ANNUAL REPORT AND 2024– ACCOUNTS 2025
CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **3** Annual Report and Accounts 2024–25
**2**
## Contents
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CARE project participants
in Sierra Leone at a special
International Women’s Day
Project in early 2024.
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© 2024 Nigel Barker/CARE
**CEO and Chair welcome** ��������������������������������������4 **Impact report** ��������������������������������������������������������������6 About CARE International UK �����������������������������������6 **Strategic goals** �����������������������������������������������������������8 Contribute to CARE’s work in over 120 countries ������������������������������������������������������������������8 .Raise.our.profile.and.influence.for. change in the UK ��������������������������������������������������������� 12 Support.women.to.lead.on.the. frontlines.of.crisis ������������������������������������������������������ 14 Build.equitable,.sustainable.partnerships. with local organisations ������������������������������������������ 16 Increase.the.diversity.and.sustainability.of. our income �������������������������������������������������������������������� 18 Lendwithcare ���������������������������������������������������������������� 20 Become.an.anti-racist,.diverse,.inclusive. and.equitable.organisation������������������������������������� 22 Looking.forward.to.2025-26 ���������������������������������� 24 Financial Review ��������������������������������������������������������� 26
**Directors’ report** ����������������������������������������������������� 30 Fundraising.compliance.statement �������������������� 34 ����������������������������������������� 35 Public.benefit.statement Internal control environment ��������������������������������� 36 Environmental impact ���������������������������������������������� 41 Statement.of.Trustees’.responsibilities ������������43 Independent.Auditor’s.Report ������������������������������� 45 **Legal and administrative information** ����50 **Company information** ���������������������������������������� 51 **Financial Report** ����������������������������������������������������� 52
Cover photo: Nguyen Thi Huong, a woman entrepreneur from Vietnam.
CARE International UK:
CARE International UK: **5** Annual Report and Accounts 2024–25
**4**
Annual Report and Accounts 2024–25
## CEO and Chair welcome
## **Women around the world are in crisis.**
In.these.situations,.CARE.is.there..We.support. women,.their.families.and.communities.to. rebuild.their.homes,.lives,.and.livelihoods,. because.women.and.girls.bear.the.brunt.of. these.crises..They.are.the.first.to.pick.up. the.pieces,.yet.are.least.likely.to.be.decision. makers.or.listened.to..That.is.why.CIUK. remains.committed.to.our.three-year.(2023– 2026).strategy,.‘Women.leading.change.in. times.of.crisis’..
In.FY25,.CARE.International.UK’s.(CIUK). life-changing.work.reached.more.than.two. million people. While our income grew to over.£65.million,.underwritten.by.renewed. leadership.and.investments.in.fundraising,. communications,.processes,.and.the. impressive.work.of.our.staff,.this.result. precedes.a.challenging.period.as.we.enter. our.80th.year..We.know.that.income.from. official.development.assistance.will.decline. sharply.in.future.years.while.today,.the.world. faces.more.difficulties.than.it.has.since. CARE’s.birth,.when.compassionate.people. first.sent.CARE.packages.to.Europe.after.the. Second.World.War.
This.commitment.became.even.more. critical.following.the.devastating.UK.aid. cuts.announced.in.February.2025..The.UK. government’s.decision.to.cut.the.aid.budget. from.0.5%.to.0.3%.of.Gross.National.Income. was.a.blow.that.left.those.of.us.working. to.overcome.poverty.and.injustice.reeling.. Evidence.shows.this.decision.will.cost.lives. and.reduce.Britain’s.influence.in.the.world.. Whether.it.is.austerity.or.aid.cuts,.we.know. women.and.girls.are.hit.first.and.worst.when. spending.is.cut..
During.the.reporting.year.(July.1,.2024.–.June. 30,.2025),.global.crises.intensified..The.Gaza. war.escalated.to.unprecedented.levels.of. devastation,.resulting.in.over.70,000.deaths. from.the.conflict.by.the.end.of.the.year..A.UN. Women.report.in.May.2025.estimated.one. woman.or.girl.was.killed.on.average.every. hour..With.a.ceasefire.now.in.effect.and. desperately-needed.aid.beginning.to.flow. again.at.the.time.of.writing,.the.reconstruction. and.recovery.efforts.will.be.immense.and. CARE will be there.
The.announcement.changed.the.rest.of.our. year..CIUK.responded.quickly,.mobilising.the.
Sudan.now.faces.the.largest.humanitarian. crisis.in.the.world..Over.two.years.into.a.brutal. civil.war,.26.million.people.confront.severe. hunger,.and.12.million.people.have.been.forced. to.flee.their.homes..More.than.28,000.people. have.been.killed,.putting.women.and.girls.in. unimaginable.danger...
The.impact.of.these.conflicts.–.alongside. others.in.Yemen,.Syria,.Ukraine.and.elsewhere.. –.are.exacerbated.by.the.destructive.impact. of.climate.change..In.2024.alone,.155.extreme. weather.events.displaced.more.than.800,000. people.globally,.from.deadly.heatwaves.in.Iran. and.Mali.to.catastrophic.floods.in.Pakistan. and.Brazil..
Helen McEachern, CEO
humanitarian.sector.around.our.rallying.cry:. ‘Reverse.the.cuts,.protect.women.&.girls’.. This.message.was.shared.throughout.our. annual.International.Women’s.Day.event,. in.a.Parliamentary.briefing,.and.in.an.open. letter.to.the.Foreign.Secretary.signed.by. more.than.90.influential.figures..We.then. continued.to.convene.and.mobilise.people.and. organisations to speak out against the cuts.
Since.UK.governmental.aid.contributes.more. than.70%.of.our.income,.the.forecasted.impact. of.the.cuts,.compounded.by.recent.USAID. reductions,.created.severe.financial.pressures. that.directly.impacted.our.income..We.took.the. difficult.decision.to.initiate.an.organisational. restructure.towards.the.end.of.FY25,.resulting.in. 19.colleagues.being.made.redundant.in.summer. 2025..The.reduction.in.capacity.is.significant. and.challenging,.but.we.are.incredibly.grateful. to.our.colleagues.for.their.constructiveness.and. adaptation.during.this.process..
Crucially,.even.before.the.cuts,.we.had.been. developing.a.new.fundraising.strategy.to. increase.income.diversity.and.sustainability.. The.aid.cuts.brought.this.into.acute.focus,. resulting.in.the.finalisation.of.our.new.five-year. Fundraising.Strategy.(FY26–30).to.increase. resilience,.sustainability,.and.flexibility..We. are.proud.that.this.is.already.showing.signs.of. success.as.indicators.are.up.in.many.areas...
Lyndall Stein, Chair of Trustees
Our.impact.relies.heavily.on.the.generosity. of.our.supporters..Thank.you.to.everyone. who.supported.our.work.in.FY25..Because. of.you,.we.stood.with.women.to.lead.and. make.change.for.their.communities.in.more. places.and.had.greater.impact.than.last.year.. In.particular,.thank.you.to.the.players.of.the. People’s.Postcode.Lottery,.whose.generosity. increased,.contributing.£1.5.million.to.our. unrestricted.income...
Delivering.against.our.strategy.is.only.possible. thanks.to.our.people..This.year,.we.made. progress.towards.becoming.an.anti-racist,. diverse,.inclusive,.and.equitable.organisation. by.adopting.updated.core.values.and.new. feminist.leadership.principles..We.also. welcomed.two.new.permanent.directors. and.appointed.three.new.Trustees,.bringing. valuable.lived.experience.and.counsel.to.our. governance.and.leadership..
This.report.most.importantly.details.many.of. the.incredible.impacts.our.work.has.had.on.the. lives.of.people.around.the.world.–.from.Nigeria. and.Syria.where.women.were.better.able.to. support.their.communities.in.the.wake.of.civil. war.to.Zimbabwe,.where.our.innovative.Early. Action.Fund.is.helping.communities.prepare. for.crises.before.they.happen....
As.we.look.towards.the.final.year.of.our.2023– 2026.strategy,.and.CARE’s.80th.anniversary,. our current strategic objectives remain as relevant.and.important.as.ever..Building.on. our.achievements.this.year.and.adapting. to.the.financial.and.political.realities,.we. have.identified.seven.annual.objectives.for. FY25/26.(page.24)..
The.Government.may.have.stepped.back.from. directly.supporting.women.and.girls.around. the.world,.but.we.will.not..We.look.forward.to. working.with.women.leaders.and.organisations. across.the.world.to.face.crises.with.energy,. courage,.and.skill,.because.we.CARE.
**Helen McEachern Lyndall Stein** CEO Chair.of.Trustees
CARE International UK: **7** Annual Report and Accounts 2024–25
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Petronella da
Cruz, member of
the Suco Disaster
Management
Committee in
Timor Leste, stands
with her group
members.
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## About CARE International UK
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OUR VALUES:
Women-centred
OUR VISION: OUR MISSION: OUR FOCUS:
We.seek.a.world. We.work.around. We.put.women.and.
of.hope,.inclusion,. the globe to girls.at.the.centre.of. Inclusive
and.social.justice,. save.lives,. our.work,.because.we.
where.poverty.has. defeat.poverty,. know that we cannot
been overcome and.achieve. overcome.poverty. Collaborative
and.all.people. social justice. until all people have
live.in.dignity. equal.rights.and.
and.security. opportunities. Quality in our work
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## Who we are
delivering.on CARE International’s Vision 2030,. contributing to lasting large-scale impact in.support.of.the.Sustainable.Development. Goals..CARE.International’s. **six impact areas** concentrate.our.expertise.and.drive.progress. towards.our.mission.
Founded.in.1945,.CARE.is.a.leading. humanitarian organisation that works in over 120.countries,.fighting.global.poverty..CARE. places.special.focus.on.working.alongside. women.and.girls,.because.we.cannot. overcome.poverty.until.all.people.have.equal. rights.and.opportunities..We.listen.to.and. support.women,.so.they.have.the.power.to. make.change.where.it’s.needed.most,.and.we. work at a local level to support global change.
CIUK.raises.funds.to.support.work.across. all.impact.areas,.with.a.particular.focus.on. women’s.voice.and.leadership.in.climate.action. and.humanitarian.crises..In.addition,.CIUK. engages.in.advocacy.to.increase.impact.by. influencing.the.policy.and.practice.of.others,. including.the.UK.government’s.aid.spending..We. also.provide.invaluable.technical.expertise.to. other.CARE.International.members.and.offices.
CARE.International.UK.(CIUK).is.a.full.member. of.the.CARE.International.confederation. (referenced.throughout.this.report.as.‘CARE. International’)..Together,.we.work.towards.
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© Sarah Wiles/CARE
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## In FY25, CARE International UK reached
## 2023 – 2026 Strategy
2,029,650 **[people across: ]** 47 **[countries]** 106 **[programmes]**
This.was.the.second.implementation.year.of. CIUK’s.2023.–.2026.strategy,.‘Women.leading. change.in.times.of.crisis’..
The.2023.–.2026.strategy.prioritises.working. with.women.and.girls.who.are.most.impacted. by.humanitarian.and.climate.issues.and.have. historically.had.the.least.say.in.decisionmaking. We enable women to become the driving.force.for.change.in.their.communities. and.countries..We.also.focus.on.intentionally. moving.power.back.where.it.belongs.–.into. the.hands.of.communities.affected.by.crisis.
Breakdown.of.numbers.by.impact.areas
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Gender equality Humanitarian
programming: crisis:
1,060,987 820,366
Food, water,
Health: and nutrition:
127,853 400,280
Women’s
economic justice: Climate justice:
198,913 378,596
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## **From 2023 to 2026, we are:**
- Contributing to CARE’s work in over 120 countries.to.save.lives,.defeat.poverty.and. achieve social justice
- Raising.our.profile.and.influence.for.change. in the UK
- Supporting.women.to.lead.on.the.frontlines. of.crisis
- Building.equitable,.sustainable.partnerships. with.local.organisations.to.deliver.more. impact.for.people.facing.poverty.and.crisis
- Increasing.the.diversity.and.sustainability.of. our income
- Becoming.an.anti-racist,.feminist,.diverse. and.inclusive.organisation
58% **of the people reached by CARE International UK programmes were women and girls.**
Progress.made.in.FY25.towards.each.of. these.six.strategic.goals.is.outlined.in.the. following.section.of.this.report.
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©.Muhammad.Qadeer/CARE
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Saima Khawaja, a woman entrepreneur working with CARE in Pakistan.
**8** CARE International UK: Annual Report and Accounts 2024–25
## Contribute to CARE’s work in over 120 countries to save lives, defeat poverty, and achieve social justice
In.FY25,.we.supported.CARE’s.work.across.more.than.120.countries,.which.reached. more.than.58.7.million.people..This.work.ranges.from.providing.vital,.ongoing. support.for.the.humanitarian.emergencies.in.Sudan.and.Gaza,.to.helping.women.in. Ukraine.rebuild.their.lives..Examples.of.some.of.these.projects.are.outlined.here.
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A mother and child at CARE’s
primary healthcare center in
Deir Al-Balah.
©.Ahmed.Younis./CARE
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A Palestinian woman reacts after seeing her house destroyed by an Israeli airstrike in Khan Yunis in the southern Gaza Strip.
## Gaza Humanitarian Crisis
CARE.International.UK.and.local.partners. continued.to.respond.to.the.catastrophic. humanitarian.crisis.in.Gaza,.providing.water. trucking,.sanitation.and.hygiene.distributions. to.communities.in.North.and.South.Gaza,. though.operations.remained.incredibly.difficult. due.Israel’s.blockade.of.aid..We.also.provided. healthcare.and.nutrition.services.through.our. primary.healthcare.centre.in.Deir.al-Balah.and. mobile.health.teams.across.northern.Gaza..
the.team.at.Juzoor,.and.all.those.impacted.by. the.conflict.
In.the.UK,.we.persistently.called.for.a. permanent.ceasefire,.the.end.of.UK.arms.sales. to.Israel.and.unrestricted.humanitarian.access. to.the.Gaza.Strip.-.bringing.global.attention. to.the.deepening.crisis.faced.by.Palestinians. and.highlighting.the.particular.needs.of. women.and.girls..
Our.teams.see.the.extensive.needs.firsthand:
In.FY25,.our.supporters.gave.over. **£339,000** to.the.humanitarian.crisis.in.Gaza.and. surrounding.region,.bringing.the.total.raised. by.CIUK.supporters.to.over. **£600,000** ..These. funds.contribute.to.the.Disasters.Emergency. Committee.(DEC)’s.Middle.East.Humanitarian. Appeal,.which.has.raised.over. **£47 million** .
**“We treat at least 50 pregnant women daily, providing blood pressure and weight checks, foetal monitoring, and consultations. Cases of anaemia and underweight mothers are widespread. Ongoing bombings affect both our operations and women’s mental health”.**
**The funding provided by the UK public is the backbone of our response in Gaza. It allows us to move quickly, even when we only have very short windows of opportunity to get aid in. It is quite literally a lifeline for so many Palestinians. Thank you so much for the ongoing support.’**
_Midwife in Community Health Centre in Gaza_
In.October.2024,.we.were.devastated.by.the. deaths.of.two.valued.members.of.our.partner. organisation,.Juzoor.for.Health.and.Social. Development.-.Dr..Ahmad.Al-Najar.and.midwife. Ms..Laila.Jneid,.in.airstrikes.in.Gaza..We.extend. our.deepest.condolences.to.their.families,.
_Jolien Veldwijk, CARE Palestine Country Director_
**10** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **11** Annual Report and Accounts 2024–25
## Sudan in crisis
**“My six-year-old still has nightmares every night. She yells ‘Mommy, they are coming to kill us. We have to run.”**
increased.sexual.violence..This.year,. our.supporters.have.donated.almost. £84,000.to.the.Sudan.Emergency. Appeal,.enabling.our.expert.teams. to.provide.159,000.people.in.Sudan. with.vital.food,.water,.hygiene.kits.and. access.to.essential.medical.and.mental. health support. Along with our local partners,.we’re.working.with.women. so.they.can.protect.themselves,.their. families.and.their.communities.
_Nima, 34, forced to flee Sudan with her four young children._
The.conflict.in.western.Sudan.has.killed. thousands.and.left.millions.in.dire.need.of. humanitarian.assistance,.with.women.and. girls.bearing.the.worst.of.the.war.including.
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©.Mohammed.Abdulmajid/CARE
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CARE International in Sudan is supporting the most vulnerable families, including malnourished children and lactating and pregnant women, to buy nutrient rich foods.
## Women standing in solidarity in Ukraine
**“I began to look at women differently, saw all the difficulties they overcame and which they helped me to overcome. I realised how important women’s solidarity is and began to feel this sisterhood at every step.”**
and.the.knowledge.that.they.can.overcome. the.challenges.in.their.path..The.solidarity.and. support.Olha.gained.helped.her.develop.the. confidence.to.secure.an.internship.at.the.Lviv. Regional.Department.of.Culture,.organising. events..She.has.now.been.working.there.for. over.a.year.and.dreams.of.sharing.her.newly. discovered.confidence.and.the.importance.of. self-care.with.other.women.
## _Olha_
After.the.outbreak.of.war.in.Ukraine.in.2022,. Olha.and.her.family.were.driven.from.their. hometown in Chernihiv to Lviv. Like more than 3.6.million.people.in.the.country,.she.has.had. to.rebuild.her.life.from.scratch.in.a.new.city..
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© CARE
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Olha.is.part.of.CARE.International’s.Women. Lead.in.Emergencies.(WLiE).project.in.Ukraine,. a.ground-breaking.model.designed.to.shift. power.and.resources.directly.to.women.in. crisis-affected.communities,.supporting.their. participation.in.humanitarian.decision-making.
As.part.of.the.project,.Olha.and.other.members. of.the.group.studied.the.history.of.the.women’s. movement.in.Ukraine.and.worldwide,.reflected. on.the.impact.of.gender.norms.and.developed. leadership.skills..They.gained.self-confidence.
The Women Lead in Emergencies group exploring the history of the women’s movement in Ukraine and worldwide.
## Our impact towards the Sustainable Development Goals
At CARE International UK,.we.measure.our. progress against our Vision 2030 targets.and.track. our contribution to the UN’s Sustainable Development Goals..Evaluations. done.across.CARE. International UK
**1. No Poverty: 8. Decent Work and Economic Growth:** 2,525,549 430,629 **2. Zero Hunger: 10. Reduced Inequalities:** 267,645 1,305,809 **3. Good Health and Well-being: 11. Sustainable Cities and Communities:** 125,847 30,880 **4. Quality Education: 13. Climate Action:** 171,796 37,525
programmes over the.period.July.2020. –.June.2025.show. the.number.of.people. supported.against. the.following.Goals:
**5. Gender Equality: 16. Peace, Justice and Strong Institutions:** 425,532 68,036 **6. Clean Water and Sanitation: 17. Partnerships for the Goals:** 1,759,152 109,731
**12** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **13** Annual Report and Accounts 2024–25
## Raise our profile and influence for change in the UK
The.UK.government’s.decision.to.cut.the.foreign.aid.budget.from.0.5%.to.0.3%.(approximately. £6billion.per.year.in.real.terms).of.Gross.National.Income.by.2027.struck.a.devastating.blow.to. the.world’s.poorest.and.most.vulnerable.people..The.scale.of.these.cuts.is.short-sighted.and. we.are.strongly.advocating.that.the.UK.doesn’t.turn.its.back.on.those.most.in.need.of.support.. Research.we.had.undertaken.in.2022.demonstrated.how.previous.cuts.had.adversely.impacted. women.and.girls.disproportionately,.giving.us.extra.cause.for.concern..We.immediately.adapted. our.influencing.and.advocacy.work.in.the.UK.to.respond.
## Responding to the aid cuts
The.mobilisation.gathered.influential.steam.. CIUK.launched.a.high-profile.open letter to.the.Foreign.Secretary.that.garnered. the.support.of.over.90.influential.figures,. including. **Ban Ki-moon** ,. **Emma Thompson** ,. and. **Gary Lineker** ,.securing.a.full-page. spread.in.The.Times..Following.International. Women’s.Day,.we.continued.our.advocacy,. issuing a joint statement with over 60 organisations.that.was.covered.by.The. Independent,.and.undertook.an.enormous. amount.of.influencing.across.Whitehall.and. Westminster,.securing.high-level.meetings.to. discuss.our.concerns.
The.announcement.by.the.UK.government.to. make.cuts.to.crucial.aid,.gender,.and.education. programming.just.before.International.Women’s. Day.was.felt.bitterly.
**“At a time when women’s rights are under attack around the world, it is indefensible for the UK to end its dedicated support for women and girls. Trading long-term commitments for a short-term reaction to UK party politics is political expediency – not strategy. This step back from our commitments will make UK aid less effective with deadly consequences for women and girls worldwide.”**
_Helen McEachern, CARE International UK CEO_
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© CARE
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CARE.International.UK.quickly.pivoted.our.annual. International.Women’s.Day.event.in.Parliament. to.elevate.our.key.message..This.event.brought. powerful.advocates.together,.including.women’s. rights.defenders.from.Afghanistan.and.Sudan. alongside.Sarah.Champion.MP..CIUK.also.rallied. sector.partners.to.create.the.Parliamentary. briefing.–.“Reverse.the.Cuts,.Protect.Women.&. Girls”.–.which.several.MPs.quoted.directly.during. the.International.Women’s.Day.Westminster. Hall.debate.
## BEFORE THE AID CUTS: laying the foundations for progress
## First steps for a feminist future
As the new Labour Government.took. power.in.July.2024,. we.launched.the. ‘First.Steps.for.a. Feminist Future’ report - combining persuasive arguments.and. ideas.for.concrete. action the new Government.could. take to pave the way.to.a.feminist.
future..The.report.was.a.key.engagement. tool.and.helped.our.advocacy.team.build. crucial relationships with new ministers and.MPs,.like.the.then.International. Development.Minister.Anneliese.Dodds,. at.party.conferences..These.relationships. were.later.crucial.for.influencing.the. government.following.the.slashing.of.the. UK.aid.budget..
## Tracking spend on gender equality
Building.on.previous.work,.we. commissioned.analysis.to.track.the. UK’s.spend.on.gender.equality..The. quantitative.research.laid.bare.the.reality. that.UK.aid.spending.to.support.women. and.girls.has.almost.halved.since.before. the.pandemic..Launched.ahead.of.the. Spring.Statement.in.February.2025,. the.research.was.covered.by.Politico. Playbook,.one.of.the.UK’s.most.read. political.outlets,.cited.in.Parliament. by.several.MPs.and.supported.by.the. wider.sector.
## Commission on the Status of Women (CSW)
CIUK.engaged.Foreign,.Commonwealth.&. Development.Office.(FCDO).officials.at.the. Commission.on.the.Status.of.Women.(CSW). in.New.York.in.March,.meeting.the.new. Special.Envoy.for.Women.and.Girls,.Harriet. Harman.and.co-hosting.an.event.with.the.UN. Humanitarian.Fund..We.were.also.invited.to. help.shape.the.new.‘First.Response.Fund’.for. women-led.organisations.-.a.new.initiative.led. by.FCDO.and.the.Equality.Fund.
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TONE OF
VOICE
GUIDANCE
© CARE/Sarah Easter CARE International UK
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Fixing UK ODA’s Gender Gap:
Bold Choices, Real Change
Research by CARE International UK and Evidence Enabled sheds new light on how UK ODA is used to fight gender inequality and the desperate need for a new approach
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careinternational.org.uk
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## A new brand, a stronger voice
This.year.we.introduced.a.refreshed.brand. for.CARE.International.UK,.to.raise.our.overall. brand.awareness.and.the.voices.of.the.women. we.work.with..The.updated.brand.is.clearer,. bolder,.and.built.around.the.communities.we. serve..From.an.updated.website.design.and. fundraising.materials.to.a.new.Lendwithcare. identity.and.advocacy.campaign,.the.new. identity.is.already.boosting.engagement.with. our.work..It’s.enabling.us.to.share.the.powerful. voices.and.stories.of.the.women.we.work.with,. creating greater impact.
CARE UK’s IWD event brought together women’s rights defenders and advocates from Afghanistan, Sudan and the UK.
CARE International UK: **15** Annual Report and Accounts 2024–25
**14**
## Support women to lead on the frontlines of crisis
Across.all.our.work,.CARE.International.UK.ensures.women.can.decide.and.drive.change.in. their.communities..Funding.from.corporate.partners.and.the.UK.Government.has.supported. the.scaling.of.our.unique.Women.Lead.in.Emergencies.(WLiE).model,.which,.in.FY25,.has. supported.3,761.women.across.10.different.countries.to.advocate.for.change.in.their. communities..We.also.used.our.profile.to.amplify.the.voices.of.women.in.our.advocacy. work.–.for.example.ensuring.women.can.share.directly.the.devastating.impact.of.climate. change.with.decision.makers..
## Tackling violence against women and girls in Nigeria
The.2015.insurgency.in.northeast.Nigeria. forced.millions.of.people.to.be.displaced.and. escalated.violence.against.women.and.girls,. subjecting.them.to.physical,.mental,.and.sexual. assault,.as.well.as.forced.and.early.marriage..
The.programme.also.engages.women.in. the.WLiE.model.to.ensure.their.needs.and. expertise.inform.decision-making..Recognising. that.in.Nigeria,.only.51%.of.girls.complete. primary.school.education,.which.contributes.to. poor.health,.poverty,.early.marriage,.and.GBV,. one.WLiE.group.in.Northeast.Nigeria.focuses. on.education.and.skills.development.to.raise. the.voice.and.leadership.of.women.and.girls.. They.provide.a.safe.learning.environment. for.girls.aged.12-15.who.dropped.out.due. to.financial.constraints,.offering.education,. literacy,.and.vocational.training.
CIUK’s.STEPSERN.project,.delivered.by.local. partners,.provides.women.with.essential. support..The.project.offers.protection.against. gender-based.violence.(GBV).and.vital.health. services,.including.sexual.reproductive. health,.mental.health,.and.psychosocial. support..This.year,.the.project.reached.37,500. women.and.girls..
**“I found it difficult to express myself or speak in front of a large group of people. I would shy away from challenging situations and isolate myself from public speaking. But since I joined the group, it has expanded my horizons, exposed me to amazing and challenging events, and connected me and other women to important community spaces.”**
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©.Johnpeters/CARE
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_Hannatu Mam Joushua, WLiE group leader’_
A Women Lead in Emergencies group meeting in Jere, Nigeria.
Shelter construction in Mozambique.
## Supporting women in shelter design and construction in Mozambique
CIUK.supports.the.recovery.of. communities.who.have.been.forced.to. leave.their.homes.by.providing.expert. guidance.on.housing.design.and. construction.(known.as.‘shelter’).and. undertaking.research.to.explore.the.wider. impacts.of.shelter.assistance..
In.Northern.Mozambique’s.conflictaffected.Cabo.Delgado.Province,. women.traditionally.do.not.take.part.in. construction.or.have.their.voices.heard. in.humanitarian.shelter.design..With.our. support.CARE.Mozambique.humanitarian. responders.innovated.their.practices,. empowering women to participate in shelter.construction..This.ensures.shelter. solutions.offer.safety,.privacy,.and.dignity. for.women.and.girls.
In.a.project.funded.by.partner.Buro.Happold. we.visited.Cabo.Delgado.this.year.to.hold. discussions.with.women.involved.in.these. construction.committees..Many.shared. how.they.gained.new.skills,.supported. their.families.and.communities.and.now. feel.confident.maintaining.shelters.against. seasonal.cyclones..The.research.shows.the. incredible.power.of.shelter.work.to.increase. women’s.independence.and.resilience.
## Gender and climate action advocacy
At.the.Bonn.climate.talks.at.the.end.of. June.2024,.CIUK.coordinated.women’s. rights.organisations.and.activists.to. lobby.negotiations.on.climate.finance. and.the.European.Union’s.commitment. to.promoting.gender.equality..We. also.developed.recommendations. for.the.Foreign,.Commonwealth.and. Development.Office’s.investment.on. gender.and.climate.change,.based.on.indepth.research.undertaken.by.CIUK.
A.major.win.followed.at.COP29.in. November.2024,.where.we.organised. a meeting between Minister Annaliese Dodds.and.gender.and.climate.activists,. including.Titi.Akosa.and.Ndivile.Mokoena,. which.led.to.Minister.Dodds.quoting. their.perspectives.on.better.financing. and.representation.for.women’s.rights. organisations in her own speeches. Minister.Dodds.also.announced. £350,000.for.the.Global.Alliance.for. Green.and.Gender.Action,.a.feminist. fund.for.climate.change..This.funding. commitment.was.a.direct.win.for.CIUK’s. advocacy,.establishing.a.foundation. for.increasing.gender.and.climate. initiatives.and.pursuing.a.dedicated.UK. flagship.programme.
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©.CARE/Francesca.Rhodes
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L-R: Ndivile Mokoena, Titi Akosa, Anneliese Dodds MP, youth advocates at COP29.
**16** CARE International UK: Annual Report and Accounts 2024–25
## Build equitable, sustainable partnerships with local organisations to deliver more impact for people facing poverty and crisis
In.the.face.of.funding.reductions.we.protected.the.proportion.of.funding.for.local. partners.and.women-led.organisations.in.CARE.International.UK.projects..This.year.we. have.also.undertaken.a.deep.listening.exercise.with.local.delivery.partners.on.two.of. our.largest.projects.in.Yemen.and.Bangladesh,.gaining.insights.to.ensure.the.projects. contribute.to.locally-led.action..This.was.made.possible.as.we.have.local.partners. as.full.and.equal.consortium.members.on.both.projects..Our.work.is.most.impactful. when.we.centre.the.needs.of.local.communities.and.work.of.local.organisations.in. programme.design.and.delivery..
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Women Lead in Emergencies group members
meet through the GENRE+ project.
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## GENRE+ in Mali
In.Mali’s.Segou.region,.communities. are.grappling.with.increasingly.extreme. weather.events.that.degrade.natural. resources,.intensifying.tension.between. communities..In.turn,.pressures.on. resources.like.land.and.water.can. exacerbate.pre-existing,.negative. gender.norms.such.as.violence.against. women.or.women’s.lack.of.access.to. education,.health.and.land.ownership.. The.GENRE+.Phase.II.project,.delivered. with.CARE.Mali.and.local.partner. AMAPROS,.addresses.these.challenges. by.strengthening.women’s.voices.and. leadership.in.climate-affected.areas. and.supporting.women.to.participate.in. decisions.about.how.natural.resources. are.sustainably.used.and.protected.
Through.this.work,.women.have. significantly.shifted.assumptions. regarding.their.roles.in.decision-making,. creating.opportunities.for.their.voices.to. be.heard.and.for.community.decisions. to.be.more.inclusive.and.responsive.to. everyone’s.needs..This.effort.has.led.to. more.women.taking.on.decision-making. roles,.exemplified.by.Fanta.Sylla..
In.the.village.of.Marobougou,.Fanta. was.elected.to.a.previously.exclusively. male.council.after.women.successfully. petitioned.for.a.dedicated.female. seat..Her.role.involves.promoting. women’s.interests.and.ensuring.their. concerns.are.integrated.into.community. decisions.-.enhancing.women’s. participation.and.representation.in. local governance.
The.project.also.raises.awareness. about.climate.change.impacts.and. promotes local mitigation solutions. For.example,.in.Tingoni.village,.130. young.people.formed.an.association.to. counter.the.impact.of.climate.change,. purchasing.and.planting.230.trees.for. reforestation.in.August.2024.
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Kamla, one of the farmers supported through CARE’s project in Syria.
## Preventing drought and hunger in Syria
In.Syria,.the.devastating.impact.of.the.ongoing. conflict.has.been.compounded.by.climate. change,.which.has.created.severe.water. shortages..For.Syria’s.farmers,.this.means.less. water.to.run.their.farms.and.keep.food.on.the. table.for.families.across.the.country..
The.Syria.Resilience.Initiative.is.a.project.led. by.CIUK,.other.sector.partners.and.Syrian. NGOs.that.assists.farmers.in.adapting.to.and. becoming more resilient to these climate changes..As.part.of.this.work,.farmers. implemented.new.water.management.methods,. such.as.treating.wastewater.for.agriculture. and.rehabilitating.irrigation.canals,.to.protect. against.declining.water.supply.
## **Jamile’s story**
One.of.these.farmers.is.Jamile,.a.50-year-old. mother.of.seven..After.losing.her.husband,. she.has.dedicated.her.life.to.cultivating.crops. to.support.her.family..However,.in.addition.to. ongoing.drought,.Jamile.and.millions.of.farmers. across.the.country.face.skyrocketing.prices. for.essential.agricultural.supplies..Through.this. programme,.Jamile.received.$300.for.seeds,. fuel,.and.other.supplies,.along.with.guidance.on. farming.techniques.and.pest.control.
**“Thank God, we benefited from this support. It allowed me to expand the area of land I cultivated, and I successfully sold my vegetables in the market for a good profit. I hope that support for farmers increases so that a larger segment of the population benefits from the project. It’s not only important for the farmers but also for the entire community.”**
_Jamile_
**18** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **19** Annual Report and Accounts 2024–25
## Increase the diversity and sustainability of our income
The.aid.cuts.this.year.highlighted.the.importance.of.our.existing.efforts.to.diversify.our.funding. base..In.FY25.we.developed.a.new.five-year.Fundraising.Strategy.(FY26–30).to.grow.income. and.in.particular.flexible.(unrestricted).income..The.strategy.prioritises.high-return.activities.and. unified.ways.of.working,.while.maintaining.and.developing.vital.restricted.income.streams..We. also.continued.to.foster.relationships.with.our.individual.and.private.sector.donors.and.invested. in.new.roles.to.support.our.partnerships.and.philanthropy.fundraising,.as.well.as.investing.in. legacies.and.improving.our.data.and.insights.capabilities..
We.are.deeply.grateful.to.all.who.have.supported.us,.helping.us.empower.women.and.tackle. poverty.worldwide..A.full.list.of.donors.and.supporters.can.be.found.on.pages.88.and.89.
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Mercy uses a
waterpoint set up
through the Early
Action Fund.
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## Early Action Fund
Thanks.to.the.support.and.shared.vision.of.some. of.our.valued.donors,.this.year.CIUK’s.innovative. new.Early.Action.Fund.(EAF).has.supported. communities.to.prepare.for.emergencies.before. they.happen..By.investing.in.early.action.–.such. as.establishing.trigger.systems.that.activate. when.cholera.cases.are.detected.or.drilling.and. restoring.boreholes.to.secure.safe.and.clean. water.supplies.–.the.fund.aims.to.reduce.the. number.of.people.losing.their.lives.and.the.scale. of.crises..This.proactive.investment.is.highly. efficient,.saving.up.to.£7.for.every.£1.invested..
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© CARE
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A.key.example.of.the.fund’s.impact.is.in. Zimbabwe,.where.the.2024.El.Niño.climate. pattern.has.caused.crop.failures,.livestock.death. and.water.shortages,.leaving.an.estimated.7.7. million.people.in.urgent.need.of.emergency.food. support..The.EAF.funded.the.Matare.village. piped.water.scheme,.established.by.CIUK.in. partnership.with.the.Government.of.Zimbabwe.. This.scheme.has.transformed.life.for.the. community,.serving.36.households,.providing. easy.access.to.clean.and.safe.drinking.water.for. families.and.their.livestock.
**“I am overwhelmed with joy! Is this really me, travelling the shortest distance to the water source? We can even fetch water during sunset, and my children won’t have to fetch water in the morning before going to school!”**
## _Mercy_
The.EAF.has.been.successfully.piloted.in.Somalia. and.Syria.and.currently.supports.anticipatory. action.against.flooding.and.drought.risks.in. Nepal.and.Kenya..Next.year,.CIUK.will.incorporate. learning.from.this.first.phase.to.increase.the. scale.and.sustainability.of.the.Early.Action.Fund.
For.47-year-old.Mercy,.a.mother.of.four,.the.new. scheme.meant.an.end.to.lifelong.water.scarcity. challenges.
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©.CARE.Guatemala
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The launch of the Fyffes partnership.
## Fyffes: Partnership for Good
This.year,.CARE.International.UK.kicked.off. a.long-term.partnership.with.fruit.wholesaler. Fyffes.and.its.new.banana.brand,.Trudi’s,.to. provide.rural.development.initiatives.in.their. banana.sourcing.regions.of.Latin.America.. The.project.will.be.supporting.communities.to. improve.gender.equality,.nutrition.education. and.access.to.healthy.food.for.families..It.will. also help women to set up small businesses in the.communities.surrounding.Fyffes.farms.
## Donations in wills
In.FY25,.there.was.a.significant. increase.in.the.number.of.pledges. from.supporters.who.wish.to.leave.a. donation.to.CIUK.in.their.will..This.has. been.driven.by.additional.investment.in. refreshed.materials.and.a.more.holistic. relationship-driven.approach.across. teams,.supporters,.staff.and.volunteers..
Kenny.tells.us.why.he’s.chosen.to. leave.a.gift:
**“Seeing the changes my regular donations have made to individual lives through updates lets me know that my donations are able to make a difference. I recently made a will for the first time and wanted to be able to give CARE one last gift.”**
## People’s Postcode Lottery
CIUK.has.been.supported.by.players.of.People’s. Postcode.Lottery.since.2019..Postcode.Lottery. players.have.raised.an.incredible.£5.5.million.to. support.us.to.meet.some.of.the.world’s.greatest. challenges.and.help.women.create.change.in. their communities.
Our.experience.delivering.humanitarian. support.and.development.programmes.shows. that.unrestricted.flexible.funding.is.one.of. the.most.impactful.ways.that.partners.can. support.women,.girls.and.communities.around. the.world..This.is.vital.for.responding.rapidly. to.the.emergency.contexts.and.chronically. underfunded,.underreported.situations.that. CIUK operates in.
“We.are.proud.of.to.receive.funding.raised.by. players.of.People’s.Postcode.Lottery..At.a.time. where.women.are.at.the.forefront.of.responding. to.climate.change,.humanitarian.crises.and. when.hard-won.rights.are.at.risk,.the.funding. we.receive.thanks.to.players.of.the.People’s. Postcode.Lottery.is.more.important.than.ever.
**“Flexible funding enables CARE International UK to respond rapidly to critical needs when emergencies strike. To innovate by shifting resources and power to local women so communities are more resilient to future shocks, delivering long-term change. With the support of our amazing community of donors, women can lead change, from Sudan to Palestine, and from Ethiopia to Ukraine.”**
**Thank you to the Players of the People’s Postcode Lottery who make all of this possible.”**
_Helen McEachern, CEO, CARE International UK_
**20** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **21** Annual Report and Accounts 2024–25
Sokeat Kea and his wife.
Whilst.funding.is.vital.to.support.immediate.humanitarian.needs.and.women’s.leadership. projects.around.the.world,.sometimes.what.people.need.most.is.the.capital.to.start.or.grow.their. own.businesses..Lendwithcare,.CIUK’s.microfinance.platform,.continued.to.go.from.strength.to. strength.in.FY25..Lendwithcare.works.exclusively.with.local.partners.to.defeat.poverty.through. life-changing.loan.funding,.provided.by.a.growing.community.of.more.than.55,000.dedicated. lenders..This.has.meant.more.funding.placed.in.the.hands.of.small-scale.business.owners.than. ever.before,.providing.the.opportunity.for.talented.and.capable.people.to.grow.their.income.
## Helping small business owners to harness their potential
Lendwithcare.loans.provide.small-scale. business.owners.with.the.capital.they.need.to. make smart investments in their businesses. For.example,.in.rural.Thailand,.loan.funding. can.help.a.traditional.silk.weaver.to.harness. the.skills.passed.down.to.them.to.procure. quality.thread.and.vibrant.colour.dyes.. The.Lendwithcare.crowdfunding.platform. has.been.facilitating.microloans.to.lowincome.businesses.since.2010.and.focuses. on.the.provision.of.loans.to.women.and. women’s groups.
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©.Gary.Nicol/CARE/2022
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Lendwithcare entrepreneur Wendy Njamba.
**In 2024/25, Nearly 1,000 of these microloans made new supporters came through Lendwithcare through Lendwithcare’s totalled over £5.5m new referral feature, and we welcomed giving existing more than 9,000 supporters the new Lendwithcare opportunity to bring supporters. their friends and family to Lendwithcare.**
**Lendwithcare supporters generously donated more than £100,000 to CARE emergency appeals in Gaza and the surrounding region.**
## Case study: Enyonam takes the next step towards building her family home
Helping.business.owners.like.Enyonam. to.fulfil.their.dreams.is.at.the.heart.of. Lendwithcare..
Like.many.small-scale.farmers,. Enyonam,.who.lives.in.Togo,.did.not.have. the.funds.to.purchase.the.right.tools. and.supplies.for.her.business..When. challenges.arose,.daily.life.could.become. difficult.for.Enyonam.and.her.children,. but.she.needed.to.continue.earning.. Access.to.finance.through.Lendwithcare. helped.Enyonam.to.grow.her.income. from.farming.and.achieve.her.goal.of. buying.a.plot.of.land.for.her.family..
**“My greatest pride is having been able to buy a plot of land thanks to my business. My new dream is to build a small house to live in with my children.”**
_Enyonam_
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©.FCCT/2024
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## Case study: Jenelyn grows her farming business
Lendwithcare.has.partnered.with.FCCT.in. the.Philippines.to.support.farmers.through. sustainable.Takakura.composting,.offering.an. alternative.to.costly.chemical.fertilisers..This. simple.method.uses.locally.available.materials. such.as.fruit.peels,.coconut.wine,.sugar,. and.livestock.waste.to.create.high-quality. compost..The.approach.tackles.three.key. challenges:.managing.biodegradable.waste,. supporting.climate.action,.and.improving. farmers’.incomes.
Takakura.composting.is.simple,.efficient,. and.self-sustaining..It.improves.soil.health,. conserves.water,.reduces.CO2.emissions,.and. provides.farmers.with.accessible.fertiliser.. For.farmers.facing.high.input.costs,.scarce. compost.supply,.and.low.incomes,.this.method. presents.a.practical.and.environmentally. friendly.solution.
Jenelyn.received.a.loan.in.2024,.that.she. used.to.buy.piglets,.and.receive.training.in. Takakura.composting..In.turn,.she.has.used. the composting to enrich her banana trees. By.transforming.pig.and.household.waste.into. organic.fertiliser,.she.has.improved.soil.quality. and.boosted.her.banana.harvests.
**22** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **23** Annual Report and Accounts 2024–25
## Become an anti-racist, diverse, inclusive and equitable organisation
Our.ability.to.deliver.on.all.our.strategic.goals.relies.on.our.people.and.culture..Having.a. strategic.focus.on.promoting.gender.equality.in.all.that.we.do.requires.a.commitment.to. equality,.diversity.and.inclusion.within.our.own.workplace..This.commitment.is.needed.more. than.ever.as.we.see.progress.on.women’s.rights.and.diversity.being.tested.and.challenged.. This.year.we.built.on.strong.foundations.laid.in.the.first.year.of.the.strategy,.listening.to. and.reflecting.on.feedback.from.staff,.adopting.a.new.set.of.guiding.values.and.feminist. leadership.principles.and.using.our.values.to.help.navigate.us.through.a.restructure.process..
## Values and feminist leadership principles
In.FY25,.we.were.pleased.to.adopt. a.revised.set.of.organisational. values. **CARE International UK’s new core values are:**
**Women-centred Collaborative Inclusive Quality in our work**
**These values are supported by new feminist leadership principles which set out how we will work together internally at CIUK.**
## We earn trust and are
## We use and share power responsibly and transparently
## We care
## accountable to one another
We.prioritise.caring.for.the. people.we.work.with,.for. ourselves.and.each.other..We. value.wellbeing.and.promote. an.equitable,.social.and.healthy. workplace.
We.acknowledge.that.trust.is. the.foundation.of.accountability. and.respect..We.hold.each. other to account at all levels to.deliver.on.CARE’s.strategy,. mission.and.vision..We.give.and. receive.feedback.respectfully. and.learn.from.our.mistakes..
We.make.decisions.in.ways. that.are.informed.by.the.people. they.affect..We.are.transparent. in.explaining.how.we.have. reached.decisions.and.where. possible.we.create.space.for. others.to.lead.
We work to be anti-racist, diverse and inclusive We.build.diverse.and.inclusive. teams,.creating.ways.for. everyone.to.be.heard,.respected. and.to.thrive..We.take.account. of.intersectionality..We.will. address.racism,.discrimination. and.abuse.of.power..
## We create supportive spaces for collaboration
We.work.to.ensure.everyone. is.empowered.to.share.ideas,. challenge.accepted.wisdom. and.collaborate.creatively.to. achieve.a.better.future..
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© CARE/Anouk Stricher
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CARE International UK staff on a winter wellness walk.
## Listening to our colleagues
Our.staff.survey.in.May.2025.revealed.areas.of. progress.and.development.around.inclusion.. The.percentage.of.staff.that.reported.facing. barriers.in.their.work.relating.to.their.identity. has.more.than.halved.since.2024,.dropping. to.10%..Additionally,.73%.agree.that.CIUK’s. organisational.culture.promotes.diversity.and. inclusion.(6.5%.increase),.and.82%.feel.valued. and.included.in.the.workplace.(4%.increase)..
However,.overall.staff.engagement.is.lower. among.staff.from.minoritised.ethnicities. than.among.staff.from.white.ethnicities..To. help.us.make.further.progress.next.year,.we. commissioned.Social.Justice.Collective,. an.Equality,.Diversity.and.Inclusion.(EDI). consultancy,.to.develop.new.EDI.action.plans. aligned.with.our.strategic.goals.
## Navigating the impact of aid cuts
The.cuts.to.the.UK.governments’.aid.spending. had.significant.repercussions.for.CIUK,.yet. we.have.also.been.successful.in.growing. funding.from.the.government,.so.over.70%. of.our.income.still.comes.from.projects.we. deliver.with.UK.aid,.including.in.Syria,.Yemen. and.Bangladesh.
However,.following.the.announcement.of.the. cuts,.like.many.of.our.sector.peers,.at.the.end. of.FY25.we.had.to.initiate.a.restructuring.and. redundancy.process..This.process.concluded. in.the.new.financial.year.(FY25/26).and.sadly. resulted.in.us.making.19.valued.colleagues. redundant.as.we.reduced.the.number.of.roles. by.20%..We.were.guided.throughout.by.an. Equality.Impact.Assessment.to.ensure.EDI.was. considered.at.all.stages.of.the.process.and. mitigating.the.risk.of.bias..These.processes.are. always.challenging.but.we.were.committed.to. an.approach.in.line.with.our.values.and.feminist. leadership.principles.
We.were.able.to.make.the.necessary.changes. while seeing minimal change in the composition of.our.staff.by.gender,.disability,.ethnicity. and.sexual.orientation,.although.we.had.a. slight.decrease.in.the.proportion.of.staff.from. older.age.groups.(50-66)..We.will.conduct.an. independent.after.action.review.to.make.sure.we. learn.any.lessons.from.this.difficult.experience.
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© CARE
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CARE International UK staff at the March 2025 away day.
**24** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **25** Annual Report and Accounts 2024–25
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© Nigel Barker/CARE
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## 20252026
## LOOKING FORWARD TO
FY26.will.be.the.final.year.of.CIUK’s.three-year. strategy.‘Women.leading.change.in.times.of. crisis’..The.impact.of.the.cuts.in.UK.aid,.context.of. worsening.crises.and.roll.back.of.women’s.rights. means our current strategic objectives remain as relevant.and.even.more.important..Building.on. achievements.this.year.and.adapting.to.the.financial. and.political.realities.we.face,.we.have.identified. seven.annual.objectives.for.FY26.
Some.of.the.planned.outcomes.of.these. FY26.objectives.are.detailed.here.as.‘In. action.examples’.
**2. Engage effectively with CARE International members to enable continued delivery of our strategy and vision for 2030 in the changed aid context**
**1. Design and deliver quality programmes, maximising strategically aligned opportunities for restricted income**
- In.action:.Build.the.capacity.of.CIUK.staff. and.partners.to.ensure.continued.and. quality.roll.out.of.our.‘Women.Lead.in. Emergencies’ approach
In.action:.Use.our.‘Early.Action.Fund’. to support CARE International’s work to.reduce.the.effects.of.crises.through. faster.and.better.value.anticipatory.action
Adama Kamara is a driver in Sierra Leone who hands out condoms to customers.
**3. Fully utilise our new brand narrative and develop a new and powerful influencing and public engagement strategy for our changed context**
In.action:.Build.a.coalition.of.like-minded. organisations to protect the progress made.on.gender.equality.in.the.face.of. reversals.on.women’s.rights.in.many. countries
**4. Grow and diversify voluntary income through beginning to deliver against the four strategic initiatives of the new fundraising strategy**
In.action:.Continue.to.scale.selected,. data-led.fundraising.approaches.to. bring.more.supporters.to.CIUK.and. Lendwithcare
**5. Strengthen inclusion and engagement among our people as an anti-racist organisation with feminist leadership principles**
In.action:.Clarify.and.promote.the. behaviours.and.ways.of.working.we. expect.from.staff.to.increase.inclusion. and.engagement.
**6. Adapt and refocus to make us fit for 2027-30 through development of a new three-year strategy**
In.action:.Develop.a.new.strategy.for. 2027-30.that.builds.on.the.great.progress. in.the.current.strategy.but.reorients.us. to.a.changed.context.with.reduced.aid. funding
**7. Strengthen organisational effectiveness through improvements in key systems and processes**
In.action:.Update.our.IT.and.document. management.systems.to.make.tasks. like.proposal.development,.learning.and. reporting.faster.and.more.efficient
CARE International UK:
CARE International UK: **27** Annual Report and Accounts 2024–25
**26**
Annual Report and Accounts 2024–25
## FINANCIAL REVIEW
## Income
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2025
restricted
2025 income 2025
£64.1m unrestricted
Total income (31%.increase.on.2024) income
2024 £53.1m £10.9m
Total income £48.9m (38%.increase. (6%.increase.
on.2024) on.2024)
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## Income
partnerships..Fundraising.activities—including. individual.giving,.legacies,.appeals,.corporate. partnerships,.trusts,.and.foundations—also.saw. a.modest.increase.of.5%.from.prior.year.
The.year.commenced.with.sustained.growth,. as.our.total.income.increased.by.31%.to. £64.1m.(up.from.£48.9m.in.FY24)..This.positive. trend.was.largely.attributable.to.successful. project.implementation.at.our.field.offices. and.substantial.institutional.funding.for.multiyear.initiatives..Most.of.this.growth.stemmed. from.restricted.funds.income,.which.rose.by. 38%.to.£53.1m.(£38.6m.in.FY24)..Enhanced. support.from.institutional.donors.primarily. drove.this.increase,.notably.through.three. significant.ongoing.projects.in.Bangladesh,. Syria,.and.Yemen,.alongside.the.launch.of.a. new.programme.in.Sudan..These.large.and. impactful.programmes.comprised.66%.of.our. restricted.income.for.the.year,.while.diverse. medium.and.smaller-scale.programmes.also. made.considerable.contributions.
In.addition,.lower.bank.interest.rates.and. diminished.cash.flows.resulted.in.a.slight. decline.in.investment.income.during.the.year.. Foreign.exchange.rate.fluctuations.led.to.a. £53k.decrease.in.unrestricted.funds,.compared. to.a.£330k.increase.recorded.in.the.prior. financial.year.
Programme.income.from.institutions. and.partnerships.continues.to.be.an. important.source.of.funding.for.CARE. International.UK.(CIUK)..However,.following. the.US.Government.decision.on.foreign.aid. reduction.in.January.2025.and.the.UKA. Official.Development.Assistant.(ODA).cut.in. February.2025,.we.assessed.the.impact.of. this.to.our.current.and.future.programmes. and.financial.projections..The.five-year. forecast.indicates.that.these.funding.cuts. are.expected.to.have.a.significant.effect.on.
Unrestricted.funds.income.demonstrated. solid.performance,.growing.by.6%.to. £10.9m.compared.to.the.previous.year..This. improvement.mostly.reflected.higher.charitable. income.from.programmes.and.corporate.
## Expenditure
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2025
unrestricted
2025 expenditure
£65.8m
(18%.increase.on.2023) 2025
Total expenditure
reserves
2024 £13m £10.6m
Total expenditure £55.7m (12%.decrease. (4%.increase.
on.2024) on.2024)
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future.revenue,.particularly.as.many.of.our. large.programmes.are.set.to.expire.in.the.next.
attributable.to.programme.implementation,. which.grew.by.21%.to.£55.2m.
two.years..In.response,.strategic.decisions. have.been.made.to.decrease.our.cost.base. and.invest.in.sustainable.income-generating. initiatives,.including.the.rollout.of.a.voluntary. income.strategy.
Expenditure.from.unrestricted.funds.rose.by.4%. to.£10.6m,.with.the.most.significant.increase. observed.in.advocacy,.as.the.team.continues. to.advance.its.work.and.expand.gender.and. climate.initiatives..This.includes.coordinating. efforts.to.influence.negotiations.on.climate. finance.and.European.commitments.to.gender. promotion,.as.well.as.using.our.platform.to. advocate.for.vulnerable.populations..CIUK. remains.dedicated.to.enhancing.internal. efficiencies.through.improved.processes.and. optimal.use.of.system.capabilities,.leading.to.a. reduction.in.resource.costs.
Our.investment.in.fundraising.and. communications.is.part.of.our.strategic. commitment.to.strengthen.our.voice.and. diversify.our.income..This.included.investment. in.new.legacy,.trusts.and.foundation,.major. giving.and.data.and.insight.roles,.as.well. as.a.reorganisation.of.our.communications. function..We.expect.these.investments.to.be. crucial.in.growing.future.income,.with.our.aim. to.grow.this.by.27%.by.June.2027.
## Reserves movements
Total.reserves.this.year.decreased.by.12%. from.£14.7m.to.£13m..Despite.the.challenges. faced.this.year.due.to.reductions.in.ODA.and. our.prompt.review.of.financial.projections. to.rebalance.our.cost.base,.we.successfully. protected.and.even.increased.our.unrestricted. reserves.by.5%.to.£5.0.million..We.decided.
## Expenditure
In.accordance.with.our.income.trend.above,. total.expenditure.for.the.year.increased.by.18%. to.£65.8m,.reflecting.an.expanded.response. to.ongoing.humanitarian.and.development. initiatives..The.majority.of.this.rise.is.
**28** CARE International UK: Annual Report and Accounts 2024–25
to.undertake.transformative.technological. upgrades.to.our.systems.and.infrastructure,. guided.by.the.development.of.a.two-year.IT. Roadmap..For.this.initiative,.we.have.allocated. £200k,.which.leaves.our.free.unrestricted. reserves.at.£4.8.million—at.the.top.end.of. our.targeted.reserve.range..This.provides.an. additional.safeguard.and.supports.investment. in.both.current.and.future.initiatives.
On.the.other.hand,.the.restricted.reserves. decreased.from.£9.9m.to.£7.9m.(a.reduction. of.20%),.mainly.due.to.an.increased.rate.of. programme.implementation.and.delivery. during.the.year,.as.funds.were.allocated. to.support.country.offices.and.partners.in. meeting project objectives.
## Donor funding
Donor.funding.increased.in.the.financial.year. ending.June.2025.by.47%.with.73%.of.this. increase.from.the.main.donor.The.Foreign,. Commonwealth.and.Development.Office..Note. 29.details.the.funding.received.from.donors. where.grant.conditions.require.disclosure.of. the.cash.received.by.CIUK.
## Financial position
The.overall.balance.sheet.remains.strong.with. net.assets.remaining.at.£12.9m,.though.cash. and.short-term.deposits.decreasing.by.26%. to.£11.9m.as.of.30.June.2025..This.decrease. was.mainly.due.to.increased.programme. expenditure,.which.resulted.in.a.£2.0m. reduction.in.restricted.funds..The.reduction. in.restricted.funds.reflects.the.utilisation.of. resources.for.ongoing.and.new.programmes. undertaken.by.CIUK.
## Going concern
CIUK.concluded.the.financial.year.in.a.strong. financial.position..However,.while.this.year.saw. an.increase.in.government-funded.income,.it. was.attributed.to.multi-year.grants.previously. secured.for.large.programmes.scheduled. through.2027..Government.funding.is.projected. to.decline.in.future.years,.which.will.place. pressure.on.the.charity’s.business.model. and.capacity..The.charity.is.developing.a.new. strategy.and.has.a.timeline.to.adapt.to.this. context..Financial.projections.through.30.June. 2027.and.various.stress.tests.indicate.that.the. organisation.is.expected.to.remain.robust.in. terms.of.income,.expenditure,.and.cash.flow.. Following.comprehensive.analysis.and.testing. of.worst-case.scenarios,.management.is. confident.in.CIUK’s.ability.to.continue.operating. and.delivering.our.objectives..During.this.time,. the.organisation.remains.committed.to.its. mission.to.address.poverty.and.social.injustice. while.adapting.to.evolving.circumstances.and. financial.constraints.
## Trading subsidiary
CI.Enterprises.Ltd,.the.trading.subsidiary.of. CARE.International.UK.and.provider.of.IT. services to other CARE International members reported.an.operating.loss.of.£4k..Due.to. IT.infrastructure.changes.of.other.CARE. International.members,.there.has.been.a. reduction.of.members.purchasing.IT.services,. resulting.in.a.27%.decrease.of.income..CI. Enterprises.Ltd.is.expected.to.return.to. profitability.in.the.forthcoming.financial.year. with.increased.income.generation.from.other. activities.include.the.use.of.the.CARE.logo.and. Royalty.Income.
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Ly Thi Ba, a woman
entrepreneur in Vietnam.
©.CARE.Nigeria/Johnpeters
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**30** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **31** Annual Report and Accounts 2024–25
## **DIRECTORS’ REPORT**
## STRUCTURE,.GOVERNANCE.AND.MANAGEMENT
## Legal structure
CARE.International.UK.is.a.registered.charity.(Number.292506).and.a.private.company.(Number.1911651). limited.by.guarantee..The.objects.of.the.company,.as.set.out.in.the.Memorandum.and.Articles.of.Association,. are.to.relieve.poverty.and.sickness,.to.promote.the.preservation.and.protection.of.health.and.to.advance. education.among.the.world’s.poor..
## Statement of engagement with employees
We.engage.with.our.employees.through.regular.communication.and.feedback.mechanisms,.fostering.an. inclusive.and.collaborative.workplace..We.have.several.staff.groups,.run.monthly.staff.meetings.and.a. staff.newsletter,.as.well.as.two.all.staff.in.person.days.annually..These.activities.keep.staff.informed.and. connected.to.CIUK.and.allow.us.to.understand.their.perspectives..We.are.also.a.trade.union.recognised. organisation.
## Related organisations
CARE.International.UK.(CIUK).has.a.wholly.owned.subsidiary.CI.Enterprises.Ltd,.a.company.registered.in. England.and.Wales.(Company.No..02306212)..CI.Enterprises.is.used.for.trading.activities.to.provide.income. for.the.Charity.
Our.charity.is.independently.run.by.our.Board.of.Trustees,.who.set.our.own.policies.and.procedures..As.part. of.the.CARE.International.Confederation.(referenced.as.CARE.International.throughout.this.document),.we.are. not.managed.by.any.Confederation.member..However,.we.may.occasionally.adopt.federation.policies.that.we. formally.approve.to.align.with.shared.objectives.
## Board of Trustees, Governing Committees and Senior Leadership Team
The.governing.body.of.the.Charity.is.the.Board.of.Trustees.(as.listed.on.page.50)..The.Board.meets.formally. four.times.a.year.and.more.often.if.needed..Trustees.delegate.responsibilities.to.the.Committees,.CEO.and. Senior.Leadership.Team.in.line.with.the.approved.Delegated.Authorities.Policy..In.addition,.there.are.three. standing.committees:.
- Finance.and.Audit.Committee.
- Ethics.and.People.Committee.
- Impact.and.Transformation.Committee.
The.Committees.are.made.up.of.members.of.the.Board.and.other.independent.individuals.with.relevant. experience.under.specific.terms.of.reference.approved.by.the.Board..
CIUK.held.six.Board.and.fourteen.Committee.meetings.during.FY25..Attendance.at.Board.meetings.was.81%. and.attendance.by.individual.Trustees.at.Committee.meetings.was.60/74.(81%).
Potential.candidates.for.both.the.Board.and.Committees.are.recruited.through.an.external,.open.and. transparent.process,.including.by.advertisement.in.relevant.accessible.recruitment.channels.online.such.as. LinkedIn,.as.well.as.on.the.CARE.International.UK.website..The.Ethics.and.People.Committee.selects.potential. new.members.of.the.Board.following.a.review.of.applications.and.interviews.against.a.skills.audit.and.trustee. role.profile..Potential.new.members.are.then.approved.by.the.Board.before.appointment...
## Statement of company’s business relationships with suppliers and other stakeholders
We.maintain.strong.relationships.with.suppliers,.partners,.and.stakeholders.who.share.our.international. development.and.humanitarian.goals..Ethical.and.transparent.engagement.enhances.our.programmes.and. helps achieve our charitable objectives.
## Statement of compliance with Section 172
As.a.registered.company,.CIUK.is.also.bound.by.the.reporting.requirements.of.company.law.and,.as.part.of. this,.the.Trustees.are.required.to.state.how.they.have.complied.with.their.duties.under.Section.172(1).of.the. Companies Act 2006.
Trustees.must.act.in.a.way.they.consider,.in.good.faith,.would.be.most.likely.to.promote.the.success.of.CIUK. to.achieve.its.charitable.purposes.in.compliance.with.section.172.Companies.Act.2006..
The.Board.of.Trustees.delegate.day-to-day.management.and.decision-making.to.the.CEO.and.other.members. of.the.Senior.Leadership.Team.whose.responsibility.it.is.to.ensure.that.the.Charity’s.activities.are.carried.out. in.compliance.with.agreed.plans.and.policies..
Details.of.the.structure.and.activities.of.the.Board.and.its.standing.committees.are.provided.above,.and.under. the.Legal.and.Administrative.section.at.the.end.of.this.report.
The.Trustees.set.the.remuneration.of.key.management.personnel.based.on.the.scope.of.their.roles.and. individual.experience,.benchmarking.against.comparable.positions.in.similar.charities.using.industry. standards..This.ensures.fair.and.competitive.pay.
The.table.on.the.next.page.sets.out.some.the.key.decisions.taken.by.the.Board.during.the.year.and.how.the. interests.of.our.stakeholders.and.the.wider.factors.set.out.in.Section.172.of.the.Companies.Act.2006.were. taken into account.
In.March.2025.three.new.Trustees.were.appointed.to.the.Board.of.Trustees.supporting.the.rotation.of.existing. Trustees.off.the.board.throughout.the.year.and.providing.a.healthy.balance.between.long.standing.Trustees. and.fresh.perspectives.and.skills.relevant.to.our.priorities...
**32** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **33** Annual Report and Accounts 2024–25
|**Decision**|**Details**|**Key considerations**|
|---|---|---|
|Adaptto
announcedUKaid
budgetcuts|ThecutsintheUKaidbudgetannouncedinFebruary
2025willhavesignifcantimpactonCIUK’sincome,
particularlyinfutureyears.Inconsultationwiththe
SeniorLeadershipTeam,theBoardagreedtosome
short-termsavingsintheFY25budgetandtoamore
substantialchangeproposalinvolvingredundancies
toreducethecostbaseandensurefnancial
viabilitygoingforward.Thechangeproposalwent
throughformalconsultationwiththeUnion,Staff
Representativesandwiderstaff,withfnalagreement
inAugust2025.|• Externalfundingandpolitical
context
• Financialsustainabilitybasedon
fve-yearforecasts
• Current(FY23-26)strategic
objectivesandpriorities
• Returnoninvestmentofdifferent
income channels
• Staffandunionfeedback|
|Approvalofthe
proposedFY26
operating plan|TheoperatingplanhasbeendevelopedbytheSenior
LeadershipTeaminconjunctionwiththeExtended
LeadershipGroup.Theplanincludessevenannual
prioritiesandstrategykeyresultsforthenext12
months.|• Externalcontext–economic,
political
• CurrentCIUKstrategyobjectives
andpriorities
• Five-yearforecastsofincomeand
expenditure|
|ApprovalofFY26
Budget|TheFY26budgetandfve-yearforecasttoFY30,
ledbyFinanceincollaborationwithdirectorsand
theirteams,wasdevelopedwithreferencetothe
pipelineandpotentialscenarios,incorporating
thenewvoluntaryfundraisingstrategyand
anticipatedreductionsinOfcialDevelopment
Assistance(ODA)followingthegovernment’s
February2025announcement,therebyensuringthe
efcientalignmentofresourcesinadvanceofthe
forthcomingorganisationalstrategyforFY27–2030.|• Externalcontext–economic,
political
• CIUKfve-yearforecastingmodel
• VoluntaryFundraisingStrategy
• Internalfnancialconstraints
andseniorstaffandboard’s
assessment on important areas
fororganisationalstrengthening
inrelationtosystems,EDI,
fnancialprocessesandincome
diversifcation|
|Approvalof
newVoluntary
Fundraising
Strategy|Supports the strategic objective to increase the
diversityandsustainabilityoftheorganisation’s
income.
DevelopedbytheDirectorandHeadsofTeamin
FundraisingandCommunications.|• Externalfundingmarket
• CIUKvspeerfundraising
performance
• Growthopportunities
• Strategic alignment
• Internal resources|
|Keypolicieswere
updatedtosupport
theeffective
deliveryofthe
charity|• MajorBidsPolicy
• RiskManagementPolicy
• ReservesPolicy
• KeyHRPolicies:
‐ HybridWorkingPolicy
‐ GrievancePolicy&Procedure
‐ Capability&PerformancePolicy&Procedure
‐ SicknessAbsencePolicy|• Current law in the relevant area
• Organisationalcontrolsandrisk
management
• Updatedrelevanttostaffcurrent
needsandworkingpractices|
In.carrying.out.their.duties.the.Trustees.have.regard,.amongst.other.matters,.to:
## • **The achievement of the Charity’s objects and its strategic goals**
Highest.among.our.consideration.is.whether.and.how.a.decision.or.action.increases.our.impact.against.our. objectives..Optimising.our.support.to.marginalised.people,.and.communities,.especially.women.and.girls,.to. defeat.poverty.and.achieve.social.justice.is.the.desired.outcome.of.our.operations..External.circumstances. sometimes.change.and,.if.necessary,.we.adapt.our.plans.to.respond.to.changing.needs.
## • **The likely consequences of any decision in the long-term**
Consideration.of.sustainability.and.the.long-term.consequences.of.strategic.proposals.is.part.of.the.Board’s. decision-making.process..External.circumstances.sometimes.change.and,.if.necessary,.we.adapt.our.plans. to.respond.to.changing.needs.
## • **The interests of the Charity’s employees**
Our.board.of.Trustees.maintains.an.active.interest.in.our.EDI.initiatives.and.in.staff.wellbeing..During.our. change.and.redundancy.process,.one.Trustee.participated.in.each.all-staff.meeting.and.the.Board’s.Ethics. and.People.Committee.reviewed.and.supported.how.equality.and.wellbeing.were.addressed.throughout.
- **The need to foster the Charity’s business relationships with suppliers, customers and others** We.identify.the.following.as.the.key.stakeholders.with.whom.we.foster.ongoing.relationships:.
- -. Foreign,.Commonwealth.and.Development.Office
- -. The.Disasters.Emergency.Committee
- -. Other.institutional.donors.and.trusts.and.foundations,.for.example.the.Postcode.Lottery.Trust
- -. Private.sector.potential.and.existing.partners.(not.whole.private.sector)
- -. British.public.potential.and.existing.supporters.(not.whole.British.public).
## • **The desirability of the Charity in maintaining a reputation for high standards of conduct**
We.espouse.the.values.we.wish.to.influence,.support.and.sustain.in.our.programmes.in.our.engagement. with.our.own.donors,.suppliers,.partners.and.other.stakeholders..Our.reputation.and.credibility.are.vital.to. the.successful.delivery.both.of.our.strategic.goals.and.our.day-to-day.activities.
**34** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **35** Annual Report and Accounts 2024–25
## **FUNDRAISING COMPLIANCE STATEMENT**
CARE.International.UK.seeks.to.maintain.the.highest.possible.standards.in.our.fundraising.and.engagement. activities,.and.we.will.never.take.the.kindness.and.generosity.of.the.British.public.for.granted..
Individual.supporters.who.have.chosen.to.support.our.work.–.either.through.single.or.regular.donations,. participating.in.fundraising.events,.responding.to.an.emergency.appeal,.or.making.a.loan.to.an.entrepreneur. through.our.Lendwithcare.scheme.–.all.make.it.possible.for.us.to.continue.to.stand.with.women.across.the. world.who.are.leading.the.fight.to.end.poverty..We.are.grateful.to.them.every.day.and.strive.to.keep.earning. their.trust.and.support.by.providing.the.highest.standards.of.service.and.supporter.experience..
CIUK.aims.to.raise.funds.from.organisations.that.share.a.commitment.to.our.mission.to.save.lives,.defeat. poverty.and.achieve.social.justice..
## **PUBLIC BENEFIT STATEMENT**
The.Trustees.confirm.that.they.have.complied.with.the.duty.in.the.Charities.Act.2011.to.have.due.regard.to. the.Charity.Commission’s.general.guidance.on.public.benefit,.‘Charities.and.Public.Benefit’..That.guidance. addresses.the.need.for.all.charities’.aims.to.be,.demonstrably,.for.the.public.benefit..The.objects.of.the. Company,.as.set.out.in.the.Memorandum.of.Association,.are.to.relieve.poverty.and.sickness,.to.promote.the. preservation.and.protection.of.health,.and.to.advance.education.among.the.world’s.poor..
CIUK’s.approach.to.fighting.poverty.is.addressed.by.CARE.International’s.Vision.2030..We.work.across.six. impact.areas.(humanitarian.response,.women’s.economic.justice,.health,.food.nutrition.and.water.security,. gender.equality,.and.climate.justice).and,.by.advocating.on.behalf.of.the.poorest.and.most.vulnerable.people,. we.meet.the.following.criteria.for.public.benefit.as.defined.by.the.Charity.Commission.guidance:
- The.prevention.or.relief.of.poverty;
We.continue.to.be.registered.with.the.Fundraising.Regulator.and.are.an.Organisational.Member.of.the. Chartered.Institute.of.Fundraising..We.adhere.to.the.Code.of.Fundraising.Practice.across.all.public. engagement.and.fundraising.activities.and.continue.to.engage.with.both.regulatory.bodies.to.ensure.all.our. fundraising.activities.are.both.compliant.and.following.best.practice,.CIUK.is.committed.to.ensuring.that. all.fundraising.activities.respect.and.protect.individuals.in.vulnerable.circumstances..We.follow.the. Fundraising.Regulator’s.Code.of.Fundraising.Practice.and.have.robust.policies.and.procedures.in.place.to. identify.and.support.people.who.may.be.in.vulnerable.situations..
We.have.continued.to.review.and.update.our.consent.and.privacy.policies.to.stay.compliant.with.the.General. Data.Protection.Regulations.(GDPR)..It.is.important.that.our.supporters.are.happy.with.how.we.communicate. with.them,.that.they.understand.when.there.is.a.legitimate.interest.for.us.to.do.so.and.that.they.are.clear. on.what.we.do.and.don’t.do.with.their.personal.information..We.have.continued.to.work.closely.with. professional.fundraising.and.marketing.agencies.over.the.last.year,.who.have.supported.and.helped.deliver. our.fundraising.activities..We.undertake.a.rigorous.due.diligence.and.tender.process.before.starting.to.work. with.any.suppliers.and.have.strict.contracts.in.place.with.existing.suppliers,.which.include.clauses.on.GDPR,. recognising.and.managing.vulnerable.circumstances,.human.trafficking.laws,.and.the.Modern.Slavery.Act.. Close.monitoring.of.all.fundraising.and.marketing.campaigns.is.essential,.including.regular.spot.checks.and. mystery.shopping,.as.it.is.very.important.to.us.that.the.agencies.we.work.with.meet.the.high.standards.we.set. for.ourselves,.not.being.an.unreasonable.intrusion.on.a.person’s.privacy,.not.being.unreasonably.persistent,. and.not.placing.undue.pressure.on.anyone..
- The.advancement.of.human.rights,.conflict.resolution.or.reconciliation,.or.the.promotion.of.religious.or.racial. harmony.or.equality.and.diversity;
- The.relief.of.those.in.need,.by.reason.of.gender,.age,.ill-health,.disability,.financial.hardship.or.other. disadvantage;
- The.advancement.of.health.and.the.saving.of.lives;
- The.advancement.of.education;
- The.advancement.of.environmental.protection.or.improvement.
We.are.clear.in.our.aims.and.objectives.and.adhere.to.codes.of.governance.that.reach.across.the.wider. humanitarian.sector,.including.the.Sphere.Handbook.(a.set.of.principles.and.standards.agreed.by.the.major. humanitarian.organisations,.including.CARE.International),.the.Red.Cross.Code.of.Conduct,.and.the.Core. Humanitarian.Standard.on.Quality.and.Accountability..CARE.International.is.externally.verified.against.the. Core.Humanitarian.Standard,.following.an.external.audit.by.the.Humanitarian.Quality.Assurance.Initiative.in. early.2023,.and.will.be.re-verified.against.this.standard.in.2026..
Our.approach.is.to.listen.to.the.people.we.work.for.and.take.great.care.to.‘do.no.harm’..We.aim.to.stand.with. women.leading.the.fight.to.end.poverty,.and.no.person.is.excluded.on.the.grounds.of.race,.religion,.gender,. sexual.orientation,.or.social.position.
Over.the.year,.we.received.10.complaints.(FY24:.30.complaints)..Of.these,.50%.related.to.differences. of.opinion.with.the.content.of.our.marketing.emails,.representing.just.0.006%.of.people.contacted..All. complaints.were.responded.to.within.the.required.timeframe,.with.Director-approved.responses.where. required..None.required.escalation..We.continue.to.take.every.complaint.seriously,.ensuring.each.is. investigated.thoroughly.and.addressed.with.care,.while.learning.from.feedback.to.strengthen.our.supporter. experience.
**36** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **37** Annual Report and Accounts 2024–25
## **INTERNAL CONTROL ENVIRONMENT**
## Internal control
The.Trustees.have.overall.responsibility.for.ensuring.that.CIUK.has.an.appropriate.system.of.control,.financial. and.otherwise..They.are.responsible.for.keeping.proper.accounting.records.which.disclose.with.reasonable. accuracy.at.any.time.the.financial.position.of.the.Charity.and.enable.them.to.ensure.that.the.financial. statements.comply.with.the.Companies.Act.2006.
The.systems.of.internal.control.are.designed.to.provide.assurance.against.material.misstatement.or.loss.. They.include:
- 1.. An.organisational.strategy.to.prioritise.actions.with.the.greatest.impact.towards.achieving.our.Mission.and. objectives;
- 2.. Annual.plans.and.budgets.approved.by.the.Board;
- 3.. Regular.monitoring.of.Key.Performance.Indicators.(KPIs).to.measure.progress.against.the.strategy.and. plan;
- 4.. Quarterly.consideration.by.the.Board.of.financial.performance,.budget.variance,.and.scenario.planning.in. response.to.external.drivers.of.uncertainty;
- 5.. The.use.of.Committees.to.support.the.Board.in.meeting.its.duties.and.discharging.delegated. responsibilities;
- 6.. Appropriate.identification,.management.and.monitoring.of.risks;
- 7.. Implementation.of.key.policies.and.procedures;
- 8.. Structured,.delegated.and.financial.authorities.signed.off.by.the.Board;
- 9.. Internal.audit.activity.carried.out.in.accordance.with.the.Internal.Audit.Charter.
Trustees.continue.to.review.the.adequacy.of.the.Charity’s.internal.control.systems.with.the.Senior.Leadership. Team.as.part.of.the.Risk.Management.Framework..Each.risk.area.has.a.designated.risk.owner..Trustees. review.how.the.Charity.has.responded.to.previously.identified.incidents,.weaknesses,.or.risks,.and.how.it. addresses.new.or.emerging.risks..In.doing.so,.Trustees.consider.whether.appropriate.measures.have.been. taken.and.whether.controls.in.place.remain.sufficient.for.organisational.purposes.
During.the.year,.the.Charity.transitioned.programme.audit.work.in-house..The.internal.audit.function.has. built.capacity.and.refreshed.its.methodology.and.planning.to.deliver.programme.audits.internally,.under.the. Internal.Audit.Charter..In.parallel,.the.Charity.continued.to.improve.controls.and.processes.across.Finance,.HR. and.risk.management,.including.documentation,.monitoring.and.follow-up.of.control.actions.
In.addition,.the.Charity.has.taken.steps.to.strengthen.its.control.environment.by:
- Resetting.and.modernising.the.organisational.risk.management.practice.to.align.with.contemporary.internal. audit.standards.and.revised.Risk.Management.Framework;
- Clarifying.roles.and.accountabilities.between.risk.owners.and.independent.internal.audit.oversight;
- Enhancing.consistency.and.accountability.for.control.responses.across.departments.
The.Board.believes.that.the.Charity’s.internal.controls.are.adequate.and.in.line.with.Charity.Commission. guidance..Trustees.recognise.that.continuing.to.develop.and.strengthen.CIUK’s.internal.controls.and. risk.management.remains.a.key.priority.and.have.ensured.that.resources.and.expertise.are.in.place.to. achieve this.
## **INTERNAL CONTROL ENVIRONMENT**
## Risk management and principal risks
CIUK.recognises.the.risks.we.face.due.to.the.nature.and.context.of.our.work..The.Board,.as.the.ultimate. risk.owner,.has.an.established.risk.management.process.that.ensures.the.identification,.assessment,.and. monitoring.of.strategic.and.operational.risks.across.the.organisation..Strategic.risks.are.reviewed.and. discussed.quarterly.by.the.Senior.Leadership.Team.(SLT),.the.Finance.and.Audit.Committee.and.the.Board.. The.SLT.is.responsible.for.managing.key.risks.and.ensuring.effective.mitigation.is.in.place,.supported.by.clear. oversight.from.the.Committee.and.the.Board.
CIUK’s.risk.framework.enables.timely.identification.of.emerging.issues.and.ensures.that.appropriate.controls,. governance.mechanisms,.and.accountability.processes.are.maintained..Below.are.the.significant.risks. identified.for.CIUK,.as.well.as.those.affecting.the.wider.charity.and.development.sector,.together.with.the. measures.and.plans.in.place.to.manage.and.mitigate.them.
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Risk identified Mitigation action
**----- End of picture text -----**
||**Risk identifed**|**Mitigation action**|
|---|---|---|
||||
|**Financial and**
**funding**|Theexternalfundingenvironmentremains
highlycompetitiveanduncertain.CIUK
receives70%ofitsfundingthroughUK
governmentgrantstofundprogrammes.
ReductionsinUKgovernmentaidandrecent
USAIDcutshavecreatedfnancialpressures
thatdirectlyimpactCIUK’sincomestreams
andcapacitytofundprogrammedelivery.
Thisdependencyonalimitednumberof
institutionaldonors,combinedwithwider
economicuncertainty,increasesriskto
fnancialstability,sustainability,andour
abilitytoinvestinlong-termorganisational
priorities.|CIUKisdiversifyingincomesources
throughstrengthenedrelationshipswith
institutionaldonors,trusts,foundations,
corporates,andphilanthropicpartners.We
areexpandingdigitalfundraisingandlegacy
giving,supportedbyafve-yearfundraising
strategytogrowunrestrictedincome.
Financialforecastingandscenarioplanning
informdecision-making,whilestrongcost
managementensuresresourceefciency.
Strategicengagementandadvocacywith
governmentandinstitutionaldonors,
includingFCDOandUSAID,continueto
infuencefundingprioritiesandmaintain
collaborative relationships.|
|**Systems,**
**controls, and**
**compliance**|Failuretomaintainrobustsystemsand
internalcontrolscouldexposeCIUKtorisks
includingfraud,cyber-attacks,databreaches,
ornon-compliancewithregulatoryanddonor
requirements.Weaknessesinfnancial
systemsorITinfrastructurecouldundermine
operationalefciencyanderodedonor
confdence.|CIUKoperatesarisk-basedinternalaudit
programmeandregularcompliancereviews.
AnexternalITassuranceassessmenthas
beencompleted,withrecommendations
beingimplemented.Cybersecurity
improvementsandsystemupgrades
areongoing,supportedbystafftraining
andawarenesscampaigns.TheFinance
Improvement Plan continues to strengthen
fnancialmanagementandreporting
processes.DataprotectionandGDPR
complianceremaincentraltoalldigital
andinformationsystems.TheITRoadmap
ispavingacontinuedimprovementtothe
infrastructureandbusinesssystems.|
**38** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **39** Annual Report and Accounts 2024–25
## **INTERNAL CONTROL ENVIRONMENT**
|**Operational in**
**fragile and high-**
**risk contexts**|CIUKworksinfragileandconfict-affected
environmentswherepoliticalinstability,
confict,andsanctionedregimescontinueto
disruptprogramming.Accessrestrictions,
safetyconcerns,andadministrativebarriers
candelaythedeliveryofhumanitarian
assistance,whilefnancialsanctions
andregulatorychangescanhinderlocal
operations.Theseconditionsheighten
safeguardingandfduciaryrisksandincrease
thecostandcomplexityofprogramme
delivery.|Duediligenceandanti-terrorismchecksare
carriedoutforallsuppliersandimplementing
partners.Comprehensiveriskassessments,
contextanalyses,andsecurityframeworks
areinplacetoprotectstaffandensure
compliance with international sanctions.
Staffreceivetailoredtrainingforhigh-risk
deployments.Regularsituationmonitoring
andcoordinationwithcountryofcessupport
timelyadjustmentstofnancialforecasts,
programmedelivery,andadvocacywith
donorstomitigateoperationalimpacts.|
|---|---|---|
|**Impact of USAID**
**reductions on**
**country ofce**
**capacity**|ThereductioninUSAIDfundinghasdirectly
andindirectlyaffectedseveralcountry
ofces’fnancialandoperationalcapacity.
Thishasledtochallengesinmaintaining
stafnglevels,sustainingdelivery,and
investinginkeyprogrammeinfrastructure.
ReducedcapacityaffectsCIUK’sability
to maintain consistent humanitarian
anddevelopmentprogrammingthrough
partnership-basedmodels.|CIUKisworkingcloselywithcountryofces
toprioritisecorecapacitiesandensurethe
continuationofessentialfunctions.Joint
fundraisinganddiversifcationstrategies
arebeingimplementedtoreducereliance
onsingledonors.EngagementwithUSAID
andotherinstitutionalfunderscontinuesto
identifyalternativefundingmechanismsand
preservecollaborationinprioritythematic
areas.|
|**Staff**
**wellbeing and**
**organisational**
**resilience**|Fundingconstraintsandreduced
governmentsupporthavelimitedstaff
engagementwithprogrammesoverseas,
affectingmoraleandconnectiontoCIUK’s
mission.Sustainedfnancialpressures
alsoposeriskstowellbeing,retention,and
organisationalculture.Highturnovercould
reduceinstitutionalknowledgeandimpact
performance.|CIUK’sthree-yearstrategyisfocusedon
strengtheningtheunderstandingofthe
Charity’smissionandpriorities,aswellas
makingCIUKagreatplacetowork.Thishas
resultedintheimplementationoftargeted
approachestostrengtheningstaffwellbeing,
engagementandretentionaspartofthe
ongoingdevelopmentoforganisational
culture.
Thisincludesupdatingpeoplepolicies,
agreeingandembeddingneworganisational
valuesandFeministLeadershipPrinciples,
deliveringanEDIactionplanandregularstaff
surveysandengagement.
Wearereviewingourpayandgrading
frameworktoensureourpayisalignedtothe
sector,isabletocompetitivelycompensate
staff,andcomprehensivelyrefectstheskills
andexperiencerequiredtodeliveronour
prioritiesandsupportapositiveworking
environment,wherepeoplehavetheskills
andexperiencefortherolestheyarein.|
## **INTERNAL CONTROL ENVIRONMENT**
|**Reputational and**
**safeguarding**|Safeguardingincidents,ethicalbreaches,
orfailuresinprogrammedeliverycould
damageCAREInternationalUK’sreputation,
reducedonorconfdence,andundermine
trustamongstakeholdersandcommunities.
Maintaininghighstandardsofintegrityand
accountabilityiscriticaltosustainingthe
confdenceofpartnersandfunders.|CIUKmaintainscomprehensivesafeguarding
andethicalconductframeworkssupported
bymandatorytrainingforallstaff,partners,
andsuppliers.Duediligenceprocedures
areappliedacrossallpartnerships.Clear
whistleblowingandincidentreporting
mechanismsensuretimelyandtransparent
investigations,withoversightbytheSLTand
theBoard.Ongoingcommunication,learning
reviews,andinternalauditsstrengthena
cultureofintegrityandaccountabilityacross
the organisation.|
|---|---|---|
## **FRAUD AND CORRUPTION, ANTI-BRIBERY POLICIES AND FRAUD REPORTING**
## Policies and reporting
CARE.International.has.global.policies.on.Fraud.and.Corruption,.Anti-Bribery,.and.related.compliance.matters,. which.apply.to.all.CARE.International.members.and.operations..CIUK.also.maintains.a.Serious.Incident. Reporting.protocol.agreed.with.the.Board.of.Trustees.
The.Fraud.and.Corruption.Policy.requires.all.incidents.or.allegations.of.fraud,.loss,.and.bribery.to.be.reported. to.donors.and.the.Finance.and.Audit.Committee,.regardless.of.financial.materiality..This.ensures.a.consistent. approach.to.fraud.awareness,.prevention,.reporting,.and.investigations.across.CARE.International..In.addition. to.preventative.measures,.anti-fraud,.corruption,.and.bribery.controls.are.subject.to.periodic.internal.and. external.audit.review..All.UK.staff.are.required.to.complete.mandatory.online.anti-fraud.training,.and.a. refresher.training.is.scheduled.for.Fraud.Awareness.Week,.16–22.November.2025.
## Fraud reporting
During.the.fiscal.year.2025,.CIUK.received.17.reports.of.suspected.fraud..Of.these,.12.cases.have.been. closed,.while.five.remain.under.investigation.by.CARE.Country.Offices.
Of.the.12.closed.cases,.three.were.substantiated,.resulting.in.confirmed.financial.loss.of.£5,988.04,.which. was.fully.recovered.by.the.relevant.Country.Offices.
The.remaining.nine.cases.were.not.substantiated.following.investigation..All.fraud.cases.were.reported.to. the.relevant.donors..In.instances.where.cases.met.the.Charity.Commission’s.reporting.thresholds,.these.were. duly.reported.to.the.Commission..During.the.reporting.period,.no.cases.met.the.Commission’s.threshold.for. mandatory.reporting..
However,.two.other.serious.incidents.unrelated.to.fraud.were.reported.to.the.Charity.Commission.during.the. reporting.period.
**40** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **41** Annual Report and Accounts 2024–25
## **OTHER POLICIES AND STATEMENTS**
## Safeguarding
CIUK.continues.to.enhance.safeguarding.standards.in.all.the.work.we.do..CIUK.has.a.dedicated.Senior. Safeguarding.Advisor,.who.works.with.our.staff,.and.partner.and.country.office.staff,.to.ensure.safeguarding. compliance is met in all overseas programmes.
Our.Board.of.Trustees.has.the.regulatory.responsibility.to.make.sure.protecting.people.from.harm.is.central. to.our.culture,.in.accordance.with.the.requirements.of.the.Charity.Commission.for.England.and.Wales..They. monitor.this.standard.every.quarter.through.the.Ethics.and.People.Committee.that.reports.directly.to.the. Board..In.addition,.the.full.Board.of.Trustees.receives.a.comprehensive.update.and.review.of.its.statutory.and. regulatory.obligations.on.a.biennial.cycle.to.ensure.continued.compliance.and.good.governance..During.their. induction,.all.new.Trustees.attend.a.30-minute.safeguarding.regulatory.briefing.
In.FY25,.to.support.the.implementation.of.the.CARE.International.Safeguarding.Policy,.CARE.International. introduced.a.safer.programming.toolkit..The.toolkit.is.designed.to.embed.best.practice.safeguarding.into.all. projects.and.programmes..The.toolkit.strengthens.and.builds.protective.environments.in.which.programmes. take.place.through.comprehensive.risk.management.and.mitigation.planning..It.includes.mechanisms.to.build. positive.relationships.with.communities.through.establishing.trust.and.responding.to.feedback.appropriately. to.build.people’s.confidence.to.report.sensitive.issues.and.feel.safe.when.engaging.with.CARE.International.
Implementing.the.safer.programming.toolkit.has.resulted.in.each.new.and.existing.project.benefitting.from. careful.risk.management.planning,.enhancing.the.overall.safety.for.people.and.communities.who.receive. support.from.CIUK’s.programmes..
Everyone.in.CIUK.is.instrumental.in.making.safeguarding.core.to.everything.we.do..In.FY25.all.new.staff. attended.a.one-day.safeguarding.foundation.training.course.and.43.out.of.45.(93%).existing.staff.who.were. eligible.attended.safeguarding.refresher.training..
## Modern Slavery
We.continue.to.monitor.compliance.with.the.Modern.Slavery.Act.and.so.far,.management.hasn’t.received.any. concerns.or.reports..We.consider.the.broader.issue.of.modern.slavery.across.the.following.areas:.
## **ENVIRONMENTAL IMPACT**
## Statement on Streamlined Energy and Carbon Reporting (SECR) 2024/25
CIUK.leased.an.office.at.The.Foundry,.Vauxhall,.London.until.March.2025..From.March.2025.onwards.we.have. been.leasing.an.office.from.Save.the.Children.UK.in.Farringdon..In.both.cases.our.rental.charge.is.inclusive. of.energy.usage..The.landlord.is.unable.to.provide.energy.reports.for.each.unit..Electricity.and.gas.usage.at. our.office.is.based.on.information.provided.for.the.entire.building.by.the.landlord,.and.we.have.calculated.the. proportion.attributable.to.CIUK.based.on.our.office.size..
The.table.below.summarises.our.legally-obligated.emissions.reporting.as.required.by.SECR.for.2024/25.and. includes.a.comparison.to.the.previous.years..The.figures.for.FY25.are.provisional.as.not.all.data.is.available. yet.but.we.believe.it.will.be.similar.to.FY24.with.a.slight.increase.as.we.were.in.the.same.office.space.with.the. same.number.of.desks.for.the.majority.of.the.year,.moving.to.a.bigger.office.space.in.the.Save.the.Children.UK. building.for.the.last.4.months.of.FY25
**----- Start of picture text -----**
UK Energy Source FY25 FY24
**----- End of picture text -----**
|**UK Energy Source**|**FY25**|**FY24**|
|---|---|---|
||||
|ElectricitykWh(Scope2)|11,105.40|9,126.16(100%renewable)|
|GasconsumptionkWh|12,565.89|9,778.24(biogas)|
|Totalemissions(tCO2e)|4.8 tonnes|4.1|
|Staff|119|103|
|Intensityratio:staff(tCO2e/staffmember|0.04|0.04|
|**Methodology:**CO2associatedgasandelectricityemissionshavebeencalculatedusingUKgovernment
greenhousegasconversionfactors|||
## Flight emissions
CIUK’s.emissions,.including.RF.(Radiative.Forcing).and.WTT.(well-to-tank).are.presented.below..This.equates. to.129.7.tonnes.of.COemployee..We.reduced.our.carbon.footprint.on.flights.from.the.previous.year..This.is.as.a.result.of.efforts.to.2e.in.total.for.192.flights.taken,.and.1.09.tonnes.of.CO2e.per.full-time.equivalent. reduce.our.travel.emissions.and.the.impact.of.the.US.and.UK.aid.cuts.which.have.had.a.direct.result.on.the. size.of.our.operations.and.headcount..
- Procurement,.both.UK-based.and.international;
- Selection.of.programme.partners;
- HR.policies.and.procedures;
- Fundraising.and.communications..
We.have.supported.changes.to.policies.and.procedures,.incorporating.the.risks.relating.to.modern.slavery.
**----- Start of picture text -----**
FY25 FY24 FY23
**----- End of picture text -----**
||**FY25**|**FY24**|**FY23**|
|---|---|---|---|
|||||
|FlightstCO2inc RF|129.7tonnesCO2e|160.3tonnesCO2e|103.69tonnesCO2e|
|FlightstCO2perfull-timeequivalent
employee|1.09tonnesCO2e|1.56tonnesCO2e|1.05tonnesCO2e|
Note: FY24/25 flight emission figures are based on a combination of data sets from two different sources
**42** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **43** Annual Report and Accounts 2024–25
## **STATEMENT OF TRUSTEES’ RESPONSIBILITIES IN RESPECT OF THE TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS**
## CARE International Climate and Environment Policy
CARE.International.has.been.reporting.on.our.carbon.emissions.across.the.breadth.of.our.operations.since. 2019.and.has.reduction.plans.in.place..In.2023.we.approved.a.new.Climate.and.Environment.Policy.for.CARE. International.which.was.piloted.through.FY25.and.will.come.into.force.in.FY26..In.this.we.commit.to:..
1. **Prevent, reduce, and mitigate our negative impacts on our climate and environment** .in.the.spirit.of. international.standards.and.agreements;.
- 2..Support,.where.feasible.and.appropriate,.the. **protection, management, and restoration of the environment** ;. and..
3. **Promote good environmental practices, raising awareness** .on.the.importance.of.minimising.greenhouse. gas.emissions,.and. **being accountable** .
During.FY25,.CIUK.developed.a.draft.action.plan.and.targets.in.line.with.the.CARE.International.policy..
As.part.of.this,.CIUK.is.committed.to.reducing.absolute.GHG.emissions.from.flights.and.office.energy.by. 50%.by.FY31.from.a.baseline.calculated.from.averaging.FY19.and.FY24.emissions.(our.pre-.and.post-COVID. emissions.profile)..We.have.followed.the.principles.of.the.Science.Based.Targets.Initiative.(SBTi),.which. state.that.organisations.can.deviate.from.the.recommended.2023.base.year.when.FY23.emissions.are.not. considered.representative.of.the.general.emissions.profile..When.no.single.year.from.FY19-23.is.considered. representative,.a.calculation.of.a.multi-year.average.(excluding.COVID.impact.years).is.permitted..
We.will.begin.to.screen.new.programmes.on.their.environmental.impact.and.undertake.environmental.impact. assessments.when.necessary..Our.programmes.are.informed.by.a.risk.analysis.of.potential.environmental. and.climate.related.shocks.and.stresses.and.we.take.reasonable.steps.to.consider.and.address.these.as. appropriate.
## Energy efficiency measures
In.FY25.we.continued.to.apply.our.travel.policy.which.includes.a.more.rigorous.assessment.of.alternatives.to. travel,.and.measures.to.reduce.emissions.from.travel.on.shorter.journeys,.for.example.mandating.train.use. for.travel.in.the.UK.and.to.near.Europe..We.continue.to.limit.our.travel.overseas.and.encourage.virtual.working. where.feasible...
The.Trustees.are.responsible.for.preparing.the.Annual.Report,.including.the.Strategic.Report.and.the.financial. statements,.in.accordance.with.applicable.law.and.regulations..
Company.law.requires.the.Trustees.to.prepare.financial.statements.for.each.financial.year.in.accordance. with.United.Kingdom.Generally.Accepted.Accounting.Practice.(United.Kingdom.Accounting.Standards.and. applicable.law)..
Under.company.law,.the.Trustees.must.not.approve.the.financial.statements.unless.they.are.satisfied.that. they.give.a.true.and.fair.view.of.the.state.of.affairs.of.the.group.and.Charity.and.of.the.incoming.resources. and.application.of.resources,.including.the.income.and.expenditure,.of.the.Charity.for.that.period..
In.preparing.these.financial.statements,.the.Trustees.are.required.to:
- Select.suitable.accounting.policies.and.then.apply.them.consistently..
- Make.judgements.and.accounting.estimates.that.are.reasonable.and.prudent..
- State.whether.applicable.UK.Accounting.Standards.have.been.followed,.subject.to.any.material.departures.
- disclosed.and.explained.in.the.financial.statements..
- Prepare.the.financial.statements.on.the.going.concern.basis.unless.it.is.inappropriate.to.presume.that.the. Charity.will.continue.in.business.
The.Trustees.are.responsible.for.keeping.adequate.accounting.records.that.are.sufficient.to.show.and.explain. the.Charity’s.transactions.and.disclose.with.reasonable.accuracy.at.any.time.the.financial.position.of.the. Charity.and.enable.them.to.ensure.that.the.financial.statements.comply.with.the.Companies.Act.2006..
They.are.also.responsible.for.safeguarding.the.assets.of.the.group,.and.hence.for.taking.reasonable.steps.for. the.prevention.and.detection.of.fraud.and.other.irregularities..
Financial.statements.are.published.on.the.Charity’s.website.in.accordance.with.legislation.in.the.United. Kingdom.governing.the.preparation.and.dissemination.of.financial.statements,.which.may.vary.from. legislation.in.other.jurisdictions..The.maintenance.and.integrity.of.the.Charity’s.website.is.the.responsibility. of.the.Trustees..The.Trustees’.responsibility.also.extends.to.the.ongoing.integrity.of.the.financial.statements. contained.therein.
Anyone.representing.CIUK.signs.a.Code.of.Conduct.confirming.they.will.demonstrate.commitment.to.reducing. our.environmental.impact..We.contribute.to.the.CARE.International.Global.Climate.Smart.Report.in.terms.of. the.action.taken.to.reduce.emissions,.and.to.further.CARE.International’s.global.efforts.to.become.a.climate. smart organisation.
We.have.committed.to.offset.our.emissions.where.we.cannot.reduce.them.through.credible.carbon. offset.projects.that.have.high.social.impact.and.environmental.integrity..In.FY25,.we.contributed.to.CARE. International’s.carbon.offsetting.scheme.with.the.Fair.Climate.Fund..We.are.very.proud.of.our.CARE. International.joint.offsetting.programme.and.the.steps.being.taking.to.balance.out.unavoidable.emissions. from.the.work.we.do..The.programme.will.provide.women.in.rural.communities.in.India.with.cookstoves,. improving.health.and.safety.conditions.for.families,.and.contributing.to.climate.resilience,.all.while.reducing. emissions.
**44** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **45** Annual Report and Accounts 2024–25
## **INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CARE INTERNATIONAL UK**
## Disclosure of information to auditors
In.the.case.of.each.of.the.persons.who.are.Trustee.Directors.of.the.company.at.the.date.when.this.report.was. approved:.
- So.far.as.each.of.the.Trustee.Directors.is.aware,.there.is.no.relevant.audit.information.(as.defined.in.the. Companies.Act.2006).of.which.the.company’s.auditors.are.unaware;.and.
- Each.of.the.Trustee.Directors.has.taken.all.the.steps.that.they.ought.to.have.taken.as.a.Director.to.make. themselves.aware.of.any.relevant.audit.information.(as.defined).and.to.establish.that.the.company’s.auditors. are.aware.of.that.information..This.confirmation.is.given.and.should.be.interpreted.in.accordance.with.the. provisions.of.S418.of.the.Companies.Act.2006.
The.Trustees’.Annual.Report.and.the.strategic.report.contained.within.was.approved.by.the.Trustees.of.CARE. International.UK.on.04.December.2025.and.signed.on.its.behalf.by:.
## Opinion
We.have.audited.the.financial.statements.of.CARE.International.UK.(the.“charitable.company”).and.its. subsidiaries.(the.“group”).for.the.year.ended.30.June.2025.which.comprise.the.consolidated.statement.of. financial.activities,.the.consolidated.balance.sheet,.the.charity.balance.sheet,.the.consolidated.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.Financial.Reporting.Standard.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:
- give.a.true.and.fair.view.of.the.state.of.the.group’s.and.the.charitable.company’s.affairs.as.at.30.June.2025. and.of.the.group’s.incoming.resources.and.application.of.resources,.including.its.income.and.expenditure.for. the.year.then.ended;
- have.been.properly.prepared.in.accordance.with.United.Kingdom.Generally.Accepted.Accounting.Practice;.and
**Lyndall Stein** Chair.of.Trustees.
**Sribavan Srisathkurunathan** Chair,.Finance.and.Audit.Committee
- have.been.prepared.in.accordance.with.the.requirements.of.the.Companies.Act.2006.
## Basis for opinion
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. group.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.
## Conclusions relating to going concern
In.auditing.the.financial.statements,.we.have.concluded.that.the.trustee’s.use.of.the.going.concern.basis.of. accounting.in.the.preparation.of.the.financial.statements.is.appropriate.
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.the.charitable.company’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.
**46** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **47** Annual Report and Accounts 2024–25
## Other information
The.trustees.are.responsible.for.the.other.information.contained.within.the.annual.report..The.other. information.comprises.the.information.included.in.the.annual.report,.other.than.the.financial.statements.and. our.auditor’s.report.thereon..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.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.
## Opinions on other matters prescribed by the Companies Act 2006
In.our.opinion.based.on.the.work.undertaken.in.the.course.of.our.audit.
• the.information.given.in.the.trustees’.report,.which.includes.the.directors’.report.and.the.strategic.report. prepared.for.the.purposes.of.company.law,.for.the.financial.year.for.which.the.financial.statements.are. prepared.is.consistent.with.the.financial.statements;.and
- the.strategic.report.and.the.directors’.report.included.within.the.trustees’.report.have.been.prepared.in. accordance.with.applicable.legal.requirements.
## Matters on which we are required to report by exception
In.light.of.the.knowledge.and.understanding.of.the.charitable.company.and.their.environment.obtained.in. the.course.of.the.audit,.we.have.not.identified.material.misstatements.in.the.strategic.report.or.the.directors’. report.included.within.the.trustees’.report.
We.have.nothing.to.report.in.respect.of.the.following.matters.in.relation.to.which.the.Companies.Act.2006. requires.us.to.report.to.you.if,.in.our.opinion:
## Responsibilities of trustees
As.explained.more.fully.in.the.trustees’.responsibilities.statement.set.out.on.page.43,.the.trustees.(who. are.also.the.directors.of.the.charitable.company.for.the.purposes.of.company.law).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.charitable.company’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.charitable.company.or. to.cease.operations,.or.have.no.realistic.alternative.but.to.do.so.
## Auditor’s responsibilities for the audit of the financial statements
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.
Details.of.the.extent.to.which.the.audit.was.considered.capable.of.detecting.irregularities,.including.fraud.and. non-compliance.with.laws.and.regulations.are.set.out.below..
A.further.description.of.our.responsibilities.for.the.audit.of.the.financial.statements.is.available.on.the. Financial.Reporting.Council’s.website.at: www.frc.org.uk/auditorsresponsibilities..This.description.forms.part. of.our.auditor’s.report.
## Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities,.including.fraud,.are.instances.of.non-compliance.with.laws.and.regulations..We.identified.and. assessed.the.risks.of.material.misstatement.of.the.financial.statements.from.irregularities,.whether.due.to. fraud.or.error,.and.discussed.these.between.our.audit.team.members..We.then.designed.and.performed.audit. procedures.responsive.to.those.risks,.including.obtaining.audit.evidence.sufficient.and.appropriate.to.provide. a.basis.for.our.opinion..
- the.parent.company.has.not.kept.adequate.accounting.records;.or
- the.parent.company.financial.statements.are.not.in.agreement.with.the.accounting.records.and.returns;.or
- certain.disclosures.of.trustees’.remuneration.specified.by.law.are.not.made;.or
- we.have.not.received.all.the.information.and.explanations.we.require.for.our.audit.
We.obtained.an.understanding.of.the.legal.and.regulatory.frameworks.within.which.the.charitable.company. and.group.operates,.focusing.on.those.laws.and.regulations.that.have.a.direct.effect.on.the.determination.of. material.amounts.and.disclosures.in.the.financial.statements,.including.financial.reporting.legislation.and.the. Charities.SORP.(FRS.102),.and.tax.regulations..We.assessed.the.required.compliance.with.these.laws.and. regulations.as.part.of.our.audit.procedures.on.the.related.financial.statement.items..
In.addition,.we.considered.provisions.of.other.laws.and.regulations.that.do.not.have.a.direct.effect.on.the. financial.statements.but.compliance.with.which.might.be.necessary.to.the.charitable.group’s.ability.to. operate.or.to.avoid.a.material.penalty..Auditing.standards.limit.the.required.audit.procedures.to.identify.noncompliance.with.these.laws.and.regulations.to.enquiry.of.the.Trustees.and.other.management.and.inspection. of.regulatory.and.legal.correspondence,.if.any..
**48** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **49** Annual Report and Accounts 2024–25
We.also.considered.the.opportunities.and.incentives.that.may.exist.within.the.charitable.group.for.fraud.. We.identified.the.greatest.risk.of.material.impact.on.the.financial.statements.from.irregularities,.including. fraud,.to.be.within.the.timing.of.recognition.of.grant.income.and.management.override.of.controls..Our. audit.procedures.to.respond.to.these.risks.included.enquiries.of.management.and.the.Finance.and.Audit. Committee.about.their.own.identification.and.assessment.of.the.risks.of.irregularities,.designing.audit. procedures.over.income,.sample.testing.on.the.posting.of.journals,.reviewing.regulatory.correspondence.with. the.Charity.Commission,.and.reading.minutes.of.meetings.of.those.charged.with.governance.
Owing.to.the.inherent.limitations.of.an.audit,.there.is.an.unavoidable.risk.that.we.may.not.have.detected.some. material.misstatements.in.the.financial.statements,.even.though.we.have.properly.planned.and.performed.our. audit.in.accordance.with.auditing.standards..For.example,.the.further.removed.non-compliance.with.laws.and. regulations.(irregularities).is.from.the.events.and.transactions.reflected.in.the.financial.statements,.the.less. likely.the.inherently.limited.procedures.required.by.auditing.standards.would.identify.it..
In.addition,.as.with.any.audit,.there.remained.a.higher.risk.of.non-detection.of.irregularities,.as.these.may. involve.collusion,.forgery,.intentional.omissions,.misrepresentations,.or.the.override.of.internal.controls..We. are.not.responsible.for.preventing.non-compliance.and.cannot.be.expected.to.detect.non-compliance.with.all. laws.and.regulations..
## Use of our report
This.report.is.made.solely.to.the.charitable.company’s.members,.as.a.body,.in.accordance.with.Chapter.3. of.Part.16.of.the.Companies.Act.2006..Our.audit.work.has.been.undertaken.so.that.we.might.state.to.the. charitable.company’s.members.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.charitable.company.and.the.charitable.company’s.members.as.a.body,.for.our.audit.work,.for. this.report,.or.for.the.opinions.we.have.formed.
Tara.Westcott Senior.Statutory.Auditor
For.and.on.behalf.of **Crowe U.K. LLP** Statutory.Auditor **Cheltenham, UK**
Date: 18 December 2025
**50** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **51** Annual Report and Accounts 2024–25
## **LEGAL AND ADMINISTRATIVE INFORMATION**
## Trustees
**Desiree D’Souza** .(Chair.of.Ethics.and.People.Committee). **[2]**
## **Khalid El Ansari[1,2]**
**Ziad Issa** .(appointed.19.March.2025). **[3]**
**Laura Kelly** .(Acting.Co-Chair.of.Board,.appointed.April.2025/Chair.of.Impact.and.Transformation.Committee). **[3]**
**Amadu Khan[2,3]**
**James Levy** .(appointed.1.October.2025). **[1,2]**
## **Susanna Ndaruhutse[1,3]**
**Matthew Sherrington** .(appointed.19.March.2025). **[1]**
**Edward Sparrow** .(resigned.18.November.2025). **[1,2]**
**Sribavan Srisathkurunathan** .(Acting.Co-Chair.of.Board,.appointed.15.April.2025/Chair.of.Finance.and. Audit.Committee). **[1]**
**Lyndall Stein** .(Chair).(temporarily.stepped.away.as.Chair.on.15.April.2025). **[2,3]**
**Stefanie Tetenburg** .(appointed.19.March.2025). **[1]**
## **COMPANY INFORMATION**
## Registered Office
1.St.John’s.Lane London.EC1M.4AR.
## Auditors
## Crowe UK LLP
4th.Floor.St.James.House. St.James.Square. Cheltenham.GL50.3PR.
## Bankers
Barclays.Bank.plc. Level.28.1.Churchill.Place.London.E14.5HP.
## Solicitors
## Ashurst LLP
London.Fruit.and.Wool.Exchange. 1.Duval.Square,.London.E1.6PW
**Anita Yuen** .(resigned.4.December.2024). **[1]**
## Additional committee members
## **Simon Starling[3]**
1.Finance.and.Audit.Committee. 2.Ethics.and.People.Committee. 3.Impact.and.Transformation.Committee
## Senior Leadership Team
**Bill Chidgey** Interim.Finance.Director.(to.8.August.2024) **Senait Fassil** Director.of.Finance,.Compliance.and.Governance.(from.30.July.2024) **Esiri Lawrence** Director.of.People.and.Organisational.Development.(from.2.December.2024) **Joanna Lloyd-Jones** Interim.Director.of.People.(to.19.July.2024) **Helen McEachern** Chief.Executive.Officer **Ben Nolan** Director.of.Fundraising.and.Communications **Tina Sloane** Interim.Director.of.Programmes.and.Policy.(parental.cover). (from.17.November.2024). **Helen Thompson** Director.of.Programmes.and.Policy.(parental.leave.from.17.November.2024)
**52** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **53** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25
Care International UK Annual Report and Accounts Company number 01911651
Company number 01911651
## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) (INCORPORATING INCOME AND EXPENDITURE ACCOUNT)** FOR.THE.YEAR.ENDED.30.JUNE.2025. Company.number.01911651 **FOR THE YEAR ENDED 30 JUNE 2025**
|**Note**
**Income from:**
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Investment income
Other income
**Total Income**
Expenditure on:
Raising funds:
Trading subsidiary costs
7
Costs of raising voluntary
Income
6
Charitable activities
8
**Total expenditure**
**Net income/(expenditure)**
Transfers between funds
**Net movement in funds**
**Reconciliation of funds**
Total funds brought forward
Net movement in funds
**Total funds carried forward**|**Unrestricted**
**funds**
**2025**
**£000**
6,287
3,959
316
374
-
**10,936**
322
3,507
6,769
**10,598**
339
(91)
248
4,809
248
**5,057**|**Restricted**
**funds**
**2025**
**£000**
5,869
47,261
-
-
-
**53,130**
-
85
55,137
**55,222**
(2,093)
91
(2,002)
9,919
(2,002)
**7,917**|**Total funds**
**2025**
**£000**
12,156
51,220
316
374
-
**64,066**
322
3,592
61,906
**65,820**
(1,754)
-
(1,754)
14,728
(1,754)
**12,974**|Total funds
2024
£000|
|---|---|---|---|---|
|||||14,653
33,158
431
396
330|
|||||48,968|
|||||399
3,702
51,602|
|||||55,703|
|||||(6,735)
-|
|||||(6,735)|
|||||21,463
(6,735)|
|||||14,728|
The Consolidated Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 55 to 87 form part of these financial statements.
## **BALANCE SHEET**
## **BALANCE SHEET**
## FOR.THE.YEAR.ENDED.30.JUNE.2025. **AS AT 30 JUNE 2025** Company.number.01911651
|Note
**Fixed** **assets**
Tangible assets
13
Investments
14
**Current** **assets**
Debtors; Amounts falling due within
one year
15
Cash at bank and in hand
Creditors: Amounts falling due
within one year
16
**Net current assets**
Creditors: Amounts falling due after
more than one year
17
**Total** **net** **assets**
**Charity** **funds**
18
Restricted funds
_Unrestricted funds:_
Designated Funds
General Reserves
**Total** **funds**|**Group**
**2025**
**£000**
44
39
**83**
9,283
11,893
**21,176**
(8,008)
**13,168**
(277)
**12,974**
7,917
200
4,857
**12,974**|**Charity**
**2025**
**£000**
44
39
**83**
9,698
11,470
**21,168**
(8,001)
**13,167**
(277)
**12,973**
7,917
-
200
4,856
**12,973**|Group
2024
£000
80
39
119
13,183
16,015
29,198
(14,589)
14,609
-
14,728
9,919
-
4,809
14,728|Charity|
|---|---|---|---|---|
|||||2024
£000|
|||||80
39|
|||||119
13,691
15,469|
|||||29,160
(14,558)|
|||||14,602
-|
|||||14,721|
|||||9,919
-
4,802|
|||||14,721|
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:
Chair of Trustees **Lyndall Stein** 15th December 2025
Chair, Finance and Audit Compliance **Sribavan Srisathkurunathan** 15th December 2025
**54** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **55** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **CONSOLIDATED STATEMENT OF CASHFLOWS CONSOLIDATED STATEMENT OF CASHFLOWS** FOR.THE.YEAR.ENDED.30.JUNE.2025. **FOR THE YEAR ENDED 30 JUNE 2025** Company.number.01911651
## **NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **1. General information**
|**Note**
**Cash flows from operating activities**
Net cash used in operating activities
22
**Cash flows from investing activities**
Investment income
Purchase of tangible fixed assets
13
**Net cash provided by investing activities**
**Change in cash and cash equivalents in the year**
Cash and cash equivalents at the beginning of the year
23|**Group**
**2025**
**£000**
**(4,482)**
**374**
**(14)**
**360**
**(4,122)**
**16,015**
**11,893**|Group
2024
£000
1,693|
|---|---|---|
|||396
(111)|
|||285|
|||1,978
14,037|
|||16,015|
The notes on pages 55 to 87 form part of these financial statements
CARE International UK is a registered charity (Number 292506) and a private company (Number 1911651) limited by guarantee. The objects of the company, as set out in the Memorandum and Articles of Association, are to relieve poverty and sickness, to promote the preservation and protection of health and to advance education among the world’s poor.
## **2. Accounting policies**
## **2.1 Basis of preparation of financial statements**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
CARE International UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
The Consolidated Statement of Financial Activities (SOFA) and Consolidated Balance Sheet consolidate the financial statements of the Charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line by line basis.
The Charity has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of Financial Activities in these financial statements.
## **2.2 Going concern**
The Charity has continued to manage its finances effectively throughout the financial year ending 30 June 2025, increasing unrestricted reserves for the group from £4,809k to £5,037k during the year.
In preparing the going concern assessment, income, expenditure and cashflow projections have been extended to 30 June 2027. Projections have been prepared based upon the Board approved latest forecast as well as updated information in respect of current and pipeline activity. In addition to the forecast projections, alternative scenarios have been modelled which consider the impact of further declines in income of up to 20% in programme, 10% in fundraising and 30% in other income sources. A further scenario has been also prepared – a cumulative crystallization of all scenarios to assess the impact such a scenario would have on the financial sustainability of the Group. In this scenario the Group would have sufficient unrestricted cash resources as well as reserves to continue its operations.
For this reason, the Trustees have concluded that there is no material uncertainty relating to going concern.
**56** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **57** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25
Care International UK Annual Report and Accounts
Company number 01911651
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **2 Accounting policies (continued)**
## **2.3 Income Recognition**
Donations, including regular giving and appeals, are recognised as income once CARE International UK has the right to receive the donation, when it is probable that the economic benefits will be received and that the amount of the donation can be measured reliably.
All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
Income from sponsors is recognised on a receivable basis.
Legacies are accounted for as income when the charity has entitlement to the income and the amount can be measured reliably. This is usually on the settlement of the estate or receipt of payment, whichever is earlier.
Grants are included in the Consolidated Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
Income earned under contracts with donors where payments are contingent on the achievement of specified results is recognised in the SOFA in proportion to the stage of completion of the project. Where it is probable that total contract costs exceed total contract income, the expected deficit is recognised immediately. Income and expenditure in relation to these contracts are recognised within restricted funds, with any resulting surplus or deficit shown as a transfer to or from unrestricted funds.
Contributions and donations in kind are recorded at fair values during the year of contribution and recorded as restricted income and expenditure in the SOFA.
Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.
Income from trading activities is accounted for on an accrual basis.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **2 Accounting policies (continued)**
## **2.4 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. This is either headcount per activity, or direct costs per activity as a proportion of total direct costs.
Expenditure on raising funds includes all expenditure incurred by the Group to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the Group's objectives, as well as any associated support costs.
Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment but not accrued as expenditure.
All expenditure is inclusive of irrecoverable VAT.
## **2.5 Interest receivable**
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Group; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.
## **2.6 Tangible fixed assets and depreciation**
Tangible fixed assets costing £1,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method.
Where applicable, depreciation is provided on the following basis:
Leasehold improvements - over the remaining life of the lease Office and other equipment - 7 years IT equipment - 3 years
**58** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **59** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **2 Accounting policies (continued)**
## **2.7 Investments**
Fixed asset investments are a form of financial instrument and are initially recognised at their transaction cost and subsequently measured at fair value at the Balance Sheet date, unless the value cannot be measured reliably in which case it is measured at cost less impairment. Investment gains and losses, whether realised or unrealised, are combined and presented as ‘Gains/(Losses) on investments’ in the Consolidated Statement of Financial Activities.
## **2.8 Debtors**
Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **2.9 Cash at bank and in hand**
Cash at bank and 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.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
- **2 Accounting policies (continued)**
## **2.13 Pensions**
Contributions to the defined contribution pension scheme are recognised in the SOFA when they are payable. The money purchase nature of the scheme assures there will be no funding deficit or surplus accruing to the Charity in the future. The pension scheme is independently administered. The assets of the scheme are held separately from those of the Charity.
The Charity also participates in the Pensions Trust Growth Plan. This is a multi-employer pension scheme where it is not possible to separately identify the assets and liabilities of participating employers. This is a money purchase arrangement with historical guarantees. The scheme is subject to the funding legislation outlined in the Pensions Act 2004. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme. A full actuarial valuation for the scheme was carried out as of 30 September 2019, which showed a deficit. The pension trustees have asked for the participating employers to pay additional contributions to the scheme to eliminate this funding shortfall. These recovery plan contributions are allocated to each participating employer in line with their estimated share of the scheme liabilities. The liability recognised for this obligation is the net present value of the deficit reduction contributions payable under the plan and is held as a provision in the Balance Sheet. The current overall position of the fund and the assumptions made are provided in Note 25.
## **2.10 Liabilities and provisions**
Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Consolidated Statement of Financial Activities as a finance cost.
## **2.11 Financial instruments**
The Group only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
## **2.12 Operating leases**
Rentals paid under operating leases are charged to the Consolidated Statement of Financial Activities on a straight-line basis over the lease term.
## **2.14 Taxation status**
CARE International UK is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK Corporation tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter three Part 11 Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes. The Charity’s trading subsidiary will pay available profits to the Charity under the Gift Aid scheme, thereby eliminating or reducing their respective corporation tax liabilities.
The Charity is able to partially recover Value Added Tax (VAT). Expenditure subject to VAT that is not recoverable is recorded in the Accounts inclusive of VAT. The subsidiary trading company makes qualifying donations of taxable profit to the Charity to the full extent allowable. Unless material, any Corporation Tax liability arising in the subsidiary is included within the expenditure by the Group.
## **2.15 Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Group and which have not been designated for other purposes. Designated funds are unrestricted funds, which the trustees have identified and ringfenced to be deployed for a specific purpose. Trustees should agree the designation of funds prior to the end of the financial year in which the accounts relate.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Group for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
Investment income, gains and losses are allocated to the appropriate fund.
**60** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **61** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
- **2 Accounting policies (continued)**
- **2.16 Areas of significant judgement and estimates**
## **Significant accounting judgements and estimates**
The Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. These judgements and estimates are continually evaluated, based upon experience, reasonable expectations of the outcome of future event and professional and expert advice. The significant judgements and estimates that could impact the carrying amounts of assets and liabilities are detailed below:
## **Income recognition**
Income recognition requires judgement to appropriately apply the income accounting policies across the many complex funding streams the Charity has. Note 2.3 details the accounting principles adopted and their application across the significant funding streams. The judgements are continually reassessed and where appropriate provision is made for contingencies or deferrals are made to account for conditions yet to be fulfilled.
## **Pensions Trust scheme deficit**
The assumptions underpinning the measurement of the Pension Trust liability depend upon significant judgements and estimates. Details of the potential liability relating to withdrawal from the Pensions Trust scheme are set out in Note 25.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
|**3**
**Income from donations and legacies**
Individual and corporate donors
including legacies
Disasters Emergency Committee (DEC)
Gifts & Contributions in Kind
Individual and corporate donors
including legacies
Disasters Emergency Committee (DEC)
Gifts & Contributions in Kind|**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**funds**
**2025**
**2025**
**2025**
**£000**
**£000**
**£000**
6,058
2,713
8,771
229
2,922
3,151
-
234
234
**6,287**
**5,869**
**12,156**
Unrestricted
funds
Restricted
funds
Total
funds
2024
2024
2024
£000
£000
£000
5,631
3,422
9,053
338
4,838
5,176
-
424
424
5,969
8,684
14,653|
|---|---|
## **Impairment of country office and partner balances**
Balances held with country offices and partners are reviewed for indicators of impairment. A provision is included in the accounts when the carrying value of the asset is assessed to be higher than the recoverable amount.
## **Lendwithcare**
Lendwithcare funds are not presented as part of CARE International UK’s assets. To ensure this remains appropriate, legal advice has been obtained and is updated on a regular basis. Any updates to the terms and conditions are scrutinised to ensure that it continues to be appropriate for CARE International UK to operate and disclose that the scheme is an agency arrangement.
The Trustees do not consider there to be any other areas of significant judgement or estimates.
**62** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **63** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **4 Income from charitable activities**
|**Income from charitable activities**||
|---|---|
|Foreign, Commonwealth & Development
Office
Other Donors and Funders
Foreign, Commonwealth & Development
Office
European Commission including Directorate
for Humanitarian Aid and Civil Protection
Other Donors and Funders|**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**funds**
**2025**
**2025**
**2025**
**£000**
**£000**
**£000**
2,832
41,749
44,581
1,127
5,512
6,639|
||**3,959**
**47,261**
**51,220**|
||Unrestricted
funds
Restricted
funds
Total
funds
2024
2024
2024
£000
£000
£000
2,295
24,953
27,248
11
74
85
931
4,894
5,825|
||3,237
29,921
33,158|
**NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **5 Income from other trading activities**
Income from trading subsidiary
The trading income from the wholly owned subsidiary, CARE International Enterprises Limited, derives from:
- § Providing IT support to 6 (2024:7) European CARE International members and their respective country offices
- § Fees charged to corporate partners for use of the CARE name and logo
- § Royalty income from book sales
||**Unrestricted**|**Total**|Total|
|---|---|---|---|
||**funds**|**funds**|funds|
||**2025**|**2025**|2024|
||**£000**|**£000**|£000|
|Trading income|316|**316**|431|
## **6 Expenditure on raising funds**
## **Costs of raising voluntary income**
|Individuals
Institutional donors
Media & Communications
Support costs
Individuals
Institutional donors
Media & Communications
Support costs|**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**funds**
**2025**
**2025**
**2025**
**£000**
**£000**
**£000**
1,778
-
1,778
357
10
367
457
-
457
915
75
990
**3,507**
**85**
**3,592**
Unrestricted
funds
Restricted
funds
Total
funds
2024
2024
2024
£000
£000
£000
2,021
1
2,022
353
-
353
444
-
444
784
99
883
3,602
100
3,702|
|---|---|
Company number 01911651 CARE International UK: **65** Annual Report and Accounts 2024–25
**64** CARE International UK: Annual Report and Accounts 2024–25
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
|**7**|**Expenditure on trading activities**||||
|---|---|---|---|---|
|||**Unrestricted**|**Total**|Total|
|||**funds**|**funds**|funds|
|||**2025**|**2025**|2024|
|||**£000**|**£000**|£000|
||Trading subsidiary costs|322|322|399|
|**8**|**Analysis of expenditure on charitable activities**||||
|---|---|---|---|---|
||**Summary by fund type**||||
|||**Unrestricted**|**Restricted**|**Total**|
|||**funds**|**funds**|**funds**|
|||**2025**|**2025**|**2025**|
|||**£000**|**£000**|**£000**|
||Humanitarian response|2,855|33,779|36,634|
||Development work|3,236|21,142|24,378|
||Advocacy|678|216|894|
|||**6,769**|**55,137**|**61,906**|
|||Unrestricted|Restricted|Total|
|||funds|funds|funds|
|||2024|2024|2024|
|||£000|£000|£000|
||Humanitarian response|2,881|23,146|26,027|
||Development work|2,872|22,206|25,078|
||Advocacy|455|42|497|
|||6,208|45,394|51,602|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
**FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
|**9**|**Analysis of expenditure by activities**|**Analysis of expenditure by activities**||||
|---|---|---|---|---|---|
|||**Activities**|**Grant**|**Support**|**Total**|
|||**undertaken**|**funding of**|**costs**|**funds**|
|||**directly**|**activities**|||
|||**2025**|**2025**|**2025**|**2025**|
|||**£000**|**£000**|**£000**|**£000**|
||Humanitarian response|2,093|33,096|1,445|36,634|
||Development work|2,611|20,582|1,185|24,378|
||Advocacy|685|17|192|894|
|||**5,389**|**53,695**|**2,822**|**61,906**|
|||Activities|Grant|Support|Total|
|||undertaken|funding of|costs|funds|
|||directly|activities|||
|||2024|2024|2024|2024|
|||£000|£000|£000|£000|
||Humanitarian response|2,623|21,884|1,520|26,027|
||Development work|3,838|19,844|1,396|25,078|
||Advocacy|212|-|285|497|
|||6,673|41,728|3,201|51,602|
**66** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **67** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **10 Grant and project costs**
|**Country Office**
Development Climate Justice
Development Other
Development Right to Food Water & Nutrition
Development Right to Health
Development Women’s Economic Justice
Humanitarian Gender Equality
Humanitarian Other
Humanitarian Right to Food Water and Nutrition
**Partners**
Development Climate Justice
Development Gender Equality
Development Other
Development Right to Food Water & Nutrition
Development Women’s Economic Justice
Humanitarian Gender Equality
Humanitarian Other
Humanitarian Right to Food Water and Nutrition|**2025**
**£000**
**7,928**
**1,885**
**-**
**209**
**1,626**
**2,888**
**17,333**
**-**
**31,869**
**8,610**
**-**
**326**
**28**
**-**
**3**
**12,859**
**-**
**21,826**
**53,695**|2024
£000
5,231
6831
48
1,599
108
3,612
10,604
151|
|---|---|---|
|||28,184
5,687
17
156
59
108
683
6,787
47|
|||13,544|
|||41,728|
Humanitarian Other includes any other programme focus targeted at disaster/crisis affected communities that are not covered under another classification. FY25 sees increased spending under the ‘other’ classification across multiple projects.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
|**11**
**Support costs**
**Unrestricted**
**funds**
**2025**
**£000**
Management
402
Office costs
222
Finance
1,165
IT
479
Human resources
994
Governance
310
Internal audit
57
**3,629**
Unrestricted
funds
2024
£000
Management
607
Office costs
189
Finance
1419
IT
315
Human resources
681
Governance
531
Internal audit
61
3,803
Included within the unrestricted support costs are the following:
Fees payable to the Charity's auditor for the audit of this set of
accounts
Fees payable to the Charity's auditor for tax compliance work
Accounts preparation fees relating to prior year accounts
Depreciation charges|**Restricted**
**funds**
**2025**
**£000**
-
-
6
-
173
4
-
**183**
Restricted
funds
2024
£000
-
9
24
-
248
-
-
281
**2025**
**£000**
75
5
-
50|**Total**
**funds**
**2025**
**£000**
**-**
**402**
**222**
**1,171**
**479**
**1,167**
**314**
**57**|
|---|---|---|
|||**3,812**|
|||Total
funds
2024
£000
-
607
198
1,443
315
929
531
61|
|||4,084|
|||2024
£000
73
7
6
51|
**68** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **69** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **12 Staff costs**
**Group and Charity**
|Wages and salaries
Social security costs
Contribution to defined contribution pension
schemes|**2025**
**£000**
5,852
613
340
**6,805**|2024
£000
5,006
506
257|
|---|---|---|
|||5,769|
Included within Wages and salaries costs are termination costs of £88k _(2024 - £22k)_ and other staff costs of £100k _(2024 - £100k)_ . Termination costs of £8k relate to a limited number of redundancies and settlement agreements paid during the year and a further £80k in respect of termination costs that have been accrued but will be paid during the financial year ending 30 June 2026.
In addition to full-time permanent staff, CARE International UK employed temporary staff at a cost of £162k including 2 seconded staff _(2024 - £116k)_ . This was due to some positions being filled on an interim basis.
The Charity participates in a multi-employer defined benefit pension scheme administered by The Pensions Trust (TPT). The Charity recognises a liability in relation to the agreed deficit funding arrangement, and the amount recognised is the net present value of the deficit reduction contributions payable.
The average number of persons employed by the Charity during the year was as follows: update with secondment)
|Charitable activities
Fundraising
Support|**2025**
2024
**No**
No
56
45
39
35
24
23
**119**
103|
|---|---|
The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:
||**2025**|2024|
|---|---|---|
|In the band £60,001 - £70,000|**No**
8|No
9|
|In the band £70,001 - £80,000|2|2|
|In the band £80,001 - £90,000|1|1|
|In the band £90,001 - £100,000|1|2|
|In the band £100,001 - £110,000|-|1|
|In the band £120,001 - £130,000|1|-|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **12 Staff costs (continued)**
Employer contributions are made to a defined contribution pension scheme in respect of 13 higher paid employees _(2024 - 15)._ Total employer contributions in respect of higher paid employees during the year amounted to £62k _(2024 - £57k)._
The Key Management Personnel of the Group are the Trustees and the senior management team. The short-term employee benefits for the senior management team for 2025 was £634k _(2024 - £509k)._
## **Trustees' remuneration and expenses**
None of the members of the Board received any remuneration for their work as trustees _(2024 - Nil)._
Expenses reimbursed to 2 Trustees _(2024 - 5 Trustees)_ for travel undertaken on the Group's behalf in 2024 totalled £684 _(2024 - £4.8k)_ . The Group paid £25.2k _(2024 - £25.4k)_ for Combined Liability insurance, which includes trustees' indemnity insurance cover. Trustees’ donations were £2.8k _(2024 - £7.6k)._
## **13 Tangible fixed assets**
**Group and Charity**
|**Cost or valuation**
At 1 July 2024
Additions
At 30 June 2025
**Depreciation**
At 1 July 2024
Charge for the year
At 30 June 2025
**Net Book Value**
At 30 June 2025
At 30 June 2024|**Office**
**equipment**
**£000**
**3**
**-**
**3**
**1**
**1**
**2**
**1**
2|**Computer**
**equipment**
**£000**
**344**
**14**
**358**
**266**
**49**
**315**
**43**
78|**Total**
**£000**
**347**
**14**|
|---|---|---|---|
||||**361**|
||||**267**
**50**|
||||**317**|
||||**44**|
||||80|
Care International UK Annual Report and Accounts
**70** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **71** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **14 Fixed asset investments**
|||
|---|---|
|**Group and Charity**
**Cost or valuation**
At 1 July 2024
At 30 June 2025
**Net Book Value**
At 30 June 2025
At 30 June 2024|**Unlisted**
**investments**
**£000**
**39**|
||**39**|
||**39**|
||39|
The Unlisted Investment represents a cash investment in CARE International Revolving Loan Fund (see paragraph b below).
Subsidiary company investments held by the Charity include a £2 (2024 - £2) investment in the subsidiary company at cost. The Charity holds 100% of the issued share capital of CI Enterprises Limited, which is registered in England and Wales. The Company's principal activity is to undertake trading for the Charity. A summary of the subsidiary's results and its financial position as at 30 June 2025 is given in Note 19
During the year CARE International participated in the Revolving Fund established with other members of the CARE International Confederation, maintaining its investment of €45,500. The Fund, which is administered by the CARE International Secretariat in Geneva, is used to provide short-term interest- bearing loans to finance cash flow needs of members for projects across CARE International, where funds are received from donors after they are needed for implementation.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **15 Debtors**
||**Group**|Group|**Charity**|Charity|
|---|---|---|---|---|
||**2025**|2024|**2025**|2024|
||**£000**|£000|**£000**|£000|
|**Due within one year**|||||
|Receivable from donors and|||||
|funders
Due from subsidiary undertaking|2,634
-|1,617
-|2,634
423|1,617
584|
|Prepayments and accrued
income|2,088|2,611|2,087|2,584|
|Programme advances to CARE|||||
|country offices and partners|4,333|8,232|4,333|8,232|
|Other debtors|228|723|221|674|
||**9,283**|13,183|**9,698**|13,691|
|Programme advances to CARE country offices and partners represent
programme implementation, which have not yet been utilised.|||funds transferred to enable||
|**Creditors: Amounts falling due within one year**|||||
||**Group**|Group|**Charity**|Charity|
||**2025**|2024|**2025**|2024|
||**£000**|£000|**£000**|£000|
|Provision for pension plan|||||
|recovery|21|17|21|17|
|Deferred income|807|1,220|807|1,220|
|Trade creditors|433|426|431|426|
|Payable to donors and funders|278|-|278|-|
|Funds due to CARE country offices|||||
|and partners|5,105|11,622|5,105|11,622|
|Accruals|1,118|1,103|1,113|1,072|
|Other creditors|246|201|246|201|
||**8,008**|14,589|**8,001**|14,558|
## **16**
Funds due to country offices and partners represent funds utilised for programme implementation for active awards, which have not yet been transferred by CARE International UK.
**72** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **73** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **16 Creditors: Amounts falling due within one year (continued)**
|**Deferred Income**
Deferred Income at 1 July 2024
Resources deferred during the year
Amounts released from previous
periods
Deferred income at 30 June 2025|**Group**
**2025**
**£000**
**1,220**
**1,111**
**(1,524)**
**807**|Group
2024
£000
-
1,220
-
1,220|**Charity**
**2025**
**£000**
**1,220**
**807**
**(1,220)**
**807**|Charity
2024
£000
-
1,220
-|
|---|---|---|---|---|
|||||1,220|
Deferred income relates to grant income received prior to entitlement.
## **17 Creditors: Amounts falling due after more than one year**
||**Group**|Group|**Charity**|Charity|
|---|---|---|---|---|
||**2025**|2024|**2025**|2024|
||**£000**|£000|**£000**|£000|
|Provision for pension plan|**277**|**-**|**277**|-|
Provision represents the costs of withdrawal from The Pension Trust scheme and the deficit contributions agreed between the company and the scheme as at 30 June 2025.
**NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **18 Statement of funds**
**Statement of funds - current year**
|**Unrestricted funds:**
Designated Funds: IT
Investment
General funds
**Restricted funds:**
**Donations and legacies**
Individual and corporate
donors including
legacies
Disaster Emergency
Committee (DEC)
**Charitable activities**
Foreign, Commonwealth
& Development Office
European Commission
including Directorate for
Humanitarian Aid and
Civil Protection
Other donors and
miscellaneous restricted
funds
**Total of funds**|**Balance at**
**1 July 2024**
**£000**
-
4,809
4,809
6,527
336
959
148
1,949
**9,919**
**14,728**|**Income**
**£000**
-
10,936
10,936
2,947
2,922
41,749
-
5,512
**53,130**
**64,066**|**Expenditure**
**£000**
-
(10,598)
(10,598)
(5,437)
(2,790)
(40,479)
(135)
(6,381)
**(55,222)**
**(65,820)**|**Transfers**
**in/out**
**£000**
200
(290)
(90)
77
-
65
-
(52)
**90**
**-**|**Balance at**
**30 June**
**2025**
**£000**
200
4,857|
|---|---|---|---|---|---|
||||||5,057
4,114
468
-
2,294
13
1,028|
||||||**7,917**
**12,974**|
**74** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **75** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **18 Statement of funds (continued)**
The restricted funds represent unexpended balances on donations and grants given for specific purposes, for which conditions have been imposed as to their use. The funds have been grouped by donor as the project restrictions are set by the donors. Within each grouping, there are numerous restricted programmes for which the funding can only be spent in specific geographical areas and on specific activities. The material balances are further explained below:
**Individual and corporate donors including legacies** represent donations raised by CARE International UK and legacies left to the Charity which are for our restricted appeals. A significant proportion of this restricted funding relates to appeals for Ukraine, Turkey/Syria earthquake, Gaza and Lebanon crisis, and the Myanmar earthquake. These restricted funds are to be spent on providing aid to those impacted by these emergencies. Fund transfers include £22k approved for transfer to general purpose funds, £10k received to cover the costs of closing programmes and £89k received from other donor funds to support ongoing projects.
CARE International UK are a member of the **Disasters Emergency Committee** and we receive restricted funding to run programmes resulting from their emergency appeals. This fund grouping relates to funds received from the DEC as a result of their emergency appeals for Pakistan Floods, Turkey/Syria earthquake, Ukraine, Afghanistan, and the Myanmar earthquake, which must be spent responding to those emergencies.
The **Foreign, Commonwealth & Development Office (FCDO)** fund grouping represents the balance of funds received from FCDO & UK Government sub-awards towards a number of restricted programmes. These include the Yemen Food security Safety Net Programme, Building Local Resilience programmes in Syria, Humanitarian and Resilience programme in Nigeria, Climate resilience in Pakistan and Gender equality programming in Pakistan and Ethiopia and Somalia. During the year £65k was transferred from unrestricted funds to contribute to the costs of closed funds.
The **other donor and miscellaneous** restricted funds includes all other restricted programmes, including grants from the START network, other CARE International members, the UN and trusts and foundations, which are restricted in terms of the geographical area and purpose that they can be spent on. The restricted funds generating the most income in FY2025 are the Gender promotion initiative, Education in Afghanistan and Cocoa Life community programmes. Transfers of £89k were made to support expenditure of other restricted projects with £38k received from general purpose funds to cover the costs of closing programmes.
**NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **18 Statement of funds (continued)**
## **Statement of funds -prior year**
|**Unrestricted funds:**
General funds
**Restricted funds:**
**Donations and legacies**
Individual and corporate donors
including legacies
Disaster Emergency Committee (DEC)
**Charitable activities**
Foreign, Commonwealth &
Development Office
European Commission including
Directorate for Humanitarian Aid and
Civil Protection
Other donors and miscellaneous
restricted funds
**Total of funds**|Balance at
1 July 2023
£000
4,750
8,785
1,019
1,043
158
5,708
16,713
21,463|Income
£000
10,363
4,755
4,838
24,953
67
3,992
38,605
48,968|Expenditure
£000
(10,209)
(5,921)
(5,521)
(26,319)
(77)
(7,656)
(45,494)
(55,703)|Transfers
in/out
£000
(95)
(1,092)
-
1,282
-
(95)
95
-|Balance at
30 June
2024
£000
4,809|
|---|---|---|---|---|---|
||||||6,527
336
959
148
1,949|
||||||9,919
14,728|
Unrestricted funds include general purpose funds and £200k that has been designated for IT investment.
**76** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **77** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **19 Analysis of net assets between funds (current period)**
|Tangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year
Creditors due after one year|**Unrestricted**
**funds**
**2025**
**£000**
44
39
7,214
(1,963)
(277)
**5,057**|**Restricted**
**funds**
**2025**
**£000**
-
-
13,909
(5,992)
-
**7,917**|**Total**
**funds**
**2025**
**£000**
**44**
**39**
**21,123**
**(7,955)**
**(277)**|
|---|---|---|---|
||||**12,974**|
## **Analysis of net assets between funds (prior period)**
|Tangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year|Unrestricted
funds
2024
£000
80
39
11,882
(7,192)
4,809|Restricted
funds
2024
£000
-
-
17,316
(7,397)
9,919|Total
funds
2024
£000
80
39
29,198
(14,589)|
|---|---|---|---|
||||14,728|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **Subsidiary**
**20**
The Charity owns the whole of the issued ordinary share capital of CI Enterprises Ltd, a company registered in England and Wales (Company number 02306212) and whose registered address is c/o Ashurst LLP, London Fruit and Wool Exchange, 1 Duval Square, London, England, E1 6PW.
The subsidiary is used for trading activities to provide income for the Charity. The activities during the year were the provision of IT support to six European CARE International Member offices and their respective country offices, fees charged to corporate partners for use of the CARE name and logo and receiving royalty income from book sales.
|**2025**
**£000**
Turnover
**316**
Cost of sales
**(312)**
**Gross profit**
**4**
Administration expenses
**(8)**
**Operating profit**
**(4)**
Tax on (profit)
**(2)**
**(Loss)/profit after taxation**
**(6)**
Tax is in respect of the profits of the financial year ended 30 June 2024.
**The aggregate of assets and liabilities were:**
**2025**
**£000**
Assets
**431**
Liabilities
**(430)**
**Surplus**
**1**|2024
£000
431
(398)|
|---|---|
||33
(1)|
||32
-|
||32|
||2024
£000
622
(615)|
||7|
**78** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **79** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **20 Subsidiary (continued)**
CI Enterprises Limited has entered a binding deed of covenant to pay all its taxable profits to its parent charity, CARE International UK, as a qualifying charitable donation. Ordinarily these taxable profits transferred to the parent entity are recognised through equity rather than as an expense through the profit and loss, and therefore an operating profit exists at the balance sheet date. If the qualifying distribution is made within 9 months of the year end, no corporation tax is due on the profits.
For the year ended 30 June 2025 no qualifying distribution was made to CARE International UK, however a small corporation tax liability did arise on the taxable profits. As CI Enterprises had moved into a positive reserves position, CARE International UK opted to pay the tax of £1.8k to ensure a level of reserves was maintained within CI Enterprises.
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **21 Lendwithcare**
Lendwithcare is a peer-to-peer lending relationship between individuals and organisations based in the UK and people in low-income countries. It is an innovative way of raising microfinance to help entrepreneurs in developing countries to lift themselves out of poverty.
The total number of lenders, since the scheme’s inception in April 2010, is 91,679 _(2024 – 84,210)_ with 55,605 _(2024 - 51,663)_ active lenders as at 30 June 2025. Active lenders are defined as a lender who has logged in, made a loan, or received a repayment in the last 12 months.
The total value of loans made to entrepreneurs since the inception of the scheme has been £57m. This has supported 217,295 _(2024 – 197,849)_ entrepreneurs since the beginning of the scheme. In compliance with the Charities SORP (FRS102), the Charity, as agent, discloses the value of funds added to the scheme; funds loaned to entrepreneurs through microfinance partners, which includes both new funds from lenders and funds repaid to lenders and then re-loaned to another entrepreneur; together with the balances held at 30 June 2025.
## **Funds received**
The value of new funds added to the scheme during the year, by existing and new lenders, is:
|Added to the scheme
Withdrawn|**2025**
**£000**
**1,728**
**(194)**
**1,534**|2024
£000
1,626
(230)|
|---|---|---|
|||1,396|
## **Funds paid**
> [The total value of loan (from new funds re-loaned) during the year is: ]
|Loans during the year|**2025**
**£000**
**5,493**
**5,493**|2024
£000
5,480|
|---|---|---|
|||5,480|
**80** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **81** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **21 Lendwithcare (continued)**
## **Balance held as agent**
> [The amount of lenders funds held: ]
|Amounts held by CARE International UK at year-end as agent|**2025**
**£000**
**3,061**
**3,061**|2024
£000
2,788|
|---|---|---|
|||2,788|
Lenders’ funds do not form part of the assets of CARE International UK and are therefore not consolidated within the financial statements. They are not available for use by the Charity.
The operating costs of the scheme of £1.03m _(2024 - £1.13m)_ are included in expenditure charitable activities within the financial statements and in Note 8. These are the costs of managing the scheme and raising new funds for the scheme.
## **22 Reconciliation of net movement in funds to net cash flow from operating activities**
|Net income/(expenditure) for the period (as per Statement of
Financial Activities)
**Adjustments for:**
Depreciation charges
Investment income
(Increase)/decrease in debtors
Increase/(decrease) in creditors
**Net cash provided by operating activities**
|**Group**
**2025**
**£000**
**(1,754)**
**50**
**(374)**
**3,900 **
**(6,304)**
**(4,482)**|Group
2024
£000
(6,735)|
|---|---|---|
|||51
(396)
(1,428)
10,201|
|||**1,693**|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
|**23**
**Analysis of cash and cash equivalents**
Cash in hand|**Group**
**2025**
**£000**
**11,893**
**11,893**|Group
2024
£000
16,015|
|---|---|---|
|||16,015|
## **24 Analysis of changes in net debt**
|Cash at bank and in hand
Debt due within one year
Debt due after one year|**At 1 July**
**2024**
**£000**
16,015
(17)
-
**15,998**|**Cashflows**
**£000**
**(4,122)**
(4)
(36)
**(4,162)**|**At 30 June**
**2025**
**£000**
11,893
(21)
(36)|
|---|---|---|---|
||||**11,836**|
## **25 Pension commitments**
All new employees are auto-enrolled into a Group Personal Pension Plan with Royal London (formerly Scottish Life) comprising a 5% employer contribution and 3% employee contribution.
Contributions to the scheme for the year were £310k (Restated 2024 - £205k) and at the end of June 2025 there were 110 members in the scheme (2024 – 97)
The charity also participates in a multi employer defined benefit scheme administered by The Pensions Trust. The scheme was closed to new members at the end of April 2014 and existing members continue to benefit from a 7.5% employer contribution against a 4% employee contribution.
Contributions to the scheme for the year were £30k (2024 - £52k) and at the end of June 2025 there were 8 members in the scheme (2024 - 8).
Contributions to the multi employer scheme paid into The Pensions Trust Growth Plan (“the plan”) up to and including September 2001 have been converted to defined amounts of pension payable from Normal retirement date. From October 2001, contributions were invested in personal funds which have a capital guarantee, and which are converted to pension on retirement, with the Growth Plan or by purchasing an annuity.
Following a change in legislation in September 2005, there is technically a potential liability to CARE International UK, applicable to employers with pre-October 2001 liabilities in the Plan. When
**82** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **83** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Care International UK Annual Report and Accounts Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **25 Pension commitments (continued)**
an employer withdraws from a pension scheme which is in deficit, the employer is required by law to pay its share of the deficit, calculated on a statutory basis (known as the buy-out basis). If Plan liabilities exceed assets, a buy-out debt will exist if CARE International UK withdraws all employees from the scheme.
The leaving employer’s share of the buy-out debt is the proportion of the Plan’s pre-October 2001 liability attributable to employment with the leaving employer compared with the total amount of the Plan’s pre-October 2001 liabilities. Given the number of factors to be considered in determining the liabilities the debt can fluctuate over time.
The Pensions Trust’s most recent estimate of the cost of withdrawal from the Plan is £245k based on the financial position of the Plan at 31 May 2024. The Pensions Trust has advised that an employer will only be deemed to have withdrawn if it has no active members remaining in the Plan and no eligible employees to whom to offer membership to the Plan. CARE International UK has agreed to trigger section 75 to commence the exit arrangements from the scheme.
Under the Pensions Trust recovery plan, deficit contributions made by CARE International UK during the year were £22k _(2024 - £29k)._ This recovery plan is intended to run to 2025. In compliance with the Charities Statement of Recommended Practice (FRS102), the provision for the net present value of the future contributions to the deficit recovery plan is held on the Balance Sheet. Details of this provision are given in Note 16, Creditors.
## **26 Operating lease commitments**
|**Operating lease commitments**|||
|---|---|---|
||**Group**|Group|
||**2025**
**£000**|2024
£000|
|Commitments within one year|**-**|74|
The following payments have been recognised as an expense in the Statement of Financial Activities:
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **27 Grants commitments**
CARE International UK aims to continue to provide funding to a number of programmes and projects subject to the delivery of obligations contained in the grant awards. The amount of grants outstanding at the end of the year that did not meet the definition of an accounting accrual is detailed below. Payment of the grants is contingent on the outcome of reviews of the programmes and therefore the liability has not been recognised at the year end. The commitments will be funded through general funds or restricted funding from individual and institutional donors. The funding of these commitments falls due as detailed below.
|Less than one year
Later than one year and not later than five years|**Group**
**2025**
**£000**
3,101
94,809
**97,910**|Group
2024
£000
13,666
117,737|
|---|---|---|
|||131,403|
## **28 Related party transactions**
The Charity is a member of the Disasters Emergency Committee (DEC) and in the year paid a subscription of £30k _(2024 - £34.1k)_ . As an automatic part of membership, CARE International UK’s Chief Executive is a Trustee of the DEC. The Charity receives funds from DEC appeals and amounts received and receivable in the year were £3.2m _(2024 - £5.2m)._
One trustee of CARE International UK is also a Director of a company providing legal services and one trustee appointed after the balance sheet date is also an employee of the same company. The Charity received Pro Bono legal work for the value of £234k _(2024 - £425k)_ and cash donations from 8 trustees totalling £3.9k _(2024: £0)._
One trustee received payment of £2.8k for the provision of consultancy services as a de-facto trustee prior to onboarding in March 2025.
|The following payments have been recognised as
Statement of Financial Activities:|an expense in the||
|---|---|---|
||**Group**|Group|
||**2025**|2024|
||**£000**|£000|
|Operating lease rentals|**69**|48|
Operating lease rentals in the year relate to rental of office space. Care International UK relocated offices during the financial year. There are no future lease commitments in respect of the current office space.
Company number 01911651
**84** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **85** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## **FOR THE YEAR ENDED 30 JUNE 2025 NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **29 Donor Funding**
The information in the table below is provided to meet the special conditions in restricted grant agreements requiring CARE International UK to disclose cash received from those grants in the Annual Financial Accounts
|Financial Accounts|||
|---|---|---|
|Project Name|FY2025|FY2024|
|**Foreign Commonwealth and Development Office(FCDO)**|||
|GENRE+ Phase II (Mali)
Gender-transformative and Equitable Natural Resource Management for
Resilience, Social
Cohesion and Peace Phase II|385|505|
|Steps towards Afghan girls, Educational Success Phase 2 (STAGES II) via
Agha Khan Foundation|1|484|
|Adolescent Girls' Education Somalia - AGES via PricewaterhouseCoopers|1,943|3,169|
|Afghanistan Recovery, Reintegration and the Resilience Programme (R3) via
Norwegian Refugee Council|-|
431|
|Women Lead in Emergencies: StrengtheningGBV Response in Tigray|-|
409|
|BuildingLocal Resilience in Syria(BLRS)|14,652|8,783|
|Food SecuritySafetyNet Programme|17,152|9,268|
|Ecosystem-Based Adaptation in EcologicallyCritical Areas of Bangladesh|4,207|1,757|
|Strengthening Protection Services and Resilience in Northeast Nigeria
through a Locallyled Approach(STEPSERN)301362-108|1,999|1,396|
|Supporting Bangladesh's Rapid Needs Assessment (SUBARNA) Project
Phase 3|77|27|
|Provide sustainable and comprehensive humanitarian response and
prevention to protection and GBV risks for marginalized and hard to reach
communities in humanitarian hotspot areas in South Central Somalia|466|239|
|Women Lead in Emergencies: Strengthening GBV response in Tigray/Afar
response in Tigray|743|107|
|COSACA Lean Season Recov - Mozambique via Save the Children|-|
34|
|Cash Consortium Sudan(CCS)|2,159|-|
|Puntland and GalmudugPeace Initiative|841|-|
|Aawaz II - Inclusion, Accountability and Preventing Modern Slavery
Programme(Sindh Component)|116|-|
|Local Infrastructure Support Programme|21|-|
|Food SecuritySafetyNet Programme|171|-|
|BuildingResilience and addressingvulnerabilityto Emergencies(BRAVE)|550|-|
|DFID Work and Opport for Women|169|-|
|What Works to Prev Violence|410|-|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
## **29 Donor Funding (continued)**
|**Donor Funding (continued)**|||
|---|---|---|
|Project Name|FY2025|FY2024|
|**Department for Environment, Food and Rural Affairs(DEFRA)**|||
|Achieving Sustainable
Forest Management through Community Managed
Protected Areas in Madagascar|101|182|
|**Disasters Emergency Committee(DEC)**|||
|Pakistan Multi-sector Integrated Flood Emergency Early Recovery 2022 (Phase 2)
2023|-|
926|
|Afghanistan Multi-sector Integrated RecoveryResponse(Phase 2)|-|
84|
|Humanitarian Response to Ukrainian Crisis(Phase 2)|1,118|2,233|
|Earthquake Response in Türkiye and Northwest Syria(Phase 1)||718|
|DEC Turkey-Syria Earthquake Appeal|733|1,316|
|DEC Collective Initiative - Romania|103|-|
|DEC Middle East Humanitarian Appeal|302|-|
|DEC Myanmar Earthquake Appeal|100|-|
|DEC Middle East Humanitarian Appeal Phase 2|71|-|
|**European Commission(EC)**|||
|Wanbel Wantaim(Peace Together)in Papua New Guinea's Highlands|85|-|
|**Education Cannot Wait**|||
|Extended and Expanded Multi – Year Resilience Program(MYRP)2023 to 2024|317|-|
|Education Cannot Wait First EmergencyResponse|342||
|**Jersey Overseas Aid Commission**|||
|Samrakshyan: Conservation-friendly livelihoods for women and vulnerable
people in Mutani Khola Watershed in Nepal|226|212|
|El Niño Floods response|-|
200|
|**START Network**|||
|Alert N-11,Response-Coldwaves in Nepal|-|
295|
|Nepal pilot: responding to
humanitarian emergencies(Phase 2)|29|180|
|729 Madagascar(Anticipation of Food Insecurity)|-|
250|
|Alert 679 Zambia(Flooding)– LearningGrant|-|
15|
|754 South Sudan(Drought)|-|
200|
|Start Network Award – SR-2023-BGD-002|-|
13|
|761 Ethiopia(Flooding)|-|
100|
|N-19 Nepal(Response Jajarkot Earthquake)|-|
200|
|Start Ready Risk Pool 2: Madagascar National Reserves Top-up 2024 CARE
International UK|-|
19|
|Start Ready Risk Pool 2: National Reserve Funds for Flood Readiness Activity
2024|-|
41|
**86** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **87** Care International UK Annual Report and Accounts Annual Report and Accounts 2024–25 Company number 01911651
Company number 01911651
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
- **29 Donor Funding (continued)**
|**Donor Funding (continued)**|||
|---|---|---|
|Project Name|FY2025|FY2024|
|**START Network**|||
|Start ReadyRisk Pool 2 Madagascar Cyclone|-|
390|
|Start ReadyRisk Pool 3: Madagascar Cyclone Gamane 2024|-|
234|
|SupportingStart Network’s Hub Connect Event in Kathmandu,Nepal|-|
64|
|StartFund _ DRF Bangladesh Cyclone II|-|
17|
|Start Network Award SRD_2024 PH_Cyclone Simulation Exercise|-|
8|
|Start Network Award FL-NR-PK-2024-002|-|
6|
|SRD_2024_PH_Cyclone Simulation Exercise|90|-|
|854 Philippines(Oil spill)|200|-|
|Alert 868 - Chad(Flooding)|69|-|
|DEC Middle East Humanitarian Appeal|150|-|
|Start ReadyRisk Pool 3 National Reserves Madagascar|15|-|
|Start Ready Risk Pool 3: Philippines Cyclone National Reserves – Eastern
Samar(Can-avid and Taft)|87|-|
|Alert 904 Sierra Leone(Anticipation of mpox outbreak)|40|-|
|SR_RP3_PK_DR_NR_007|15|-|
|Start Network’s DRF/Forewarn programme and Hub Incubation Fund 2025
(DRF/Forewarn and Hub_2025_PHIL_001)|229|-|
|Pakistan Drought,Balochistan,District Ziarat|80|-|
|Host Agency- Start Fund Nepal,DRF and FOREW|92|-|
|Start Network SolidarityFund Yemen|300|-|
|Start ReadyRisk Pool 4 Pakistan Flood|8|-|
|ALERT00N-01 House construction|4|-|
|ALERT 790 Madagascar(Anticipation of cholera outbreak)|32|-|
|**UK Research Institute**|||
|Food Systems Transformation in Southern Africa for One Health (FoSTA-
Health)|-|
52|
|**UNOPS**|||
|THE STRENGTHENING HUMANITARIAN PREPAREDNESS AND RESPONSE
PROGRAMME|-|
8|
|**United Nations Peace Building Fund(UNPBF)**|||
|Filles et Femmes Engagees pour la construction de la Paix en Guinee
(FIFEP-Guinee)|-|
512|
|Participation des femmes etjeunes files à la Siguiri et Gaoual|284|-|
|**Mondelez**|||
|Mondelez Cocoa Life Programme CIV-2023-2024|33|753|
|OpportunityFund for “Entrepreneurpathways” in cocoa communities|200|120|
|Cocoa Life CommunityDevelopment Project 2024|664|352|
|Cocoa Life Project, CIV Community Development programme YEAR 2
2025|684|-|
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
**FOR THE YEAR ENDED 30 JUNE 2025** FOR.THE.YEAR.ENDED.30.JUNE.2025
**29 Donor Funding (continued)**
|**Donor Funding (continued)**||||
|---|---|---|---|
|Project Name|FY2025|FY2024|
|
|**Mondelez**||||
|Mondelez OPEN Phase 2|162|-||
|Cookstove Program|23|99||
|**Diageo**||||
|Trainingof Trainers(TOT)for Village Based Agents(VBAs)- Kenya|185|-||
|Diageo PartnershipPlanning-GB|75|-||
|**Fyffes**||||
|Phase 1 Design, Women’s Empowerment Programme Guatemala and
Costa Rica|166|-||
**88** CARE International UK: Annual Report and Accounts 2024–25
CARE International UK: **89** Annual Report and Accounts 2024–25
**----- Start of picture text -----**
THANK
YOU
Chompa Aktar and her
friends, Harinagar, Sunamgnaj.
©.Mohammad.Hasan.Zobayer/CARE
**----- End of picture text -----**
Thank.you.to.everyone.who.supported.CARE.International.UK.in.FY25,.including.people.who. made.one-off.or.regular.donations,.took.part.in.fundraising.events.and.campaigns,.made.a. loan.through.Lendwithcare.and.provided.pro.bono.and.gift.in.kind.support..Thanks.also.to.our. generous.anonymous.donors..All.of.your.support.is.invaluable.in.helping.us.stand.with.women. across.the.world.who.are.leading.the.fight.to.end.poverty..We.couldn’t.do.it.without.you.
## Companies
## Trusts and Foundations
- 3C.Foundation
- Accenture • Microsoft.
- Ashurst LLP • Mondelez.
- Gates.Foundation
- Joseph.Rowntree.Reform.Trust
- Buro.Happold.Ltd
- Marks.&.Spencer
- The.players.of.the.People’s.Postcode.Lottery
- Diageo
- PKP.and.Company.
- Fieldfisher.LLP.
- ShareGift
- Price Waterhouse Coopers
- Fyffes
- St.Clare.and.St.Francis.Trust..
- Hogan.Lovells.
- Stephen.&.Catherine.Nelson
- Third.Bridge.Group.
- Other.Trusts.&.Foundations.who.may.prefer.to. remain.anonymous
- IHG.Hotels.&.Resorts.
- Twinings.
- Macquarie.Bank • Unilever Maxis.GBN.
## Statutory donors
- Conflict,.Stability.and.Security.Fund,.now.the. Integrated.Security.Fund.through.the.FCDO
We.are.also.grateful.for.the.continued.support. of.other.companies.–.Benevity,.Microsoft. Rewards/Give.with.Bing,.PayPal.Giving.Fund. and.Revolut.Ltd.
- Department.for.Environment.Food.and.Rural. Affairs.
- Education.Cannot.Wait
- European Commission
- Foreign,.Commonwealth.and.Development. Office.(FCDO)..
- International.Organization.for.Migration.(IOM)
- Jersey.Overseas.Aid.Commission.(JOAC).
- UK Research Initiative
- United.Nations.Development.Programme. (UNDP)
- United.Nations.Peacebuilding.Fund.(UNPBF)
## Organisations, charities and implementation/ programme partners
- ACCORD
- Action.Against.Hunger
- Adam.Smith.International
- Aga.Khan.Foundation
- Al.Manar.Voluntary.Organization..
- Association.for.Water,.Applied.Education.&. Renewable.Energy
- Association.Malienne.pour.la.promotion.du. Sahel
- Azat.Foundation
- Bright.Star.Development.Society.Balochistan. (BSDSB)
- Building.Foundation.for.Development
- Centre.for.Climate.Change.and.Environmental. Research.(C3ER),.affiliate.of.BRAC.University.
- Centre.for.Natural.Resource.Studies.
- Chrysalis.(CARE.Affiliate)
- Coalition.of.Girls/Women.of.Guinea.for.
Dialogue,.Peacebuilding.and.Development.
- Cuban.Council.of.Churches.(CIC)
- Cordaid..
- Disasters.Emergency.Committee
- DT.Global.UK
- Dushtha.Shasthya.Kendra.
- EARTH.University.Costa.Rica.
- Ekklesiyar.Yan’uwa.a.Nigeria.
- Ethical.Tea.Partnership..
- Federation.of.Community.Forestry.Users. Nepal
- Friendship.
- Hari.Welfare.Association.Office
- Humanity.&.Inclusion..
- Indus.Resource.Center
- The.Nigeria.INGO.Forum
- International.Development.Enterprises.(iDE)
- International.Rescue.Committee.UK.(IRC)..
- JAGO.NARI
- Legal.Aid.Society
- Mercy.Corps.
- Nadha.Makers.Organization
- National.Foundation.for.Development.and.
Humanitarian.Response.Nigeria.INGO.Forum
- NEEM.Foundation
- Norwegian.Refugee.Council..
- Oxfam.GB.
- Palestinian Agricultural Development Association.(PARC)
- Pambansang.Koalisyon.ng.Kababaihan.sa. Kanayunan
- Plan International UK
- Practical Action
- Rozan
- Rise
- Royal.Botanical.Gardens.Kew.
- Sami.Foundation
- Save.the.Children..
- ShelterBox.UK.
- Shine Women Empowerment Center
- Somali.Women’s.Studies.Centre.
- START.Network..
- TIMRAN
- West.African.Network.for.Peacebuilding. (Guinea.Office).
- Women’s.Association.of.Tigray.
- Working.Group.on.Women,.Youth,.Peace.and. Security.in.West.Africa.and.the.Sahel.
- World.Vision.UK..
- Yemen.Family.Care.Association
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© CARE/Sarah Easter
**----- End of picture text -----**
Nima (34) has 4 children: Maysam (10), Baisam (6), and Maysoun (4) and Cherif (6 months old). Cherif was born in Mile refugee Camp in Eastern Chad. They fled together from their hometown Al-Fashir in Darfur, Sudan, to Chad in June 2023.
CARE International UK: **91** Annual Report and Accounts 2024–25
## Why CARE
Right now, across the world, conflict and extreme weather are on the rise. Women are often the first to pick up the pieces. To provide for their community. Yet women are the most likely to be in poverty and the least likely to be in power. Women are too often abused. Ignored. Exploited.
In a crisis, they can lose their health. Their homes. Their livelihoods. We refuse to accept this.
We believe women must be listened to and supported.
We believe everyone deserves to feel safe. To build a life. To shape a better future.
Women across the world are leading the fight to end poverty.
For their families. For their communities. For the planet.
It’s up to us to stand with them.
CARE International works with women in the world’s most challenging situations and has changed tens of millions of lives.
In more than 100 countries we ask women what’s needed, then our expert teams work with them to deliver it.
From food to housing to healthcare.
The impact is felt not just for a day, but for a lifetime.
We’ve seen decade after decade what happens when we listen to women.
Whole communities benefit. Our whole world benefits.
Let’s start with women, and together we’ll change millions of lives.
pods from her koko trees, Samoa.
**CARE International UK** 1.St.John’s.Lane London.EC1M.4AR
careinternational.org.uk Tel:.+44.(0).20.7091.6000
supportercare@careinternational.org