Annual report

172
Annual Report 
2022

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accountable culture, including the development 
of Risk Management, the improvement of IFRC 
Business Continuity Planning, use COVID-19 
learning to create tools such as the Pandemics 
and Global Crises Playbook to improve leader-
ship decision making, among others.
The IFRC’s 
Digital Transformation
continued 
apace in 2022. Additional National Societies 
underwent digital maturity assessments during 
this period, bringing the cumulative total to 45.
These assessments also guided a number of 
National Societies to apply for digital transfor-
mation support from the Capacity Building Fund, 
enabling them to adopt digital services, including 
solutions to digitally engage with people.
Multiple National Societies were supported 
to improve their IT infrastructure, setting up 
cloud-based Microsoft 365 systems, or with 
technology solutions to strengthen their human-
itarian services such as the implementation of 
the RedRose cash management system for the 
Afghan Red Crescent Society.
The IFRC’s Data Playbook was enthusiastically 
received by National Society staff and volunteers 
eager to improve their data and digital skills, as 
illustrated by more than 4,100 downloads from 
141 countries since its launch early in 2022. The 
Playbook contains more than 120 activities to 
help National Societies on their data journeys 
and was created from the crowd-sourced 
contributions of 200 data and digital staff and 
volunteers from IFRC and National Societies.
The e-Learning course titled “Introduction to 
Data and Digital Literacy” was used by more than 
6,000 individuals from 121 countries.
Furthermore, the IFRC implemented various 
measures against cyber threats and dissem-
inated periodic information on information 
security to staff.
The global technology component for the