Principal risks, assurance and fundraising standards
Heightened geopolitical instability, protracted conflicts and evolving regulatory environments present significant risks to our operations, our people, and the communities we serve.
The global context in which Islamic Relief Worldwide operates in 2025 is characterised by
heightened geopolitical instability, protracted and emerging conflicts, and rapidly evolving
regulatory environments. These factors, combined with the ongoing impacts of climate change,
economic volatility, and humanitarian crises, present significant risks to our operations, people,
and the communities we serve. Our assurance framework and risk management protocols are designed
to anticipate, monitor, and mitigate these risks at every level of the organisation.
Assurance framework
Our Board of Trustees is supported by a dedicated Audit and Finance Committee (AFC), which ensures
that Islamic Relief Worldwide has effective systems of internal control, compliance, safeguarding,
complaints management, and audit. Risk assessment and mitigation are embedded in our governance,
with risks regularly reviewed, reported, and addressed at the Board, divisional, and country office
levels. In 2025, we have further strengthened our risk mitigation measures, particularly in
response to the escalation of geopolitical risks, cyber threats, and fraud.
We also have an independent Internal Audit function, reporting to the AFC, which provides
professional oversight and assurance of adherence to risk management policies and procedures, and
ensures that effective mitigation actions are taken when needed.
Risk processes
Risk and assurance assessments are conducted periodically in every country office and functional
division, with strategic oversight by the senior executive and the Board of Trustees. Our risk
management solution is deployed across all offices, ensuring a consistent and coherent approach to
risk monitoring, reporting, and mitigation. Key processes include:
quarterly risk management reviews at executive and operational levels, with Internal Audit oversight
periodic review of strategic risks by the senior executive team
regular internal and external audits, including those mandated by institutional funders
reporting of all audit results to the AFC, which oversees implementation of recommendations
a dedicated team to enhance protocols for safeguarding, complaints, and whistleblowing
monthly financial reporting, reviewed by both the senior executive team and the AFC.
Significant risks
We have identified the following significant risks at an organisational level. The executive
monitors specific indicators relating to each risk and implements actions with oversight from
Internal Audit, the AFC, and the Board of Trustees.
Geopolitical instability and conflict
The escalation of conflict in areas such as Gaza, Sudan, and the Sahel – as well as the risk of spill-over into neighbouring territories – continues to disrupt humanitarian access, endanger staff, and threaten the safety of communities. The proliferation of sanctions regimes, border closures, and restrictions on humanitarian operations further complicate our ability to deliver aid.
Mitigation
Enhanced security protocols and crisis management plans for staff and partners in high-risk locations
Close monitoring of political developments and scenario planning for rapid response
Strengthened advocacy and engagement with governments, UN agencies, and international NGOs (INGOs) to secure humanitarian access and protection
Diversification of supply chains and local partnerships to maintain programme continuity.
Example: In 2025, our Gaza and Sudan teams implemented remote management and local partner-led delivery models to ensure continuity of life-saving assistance despite access restrictions.
Food insecurity
A significant risk to Islamic Relief’s operations — and to the fundraising that underpins them — remains the sharp increase in global food insecurity. Supply chain disruptions and living costs have been adversely affected by international economic stagnation, rising inflation, and the ongoing effects of conflict on the availability of food and fuel.
The impact on Islamic Relief’s operations includes:
rising costs of food items and logistics required to deliver food aid
increased demand for food and livelihoods support from affected communities, both in the Southern Hemisphere and in traditional fundraising countries, with a notable rise in the use of food banks in the UK
uncertainty over future project delivery, requiring either additional funds to meet the needs of affected communities or a reduction in the scope and reach of some programmes
uncertainty over the ability to maintain the strong income growth achieved in recent years, as donors face tightening disposable income.
Mitigation
Reviewing and adjusting the content and size of food packs for seasonal distributions, ensuring higher costs are factored in while optimising support for affected communities
Scaling up the use of multi-purpose cash transfers and voucher assistance to support vulnerable households in meeting their most urgent needs
Running advocacy and fundraising activities internationally and in the UK to raise awareness of global hunger and food insecurity, and to inspire positive action by policymakers, institutional donors, and individuals
An increased focus on, and resourcing for, domestic food security programmes to meet increased demand from affected communities in traditional fundraising countries, and to ease the hardships of donor communities.
Example: In 2025, a project delivered in Pakistan helped to mitigate food insecurity among flood-affected communities through multi-purpose cash assistance, targeting 34,125 individuals. The money enabled families to meet their immediate food needs.
Safeguarding
Islamic Relief continues to prioritise safeguarding by embedding it within all our programmes and activities, ensuring a safe environment for staff, partners, volunteers, and the communities we serve. In 2025, we built on the dedicated Establishing Community and Faith-Based Approaches to Safeguarding in Emergency Contexts project, which has resulted in a stronger safeguarding framework and improved practices.
Mitigation
Enhanced safeguarding infrastructure through robust complaints and feedback mechanisms, expanded reporting methodologies, and comprehensive staff training
Introducing Community Hope Action Teams (CHATs), comprising trusted community champions and faith leaders trained in safeguarding and protection
Ongoing knowledge sharing and creation of a legacy of safeguarding resources
Increased capacity for handling investigations, with bespoke training for staff and mentoring support to ensure adherence to best practices.
Example: In 2025, safeguarding focal points in Jordan, Bangladesh and Kenya actively promoted awareness of safeguarding and strengthened local reporting channels in their community-based programmes.
Cyber and information security
In alignment with our strategic digital transformation programme, we remain steadfast in our commitment to advancing cybersecurity measures. This initiative integrates cutting-edge technological solutions to bolster our financial systems, programme efficacy, fundraising capabilities, and, crucially, our cybersecurity infrastructure.
Mitigation
Enhanced data security frameworks, threat detection mechanisms, and incident response protocols
Identification and mitigation of potential security breaches, safeguarding sensitive organisational data
Meeting regulatory requirements and strengthening our compliance posture
Fostering innovation and maintaining a proactive approach to safeguarding our digital assets.
Example: In 2025, all staff were required to complete annual cybersecurity training, and our IT team conducted quarterly phishing simulations to test staff’s ability to identify and react appropriately to suspicious messages.
Governance
Good governance is crucial for fulfilling our mission in line with our values and the expectations of the communities we serve, as well as those of our staff, donors, and other stakeholders. We operate in a complex and ever-changing international environment, necessitating high standards in global governance and the consistent implementation of progressive reforms.
Mitigation
Sustaining momentum in implementing and monitoring the effectiveness of our global governance model
Enacting complementary plans across all Islamic Relief offices to ensure the delivery of good governance
Enhancing governance by implementing additional reform recommendations from ongoing assessments and evaluations
Ensuring all member organisations complete governance training and adopt a compulsory governance framework and set of policies.
Example: The Humanitarian Academy for Development (HAD) – Islamic Relief’s learning arm – offers governance training to all Board members through the Governance Development Programme. In 2025, HAD delivered the programme in Malaysia and Sweden, also bringing together trustees from Pakistan, Australia, Mauritius and Indonesia.
Reputation
Given the fragile and turbulent international context in which we operate, managing threats to Islamic Relief Worldwide’s reputation is of utmost importance. We are committed to upholding our reputation and safeguarding our standing among stakeholders.
Mitigation
Diligently refuting false or misleading media reports and challenging media outlets to rectify or remove erroneous content
Prioritising open and accountable communication with key external stakeholders
Providing accurate information and necessary assurances regarding governance and reputational matters
Being transparent in addressing any concerns or false information that may affect our reputation.
Example: In 2025, our Media and External Relations Team responded to misinformation campaigns by publishing fact-based updates and engaging directly with media outlets to correct the record.
Fraud and corruption
Islamic Relief Worldwide acknowledges that the risk of fraud is a persistent challenge in the humanitarian sector. Fraudulent activity can undermine trust, divert essential resources from vulnerable people, and compromise the effectiveness of programme delivery.
Mitigation
Launch of an online portal to improve complaints accessibility, enabling internal and external stakeholders to report suspected fraudulent activity
Commitment to investigating credible concerns in line with the Core Humanitarian Standard (CHS), with appropriate actions taken against individuals found guilty of fraudulent behaviour
Ongoing process of identifying fraud risk across all offices to establish a comprehensive fraud risk assessment
Dedicated counter fraud working group to improve our approach to fraud prevention
New and improved counter fraud, bribery, and corruption training, launched in 2025 and a counter fraud investigations workshop to enhance the skills of our investigators.
Example: In 2025, the Counter Fraud Unit conducted in-person workshops in East Africa and the Middle East, resulting in increased staff awareness and reporting.
Financial resilience
Maintaining financial resilience is crucial for the sustainability of our organisation and our ability to deliver effective humanitarian aid programmes. We are aware of various risks that can impact our financial resilience, including:
These risks include:
regulatory and compliance risks: operating in a complex regulatory environment governed by various national and international laws, regulations, and sanctions regimes
funding risks: reliance on donations, grants, and funding from various sources, with any significant reduction or interruption potentially affecting our ability to carry out programmes and projects
foreign exchange and currency risks: exposure to foreign exchange risks due to operations in multiple countries
economic and financial market risks: the global economic environment, financial market conditions, and political events can impact our funding sources, investments, and overall financial stability.
Mitigation
Active monitoring of regulatory changes and compliance requirements
Maintaining diversified funding sources and strong relationships with international donors and partners
Implementing robust tracking and reporting mechanisms for funding streams
Assessing and managing exposure to foreign currencies through hedging strategies
Maintaining a robust financial planning and budgeting process, with adequate reserves and contingency plans
Actively monitoring economic and financial market developments and employing risk management strategies.
Example: In 2025, Islamic Relief maintained a strong reserves and liquidity position throughout the year. At 31 December 2025, total reserves amounted to £119.5 million.
Safeguarding cases in 2025
50safeguarding concerns formally recorded
21cases upheld following investigation
13dismissals of staff
During the 2025 reporting period, 50 safeguarding concerns were formally recorded across our
global operations. These cases reflected the diverse environments in which we work and included
seven child safeguarding cases, 20 community-related cases, and 23 staff-on-staff cases arising
from country offices. Child safeguarding cases involved concerns such as corporal punishment and a
case of attempted child abuse. Community-related cases included allegations of bullying,
harassment, and sexual exploitation and abuse (SEA). Staff-on-staff cases were predominantly
related to sexual harassment and inappropriate conduct in the workplace.
Of the total cases received, 21 were upheld following investigation, resulting in disciplinary
action in line with organisational policy. This included 13 dismissals of staff and other
corrective measures where appropriate, as well as action taken in relation to partner-associated
individuals when concerns were substantiated. A few cases remained open at year-end, reflecting
the time required to conduct thorough and fair investigations, particularly in complex or
high-risk operating contexts.
While the overall number of reported cases increased modestly compared to previous years, this is
assessed as a positive indicator of improved safeguarding awareness and greater confidence in
reporting mechanisms among staff and communities. Increased communication, training, and
leadership messaging throughout the year have contributed to a stronger reporting culture. As with
all safeguarding data, case numbers are carefully analysed alongside contextual factors,
recognising that higher reporting can reflect improved trust and transparency, rather than an
increase in underlying incidence.
Safeguarding concerns recorded in 2025, by type
Type of case
Number
Child safeguarding
7
Community-related
20
Staff-on-staff (country offices)
23
Total recorded
50
Fundraising
Fundraising structure
Islamic Relief Worldwide raises funds internationally through online platforms and through our
Global Family Development Division. This division helps to establish and grow new member offices
in countries where Islamic Relief does not have an office. It also works to strengthen links with
institutional donors around the world. In the UK, we engage donors and fundraise through our
strategic business unit, Islamic Relief UK. The overall UK fundraising objectives are agreed with
the Board of Trustees and disseminated to Islamic Relief UK. The Board and Islamic Relief UK then
plan accordingly, setting key performance indicators for their teams and delivering in accordance
with the Fundraising Regulator’s Code of Fundraising, to which the charity adheres. Management
regularly monitors the performance of the fundraising teams, and reports are issued to the Board
periodically.
Fundraising approaches
The charity adheres to all relevant statutory regulations including the Data Protection Act 2018
and the Charities Act 2011. We are registered with the Fundraising Regulator and strive for best
practice in fundraising by adhering to the Code of Fundraising Practice and are committed to its
Fundraising Promise. Islamic Relief is also a member of the Institute of Fundraising. Our
fundraising uses several different approaches, which include the following:
Major-donor giving
Corporate giving
Community fundraising
Digital peer-to-peer fundraising
Charity shops
Sponsored challenges
Live TV appeals
Live radio appeals
Volunteer activities
Direct mail
Social media fundraising
Influencer fundraising
Digital fundraising
Most of our activities are carried out by our own staff and volunteers. Islamic Relief Worldwide
occasionally engages third-party organisations to fundraise on our behalf, subject to contractual
agreements and requirements to meet the same standards observed by Islamic Relief Worldwide in our
fundraising practices.
Volunteers
The commitment and passion of our network of volunteers continues to contribute greatly to the
success of Islamic Relief Worldwide. These dedicated volunteers have been instrumental in
supporting every aspect of our operations: across our shops, administration, fundraising and
campaigning activities. Our active management of volunteers enables us to deploy them in the most
effective way and enhances their experience.
In 2025, 3,000 volunteers gave their time across 2,500 activities. These included events,
challenges, masjid engagements and some online funding efforts. The main volunteer-heavy
activities were Charity Week and The Cake Campaign.
Volunteer engagements by region, 2025
Region
Engagements
London/South
189
East Midlands
104
West Midlands
129
North East
30
North West
55
Scotland
82
Some of our volunteers undertake a two-year CampaignIR advocacy and training programme designed to
empower young people with the skills and knowledge to create meaningful change on issues such as
Gaza and the climate crisis. The programme involves workshop delivery, coordination of activities
and events, and participating in Gaza and climate-related mass lobby days in the UK Parliament.
CampaignIR 2024/5 participants volunteered a minimum of 63 hours, with some participating in
campaign activities outside of the formal programme. The 2025/6 cohort is still underway, with
volunteers having spent approximately 21 hours with Islamic Relief by 2025’s end.
Charity Week
A student volunteer-led campaign, Charity Week engaged more than 900 volunteers across the globe
and saw 101 UK educational institutions take part in the event. The project was run by 134 core
volunteers who worked closely with our fundraising team. They received formal training and support
to deliver an effective campaign which raised a total of £533,734.68. Globally, the effort raised
over £2.5 million.
Code of Fundraising Practice
In 2025, we continued working on developing policies including our Donor Care Policy. We also
continued to integrate the Code of Fundraising into our existing policies and procedures by
documenting the complaints process, which is returned to the Fundraising Regulator annually. Our
UK division manages and conducts fundraising on behalf of Islamic Relief Worldwide in the UK and
the Global Family Division conducts fundraising internationally. We recruit fundraisers through a
formal recruitment process. As members of staff, they are required to abide by the Code of
Fundraising Practice. Monitoring the conduct of our fundraisers includes regular one-to-one
meetings with their line managers.
Protecting vulnerable people
Islamic Relief Worldwide abides by the Fundraising Regulator’s Code of Fundraising Practice and
ensures our colleagues and volunteers are fully briefed about the protection of vulnerable people.
We brief staff and volunteers about best practice before they undertake any fundraising, making
them aware of the need to identify, respect, support and protect vulnerable people. Our Supporter
Relations Team have undertaken vulnerable persons training run by leading charity Samaritans. If
the team are made aware of a vulnerable person who needs to be removed from a mailing list, they
do so right away. Refunds are available on request where donations are found to have impacted a
vulnerable person.
Complaints handling
We pride ourselves in having an open-door policy, providing stakeholders with transparency and an
opportunity to give us feedback on their experience. However, there may be times when we do not
meet the high standards we set ourselves. For such instances, we have a Fundraising
Regulator-approved Complaints Policy in place. We try to make it easy for concerns and complaints
to be raised via our website, where our Complaints Policy can be found. Complaints are captured
centrally, dealt with in accordance with the process laid out in the policy and reported to the
Fundraising Regulator through the annual return. In 2025 we received 597 complaints, each of which
was handled in accordance with our complaints policy. Our supporter relations team processes and
resolves complaints in line with our Complaints Policy. We also submit an annual complaints return
to the Fundraising Regulator.
Auditors
A resolution to reappoint Grant Thornton UK LLP as auditors will be put to the members at the
Annual General Meeting.
Qualifying third party indemnity provisions
Trustees’ indemnity insurance, indemnifying each trustee against liability to third parties, has
been in place throughout the year ended 31 December 2025 and up to the date of approval of this
report.
