> ## Content Index > Fetch the complete content index at: https://wusul.io/llms.txt > Use this file to discover other available public pages before exploring further. # KPMG Muslim Network UK Sudan Fundraiser: When The Workplace Becomes a Community of Giving - URL: https://wusul.io/insights/kpmg-muslim-network-uk-sudan-fundraiser-when-the-workplace-becomes-a-community-of-giving/ - Published: 2026-11-09T17:01:00.000Z - Updated: 2026-11-10T14:45:18.000Z - Author: Yomna El-Saeed - Tags: Case Studies Listen12 min · British voice The KPMG Muslim Network partnered with Islamic Relief Sudan to raise funds for food packs, medical aid, clean water, and shelter. Fundraising for Sudan through the KPMG Muslim Network demonstrates how employee networks represent an effective channel for modern philanthropic engagement. This fundraising appeal does not begin in a mosque, on a charity's website, or through a glossy campaign video. Instead, it appears on a[ JustGiving ](https://www.justgiving.com/page/kpmg-muslim-network-uk-fundraiser-sudan?ref=wusul.io)page created by a KPMG UK employee named Rayan under the banner of the firm's Muslim Network. The challenge, *Snowdon 2026*, is simple enough: climb a mountain to raise money for Sudan. Yet behind that straightforward fundraising page lies a model of philanthropy that deserves far greater attention. As many charities compete for visibility in an increasingly crowded digital landscape, the KPMG Muslim Network UK demonstrates something often overlooked: some of the most effective fundraising does not begin with charities themselves. It begins within trusted communities. ![Campaign's banner on JustGiving](https://wusul.io/content/images/2026/11/a99e5a87-2c6a-48c9-abc5-93fa430ce3d3.jpg) Campaign's banner on JustGiving For [Islamic charities](https://wusul.io/islamic-charity-index/) seeking to engage Muslim professionals, employee networks may represent one of the most underutilized channels in modern fundraising. ## Employee networks as philanthropic infrastructure The KPMG Muslim Network is not a charity. It is a staff network; one of many that exist within large corporations to support diversity, inclusion, and community. But within that structure, it has built a sophisticated fundraising operation. The network's 2026 Ramadan Charity Campaign partnered with Islamic Relief to raise funds for Sudan. The JustGiving page created by Rayan for the Snowdon 2026 challenge raised £1,999.57, plus £436.50 in Gift Aid. The campaign page is explicit about where the money goes: food packs, medical aid, clean water, shelter, and more. It offers specific donation tiers: £75 for a cash grant to a family, £100 for emergency shelter, £180 for two families' emergency food packs for a month. ![KPMG Muslim Network UK Sudan Fundraiser](https://wusul.io/content/images/2026/11/KPMG-Muslim-Network-UK-Sudan-Fundraiser---Design-6-1600x900.png) Crucially, the page states: "All donations are Zakat eligible." This is not incidental. It is the key that unlocks a specific kind of giving. For Muslim employees at KPMG, the workplace network becomes a trusted intermediary through which they can fulfil their Zakat obligation. The trust that the network has built internally (through years of Ramadan challenges, iftar events, and community building) is transferred to the fundraising campaign. ## The trust chain: from the office to the ground The KPMG Muslim Network did not simply pick a charity at random. The campaign page explains the choice: "Islamic Relief have been on the ground in Sudan since 1984, with continuous operations on the ground for over four decades. This is a trusted and indispensable charity in Sudan that has consistently made a tangible difference to the lives of the Sudanese people." The page then provides concrete evidence of that impact: food assistance for 996,000 people, clean water for 26,000 people, healthcare for 53,000 people, and shelter for 3,400 families since the crisis escalated. This is a trust chain with three links. The employee trusts the KPMG Muslim Network. The network trusts Islamic Relief. Islamic Relief has a four-decade track record in Sudan. Each link reinforces the next. The donor does not need to research the charity independently. The network has done that work. The campaign also uses the language of religious obligation to frame the ask. It quotes the Prophet Muhammad (PBUH): "Whoever relieves a Muslim of a hardship, Allah will relieve him of a hardship from the hardships of the Hereafter" (Muslim). It concludes: "Allah promises mercy to those that show mercy." This is not marketing. It is a reminder. The network assumes its audience understands the framework. It does not need to explain why giving matters. It only needs to provide the opportunity. ![KPMG Muslim Network UK Sudan Fundraiser](https://wusul.io/content/images/2026/11/KPMG-Muslim-Network-UK-Sudan-Fundraiser---Design-4-1600x1000-1.png) ## The broader context of the Islamic Relief Sudan crisis The KPMG campaign is a response to a humanitarian catastrophe that has largely fallen out of Western headlines. Sudan is facing what the United Nations has described as the world's largest displacement crisis. The conflict, which escalated in April 2023, has displaced an estimated 15 million people, 53% of whom are children. More than 30 million people need aid. 24.6 million are facing severe food shortages. Islamic Relief's work in Sudan is not new. The organization has been operating in the country since 1984, when it responded to the famine that also inspired its founding in Birmingham. This is not a short-term intervention. It is a forty-year relationship. The KPMG campaign does not try to explain the complexities of the conflict. It does not offer a political analysis. It does not attempt to assign blame. It does something simpler and more effective: it tells donors what their money can do, and it tells them why the organization delivering it can be trusted. ## The critique: what the campaign does not do The campaign is highly effective within its intended scope, but it also reveals opportunities for growth. **It relies on the network's existing trust.** The campaign works because the KPMG Muslim Network has spent years building relationships within the firm. It runs Ramadan fasting challenges, hosts iftar events, and creates spaces for Muslim employees and allies to connect. The fundraising is an extension of that community-building, not a substitute for it. A charity seeking to replicate this model cannot simply create a JustGiving page. It must invest in the relationships that make the page credible. **The digital presence is functional but limited.** The JustGiving page is clear, the donation tiers are specific, and the impact statistics are compelling. But there is no follow-up journey described; no indication of how donors will be stewarded after the campaign, no way to track the journey of a donation from the Snowdon challenge to a family in Sudan. The campaign is transactional, even if it is embedded in a relational network. **The scale is modest.** The Snowdon 2026 page raised just under £2,000\. Every pound matters, but employee networks complement rather than replace large-scale institutional fundraising. Their value lies in reaching a specific audience through trusted relationships; an audience larger campaigns may struggle to engage. **The campaign does not leverage the firm's full platform.** KPMG is a global professional services firm with significant resources. The Muslim Network's campaign is an employee-led initiative. There is no evidence that the firm itself is matching donations, amplifying the campaign through its corporate channels, or using its institutional weight to increase impact. This is a missed opportunity. The most effective corporate-charity partnerships combine employee energy with institutional commitment. ## Lessons for Islamic charities **1\. Trust is built in unexpected places.** The KPMG Muslim Network is not a mosque or a charity. It is a workplace community. But it is a trusted node within a professional diaspora. Islamic charities seeking to reach donors should ask: who are the trusted intermediaries in professional spaces? How can we partner with them, rather than trying to reach their members directly? **2\. Zakat eligibility is a door-opener.** The campaign's explicit statement that "all donations are zakat eligible" is not a legal footnote. It is the key that unlocks a specific kind of giving. For Muslim professionals, the workplace network becomes the vehicle through which they fulfil a religious obligation. Charities that can demonstrate Shariah compliance open doors that others cannot. ![KPMG Muslim Network UK Sudan Fundraiser](https://wusul.io/content/images/2026/11/KPMG-Muslim-Network-UK-Sudan-Fundraiser---Design-3-1600x900.png) **3\. Specificity builds confidence.** £75 for a cash grant. £100 for emergency shelter. £180 for two families' food for a month . The donor knows exactly what their money does. This is not just good marketing. It is a form of respect. **4\. The trust chain must be visible.** The campaign explains why it chose Islamic Relief: forty years in Sudan, continuous operations, a track record of delivery . It does not assume the donor knows. It makes the case. Charities seeking to partner with community networks should provide the evidence that those networks need to vouch for them. **5\. Employee networks are a gateway, not a destination.** The KPMG Muslim Network reaches a specific audience: Muslim professionals at a major firm. That is valuable. But it is not a substitute for broader engagement. The most effective charities will use employee networks as one channel among many, building relationships that extend beyond the workplace. ## Beyond the numbers The KPMG Muslim Network's Sudan fundraiser is a small campaign. It raised just under £2,000\. It was run by employees, not professional fundraisers. It does not have the scale or the sophistication of a national appeal. But it has something that many larger campaigns lack: a community that trusts it, a cause that matters, and a clear, specific ask that respects the donor's intelligence and faith. ![KPMG Muslim Network UK Sudan Fundraiser](https://wusul.io/content/images/2026/11/KPMG-Muslim-Network-UK-Sudan-Fundraiser---Design-2-1600x1000.png) For organizations serving Muslim communities, the lesson is not about copying the KPMG model. It is about recognizing that trust is built in many places; including the workplace. The office, the staff network, the JustGiving page created by a colleague: these are not peripheral to the work of [Islamic philanthropy](https://wusul.io/insights/ai-agents-in-islamic-philanthropy-a-new-frontier-for-nonprofits/). They are part of it. The KPMG Muslim Network is doing its part. The question for charities is whether they are building the relationships that make such campaigns possible. At Wusul, we believe that [cultural intelligence](https://wusul.io/insights/what-is-cultural-intelligence-cq-a-beginners-guide/) means understanding not just where Muslim donors give, but why and different ways of how. --- ### Related reading - [Qatar Charity Ramadan 2019 Case Study: Online Revenue Up 70%](https://wusul.io/insights/qatar-charity-ramadan-case-study/) - [London Central Mosque Rohingya Winter Appeal Puts Widows And Orphans First](https://wusul.io/insights/london-central-mosque-rohingya-winter-appeal-puts-widows-and-orphans-first/) - [Tasharuky Ramadan 2024 Case Study: 7 Charities, Donors in 39 Countries](https://wusul.io/insights/tasharuky-ramadan-case-study/)