoverable and has been charged to its associated expenditure.
## **17 - PARTNERS**
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2024 £ 2023 £
Amal Organization for Relief and Development 141,567 144,121
Ard El Insan Palestinian Association 219,936 166,705
Palestinian Association for Education and Environment 243,409 -
Elaf for Relief and Development (ELAF RD) 152,058 196,134
Sheikh Tahir Alzawi Charity Organization 181,746 495,651
Islamic Dawah Training Centre 131,176 160,594
MFFT PTE. LTD. 137,245 272,214
Muslim Aid Association 260,722 256,386
Yemen Aid 103,302 -
Organization for Research and Community Development 370,072 268,369
Tamer Institute for Community Education 129,545 273,738
AISHA Association for Woman and Child Protection 160,590 -
Palestinian Al Nakheel Association for Progress and Development 215,260 138,933
Global Empowerment Mission Inc 180,103 -
Turkish Red Crescent Society 198,997 -
Takaful Al Sham 102,635 211,741
Yemen Family Care Association 621,037 498,013
YKMI ( Yayasan Kemanusiaan Madani Indonesia 229,167 141,222
Partners below < £100k 862,877 809,922
Total 4,641,445 4,033,742
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The payments to partners in the year in delivering our charitable activities. Those partners receiving total grants less than £100,000 in the year have been aggregated.
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**Notes to the Financial Statements**
## **18 - SUBSIDIARIES EXCLUDED FROM CONSOLIDATION**
Muslim Aid controlled the operations of the following subsidiary entity which is excluded from consolidation on the grounds of being not material in the context of the overall financial statements.
## **20 - COMPARATIVE SOFA**
## **MUSLIM AID CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31ST DECEMBER 2023**
## MA (Micro credit) Guarantee Limited - Sri Lanka
Muslim Aid's Sri Lanka office previously controlled the operations and activities of Muslim Aid (Micro Credit) Guarantee Limited, which manages the microcredit operation in Sri Lanka on behalf of Muslim Aid. Results excluded from consolidation are as follows:
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2024 £ 2023 £
Assets 57,623 60,804
Liabilities (150,785) (139,383)
Net assets (93,163) (78,580)
Income 9,414 16,119
Expenditure (14,777) (21,067)
Deficit/surplus (5,363) (4,948)
**----- End of picture text -----**
## **19 - RELATED PARTIES**
**----- Start of picture text -----**
UNRESTRICTED RESTRICTED TOTAL
NOTES
FUNDS £ FUNDS £ 2023 £
Income from:
Donations and Legacies 2 4,527,045 12,745,673 17,272,718
Charitable Activities 3 129,344 3,570,661 3,700,005
Investment Income 4 199,816 - 199,816
TOTAL INCOME 4,856,205 16,316,334 21,172,539
Expenditure on:
Raising Funds 5 1,043,662 1,262,315 2,305,977
Charitable Activities 5 1,273,888 14,953,658 16,227,546
TOTAL EXPENDITURE 2,317,550 16,215,973 18,533,523
Net Income / (Expenditure) 2,538,655 100,361 2,639,016
-
Exchange surplus / (loss) (332,292) (332,292)
Transfer of Funds - - -
Net movement in funds 2,538,655 (231,931) 2,306,725
Funds at 31st December as previously stated 4,730,211 2,710,866 7,441,077
Total funds at 31st December 2023 7,268,866 2,478,935 9,747,801
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A number of Muslim Aid key management personnel were either Trustees or Employees of other Charities who have received donations or payments for provision of services.
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KEY MANAGEMENT PERSONNEL/ PAYMENT TO/ 2024 2023
RELATIONSHIP TO MA RELATIONSHIP EXPENDITURE £ EXPENDITURE £
Abul Kalam
Hounslow Muslim Centre
Director of Income Generation 7,000 7,500
Trustee
& Marketing
Total 7,000 7,500
**----- End of picture text -----**
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**Notes to the Financial Statements**
## **21 - COMPARATIVE - 2023 NOTES**
2 - Donations and Legacies
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UNRESTRICTED RESTRICTED TOTAL
£ £ 2023 £
Donations received in the UK 2,702,443 9,400,284 12,102,727
Donations received at the Field Offices - 1,280,638 1,280,638
Gift Aid 1,824,602 - 1,824,602
Total Donations and Legacies 4,527,045 10,680,922 15,207,967
**----- End of picture text -----**
## 3 - Charitable Activities
**----- Start of picture text -----**
UNRESTRICTED RESTRICTED TOTAL
£ £ 2023 £
Charity Water - 388,975 388,975
- - -
European Commission Humanitarian Organisation
Start Network - 403,254 403,254
United Methodist Committee on Relief - 353,773 353,773
Muslim Aid USA - 699,923 699,923
Muslim Aid Sweden - 142,453 142,453
Other Institutional Grants - 227,181 227,181
Gifts in Kind (Institutional) - 1,222,374 1,222,374
Institutional Grants at Field Offices - 2,197,478 2,197,478
Indirect Cost Recovery 129,344 - 129,344
Total Charitable Activities 129,344 5,635,412 5,764,756
**----- End of picture text -----**
## Charity number (CIO) 1176462
## **BOARD MEMBERSHIP**
Mustafa Faruqi Faria Ali Mohammed Abdul Aziz Tohel Ahmed
Chair (HR portfolio trustee)
Vice Chair (Legal portfolio trustee)
Deputy Vice Chair
Trustee (Community relations portfolio trustee) Appointed 12 February 2024
Raihan Alfaradhi
Trustee (Strategy, fundraising and marketing portfolio trustee) Appointed 12 February 2024
Trustee (Communications portfolio trustee) Appointed 12 February 2024
Tabetha Bhatti
Trustee (Safeguarding portfolio trustee)
Zaza Johnson ElSheikh Trustee (Safeguarding portfolio trustee) Sara Pantuliano Trustee Saima Raza Trustee - Resigned 1 April 2024 Andleen Razzaq Trustee (Joint programmes portfolio trustee) Amjad Saleem Trustee (Joint programmes portfolio trustee) David Skade Trustee (Treasurer) Appointed 12 February 2024
## **SUB-COMMITTEE MEMBERSHIP**
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NOMINATIONS COMMITTEE TITLE COMMITTEE ROLE
Faria Ali Vice Chair Chair
Mohammed Abdul Aziz Deputy Vice Chair Trustee
Mustafa Faruqi Chair Trustee
PROGRAMMES COMMITTEE TITLE COMMITTEE ROLE
Amjad Mohamed Saleem Trustee Trustee and co-chair
Andleen Razzaq Trustee Trustee and co-chair
Mohammed Abdul Aziz Deputy Vice Chair Trustee
Abu Akeem Director of International Programmes Director of Department
Khalid Javid Chief Executive Officer Chief Executive Officer
**----- End of picture text -----**
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**Legal & Administrative Information**
## **SUB-COMMITTEE MEMBERSHIP**
||**FINANCE, AUDIT AND**
**RISK COMMITTEE**|TITLE|COMMITTEE ROLE
Chair
Trustee
Trustee
Director of Department
Consultant
Chief Executive Offcer
COMMITTEE ROLE
Chair
Trustee
Director of Department
Chief Executive Offcer
Trustee
COMMITTEE ROLE
Chair
Trustee
Trustee
Vice Chair
Trustee
Trustee
Chief Executive Offcer
Director of Department|
|---|---|---|---|
||David Skade
Raihan Alfaradhi
Mustafa Faruqi
Razib Hassan
Jay Hussain
Khalid Javid|Trustee
Trustee
Chair
Director of Finance and Procurement
Interim Head of Internal Audit
Chief Executive Offcer||
||**PEOPLE AND CULTURE**
**COMMITTEE**|TITLE||
||Mustafa Faruqi
Tohel Ahmed
Zakya Hussain
Khalid Javid
Zaza Johnson Elsheikh|Chair
Trustee
Director of People & Culture & Services
Chief Executive Offcer
Trustee||
|||||
|||||
||**INCOME GENERATION AND**
**MARKETING COMMITTEE**|TITLE||
||Mohammed Abdul Aziz
Raihan Alfaradhi
Tohel Ahmed
Faria Ali
Tabetha Bhatti
Mustafa Faruqi
Khalid Javid
Abul Kalam|Deputy Vice Chair
Trustee
Trustee
Vice Chair
Trustee
Chair
Chief Executive Offcer
Director of Income Generation
& Marketing||
|||||
|||||
## **REGISTERED OFFICE**
## **BANKERS**
## **INTERNAL AUDITORS**
Lloyds Bank plc AlRayan Bank
Intisaa Associates Ltd. 97 Lichfield Street, Tamworth, B79 7QF
PO Box 3 London E1 1WP
## **PRINCIPAL OFFICE**
## **SOLICITORS**
## **AUDITORS**
4th Floor LMC Business Wing 38 – 44 Whitechapel Road London E1 1JX
Simons Muirhead & Burton LLP 87-89 Newman Street London W1T 3EY
Sayer Vincent LLP Statutory Auditor 110 Golden Lane, London, EC1Y 0TG
98 Muslim Aid Annual Report 2024
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“Allah, the Exalted, said, ‘Spend, (in charity) O son of Adam, and I shall spend on you.‘” _(Al-Bukhari and Muslim)_
4th Floor, LMC Business Wing 38 – 44 Whitechapel Road, London, E1 1JX 0207 377 4200
muslimaid.org
00 Muslim Aid Annual Report 2024